The Unconventional Path: Navy Pilot to Funnel Hacker CEO

He goes, how much did you make? I said $43,000, half my military salary at the time. It was the biggest win. Me and Russell had some conversation in passing, but we weren't friends. We, we didn't talk a lot, like I never really asked him a lot of questions. And then he said something like, hey, well, when you become the CEO of my company, then we can do this.

I'm like, what?

Come see how Bill Allen went from being a Navy pilot to running Russell's companies as a CEO, and how his military background is something that helped shape how he operationally does business day to day.

He unwraps everything and real actionable steps that you can start implementing into your life today to start your track to greatness.

There's some principles that we live by in the military with risk, and business is also a high-risk environment. It's just financial risk. One of the principles that we said in operational risk management was we only make a risk decision when the benefit outweighs the cost. I want to be with the $150,000 people, so I'm towards the bottom so that I can rise up and increase my knowledge. Flip 3, keep 1. This is what I try to teach my flippers. You can't keep everything. You got to have some active income and build long-term wealth.

Today we have none other than Bill Allen.

Welcome back to another episode of ClickFunnels Radio. I'm Chris Cameron, and joined with me as always is the awesome Dante Torelli. We've got a good one today. Dante, are you ready, man?

I'm stoked. I've heard about Bill— or our guest coming up— I've heard about our guest quite a bit. I've not had a pleasure to meet him. We just talked a couple minutes in the green room. I'm excited for this one, Chris.

This guy is the man. Well, you guys just heard a little bit about him on that kind of intro. So, Bill, you started as a Navy pilot. Is that something that you always wanted to do? You're just like, grown up, you're like, oh my gosh, I want to be a pilot. How'd that start?

No, not really, actually. I, I didn't know what I wanted to do at all. So I knew I mean, at the time I thought I had to go to college, like the late '90s, you know, mid-'90s, like everybody thought. Yeah, like my, my parents, my dad's an engineer and he was in the Navy. My dad was on submarines. So he was like, I don't care what you do in college, son, but I'm not paying for it. And so you got to figure out a way to pay for it. So it was like sports or he had this thing and he was pushing me towards was his Navy ROTC scholarship. So I was like, let the Navy pay for your, your school. And I was like, all right, I'll apply for that. And I, you know, I was a, I was an athlete. I was a soccer player. I had some full rides to different colleges for soccer. I ended up taking this Navy ROTC scholarship, and I remember I didn't want to do it. They were waking me up at 6:00 AM in college. I was hanging out late at night and having fun, and I'd have to go run and work out and wear my uniform, and it just was kind of a drag. I went to a normal college, not like Naval Academy or anything. So only 2 days a week, I had to wear my uniform, and then on Thursday, I would casually take it off after my class in the morning and just try not to get busted on Thursday when I wasn't wearing it. And I didn't know what I wanted to do. Like, I wasn't like growing up watching Top Gun like a lot of my friends that were like, I want to be a pilot. Like, most of the pilots I feel like that I flew with, they knew they wanted to be a pilot. Like, they were fighting to become pilots. My first 2 years, I was training to be a Navy SEAL, actually. I would wear boots and utilities, and I'd go run and carry logs up the hill. There was a couple of guys that were training to be SEALs. So like, they have a different physical physical tests that they do. They have a bit different program. And I told my dad, my dad's like, you're an idiot. What are you just going to kill people for a living? This is— use your brain, son. Not that stuff. That's, that's dumb.

So he wasn't supportive?

No, not at all. Not, not for the SEAL stuff. And, you know, and I was just young and I was, I wasn't listening to my dad at that time, right? A couple of things like selective listening, you know? And so I probably would have pursued that and continued that, except there, a guy that I trained with, his name was Jeff Whitaker. He was a couple years older than me, like 3 years older than me, graduated. And he was like the guy that I looked up to. This dude was fast. He was small like me. He could, I mean, he could work out. He was fit. And he, but he got his Trident. So like he got his warfare pin, you know, that big gold Trident or silver Trident.

I don't know what that, what does that signify, Bill?

Yeah, so our warfare pin in the military, so in the Navy at least, you go to school, you do everything, you get your warfare pin. So that the pilots get wings, So if you see on their uniform, they got those gold wings in Top Gun. The surface guys get their surface thing. I don't know what it's called. They probably call it something. And then the submarine guys get their dolphins. They're called dolphins. And so when you're walking around, you see another Navy officer in uniform, I can tell just by looking at their warfare pin. And the SEAL warfare pin is that it's huge. It's like 2 to 3 times the size of everything else. Like it is, legit, when you see it, you can see it from across the room. It's that intense and like big. To do that, if you watch any of these TV shows or movies for SEALs, they're going through what's called BUD/S, right? Yeah. And so they go through all their SEAL training. At the end of that, if they don't ring the bell and all the stuff that you see, right, they don't quit and they make it through there.

Which is super, super hard. Like, I remember Marcus Luttrell's book, like half of the dang book was about BUD/S, right? Before he even went and did the whole Lone Survivor thing. BUD/S is intense.

Yeah. And it's not just Hell Week, which is what you see on TV all the time. That's one week. That's just one small week of the entire training that you have to go through. And then at the end of that, once you are fully qualified, then you get your warfare pin, you get your trident. And that's the thing. Dante, if you watch the movies where one of the SEALs gets killed and they're banging something into the casket, that big gold thing or silver thing. With the spikes on it, they're banging, and all the SEALs are coming up and banging into the casket. That's their trident. They're taking their warfare pin off their uniform and banging it into the casket. So that's kind of like, you know, different things and rituals that you might see. So I had this guy that I look up to, he got his trident. So he went through BUD/S and everything, and it's a big deal. Like, you know, we were still talking, and then it wasn't but a few months later, he actually fell out of a helicopter and broke his back. He was fast roping out of a helicopter just after getting his trident and broke is back. And that's when I had a wake-up call of like, you know what, this is like legit, like what now? That was the time where I started kind of like exploring a couple other avenues. And I know this is a really long story. Hopefully it's interesting for—

this is awesome.

But I, I ended up, uh, then I went on a submarine the next summer to check that out because my dad was on submarines. I was like, oh, it might be kind of cool. I went to Hawaii for 6 weeks. I was underwater for 3 of them. It wasn't my favorite thing to do. Those guys work really, really hard. And I was like semi-lazy. We can talk about that at some point because I think it comes into entrepreneurship as you lean in.

Yeah, I was going to say, I've had dinner conversations with you where you lean into that and like, I want to hear where a lot of this discipline came from that you utilize today, but we'll get there.

Well, I, you know, I think I can talk to that. But I would say lazy in the fact that I've never— I've tried to work as little as possible to get the biggest result possible forever, ever since I was little.

Right.

So that's what I would say lazy. There's a book called CEOs Are Lazy. I love that. That kind of concept, right? Then the next summer, I went to Whidbey Island, Washington, and I went with the aviators. And these guys, they played golf, they drank beer, they were— most of them that weren't married were kind of like chasing some girls around and stuff, you know? And it was like what I saw, what you see on Top Gun. It was like these guys, they were like screwing around and flying airplanes. And I was like, man, this is— this sounds pretty— this is kind of nice. Like, I could do this job. I don't want to be on a submarine all the time and then working my butt off nonstop and so stressed out. These guys don't have a life. It was a huge wake-up call. So I was like, yes, might be the thing that I want to check out. And so that's, that's what brought me to be a pilot was I think those guys just worked less, had fun, and had a pretty cool job. So that kind of got me exploring that. But I'd never flown a plane before that, hadn't done anything. And then I had to commit to something and pick something. And then you have to be selected also. So it's not like you say, I want to be a pilot, and they're like, okay, or I want to be on subs. You kind of put in your dream sheet and then they pick for you. And fortunately, I got good enough grades on, you know, the aviation test.

A lot of you listening are probably thinking, okay, cool, we're going to listen to Bill's story and we're going to figure out how he became like, you know, a pilot, commercial airline pilot, because that's like the trajectory, right? For those of you don't know, like, I report directly to Bill. Like, my job at Prime Mover as VP of coaching, like, I direct— report directly to Bill, right? So how do we get to this point? One thing that I love too, just as a side note, Bill, is anytime that you are teaching us, I remember specifically beginning of the year, we had this meeting, right? We all get together. And operationally, the way that you think, and you kind of talked about decentralized command and things like that, a lot of the lessons that you use today as a CEO come from that military background. And we'll get there. But first, I kind of want to know, like, all right, man, well, you finish, you know, in the Navy, you finish college, but you don't utilize necessarily the things that you did there. What was the next step towards entrepreneurship?

Uh, yeah, great question. So I went into the military, I was there for 15 years of active duty and 5 years in the reserves. I retired in 2023, um, as a commander, so '05. And I did a lot of things in there. I moved 18 times in 20 years. I you know, there's a lot of stuff. And I don't think— I didn't use really anything from college that I felt like when I went in the military, other than maybe some socialization. And, um, and then in the military, I feel like coming out of the military, you're like, well, yeah, I don't fly airplanes. I'm not— I was a test pilot, uh, for the second half of my career in the military. I don't test airplanes and helicopters right now. Um, they spent, you know, almost $2 million on my education for test pilot school. I don't do any of that stuff. I did it for 3 years and then and that was it. And so, but I think in everything that we do in our background, like our whole life story is like leading up to something. Like you take a piece from everything. And so I took a piece from college. I take a piece from growing up. I take a piece from different people, different mentors, different people that kind of shaped me and molded me into who I am from my childhood all the way to now. So there's lots of pieces that come into this. And I think your experience grows wherever your feet are. You're learning things, you're developing, you're, you're building opportunities for yourself, you're putting yourself in the right situation. And so, the military gave me a lot of that. I moved 18 times in 20 years. I mean, 18 moves. Some places, I lived somewhere for 9 months. I had to learn how to make friends.

With a family too though, Bill, right?

I didn't really have a family until the end of my military career. I met my wife in England. I was stationed in England for a year, came back to the US. Me and my wife only moved like 3 times. So, 15 of those moves were me moving on my own as a single guy. And so I would have to like, you know, I'd have to figure out how to, you know, start and stop things. I think one thing that entrepreneurs are really good at is like taking a hat off and putting another one on really quickly. And so a lot of that was probably flying, you know, flying, you really have to, you might have to shift a mission in the middle of the flight very quickly. You have to adapt. We call it Semper Gumby sometimes. So like, just be always flexible. Be flexible all the time. Adaptability and flexibility was a huge piece in what we did.

Even though you have these checklists that you follow to a T, but you've got to call audibles.

For sure. For sure. Yeah, you got to know when to put that checklist down and pick another one up, though. And so, a lot of people ask me, "How do you do so much?" Number 1, I have really good people. So, that's one thing that I think the military did great is they put me in a room with amazing people who were pre-vetted most of the time, right? I'd say if I could choose somebody who had a military service or a civilian, without knowing anything else and just saying if I had to put money on who I would pick to be in the company or go to war with or do whatever we were doing, I would go, I don't know, 60/40 military right out of the gate, maybe higher. I'm not saying that just because somebody's in military means they're a good person or they they have a good background or they know what they're doing. But those people, number one, chose to do that job. We don't have the draft anymore. So they chose to do this. Number two is they strip away all your identity and whip you into shape pretty fast. And number three is they have some discipline. In order to get wherever they got, you got to have a high level of discipline and sometimes attention to detail and things like that. So I took a lot of pieces. So you asked me, how did I get to entrepreneurship? I wanted to make more money on the side, so I got into real estate part-time, you know, just on the side. I just wanted to flip some houses.

This was when you were in the reserves or you were active?

I was active duty. Yeah, I was active duty and I was moving from San Diego to Pensacola and I bought a house. It was in 2009 when everybody told me not to buy a house. I was watching— I was watching the flipping TV shows. The flipping TV shows got me into that.

Oh, like the flipping houses TV shows.

Yeah, yeah, yeah, yeah, yeah. I was watching them like crazy. 2006, '07, '08, '09, like that time. And I was like, man, I'm going to do this. And so just bought a house and I took a sledgehammer to the spare bedroom, spare bathroom, you know, and I loved it. I was like, man, I was— I was demo day and I tore it all out and it took me like 6 months to put it back together because I had no idea what I was doing.

But hold on, you're an entrepreneur, right? So most people aren't just going to watch this TV show and have this thought like, oh, I can do it. And then two, just pull out the sledgehammer and get to work and say, okay, well, I'm gonna learn this way. Like a lot of times people are like, well, hold on, I don't know how to get the financing. I don't, I've never, you know, hung sheetrock. I've never done any of this. This is what's unique about entrepreneurs, right? Especially people listen to ClickFunnels Radio is like, we're doers. We're gonna say, all right, let's try it and figure it out. And you're no different.

You know what's interesting about that statement though, is in 2009, I would never in a second have classified myself as an entrepreneur.

What would you have called yourself?

I was a government employee. I was a Navy pilot. I was a— I mean, I punched a clock. I was a W-2 government employee. You want to know how much I make? It was on the internet. And I was just trying to do something cool that was fun and learn something new, learn a new skill. I would call myself a student. And so I think your statement, Chris, would hit all the entrepreneurs. But it wouldn't hit the people who are just like, have this little tug or this little tap on the shoulder that might be listening to this going, I don't know that that's me. Like, this guy's crazy. He's doing all this stuff. He's done all these things. Like, I was an employee. I had never thought that I would not have a W-2 job in the future. Like, I wasn't like gung-ho entrepreneur. I didn't know any other entrepreneurs. It was just, I was not in that world. I was just a guy who was watching a TV show going, I think I could do that. That sounds like fun.

Well, that's a pretty big decision, though. Was this out of, you know, Dante and I hit this a lot, too. You know, you talk to— there's two reasons that people are motivated to do something. It's usually pleasure or pain, right? And a lot of times these entrepreneurs get in so much pain and they hit this rock bottom and they're like, okay, I have to do something. Yours wasn't that. It was just you wanted more.

Yeah, I think— I don't even know at that time if I did want more because again, this was the first house I moved into. This house, I was like, hey, I've seen this on TV. I want to learn this thing. And then maybe it becomes something, maybe it doesn't. I can tell you the thing, like, in my entire life, if it becomes a long-term thing, great. I'm just going to say yes in the moment. And I wouldn't say I'm like incredibly spontaneous either. Like, that's not the thing. I'm very calculated. And I don't want to miss this point because I call myself a closet entrepreneur at that time. Like, I was an entrepreneur. I just didn't know it. I didn't know it. And so, in the hero's journey, they talk about it's either a longing or a need. So, you said pleasure or pain. In the hero's journey, they call it a longing or a need. I'm going here, I'm doing this thing. But if you use Shrek as an example, the movie Shrek, that probably, I don't know, 90% of listeners probably watch that movie. Everybody that watches that movie knows that Shrek is a lonely, miserable ogre in the swamp that needs a woman. But he doesn't, right? And so his hero's journey is like, it's in there. Everybody else can see it, but he can't see it. So everybody else at that time probably maybe would have called me an entrepreneur because I was still like flipping stuff. I was like flipping cars or flipping baseball cards. I was trying to turn a dollar into $2 my whole life. And so of course this appealed to me and was interesting to me, but I just couldn't see it. The biggest advice I can give to someone is if it seems interesting to you and it's fun, and I'm going to talk about risk right now. If you can de-risk the downside and there's big upside, then just say yes to it and then see, see where you go. Just take one step, one foot in front of the other. So in the military, we talk about operational risk management. And Chris, you might have heard me talk about this because I try to bring it into the conversation of our company a lot, is there's some principles that we live by in the military with risk, and we have to de-risk situations all the time. It's a very high-risk environment that we operate in. And business is also a high-risk environment. It's just financial risk, really. So nobody's going to get killed in business. Usually we only make a risk decision when the benefit outweighs the cost. I'm going to say that again. We only make a risk decision when the benefit outweighs the cost. So if I can reduce the downside risk of something that I'm going to do and increase the upside, and the upside outweighs the cost, or I've kind of changed it, I put an adjective there, greatly outweighs the cost. I need it to greatly outweigh the cost. So any house that I ever do, anything that I ever buy, I'm not going to buy it if I have major downside risk. But if I have the, if I have the possibility that I'm gonna lose $10 grand on a car, as an example, but I have the ability to make $40,000 or $50,000, then I'm gonna buy it. Right now, if I have the downside that I can lose $10,000 or I can make $5,000, I would never do that deal. Like, it just doesn't make sense. Why would I do that? And I mean, that's probably exaggeration when it comes to cars, but in watches, like, so I've got, I've got some watches that I bought that I was going to flip that haven't sold as fast as I thought they would, and I don't care. I'm just going to keep them because they're going to go up in value over time. And I'm, I'm just going to wear it. I got a couple where I'm like, okay, cool. This is my watch now. And I don't know, maybe 2 years from now I'll sell it and make 2 or 3 grand or break even. I don't care. But that downside, I don't need the money back. So that's, that's what that house was.

That house, kind of like Money in the Bank, right? You have the asset.

Yeah. But that's what that house was. That house was a, was a test subject. Of something I was interested in that there was really no downside risk of it. I, okay, now I have a nicer bathroom of a house and I lived in the house like I was living in there.

Right, this house, this is the house you bought in 2009 that everybody told you not to buy, right?

Well, everybody told everybody not to buy a house in 2009. So everybody is a bunch of idiots who, uh, and everybody should have. Yeah, who are now wishing they bought a house in 2009.

And so wishing they would have bought 10.

Yeah, I mean, that's like the hairdresser that you're like, you're the guy who cuts your hair that was buying a house to flip in 2007 that was telling you not to in 2009 because he just had 10 houses.

That's my rule, though, Bill. Like, we— I did investments for 20 years, options and futures. A lot of you guys know, but we always had this rule, like, as soon as your mailman tells you to buy or your hairdresser or somebody else, it's time to sell. Like, once it gets out to the masses like that, that's just a tip for everybody. Like they're not on the cutting edge, man. They're just regular people. And a lot of times go against that.

Yeah. Which is, I mean, I think that's, I think that's a wise, sound advice, right? Especially, I mean, crypto is a perfect example of that, but, but honestly, like if you look at crypto, but crypto, like, you know, 3 years ago at Thanksgiving, I had family members who were like, oh, I'm buying Bitcoin. And, and they did well, you know, um, I would say it's, it's all just a matter of time. Like, uh, so. The problem is once those people start talking about it, it might not be instantaneously that that's a bad idea, but it is coming. It's coming in.

In— you know what, though?

I love what you're saying, though, too, is this risk versus reward type thing and like the benefit is. But if something is asset-backed, that makes a huge, huge difference. A lot of times people make these risks that they think are calculated that aren't necessarily asset-backed. And I mean real assets like stock market. Come on, guys. That's not necessarily really asset-backed. That's what people think is going to happen. You know, you own real estate. There's a reason that it's called real estate, right? Or you buy gold or silver, there's something that's an asset that backs that up. So I think that's an interesting point.

You also have to think about like the fact that what is it, is it liquid or not liquid? So for me, like I buy a lot of that stuff.

That's a great point.

And I just don't care. Like that's just money that I don't need. That's money that I need way down the road. Not today. When you talk about money, like the entrepreneurial business, like owning a business, to me that's cash flow. OK, it's not necessarily an asset. I'm going to pull money out of that business, and then I'm going to go invest in things. And I think that's something I've done better than, I don't know, probably like 99% of the people that I've met in the entrepreneurial world is they think their business is going to run forever. And so they put their money back in their business and think they're investing. And it's just a big mistake. Like, I love to suck money out of the business and put it somewhere else.— and ideally somewhere that works when I'm sleeping. And so, I'd like to say I'm still young. Everybody who's listening probably thinks I'm pretty old. I'm turning 46 in a couple of weeks. But I like to— I'm still in prime earning years of my life of active income. And so, we have active income. We have passive income. So, at that time, Chris and Dante, I was trying to grow my passive income. I thought I was trying to build passive income, like buy a bunch of rental properties. That was my game at that time. So I knew I had to learn more about real estate in order to get passive income because I was like, oh, I'm going to retire after 20 years from the military. I'm going to fly my whole life. I love flying. I'm just going to keep doing that. And my ceiling was $150,000. I had never met somebody who made more than $150K a year. That was growing up even in the military. Like the— my boss made like $150 grand. I was making like $80. At that time a year. Like, $150K was like, that was my goal in 2009, '10, '11. Like, all the way through this, I'd never met or even heard of somebody who was making more money than that in my life. So, if you're listening to this podcast, you already are like way ahead of me when I started in this journey because you were listening to millionaires talk. Like, I never met— those were people that like lived up on the hill. Like, I didn't have any of that in my life ever.

You were talking about— I forget the exact way that you just said. I love the way you said it. You're talking about decrease the downside.

How did you say that exactly? Yeah. Yeah. Only make risk decisions when the benefits greatly outweigh the cost. That's what I say. Only make those decisions. And so I want to decrease my downside risk and increase my upside risk.

You want to decrease the downside risk and the upside potential. Yes, sir. So I want to be honest, Bill. I hear a ton of people, especially at this point in the game, be like, yeah, I'll just hold onto a Rolex for a couple other years. But you know, when you're first starting out in the game, you don't maybe have the bankroll, the cash flow, or the ability to do that. So what are some ways that people can decrease that downside? Maybe if they're just starting to some, some simple things.

Yeah. You need to buy better. You need to get educated and you need to learn how to buy better. Where do you shop? You don't go, you don't pay retail for something and think that you're going to flip it. Like, You have to have a competitive advantage. You have to have some. So, so what I need to— so I buy houses at like 50 cents on the dollar, which people are like, what? You're like, you're stealing houses from people? No, I'm not stealing houses from people. I buy watches at a significant discount. I don't even buy like wholesale, wholesale watches. Like there's another dealer that goes out and probably makes $500 or $1,000 off of me buying it. And then I go to a marketplace that doesn't know where to get this and who to talk to and where to be and how to negotiate and if it's real or not and how to check it and how to test it.

It's all arbitrage.

Yeah, exactly. So, what I'm doing is I'm learning the game. Same thing when I started like really getting interested, like I've been buying watches for 20 years, but I started like, I'm interested in like buying more of these. I found a community that teaches it. I found people that teach like classes and videos and they have expertise and they have communities of people that are trading and they're trusted in there and they have their own language. And I bought the program and I studied the program and I learned the program. And then now it opened up a whole new world of the The way I look at things of, you know, just watches. I did the same thing with airplanes. You know, the first airplane I bought, I had a broker come help me. Hey, show me every— I was a pilot. I had thousands of hours. I'd never bought an airplane before. I need a coach. I need somebody. So everything is like that. So the way you do this, Dante, if you think about anything, like I'm in the flipping world, arbitrage world, like Chris said. I look at everything like a pawn shop. Okay? So think about it like a pawn shop. Everybody knows what a pawn shop is. But when you walk into a pawn shop with this thing that you're walking in with to sell, you know you're not getting retail price for that thing that you're selling at the pawn shop. You know that you could wait longer and make more money. Like, everybody walks in a pawn shop knows that they're not going there to get the best deal, right?

Right.

Yeah. And so, but they need the money that day to walk out of the pawn shop with cash, right? And so, a lot of times deals come from distress. And it's not a distressed item. It's a distressed person usually. And it's usually financial distress. But financial distress comes in many different ways. It could be medical. It could be divorce. It could be inheritance. It could be just, I'm annoyed by it. It could be lots of things. It could be, I have too much money. I don't have enough time. I don't have time for this. Like, I just sold a watch at a discount to somebody who's gonna make $500, but I don't care. I just want my money back and I want the watch gone. Like, I don't care. Like I said, dude, I hope you make a bunch of money. I bought it for more. I bought it for more to make a video on it, to get some content, to do something. I'm cool giving up $500 to just say, give me my capital back and let me go buy something else that's going to make me $5,000. I care about that. And so you never know why somebody is going to sell it to you for a discount. But in order, Dante, to decrease your downside risk, you got to figure out how to buy it right.

That's where the money's made.

Yeah. I don't care if it's a business. I don't care if it's an ad on Facebook. The same thing goes for all of it. Ads on Facebook are just arbitrage that you're doing as a business owner. This watch that I'm talking about that I just lost, like, I think I lost like $500 on it, maybe $450, something like that. I knew that I was— there's a potential to lose money. I did it for another reason, but I know that if I hold it for another week, I'm going to lose $600. Because this, this thing is not falling off slow, it's falling off fast. And so you also have to know when to exit and when to cut your losses. And this goes for everything in business too, any decision that you're making in business. Think about an employee. What's the upside value of an employee and what's the downside risk of the employee? I have people that are not willing to hire somebody because they want $80,000 a year. And they're like, I don't have $80,000 if they don't do well. Like, why would you even pay them more than 2 or 3 weeks? If they don't do well. Like you'll immediately know if this is a good hire or not. And so you don't need, it's not the downside risk of an employee is not $80,000. The downside risk of that employee is maybe one month of their salary. It might be $6,000 or $7,000. And to the business, the upside potential might be hundreds of thousands of dollars if they do really well. And so that's everything that is being analyzed in my brain is going through that lens. It's a flipping lens. Which I think— I don't know. I don't know how many people have that, but it's, it's like flipping plus military risk analysis. So it's like, and decision-making, decision-making analysis. So decision-making and that is really important.

You mentioned one thing that I think is the ultimate shortcut too. Like, I don't, I don't wanna take away from all these nuggets we're getting because this story arc is incredible too, by the way, is you mentioned something so key here. Is when you talked about the watches and you said, you know what, hey, I didn't know anything about watches, but I found somebody who knew more than I did. And I think that's one of the ultimate shortcuts. And one of the things, Bill, that you've been so good at, like you guys are going to see as we go, like Bill has a tendency to be an amazing student. And then also whether he owns it or he runs it, even if he started as a student. So one of the first things that you did too in real estate was you went and got a coach. Is that right?

Yeah, absolutely. So I did that. I did that rental house. I bought a couple more rentals. And I was doing it totally wrong. I put like 20% down. I was saving to buy that first house. I sold a car for a 20% down payment. And then the next one, I got a loan from my 401k and it would take me like a couple years to buy the next house. I started listening to podcasts and educating myself a little bit. And, uh, it's a much longer story, but I ended up joining a coaching program called Seven Figure Flipping. It was a guy named Justin Williams. I was listening to his podcast and I paid $25,000 to get into this mastermind group. These guys were doing like 100 houses a year, him and his partner Andy.

$25K to talk to people, to be in proximity. Like for some people they can't wrap their heads around it, but like this has been one of the keys to your success for sure.

And I couldn't wrap my head around it either in 2015 when I did it. So again, 2009, first house, 2015, $25,000 investment. And so I'm super cheap, like always have been. And I wasn't sure— I wasn't looking at through the lens that I am now, like the ROI on $25,000 investment. Investment. And so, I called my dad actually. I said, "Dad." My dad was an engineer. He had his own business. He's like, "Son, we hire consultants like this all the time. You know, we pay them $50,000 and they make the company an extra $100,000 or $200,000 or more." He's like, "How many houses are these guys doing?" I was like, "Hundreds." He's like, "How many did you do last year?" I said, "One." He goes, "How much did you make?" I said, "$43,000." And he's like, "Well, can they help you do—" Which is a huge win though. Oh, it was a huge win. It was half my military salary at the time. It was the biggest win. Me and it's changed my entire life. And he said something I'll never forget. He goes, do you think that those guys could help you do like one more house? I go, well, they should, they better be able to help me do one more. I want to do 12 next year. I did one last year. I want to do 12. And he's like, well, if they helped you do one more, you make $43,000 more. Like, why are we even talking?

Oh, let's go, Dad.

Come on. And then he said something that like floored me and made me say yes to coaching. He said, it doesn't sound like you don't believe in them. It sounds like you don't believe in you. And man, I— it's like it knocked the wind out of me. And I was like, all right, I'm, I'm doing this $25,000 thing. I just flipped a house, made $43,000, and I put $25,000 on my credit card that I was going to pay off afterwards. So, um, from that, the sale of that house. And so joined the program, uh, got— and, and like you said, Chris, proximity. I didn't even know if it was proximity. It was getting more like I thought, I mean, I was paying for a system. I was paying for a blueprint effectively. You know, I was, I was paying for somebody. Yeah, sure. Somebody who had already done this and could help me figure out how to get there. Cause I knew that I, I knew that I had potential and that where I wanted to go, I just didn't know. I didn't, I didn't have the map. I didn't, I didn't know. I didn't have directions to where I was going. And, um, and so I, I went to that first meeting and, um, I ended up doing 67 houses the next year. I had a, I had a goal to do 12.

You had a goal of 12 and did 67.

Yeah. 67.

Most people, they set that goal, they hit it. They're like, okay, cool. We're there. You're like, no, let's, uh, let's clock people out.

Yeah. Yeah. Whatever. I mean, it was just going well. I mean, why would you stop? You know, it's, and, um, so it took, and it wasn't easy. It took me like 4 months to get my first deal using their system. So that's the other thing that I see a lot of people do is they quit too soon. And so, um, I just—

60, 66 or whatever in, in In 8 months?

It was about 8 months, 8 and a half months that we— That's nuts.

7 houses, yeah. And this is by following a framework, a framework that they had. Did they have the right connections that they're introducing you to? Like, how else did they help?

No, not really. Not like that. I just basically, I'm really good at building my own Frankenstein model from other people. And so I just watched what they were doing. I observed, and then I did it myself. You know, Andy McFarland, Chris. And so Andy was sending out a specific postcard and he was, you know, pulling a list one way. And so I just, I just watched the video and then I did the thing. It was, it was easy. It was like, watch the video, just do it, do what he told me to do. People will pay somebody for their, their advice and their information, but they'll only listen to like 60% of it or 80% of it. I see the same thing, Bill.

I was just going to want to talk to you about this. Like, so they gave you a recipe. And you did the recipe. 2 eggs and a cup of milk. You didn't say, well, let me do 1 egg, half a cup of vegetable oil, and half a cup of cottage. You didn't change the recipe. Coach said, I think it'll work better. Yeah, I think this will work better, me with my extensive knowledge. Coach said do this, and Bill did this. That's it.

Yeah. And, and, you know, the, the hard part is, so obviously, you know, I've been coaching people for a long time myself now, and I know that they're doing it. I know it's happening. The problem is— and I see all three of us, we can sit on this podcast and be like, "Yeah, that's stupid. Like, why would they do that?" Okay, that's— first of all, it's not going to help. So, because we know that, like, we— if you talk about, you know, story arc and hero's journey, like, we already came back with the elixir. We already figured it out. Like, you got to follow the recipe, right? But when you're in it, you're like, "I'm not sure about this," or— and let me tell you where it's breaking down today in 2026. There's too many people in your ear. This is what's happening. There's too— you're listening to too many voices. Way too many. We're starving for wisdom and drowning in information right now. The problem is people are listening to like 3 different podcasts or they're paying 3 different coaches. And every coach is giving them slightly different advice. And so, the key to my success is Vishal, Vishal inside of Inner Circle. He has the saying, "One coach, one approach," which I love. That's definitely his, not my unique saying, but I've always just had that coach and turned off the noise. So, like Daniel-san didn't— like Mr. Miyagi told him to paint the fence and wax the floor. He's like, "Paint the fence." And so, and he didn't realize everything that was happening under the surface. And that's what happened to me for 4 months in that program was it was all happening under the surface. I was putting in the reps. I was starting to learn a little bit about this. There's a saying— I'm not a karate guy, but there's this thing called shu-ha-ri. There's a principle. It's a framework. It's a karate framework. Shu-ha-ri. And I studied this because it was really interesting. It was like my journey. Shu is like, you're just going to do the thing over and over and over and over again in karate. It's just like punch and punch and punch or block and block and block. It's like what Daniel Sanz paint the fence, right? And you just do it over and over and over again. So, I never question my coach. I never question like, "Is this going to work?" I mean, there were probably times where I was like, "Man, it's not working the way I thought. Maybe I need to work harder. I need a little tweak." I'd go back to him and ask for some advice. But then the Ha phase is when you start like putting a couple things together. Maybe you're putting like a couple punches and a block together instead of just the one thing, just learning like the full fundamental principle of it. Then you start putting it together. And then the re-phase of this whole thing is when the student actually could become the sensei, where you start actually bringing some of your own thoughts and some of your own technique into the whole thing. And so, but it's years before you start doing that. And so I see this in business as in the beginning, I'm a student, I'm just a sponge, and I'm 100%. If I'm gonna commit to a process, I'm going all in. I am listening to you. Like, Dante, if you're my coach, like, okay, cool. Like, you have— I chose you for a reason. You had the experience, you did the thing, you have the life that I want. You have all the things that I want. I believe that you are my path to get there. Like, I committed, I'm paying you. Now I need to keep my commitment. You know, it's not like, oh, it's getting hard. Dante's an idiot. He doesn't know what he's talking about. I'm gonna go listen to somebody else. No, no, no, no, no. I picked you for a reason. Like, I picked you, I invested in you. And this is probably because I'm so cheap. And if I invest $25,000 with somebody, I am getting hundreds of thousands of dollars out, right? And so, so I went to work in that community. I went to work in that program.

I started seeing real quick, this is just like books though, too, right? Everybody reads a book and then they want to read 100 books, but they don't do anything from any of those books that they had. Same exact principle.

I just read one book over and over and over again. I just read one book. Extreme Ownership. Yeah. Oh, I read that a lot. I actually just picked up another 50 copies. I love it. I— but that's— I mean, it's— I read the book. I used to be that, read 50 books or 100 books. I thought that's what entrepreneurs did. But really in coaching, like, I don't know. I think for everybody listening, it's easy for us to say, like, follow the whole recipe. The problem is when you're not getting the result that you want to get or you're like, you're living in fast-forward mode like 2026, everybody is. And you need the result today and you think it should come faster, like, just listen to the person that you hired. Like, you hired them, you picked them, there's a reason. Like, go all in. Like, stop, stop, like, stop dating 5 coaches. Like, just one coach. Be monogamous. You don't think they've seen those landmines too?

Like, my gosh, you know, if you're like, oh, well, I don't like him in this scenario, it's like, dude, that guy's walked through that landfill before. Like, he knows where those mines are.

But there's so many demons that we have of like, oh, but he did it a different time than me. Personal belief. No, the principles are the exact same. The principles are the same. The strategy might have to be tweaked a little bit, and the tactics are going to change over time. But there's principles, strategy, and tactics. The principles never change. Your coach knows the principles of success if they've had success and you underwrote them and you picked them. And then the strategies are going to change based on market conditions and different things and stuff like that. And then the tactics are going to come and go all the time. Like, AI is just a bunch of, like, different tactics, different softwares to use and stuff like that. In all of that, I think that's the key to my success. Did 67 houses the first year, did 135 the second year, did 187 the next year, did about 200 houses until COVID. And then we do about 50 or 60 houses a year now. Um, since COVID it's just a little different landscape, a little different decision for the business.

Not to mention the syndications that you're running, the funds that you're raising, and all this other stuff you're doing. Yeah, we—

yeah, I— and so capital raising and helping other people make money passively is really important to me. Um, and, and, you know, doing the best I can with the responsibility that I have for their capital. We've raised— I've probably raised over around $150 million for deals. A lot of that is recycled over time. Like, I'm double counting. If, if my aunt invests $100 grand, I give it back to her and she puts it back in, I'm counting that. So, um, but, you know, that's, that's kind of been my world of helping other people reach financial goals with the superpower that I have, which is real estate. You know, recently I put together a bank that pays— I can't say a bank, I shouldn't have said that. I put together a fund, a fund that, that pays 8% interest. Um, 8%. And it's just like anybody can put it in. It's insane. It's so incredible. I mean, accredited investors, but you can put it in and get out fully liquid, 8%, like a kind of like, like you would if you would invest in CDs or money market savings accounts or things like that. But money market account, very much which are very similar. Yeah. Yeah. So we try to double that and then, and then I'll take it and arbitrage it like you talked about, Chris, and like, and use it and still have liquidity if you ever want to take your money back out, you know?

So, well, I'm, I'm a, I'm a customer too, guys. Like, I mean, Bill and I, I'll tell you just a funny story. Bill and I am miking him up at Funnel Hacking Live one time. I have this fun role where I get to kind of be speaker concierge. And I said, yeah, I got a little bit of capital I need to invest. And then, you know, a couple months later, I'm investing in some apartment complex in Cleveland with him, which is awesome. But that's besides the point. That's just fun. You mentioned this thing, and here's what I wrote down. I wrote down kind of this trajectory that happens that I see you do. Student, master, teacher. And almost in that order, like, and I think that's kind of what you were explaining here. Justin and Tara have this 7-figure flipping. You dive in, you become one of their greatest success stories. But there's a transition that happens. You're like, well, hey, maybe I want to take this over. Talk to us about that. You ended up buying the company. How did that happen?

I did. I think you got to become a great student before you can become the master, right? Like, and I don't know if master is probably not the right word. If we found something else, I never— I don't think I ever find mastery in anything. Like, let me just get as good as I possibly can, but I'm constantly proficient. Yeah, proficient is great, but like, master— the master, I don't know, I feel like that's the top of the mountain. I'm always climbing it. So that's the other piece is I think you have to be a perpetual student. It's like I'm always learning and refreshing and things like that. So if school gave me anything, it taught me how to sit front row for the things that I love and devour them. Not everything. There's a lot of things that I hate. And I'm not gonna sit front row. I have no interest in being there. That's what you gotta find. If you're listening to this and you're like, I don't know what to do. I know I need to use ClickFunnels and I need to build this. I have something inside of me. And it's just like, once you find the thing that you kick the sheets off your bed and you would do for free, 'cause I did that with houses. I did that with marketing. I do that with my farm now. I do it with watches. Until I get bored with it, I am just gonna kick my sheets off the bed. I don't care if I, you know, I get to hold like an amazing watch and I break even. Like, it's great. I love it. I wear it for a day maybe. Um, and so, so that's a piece of it. And with Tara and Justin, I jumped in. I had a lot of success. They asked me to become a coach. Um, he was like, you're doing it for free. You're already like teaching people inside the community and you're a leader. Um, let me pay you for it. And so I became a coach and then I, and then he asked me to become the COO. To kind of like run the company behind the scenes. Because I had a lot of— he didn't have a lot of operational— his mind, he's very much a visionary and entrepreneur that was all over the place.

Yeah, a lot of entrepreneurs don't. Yeah. They need like somebody who's organized and an operator, right?

Yeah, and just building some systems and process and things like that and just helping him. He needed like a number 2 guy to bounce things off of. And so I did that for a little while and then I bought the company from him. He got into a place where I think he was getting a little frustrated with the business and he wanted to go retire and they traveled around the world for a year and, you know, did, brought their kids with them and had an amazing life. And I bought the company from them and then I brought in a couple like small partners and, you know, scaled up the business. We have done really well in 7-figure flipping. So for me, you asked kind of like, why would I do that? I didn't, I was thinking about going to start my own coaching business, but, um, I love that community. Like I was there, I was in it. I, those are where my people were. I grew up there. Like, Why would I go start another city when I love the city that I grew up in? And so— That's such a great point. So, I loved it and I thought, "Who else is going to take over for him other than me? There's really nobody else to pass the torch and the baton to." And it was just a really cool story and I saw potential in it, decrease the downside risk and increase the upside opportunity, which I did. That was what I saw. That was my uprise, what I wanted to do. It was inside of me. I think God puts you know, things on our heart and points us in the direction that he wants us to go. Everybody's different, right? Me and my brother, very different. Same household, same upbringing, same parents, two totally different human beings. Um, that's not, that's not by chance.

This is a principle, man. This is a principle in life though. Like, I tell my kids this, like, I remember my son, you know, he's like, man, I got an A minus and that's the only one that I've got. Uh, I want to get straight A's. And I said, let's go talk to the teacher. He's like, what do I say? I said, I don't know, go figure it out. Like play the game, like figure out what you need to do. It's not all knowledge-based. I love what you're saying here, Bill, is like, you know, everything's a game. And like, if we could all look at school and be like, okay, what do I actually need to do to get the A? It might just not be getting all the knowledge. And I think that's actually kind of what's broken about it. But I think entrepreneurship is the same thing. You just said it.

It's a game. And, and I think about this all the time. I love to play games, but I only love to play games that I know I can win. And so if I don't think I can win, I'm not going to play. And so that, that's something that I understand deeply about myself. Like, if I don't have enough knowledge or information or background, or I don't think that I'm going to be— that I'll do that well, like, I just focus my efforts and energy on the area that I think that I can make the biggest impact. Um, Chris, you mentioned Prime Mover and working for Russell and all the stuff that we do together. I remember when he was asking me to do this job, I said, it's probably a no.

Well, this— you guys are sitting in a hot tub, right? Like, you guys are literally there and you're just talking about like, I'm a great number 2. You guys are sitting in a hot tub. That was the conversation.

We were definitely not. I don't— I mean, maybe— I don't know that I ever sat in a hot tub with Russell or even had a conversation with Russell before this. Sitting in a hot tub with Russell sounds kind of weird. There were other people there. It was like a mastermind. There was more people in his backyard. Or in my backyard. It was his bathtub. There were bubbles too, but it was like— that's right. It was like in passing at a mastermind in Arizona, and it was like facilitated by Annie Grace. She was— I don't know what she was doing, but I hadn't even really had a conversation with Russell before that. Like, you know, I'd been in his Atlas group, his highest level mastermind.

You had bought in. Once again, this is buying into a coaching program, and now you're learning these. It wasn't just just Justin and Tara, like you did this again with Russell.

Yeah. Well, in 2019, I bought the company from Justin. I didn't know anything about marketing and sales. Justin did all the marketing and he was in Russell's inner circle and he was, he was in that. And so I left all that to him. I did everything else, all the operational stuff, all the backend, all the sales team, all the people, all the, all the numbers, all the finances, like all the stuff that I'm naturally inherently good at up to that point. And then of course I had to go into marketing. I was like, I have this, I just inherited this podcast. What do I do with this? What, how do I, How do I market? How do I, what do I do? And so I went to Funnel Hacking Live like every good entrepreneur should. And he pitched this coaching program and I was like, I need that. And at this point I already knew what it's, once you start like— Was this Nashville?

So you drove down the road? This was in Nashville.

Yeah. And I was living there. I was living there at the time. And I went there and then he, you know, he made his 2CCX offer and I just tried to get into Inner Circle, but it was closed. He wouldn't let me in. It was like a waiting list. So I was applying and applying and applying and like every month I'd apply. And get no response. And then, you know, that $25,000 offer, and I was like, okay, yeah, done. I need to learn this. And jumped into the world. I think I was in 2CCX for like 3 years. And then he opened up his Inner Circle. And I— so here's the Inner Circle story. I get on a call with Robbie. Robbie's, you know, selling Inner Circle at the time. And he says to me, I'm like, I'm in. I don't even want to do the call. I'm like, just let me wire the money. It's $50 grand. I just want in. Let me in. And Robbie's like, no, you got to do this call. And so I was like, all right, fine. I'll do the call. And I get on the call and he's like, tell me about your business a little bit. I was like, can you just give me the link? Like, I just want to buy this thing. Like, I've been knocking on the door for like 3 years. And then he learns a little bit about my business and the size and how we're doing. You know, we're doing like, I don't know, $6, $7 million a year at the time in the coaching program. And he's like, well, why don't— what about Category Kings? Why don't you join that? It was $150,000 a year. Program. Yeah. And I said, well, I didn't think that I qualified for that. He's like, you qualify. I was like, I don't do $10 million a year. He's like, you have to earn your $10 million award. So $10 million over time, not per year. And I said, what? I said, oh, OK. Yeah. All right. I'm in. I'll send you $150 grand. And I said, hey, this $250,000 program that you have, the Atlas Group, I said, what about that one?

That's why we do the call.

I said, what about that one? He goes, you don't qualify for that one. I said, all right. Fine. But the moral of that story is I want to be in the room where I'm the dumbest person in the room. I'm the person doing the least. Where most people are like, why would I pay $150,000 a year when I can pay $50,000 a year? I already was probably towards the top of the $50,000 people. I want to be with the $150,000 people so I'm towards the bottom so that I can rise up and increase my income, my knowledge. More like smaller room, those kind of things. So that's kind of what happened. I was in that group for a couple years. And then, I mean, even a couple, like 3 years later, me and Russell had some conversation in passing, but we weren't friends. We didn't talk a lot. Like, I never really asked him a lot of questions. I just soaked up the information and did the work. And I, and frankly, I didn't think he really cared about most of the stuff that I presented because it was all stuff that he's not interested in. It was all like operational stuff and how you retain customers longer and data and numbers and stuff like that, that some of the other people are like, oh my gosh, this guy knows what he's talking about. Russell's like sleeping during mine. And when somebody's talking about marketing and launches and paid ads, and he's like, yes. So I didn't think he was even listening or watching. And then he said something like, hey, well, when you become the CEO of my company, then we can do this. I'm like, what? This was just like in passing, random. And he said it 2 or 3 times that week. So that's kind of— where that we got to the hot tub. Yeah. And I don't think there was a hot tub, maybe he never really like hung out for a long time. Maybe he's in there for like 5 minutes and said something and that's, but it was, I didn't think I could win the game at first with Russell and his company until I went to go do research. So I flew out to Las Vegas for the virtual FHL. And then I flew up to Boise for a couple days and kind of talked and met with them.

You cornered me at that virtual thing too. You wanna talk about doing your research? You come in, you're like, and you and I had been friends for a while through affiliate launches and investments and whatever, but you were like, hey dude, Russell's asking me to be involved a little bit more. And I'm like, okay, how so? And you're like, big, big role. And he's like, and then you just said, talk to me. And I know that you talked to 3 or 4 other employees there too. You're just getting information, man. Just intel. Super smart.

Do you remember what I asked you? Do you remember anything else that I asked you?

Putting me on the spot here, man. Maybe you said, is there a reason that I shouldn't do this? I don't know. Maybe something like that. I can't remember.

A couple questions that I know that I asked. I don't know if I— I don't specifically remember your conversation. There's a couple team members that I distinctly remember their conversation because they were definitely telling me things that they probably shouldn't have told me. But like, I was so friendly with them and like, they were willing to dish the goods. You're an ally. It was really about culture, like what's the culture like right now and how are you feeling. And the one that I remember that I asked is, how do you win in your role? And there was a lot of uncertainty around that, which was really interesting. So I'd say to any business owners listening to this— and I know we're way all over the place here, so I hope it's good when you're listening to this and you're like, OK, keep going.

A lot of people are ADD, man. They like going back and forth. This keeps them entertained.

Let's go. Good, good. Because, um, if your people don't know how they win in, in your business, uh, entrepreneurs are, are all over the place, and you don't create like a long vision for the team members. Your employees want long-term. They want to know where you're going to be in 5 or 10 years, and you as a visionary and entrepreneur don't even want to think about the next 6 months, let alone 5 years from now. And so, but if they don't know how they win in their role about the next launch, yeah, or where they're going, or It does erode culture a lot. It's really challenging. And so they have to know how they win. And it's not just about making more money, by the way. They just need to know how they're measured, if they're doing well, what does tomorrow look like for them, what does next week look like for them, what does next month look like for them. And if they don't know that in your business, they're probably scanning Indeed from time to time. They're trying to think about their next step. And you don't really have all of them. They're not all in with you. And so the way you get people all in with you is leadership, it's culture, it's understanding the vision, it's communicating the vision, it's thinking about where you're going. And everybody has to know how they win. And so, especially when things are not going that well, when things are going well, usually that can help. But we are in a time in business and economy and life and everything that's going on is, it's a bit of a rocky road right now for everyone. Everything's not easy for everyone. No, not everybody's falling backwards.

You think mainly because of AI? I don't want to derail this too far, but you think AI is a huge part of that?

Uh, I mean, maybe a little bit. I think AI is, is causing some uncertainty from some of the team members, but like, if you really believe that you're a rockstar team member, then you know that AI can only accelerate your position anywhere. It's not going to take your job, right? It's going to make you better, stronger, faster, uh, more efficient. More valuable. It's actually going to increase your income, not decrease your income or lose your job. So if you can lean into that, I don't think that— I think AI, like, globally is probably a, um, you know, some of the reason why stuff's happening. But if you're confident in yourself and your ability and your skills and your desire and, and who you are, then, you know, I, I don't think anything can stop you. So, um, but, you know, as a leader, as an entrepreneur, you don't think about— you think your team needs the same stuff that you need. They don't. They're very different. Employees are very different than you. And if even if you're a closet entrepreneur like me, like, I don't need a lot of pats on the back. Sometimes I do. From time to time I do. And, um, but I, I, that'll do a great job, Bill.

I just want to tell you that. Thanks, Chris.

See, I can put that in my pocket and take it for 6 months. And so like, I don't need it. And some people need it on a more regular basis. So, um, I, I struggle working with other people primarily because everything's a game to me and I want them to play the game with me. And I want people to go fast and accelerate. I have high expectations for people. I'm pretty intense. I get that a lot, and people won't tell me directly, but I'm pretty like— I don't slow down a ton to try to have you keep up with me. I'm going to run as fast as I can. I'm going to look back and say, run faster, a lot of times.

Can I take you back to Sorry, I just wanna take you back to a certain, 'cause I don't wanna miss this point. I wanna take you back to a certain period of time. First time coming in, I think, as CEO role of Prime Mover, and you're helping us with Funnel Hacking Live, okay? And this is Vegas, I think it was, this was '10, this was—

Yeah, it was the live, you're talking about the in-person one. Yeah, the live one.

Yeah, you and I have been friends and been around, and I remember every single night, you got a sweet tooth, okay? And everybody knows this, right? You eat healthy, eat healthy, but then sometimes you're gonna have, you know, the churros or you're gonna have the Baskin-Robbins ice cream. And it was what, 10:30 at night? You're like, hey, team members, just as a standing invite, I'm gonna be at Baskin-Robbins at 10:30. And I remember specifically, and I think I told you this maybe in a Voxer, I was so impressed. I was like, this is so cool. You just sat there and I remember team members would just start showing up and start showing up and you guys would just sit there and we'd all hang out, we'd eat ice cream. And you would get, once again, all the information that you need about what's going on with this event, how are things at home, how are things within the business? Like, I wanna know, first off, I just thought that was the coolest thing. And, but is that like a calculated thing or is that just kind of Bill's personality? He's like, oh, let's all hang out. But I want, I almost think it's a little bit of both. But I mean, you're getting that information that you need, especially when you're talking about me as the boss or the entrepreneur versus like employees. How do you kind of get to that point where you understand where they're coming from and help lift them up?

Yeah, it was a great observation. I remember that distinctly. And we had some new team members at that time. And I was— number one, I was trying to make sure that they felt welcome, included. I wanted to see how they were doing. And if you take a step back from that, what I think was interesting about my observation from Funnel Hacking Live is I've never been like behind the scenes behind the scenes before, but that when you're, when you're doing something like that that's really stressful and high intensity and really challenging and late, late hours, high expectations for people, is you can't be the last one to show up and the first one to go to bed. If you're the leader, you have to be the first one to show up and the last one to go to bed. So the leader sets the pace. So if you think about that, leader sets the pace. You can take— it's like, whatever, it's a race or whatever it is, a game. If the leader is like blowing off a meeting, showing up late, whatever that is, like the team members notice. They might not say anything, but they're going to notice. I was the new guy on the block. I was also the guy who had probably the biggest title at that point, right, of the company. And so I had to establish myself as the leader And so in order to do that, John Maxwell has an amazing book called Five Levels of Leadership. And Chris, I think you were involved when we went through the— I don't know if you were there, actually. I did the Five Levels of Leadership training for our leadership team. I think it was a little bit before you came into the quarterly meetings. But that Five Levels of Leadership is amazing. And the first one is just like, people want to work with you. Like, they want you around. Like, you're just— you have to lead by example. And so I knew that I could not go to bed early. Like I had to be, and it wasn't just the socialization piece. Like, you know, you don't want, there's times where I know people are like, oh, you don't really want the CEO to be here. 'Cause we just wanna like blow off some steam and not feel like we're on the clock or we're talking about this stuff. So, but at that point I didn't even feel like that. I felt like I was part of the team, you know, I was just like another person that was there. Like they probably weren't looking at me like that. It was very obvious by the way people were talking that they weren't thinking about me like that, which is great. And so I just wanted to set that tone and that standard of I am going to stay here as long as it takes for us to get the work done. And I'm going to be right alongside of you. I'm not better than you. I'm not going up. I don't, I don't have a suite at the Palms tonight. I don't have dinner reservations. I don't have anything else to do but be here with you, busting my butt, sweating. And I'm up earlier than you and I'm staying up later than you. And so, 'cause then nobody can complain.

And there's seed drops with you, you know, whether it's books or whatever.

Yeah. And nobody can, you can't complain. Like if, if I'm doing the work, you can't complain for doing the work. Like we're all doing the work. And so, and, and I think that's just inherent in what I do. Like, dude, I'll, there's, there's a book about the New Zealand All Blacks that talks about, I forget the name of that book, but the All Blacks are like the best rugby team on the planet ever. Period. It's indisputable. And they talk about sweeping the sheds. Like when they got really good, they're like, their saying is sweep the shed. It's like, I'll clean the toilet. Like, I don't care. I will do the work that is way beneath whatever my pay grade is and whatever my title is. I will do whatever it takes to get the job done and win. And I want everybody to see that because my expectation of everybody on the team is that we'll all jump in there and do the work. And honestly, my favorite thing about working with Russell is he'll do the work. Like, he'll be the first one to show up and the last one to leave. And he'll put in hours and hours and hours and hours. And yeah, he might go on a vacation here and there. But I can tell you what, that guy works harder than I would argue anybody in our company, including me. And so my job— I would agree with that. He sets the pace. And so what that means is I got a lot of work to do because I know he's in the suite working on his presentation. So somebody's got to be down at Baskin-Robbins building the, building the morale.

Well, you did a lot more than that. You were really intentional. Everything you just shared there was a masterclass on intentionality, and you did a great job. I mean, I was there at FHL Vegas. I was on the ClickFunnels side doing some other things, but I got to say, Bill, it was really cool to watch. At the end of FHL, I knew everything about you. I have a lot of friends all around the company, right? Everybody had an experience with Bill. Everybody had something to say. And when you were out there doing seat drops and what happened, something happened where we had to like pick up chairs super late after the event and we weren't— something like that happened. And there was Bill picking up chairs. There he was. That's right.

The impression that it made. It was 10,000 Tony Robbins light sticks that Miles and Clayton were picking up.

That's what it was.

Yeah, that's what it was that made such an impression on everybody and really had a huge impact on culture intercompany-wide.

Well, and to answer your question very directly, Chris, is it intentional? Like, I'm an introvert, man. Like, I wanted nothing more than to go to bed at like 8:30 and recharge. So I was prepared, but I knew like, so what, man? It's 5 days. Like, I turn myself inside out for 5 days, right? Sleep when I get home. Right. It's not a big deal. And so, what's more important—

That's a principle though, like—

Yep.

That's a principle in entrepreneurship. Russell talks about this too. For a concentrated period of time, like just put in the effort and it will pay dividends forever. But you're right. I can do anything for 5 days.

Yeah. You know? It's just making deposits. You got to make deposits. You make deposits for future. You're just sowing seeds. If you understand somebody else's personality profile and they work with you, like I have people who are like yellows, you know, you got to talk to them for 10 or 15 minutes before you get into any business. I want I want nothing. I'm a red. You're willing to do it, Bill. I want nothing more than to just let's— Bottom line. Let's get off this call. Let's get to business. I got 3 minutes, but I know that I got to, how's the cat? What's going on? How's everything else going? And that's how you get the most out of your people, but it's also how the people actually realize that you care about them. And so, there's times in my life where I'm like, man, I feel like I'm gaming the system and treating— it's disrespectful to do that, but it's not. It's just, this is how we take care of people. It's how we— I've had so many previous employees come to me and say, "Hey, I can't even believe the time that you spent with me to do this. And you letting me go, like firing me, was the best thing that you could have ever done because I was— you're right, I was in a position that wasn't right for me. And when you did that, you told me that 6 months or a year from now, I was going to find something that I truly love, and I did find it. And I appreciate you doing that because you care about me. And so I think if you care about the people, the people will care about the business, then the business will do better. So I don't know, I guess Baskin-Robbins is some of that.

Yeah, but I think that shows that you care too, is like understanding. And I've worked for other people that are just completely bottom line. They're just like, okay, no, just tell me what's going on and we're done. But understanding, you're like, I don't know if I'm gaming the system or anything. True, but understand too, I think that says a lot about you, Bill. Like you understand that that person needs that time to BS or whatever, or just build that relationship. And then we can get down to brass tacks and talk business. But I think that shows that even though that might be calculated, you even being self-aware enough to go, okay, hey, you know, Chris may need a little bit more time here just to talk because that was a rough one or whatever it is, right? And I just commend you on that one.

Well, hey, before we move on, there's, you know, I'm trying to think through some of the relationships that I've struggled with in business. People that I've worked with. And I think usually where it comes down to is that they're not like open enough or willing to say what they need or show it or things like that. They like put a wall up. So I can't tell how we're interacting together. And so they want to, they're like trying to be somebody they're not instead of just being uniquely, naturally who they are and know their strengths and their weaknesses and leaning into it. And so like if you're trying to be somebody you're not or you're putting that wall up and that you're never really going to have ultimate satisfaction in your job and what you do. So I can think of maybe 2 or 3 people off the top of my head where they probably think that I'm really cold, that we don't get along together. They hated their time working with me. And I think it was because I saw their personality profile, but every day they showed up trying to be somebody they weren't.

Yeah, the adaptive came out big time, like in the DiSC or something.

Yeah, yeah. I mean, it's very obvious. Who they are and what they need, but they're not willing to accept that. And they're trying to be somebody they're not. So if I can give everybody any advice, it's like, whoever you are, your personality profile, your characteristics, your strengths, your weaknesses, like, just own the strengths. And it's okay to have the weaknesses, like, accept them. It's fine. Like, I have lots of them.

Yeah, they're going to be your superpowers in one, in one place or another. I do want to ask this because I think some people maybe don't, don't know, right? We're ClickFunnels Radio. And we are, you know, yoked, right? Prime Mover and ClickFunnels. Like, we are really yoked. And you are the CEO of Prime Mover. And so, you know, we talk, you alluded to this, there's a visionary and then there's the integrator/operator, right? And that's what you are for Russell Brunson on the Prime Mover side. Maybe just take a second and talk kind of how these two things complement each other and why, and some of the things that you're doing to, I guess, maybe, I don't know if I wanna call 'em blind spots, but fill in the gaps of Russell's just this gung-ho visionary and say, okay, now I need to operate, you know, or cash the check that this guy's writing from stage, like make sure we can fill in all those things. I know that's a big question, but just those two things, like how do these two things work together and then your role as operator?

So like the two roles and the two people work together, right? That's what you're asking? Yeah. Yeah.

Well, I'm saying you specifically too, just with Russell, like some of the things you're diving into.

Yeah. Okay. I just want to make sure you weren't talking about Prime Mover and ClickFunnels and how we work together. So you're talking about me and Russell, right?

Well, yeah, I'm actually talking about both of those as a two-parter. It was very confusing. I apologize. I got it.

You know, when you have like visionary integrator. So the interesting piece about me is sometimes you got these integrators that are like all operational and they, they don't have a lot of visionary behind them. You know, I run a company that's done 8 figures a year and so and probably 6 different businesses before coming to work with Russell. And so what he gets with me is he gets somebody who's operationally sound, who can be a— I'm, I'm more of an operator than I am a visionary. And so you, you've got that. And then, but I could also hold a conversation with another visionary about the future. Like I can see, I can speak their language. And so I kind of look at it like if you got a homeowner that's trying to build a house and you have a builder, right? Like a contractor that's gonna actually swing the hammer. Yeah. You need somebody in the middle that can like, that has a common language with the, with the homeowner. The homeowner like has this whole dream of what the house is going to look like, like a general contractor.

Well, that person is an architect.

The architect actually can draw the plans to scale of exactly how to take your vision of your dream house and have somebody who gets paid less to build it, right? And so without the architect, the homeowner can't just walk in to you know, a carpenter or a builder and be like, hey, I have this whole idea of how I want to build the house. And so I think that's where I sit. That's this unique— I call it the, um, the Trinity. I feel like there's this Trinity, this 3 combo. There's a visionary and maybe an integrator, and there's somewhere in the middle like an architect. And so the cool part is I feel like I've earned the right at the table with potentially Russell and even Todd to talk about some of the things that is more visionary related of like where we're going to go in the future as a company. And then also be able to take the to-scale blueprint to the team and say, this is how we're going to do it. And so that's the disconnect in every business that I see that is doing anything like, I don't know, over $10 or $20 million probably is they probably have somebody like that theoretically or multiple people because the visionary is like so far on Mars and the team is like on Earth. And you need somebody who can kind of meet in the middle. The team can come up, but they can't come all the way to Mars. A lot of times what I see is the communication between the team and Russell is challenging just because he's so far in the future and they're like, yeah, but how do we do the thing? And he's like, I don't care how you do it, just do it. Like, I want to, I want to get there. And I can have that, hopefully have that conversation and bring back a to-scale drawing to the team to implement some of the things that we need to. And I also have a lot of trust in our team and our staff I think I can also trust that the team is going to get that done, and I'm going to allow them to make mistakes and maybe screw something up that isn't going to change the entire plan of what we're doing so that they can learn. So that's why I say my job in the middle is very much managing expectations, empowering people, looking at data and numbers, trying to project the future, and you're right, fulfilling on a lot of the stuff that Russell says from stage. So I think that's the thing that most visionaries need. They need somebody who can come in and kind of translate the crazy ideas and concepts you have to actual production. Historically, we struggled a bit. What, from what I can tell, is basically like we'd have a bunch of people that would just say, let's do it, it's gonna work. Like Russell would have an idea and it's like, yes. And so, there was a lot of yes stuff. We'd have yes days pretty much every day. And I think it's— and the problem with Russell is everything's a good idea. Yeah, yeah.

There's a balancing act. Trust me, I've been in all those rooms of like, you don't want to just shut down his visionary because you need to fuel that. But then we got to go fulfill on what's reasonable, right?

And so, I think that one of my roles that is the most challenging is how do I say no in a way that doesn't disrupt that level of— The yes and. Yeah, it's a, hey, let's think about this, or can we put this in the back pocket for a little bit, or if we do this, what do we have to stop doing? You're the perfect guy for that, by the way.

I've worked with Russell for a long time, and you do a really good job of that.

Yeah, I know it's really challenging, but I think If I came out of the gate doing that, I'd been in big trouble. And if I do too much of it, I can get in big trouble. But I don't know. I think everybody, you just got to feel it out. But if you're in that position, I think that's how you got to figure that out. You got to figure out how do you work together? How do you work well together? What's the cadence like? This is a game that I wasn't sure that I wanted to play that I'm happy that I did. And we started with a 3-month plan, and then it went to 6. And I don't even know how long it's been now. And but we're probably approaching 2 years and I think 2 years in September. So we're almost there. I just— holy cow. Yeah, I know. Time flies. But it's, it's not a big deal when you enjoy what you do. And I, I like doing new stuff and we have new stuff every day. It feels like. And I'll tell you, the other piece is you also have to know how you win. And so part of my job is doing big deals. Big negotiations, big money, big ideas, big, big stuff. And I think if you're going to be in a role like that, or you're going to run a company, or you're going to be this number 2 guy or gal, you got to be— you're not going to get a lot of appreciation. I don't give a lot of appreciation down. I try to do it as much as I can, but it's not natural to me. I know it's not natural to me. And you got to find your level of success in there. And so I think I'm constantly stacking wins. For myself. I'm constantly writing down and logging big wins that I've had and made and shouting out the, hey, this idea brought in $250,000 this month. And I know that's my job. So, I got to be lazy in other areas so I can land the whale. We got to be out whale hunting sometimes for the big deal and killing it and bringing back and throwing it on the table. So I'll say for anybody out there, don't be afraid to tell people what you've been doing. Don't be afraid to say, hey, we got this win today. And definitely don't be afraid to shout out your team. Like this morning, I mean, come on, Chris, $15,000 from, you know, a guy in the office there, Jack, from a trash bin. Yeah, it's amazing. So, and everybody needs to know about that. And the other thing that we did by me telling, I shouted out one of our team members who put together a—

You got to tell the story now too, because it's actually a really good idea.

Well, we had, we had to turn seriously garbage into 15 grand. Yeah, we had a bunch of backlogged inventory that was sitting in a warehouse that was costing us about $60,000 a year to store. And I was like, well, let's take care of that. Let's just— and we were just— I was like, what are our options? And it was like, well, they can throw it out for us. We can— and so the first option that came up, so, okay, we have old shirts and hoodies and jackets and books and all kinds of stuff, print and product. And it's on pallets in a warehouse that we're paying to store $60,000 a year just for the stuff that we were talking about getting rid of. And the first idea came up, they said, let's send it to all of our customers, right? All of our 2CCX and all of our inner circle and members. And I said, okay, well, how much is that gonna cost? And it was like $30,000. It was gonna cost us $30,000. And I said, okay, well, if you can prove to me that, um, that because somebody got an old shirt or an old thing, that you can say that they're gonna stay for another year, or you're gonna have 3 more people join. I was like, if all of them take a picture and put on their social media with an affiliate link, And then we get people to sign up, then I'll consider it. But you want me to pay $30,000 so I don't pay $60,000 this year. And so we were default to like, let's go spend more money to get rid of it. Um, so that was one option. And if you're a current member, you, you have the, you have the option, just pay like $2 and you can get a shirt or a book. We still have it. Um, uh, we built a portal and so that—

you put it out to the community as like just a shop.

You were like, okay, this is another thing we could do is put it out there and see if people want it. I said, well, we can just donate it to charity, and we can get a write-off on our taxes. We can donate it to charity and get a write-off on our taxes. I said, that's way better than spending $30,000. We can just give it away, and we can get $50,000 or $100,000 of credit back on our taxes to write off income that we have. And then the third one— then I found out it was going to be like $5,000 just to get rid of it, just to take it to somewhere and donate it, or to throw it away. If we want to throw it away, it was going to cost us $5,000 to throw it away. Because they had to labor to pull it down, put on a truck, take it. They'll take it for us and do all that stuff. And then I said, well, what if we just sell it for like 2 cents on the dollar? Like, what if we sold a t-shirt for $2? What if we sold a book for $2? What if we sold a jacket for $5? And we just—

To our superfans.

Put it out to our employees first, our team, and just say, you guys can buy this stuff. And we'll see if they even want it. The team was like, oh, I want this and this jacket and this. And then we put it out to our list, and we sold like $15,000 worth of this stuff. All I wanted to do was pay for the $5,000 to donate it. And they built a page. They built a landing page. We sent out to the email list, and people bought it. They bought some of the stuff, and we drop shipped it to them. It was great. I mean, I got— man, oh man. I got these old Vans shoes in my office now. I got the backpack that I always wanted. I didn't even know we had Inner Circle backpacks. I got an Inner Circle backpack. It was like $10 or $5. I'm like, I have to— I mean, I think I spent $500 of that $15,000 at the shop. You know, I got— I got bought every single Extreme Ownership that we had in stock. Who Not How. I bought a bunch of those. We had like 400 of those. They were $2. $2 for a book. Oh my God, crazy. I'm going to give it away to anybody that comes to my office. I got a big kids event coming up in 2 weeks. I'm going to give it to all the kids. They can read.

I was joking in our chat too. I was like, the obstacle's the way, right? Yeah. The Ryan Holiday thing.

I think that book was this idea of like, okay, I think that book was actually like, we had like 500 of that book for $2.

Yeah, we got a problem here, but we just turned it into, into $15 grand. And I can tell you, I've already heard people that go, oh my gosh, I've always wanted that backpack. And people are so excited within 2CCX and everything, like, oh my gosh, thanks for letting us know. And all they had to do was pretty much cover shipping. That's pretty much what this was.

I still got 500 2CCX cutting boards if anybody wants a cutting board. Um, but there you go. I will figure that out, Chris, to to kind of like the reason why we told that story in the first place was Jackson was a big part of building that page. And this morning we had kind of like an all-hands AI training. And the first thing that I wanted to do was just shout him out because what I want to do is I want to see, I want other people to see other people that are winning and just get an idea of how they can win for the company. So we have this saying inside the company is how can you make $10,000 today? Well, Jackson helped me figure out, and I mean, they did all the work. Jackson and Taylor did all the work for that. It was just a, hey, do you— I was like, do you guys think you could build a page? Like, is that hard to do? I have no idea how to do e-com. They figured it all out. They built it, and he made $15,000 for the company that day. So it's how can you make another $10,000 for the company today? And then when you do it, you better tell everybody how you did it, be proud that you did it, shout about it, and then say you could do it too. And if every one of my team members can make an extra $10,000 just one day this month, we'll do pretty well.

Bill, I mean, I love having you here. I think that it's been amazing. And too, it's just, it's interesting how these stars align too. But one of the biggest things too is just to recap, I mean, you have noticed these opportunities and came in and through the front door and bought your way into these things as a shortcut and then said yes. And I think you've been really strategic in how you've said yes too, is like, I'm not making these big commitments, but I'm gonna say yes and let's see where it goes. But put your foot to the floor when you say yes as well. And I think that's amazing. Before we wrap though, we do this little segment, Bill, and I want you to participate. It's called Rapid Fire Questions with Dante, and it's brought to you by Funnel Hacking Live. If you have not got your ticket yet for Funnel Hacking Live, go to funnelhackinglive.com/cfr. There's still seats available. This is gonna be in September in Las Vegas at the Fontainebleau. The September 21st through 23rd. Join us. Once again, that is funnelhackinglive.com/cfr. Are we ready for rapid fire? Here's how it works. Dante's going to give you a rapid fire question, but that means, Billy, you got to give a rapid fire answer. So with that, are you guys ready to play?

I'm ready to play. I'm ready to play. But before we do it, if you're not going to Funnel Hacking Live, I don't know what you're doing. Like, this is going to be the— like, it went away and it came back. And I don't know if it's coming back again, so you better get your ticket. So I'm just going to throw that out there and I'll be there. If you're still here after, I don't know, hour, hour and a half, however long you've been here, come hang out with me. I'll be at the Baskin-Robbins booth at Las Vegas. That's right. Each night, buy an ice cream, I guess. I'm ready. I'm ready to go. That's amazing.

All right, Bill, let's do it. First question I have for you. How many houses do you own now?

Uh, not that many. Um, let's see, I own like 5 or 6. My company owns like 30 and like 2,000 apartment doors about.

What was your first big, like, I made it purchase?

Uh, I don't know how to define that. I'd say my biggest one was my airplane. I bought a $2.7 million airplane. Airplane is awesome. That was probably my biggest— is the most expensive thing I ever owned in my life, including any house that I've ever bought, other than the apartments, but I don't own 100% of the apartments. So airplane, probably.

No, that's strictly business purchase though.

Well, yeah, business. Big tax write-off. Yeah, big tax write-off, but it's just changed my entire life. We could fly anywhere we wanted, anytime we wanted. I mean, so many family trips, so many memories, the doors that it opened, the I mean, I flew Ed Reed, the safety for the Ravens, Super Bowl champ, Hall of Fame, Ed Reed, like insane. And I got to interview him on a podcast and can text with him if I want to now.

Yeah, you guys get— you guys get to check that out too. Like, he'll interview these, these big names and stuff and people in our community, like, while they're flying. Like, Russell Brunson's was super fun to watch. It's really cool.

Go check those out. Okay, let's keep it going. Rapid fire. How many Rolexes do you own?

I fed him some of these.

Probably like today, probably like 30 maybe.

How many do you think you've owned over your lifetime though?

Yeah, I'm gonna dig deeper. Yeah, probably like total, probably like 100 or 150 maybe, something like that. Wow, no big deal. Rolex is just one brand though.

We have, I have, uh, yeah, I didn't want to say watches because that could just be We're getting into numbers now. I don't count that high.

Everybody knows Rolex.

Yeah, I'm curious, Bill, is there a rule, a golden rule of real estate or investing that you think all entrepreneurs should follow as well?

Uh, there's a rule that I want to give— I'll give you. Um, buy low, sell high is a great rule, by the way. That's probably one that you should think about. Um, also, time cures everything in real estate. So if you can, um, if you can if you can hold on to something longer, like, time will always be your friend in real estate. But, um, the one that— the one that I want to give you is, um, is flip 3, keep 1. So flip 3, keep 1. This is what I try to teach my flippers. They are flipping everything, they're not keeping anything. And this is also what I try to teach my buy and hold investors. You can't keep everything. You got to have some active income and some and build long-term wealth. So flip 3, keep 1.

Hmm. I actually really like that. Thank you for that. You have been an amazing student your entire career. What do you notice all good students have in common?

We talked about this a bit on the show, is they, they, they, they, they don't just learn, they also do. So you're, you're learning and you're actually like putting it into practice immediately, like very quickly. They learn something, and then they put it into practice quickly. But also, they tune out the noise, and they really kind of like listen— one coach, one approach— and listen to that one person that they've invested in.

Earlier in the episode, you said most people don't know what their life is leading up to.

What's Bill Allen's life leading up to? I have no idea. Hopefully, enough impact that when I eventually do pass away, that that there's a stadium of people that actually have been impacted by me and something that I've done for them. So I think that's the deepest feeling that I have is that we won't leave a mark on the world big enough for what God put us here to do. So yeah, and not for any type of ego anything. I just want to really help other people to the point that You know, we're all eventually going to die. And that's what I'm probably most afraid of, is dying without having a big enough impact that— yeah. So hopefully fill the stadium and people are tailgating in the parking lot because they can't get in. I love that, Bill.

I love that. Okay. And I have one final question. Is passive income real or a farce? It's real.

It's real. It's very, very real. The problem is it You, you have to have money to create passive income. And that's what a lot of people don't talk about is they think you can just like fall backwards into it. Um, it takes money to make money. And so to have passive income, um, like truly passive income, some of it kind of exists, but you gotta have, you gotta have capital. So that's why I really teach people to stack their capital, build their active income, and then you can start taking some of that, take the excess and invest it in something that can be become passive for you.

Active income to passive income. Love that. Thank you, Bill. That's it for rapid fire.

Whew. I was nervous. Bill, you've been an amazing guest.

If people want to follow you or learn more about you, where should we send them?

Number 1, you should come to Funnel Hacking Live, hang out with me. Number 2, I'm in Russell Brunson's Inner Circle. So you can join the Inner Circle and come there. And then number 3, I'm also in Russell Brunson's AI community. So the new AI community that we're building, I'm there for sure. Anything that we do. And then I own a company called 7 Figure Flipping. It's a house flipping business if you want to learn about flipping and wholesaling houses, building real estate portfolio. 7figureflipping.com. I have a YouTube channel, you mentioned that, is Bill Allen is my flying one. And then Bill Allen Flips is a new one I started building about watches and beef and chickens and airplanes and cars and flipping strawberries and all the fun stuff that I actually sell. So go see some of those fun videos.

Flippin' Bill, strawberries. That's a hook if I've ever heard one.

That is right there. Good way to end the show and hope that I can be invited back to do it all the time. Flippin' strawberries. That's right. There you go. There you go. Well, thanks, Bill, guys. Thanks for joining us again on another episode of ClickFunnels Radio. We'll see you on the next one.