Welcome back to Building Billions. On this episode, I'm going to be interviewing Kevin Turner, the only person who worked for all three CEOs of Microsoft, and he was hand-picked and developed by Sam Walton. This gentleman has more information than most people will ever get in a lifetime, and I'm going to share it with you. So look, our next guest is a highly, highly unique CEO and executive who has served and excelled at two of the most admired companies in the world, which is Walmart and Microsoft. This guy has worked for some of the biggest, most impressive names on the globe. He was chief operating officer of Microsoft, and he's the only person that worked with all three CEOs. Think about how many employees this guy has overseen. He ran global sales, marketing. He was a CIO, a CEO. He's had all the biggest jobs that you can imagine, with over 70,000 employees in more than 190 countries. Think about this. Somebody who's transitioned from Bill Gates to Steve Ballmer to to Satya. I can't even say his name. Nadella. You know, he's worked for some of the, the, the, the the biggest and most impressive human beings that have done some of the most crazy things. He spent nearly 20 years at the Walmart stores, where he rose to the ranks and was named the youngest corporate officer ever at Walmart at age 29. We're going to ask him about what it's like working with Sam Walton. Can you imagine the legacy there? He's one of the most sought after executives and operators in the world today. Ladies and gentlemen, it's my pleasure to introduce a dear friend of mine, Mr. Kevin Turner. So so let's talk a little bit about your how your career got started so that people can catch up with how you landed here today. Okay. Well, I have very humble beginnings.

Welcome back to Building Billions. On this episode, I'm going to be interviewing Kevin Turner, the only person who worked for all three CEOs of Microsoft, and he was hand-picked and developed by Sam Walton. This gentleman has more information than most people will ever get in a lifetime, and I'm going to share it with you. So look, our next guest is a highly, highly unique CEO and executive who has served and excelled at two of the most admired companies in the world, which is Walmart and Microsoft. This guy has worked for some of the biggest, most impressive names on the globe. He was chief operating officer of Microsoft, and he's the only person that worked with all three CEOs. Think about how many employees this guy has overseen. He ran global sales, marketing. He was a CIO, a CEO. He's had all the biggest jobs that you can imagine, with over 70,000 employees in more than 190 countries. Think about this. Somebody who's transitioned from Bill Gates to Steve Ballmer to to Satya. I can't even say his name. Nadella. You know, he's worked for some of the, the, the, the the biggest and most impressive human beings that have done some of the most crazy things. He spent nearly 20 years at the Walmart stores, where he rose to the ranks and was named the youngest corporate officer ever at Walmart at age 29. We're going to ask him about what it's like working with Sam Walton. Can you imagine the legacy there? He's one of the most sought after executives and operators in the world today. Ladies and gentlemen, it's my pleasure to introduce a dear friend of mine, Mr. Kevin Turner. So so let's talk a little bit about your how your career got started so that people can catch up with how you landed here today. Okay. Well, I have very humble beginnings.

I thought I was going to have an athletic career in football and baseball didn't work out. So my dad said, get a job. And at that time, the job in my town was a Walmart cashier. So I started as a Walmart cashier. Going to college, um, worked my way up, had a great experience in the stores. In fact, one of the cool things is by the time I graduated, I was like chief Customer service manager. I was running the cash office at 21 years old. Can you.

I thought I was going to have an athletic career in football and baseball didn't work out. So my dad said, get a job. And at that time, the job in my town was a Walmart cashier. So I started as a Walmart cashier. Going to college, um, worked my way up, had a great experience in the stores. In fact, one of the cool things is by the time I graduated, I was like chief Customer service manager. I was running the cash office at 21 years old. Can you.

Imagine? So a lot of you that say you can't get talent, think about the kind of things this guy was doing in his early 20s.

Imagine? So a lot of you that say you can't get talent, think about the kind of things this guy was doing in his early 20s.

And and, uh, when I got out of college, I had two job offers. I had one with the FBI in Washington, DC and one with Walmart in Bentonville, Arkansas, and the FBI paid $30,000 a year and Walmart paid $18,000 a year in Bentonville, Arkansas. And I chose the Bentonville, Arkansas route because the math was actually a little better, uh, working out that way. But it ended up being a very important decision in my life. And I started as a as an auditor. I was one of 40 kids that was chosen to come into the company as an auditor, and I was the only one of the 40 kids in my class to have worked in the stores. So I became a very effective auditor, and it was a two year job. So you did it for two years, and then they rotated you out into the business. This was something Sam Walton kind of created that GE and others later coined. Um, but it was an interesting position because I was finding all these things in the stores and all this stuff, and I got the attention of Sam Walton, and he called me down one day and said, you know, young man, I've been reading your reports and yours are different than others. How come that is, you know, why is that? And I said, well, Mr. Walton, I worked in the stores and he loved that. Um, by the way. And so he said, well, I tell you what, your second year of audit, why don't you come do audits for me? I got some things I want you to look at and and come down and work with me. And so I did. So I finished my first year, and my second year I went down, uh, he was a floor down below us. And I worked with him for a year and did did thing traveled with him some and did various things he wanted me to look at. And at the end of my second year, this was another one of those life's decision moments. I said, Mr. Walton, you know, my time is up and what do you think I ought to get into? And he said, you know, for a young guy like yourself, I think you ought to get into information systems, uh, which became information technology. And so I did I moved over, taught myself how to program and.

And and, uh, when I got out of college, I had two job offers. I had one with the FBI in Washington, DC and one with Walmart in Bentonville, Arkansas, and the FBI paid $30,000 a year and Walmart paid $18,000 a year in Bentonville, Arkansas. And I chose the Bentonville, Arkansas route because the math was actually a little better, uh, working out that way. But it ended up being a very important decision in my life. And I started as a as an auditor. I was one of 40 kids that was chosen to come into the company as an auditor, and I was the only one of the 40 kids in my class to have worked in the stores. So I became a very effective auditor, and it was a two year job. So you did it for two years, and then they rotated you out into the business. This was something Sam Walton kind of created that GE and others later coined. Um, but it was an interesting position because I was finding all these things in the stores and all this stuff, and I got the attention of Sam Walton, and he called me down one day and said, you know, young man, I've been reading your reports and yours are different than others. How come that is, you know, why is that? And I said, well, Mr. Walton, I worked in the stores and he loved that. Um, by the way. And so he said, well, I tell you what, your second year of audit, why don't you come do audits for me? I got some things I want you to look at and and come down and work with me. And so I did. So I finished my first year, and my second year I went down, uh, he was a floor down below us. And I worked with him for a year and did did thing traveled with him some and did various things he wanted me to look at. And at the end of my second year, this was another one of those life's decision moments. I said, Mr. Walton, you know, my time is up and what do you think I ought to get into? And he said, you know, for a young guy like yourself, I think you ought to get into information systems, uh, which became information technology. And so I did I moved over, taught myself how to program and.

And and so we think about this. So you start out you're in your early 20s, you actually somehow, through operational excellence and understanding how the business worked, you put yourself in a position where Sam Walton is asking you or recommending you or mentoring you into a role, right? He could see the world was evolving too, right?

And and so we think about this. So you start out you're in your early 20s, you actually somehow, through operational excellence and understanding how the business worked, you put yourself in a position where Sam Walton is asking you or recommending you or mentoring you into a role, right? He could see the world was evolving too, right?

And I didn't know anything about it. I'd had one programming class in college, Basic, which most people have, and I moved over and taught myself how to program. I was working. I don't know, 120 hours a week trying to learn it at the same time. And me and another guy wrote the very first receiving and logistics system for Walmart, which saved us zillions of dollars and thousands of jobs and and kind of worked my way up the.

And I didn't know anything about it. I'd had one programming class in college, Basic, which most people have, and I moved over and taught myself how to program. I was working. I don't know, 120 hours a week trying to learn it at the same time. And me and another guy wrote the very first receiving and logistics system for Walmart, which saved us zillions of dollars and thousands of jobs and and kind of worked my way up the.

How old were you when when in that moment where that actually ended up being the result? How old were you?

How old were you when when in that moment where that actually ended up being the result? How old were you?

I was about 24 years old.

I was about 24 years old.

Can you imagine? Yeah, 24 years old. Never underestimate the power of the youth.

Can you imagine? Yeah, 24 years old. Never underestimate the power of the youth.

And worked my way up the well, you know, I and I finish the story, but then I want to give credit to where credit's really do I think and and and so I, you know, worked my way up the ranks in it and I became CIO eventually, uh, chief information officer for the whole company. Wow. And, uh, which is important because as a young director, I met these two guys, um, they told me to go pick up at the airport. Uh, and so I got my car, drove out to the airport to pick up these two guys, and it was it was, uh, Steve Ballmer and Bill gates, and, uh.

And worked my way up the well, you know, I and I finish the story, but then I want to give credit to where credit's really do I think and and and so I, you know, worked my way up the ranks in it and I became CIO eventually, uh, chief information officer for the whole company. Wow. And, uh, which is important because as a young director, I met these two guys, um, they told me to go pick up at the airport. Uh, and so I got my car, drove out to the airport to pick up these two guys, and it was it was, uh, Steve Ballmer and Bill gates, and, uh.

Hey, son, go over to the airport and pick this. These guys up.

Hey, son, go over to the airport and pick this. These guys up.

They weren't selling enterprises direct back then, and and so I, you know, I was a young director and applications at the time, and I met these two guys and became friends with them. And they were amazed at all the applications we were building and how much money we were spending on it. And they were really studying, you know, the enterprise business at the time. and so I became very good friends with both of them at the time. And I worked my way up, became CIO. And then my last job there at Walmart was, um, president and CEO of Sam's Club. So I was a very young guy running a $36 billion business with 200,000 employees or so, and had a blast doing that. And then when Bill gates was going to move into his philanthropy, he wanted me to come to Microsoft. He was going to transition over a couple of years. So I moved to from from Walmart to Microsoft and Seattle. So, so as a relationships.

They weren't selling enterprises direct back then, and and so I, you know, I was a young director and applications at the time, and I met these two guys and became friends with them. And they were amazed at all the applications we were building and how much money we were spending on it. And they were really studying, you know, the enterprise business at the time. and so I became very good friends with both of them at the time. And I worked my way up, became CIO. And then my last job there at Walmart was, um, president and CEO of Sam's Club. So I was a very young guy running a $36 billion business with 200,000 employees or so, and had a blast doing that. And then when Bill gates was going to move into his philanthropy, he wanted me to come to Microsoft. He was going to transition over a couple of years. So I moved to from from Walmart to Microsoft and Seattle. So, so as a relationships.

Relationships are important. Correct. And collaboration with people. Right.

Relationships are important. Correct. And collaboration with people. Right.

And one of my favorite stories about that is when I, you know, became, uh, moved up the ranks in it. Microsoft had this, you know, they were not selling enterprises direct. And Walmart was the fastest growing company in the world at the time. And and I had 40 different partners. They were making me use to pay their bills. And so finally it was just too much for us growing as fast as we were. So I, I accrued my bill and I stopped paying them, and Steve flew in there. Steve Ballmer flew in there and he's like, hey man, what? What's up? You're not paying my partners. And subsequently I'm not getting paid what's going on? And I'm like, well, I'll tell you what, Steve, you gotta deal me direct. I'm not going to go through these partners anymore. And so he and I spent eight hours in a conference room and developed the very first enterprise agreement in the history of Microsoft. It was with Walmart between Steve Ballmer and myself. And now the enterprise agreement is the main, you know, revenue vehicle for all of all of Microsoft. So it was a very fundamental thing to do at the time.

And one of my favorite stories about that is when I, you know, became, uh, moved up the ranks in it. Microsoft had this, you know, they were not selling enterprises direct. And Walmart was the fastest growing company in the world at the time. And and I had 40 different partners. They were making me use to pay their bills. And so finally it was just too much for us growing as fast as we were. So I, I accrued my bill and I stopped paying them, and Steve flew in there. Steve Ballmer flew in there and he's like, hey man, what? What's up? You're not paying my partners. And subsequently I'm not getting paid what's going on? And I'm like, well, I'll tell you what, Steve, you gotta deal me direct. I'm not going to go through these partners anymore. And so he and I spent eight hours in a conference room and developed the very first enterprise agreement in the history of Microsoft. It was with Walmart between Steve Ballmer and myself. And now the enterprise agreement is the main, you know, revenue vehicle for all of all of Microsoft. So it was a very fundamental thing to do at the time.

So you took a problem? Yeah. You took the problem that Walmart and Sam's Club had needing to have systems. Right. And we talk a lot about that in the scaling process. Right. The bigger you get, your systems get more complicated. They don't you don't you don't deploy systems one time. Right. And be like, oh, it's all done. I'm going to grow forever. Exactly. And and you took that. You learned how to integrate and manage the business, and then all of a sudden that became a business. Exactly.

So you took a problem? Yeah. You took the problem that Walmart and Sam's Club had needing to have systems. Right. And we talk a lot about that in the scaling process. Right. The bigger you get, your systems get more complicated. They don't you don't you don't deploy systems one time. Right. And be like, oh, it's all done. I'm going to grow forever. Exactly. And and you took that. You learned how to integrate and manage the business, and then all of a sudden that became a business. Exactly.

Became their biggest business by far. And then I was at Microsoft for a long time. I traveled, I opened up countries for them, and I traveled 220 days a year for over 13 years. And that was a that was a blast. And it was super hard at the same time. Um, but I learned a ton, you know, 191 countries is a big that's a big operation. A billion and a half customers use the products every day and just had an absolute blast doing that and transitioned the company to the cloud. That was a big transformation that happened. I mean.

Became their biggest business by far. And then I was at Microsoft for a long time. I traveled, I opened up countries for them, and I traveled 220 days a year for over 13 years. And that was a that was a blast. And it was super hard at the same time. Um, but I learned a ton, you know, 191 countries is a big that's a big operation. A billion and a half customers use the products every day and just had an absolute blast doing that and transitioned the company to the cloud. That was a big transformation that happened. I mean.

Anybody ever moved their business to the cloud? Yeah, it's a pain in the ass. Would you agree? But it's the future. It's the future.

Anybody ever moved their business to the cloud? Yeah, it's a pain in the ass. Would you agree? But it's the future. It's the future.

And. And then I did that and then I had I then I had a friend say, hey, why don't you go to dinner with this guy? And and it was this guy was Ken Griffin who runs Citadel, which is the largest, probably the most successful hedge fund, certainly on returns wise in the world. And Ken Griffin flew to Seattle and said, you know, he had multiple times he didn't just get me at hello on the first dinner date, but he he talked me into joining Citadel. So that was another stop along the way.

And. And then I did that and then I had I then I had a friend say, hey, why don't you go to dinner with this guy? And and it was this guy was Ken Griffin who runs Citadel, which is the largest, probably the most successful hedge fund, certainly on returns wise in the world. And Ken Griffin flew to Seattle and said, you know, he had multiple times he didn't just get me at hello on the first dinner date, but he he talked me into joining Citadel. So that was another stop along the way.

So you understand, it's been.

So you understand, it's been.

Fascinating working for Sam Walton, Bill gates.

Fascinating working for Sam Walton, Bill gates.

And three of the most powerful Ken.

And three of the most powerful Ken.

Griffin, uh, in my career. And I did that for a while, and that was fun. And and so.

Griffin, uh, in my career. And I did that for a while, and that was fun. And and so.

I got to ask you, I got to ask you. Yeah, I got when you think of those three dynamic personalities, I mean, these are three of the biggest names in the globe for innovation in business. What was it like? What was the main differences between a Sam Walton and a Bill gates and a Ken? Well.

I got to ask you, I got to ask you. Yeah, I got when you think of those three dynamic personalities, I mean, these are three of the biggest names in the globe for innovation in business. What was it like? What was the main differences between a Sam Walton and a Bill gates and a Ken? Well.

There's one huge similarity, although there's three entirely different people. Um, and I like to start with what, what was common, because there wasn't a lot of commonality between the three. But there was one specific thing that was very common. They all had something inherently called divine discontent. And Sam Walton really coined that. But the other two had it, too. They're never satisfied. No matter how good you do it, you can always do it better. And the ability to have that strive for excellence, you know, you know that that pursuit of excellence is so exciting, so invigorating that when you attract people who want to be a part of that, you get the very best people. Because if you don't want to be a part of the pursuit of excellence, it'll wear you out. It'll tire you out. It'll wear you down. You know, you it'll beat you down. Um, Uh, but all three of those guys get up every single day and say, how can I make this better? How can we improve something?

There's one huge similarity, although there's three entirely different people. Um, and I like to start with what, what was common, because there wasn't a lot of commonality between the three. But there was one specific thing that was very common. They all had something inherently called divine discontent. And Sam Walton really coined that. But the other two had it, too. They're never satisfied. No matter how good you do it, you can always do it better. And the ability to have that strive for excellence, you know, you know that that pursuit of excellence is so exciting, so invigorating that when you attract people who want to be a part of that, you get the very best people. Because if you don't want to be a part of the pursuit of excellence, it'll wear you out. It'll tire you out. It'll wear you down. You know, you it'll beat you down. Um, Uh, but all three of those guys get up every single day and say, how can I make this better? How can we improve something?

And what would happen if any of those guys were surrounded by somebody that said, but things are okay the way they are, or I don't really want to change because we like to be comfortable. What would any of those three guys say in that scenario?

And what would happen if any of those guys were surrounded by somebody that said, but things are okay the way they are, or I don't really want to change because we like to be comfortable. What would any of those three guys say in that scenario?

They would say, you know, we can still be friends, but you can't work here. Yeah. Yeah.

They would say, you know, we can still be friends, but you can't work here. Yeah. Yeah.

I just want to make sure all the business owners, they.

I just want to make sure all the business owners, they.

Would say, we're going to miss you.

Would say, we're going to miss you.

We're going to miss you. You're a good dude. It's been great. We're still friends. Yeah.

We're going to miss you. You're a good dude. It's been great. We're still friends. Yeah.

But you can't work here.

But you can't work here.

Yeah. Here's a lesson. Write that down. It's okay to be friends with people in your business that don't want it. Absolutely.

Yeah. Here's a lesson. Write that down. It's okay to be friends with people in your business that don't want it. Absolutely.

Yeah, absolutely. And sometimes the job outgrows good people, too.

Yeah, absolutely. And sometimes the job outgrows good people, too.

And we can.

And we can.

Still be friends there. Because what? You know, the old adage, what got you here won't get you there. That happens very regularly in businesses is the job does outgrow good people.

Still be friends there. Because what? You know, the old adage, what got you here won't get you there. That happens very regularly in businesses is the job does outgrow good people.

And you guys you guys have heard that over and over with the scaling process, right. And many of you that have gone through hypergrowth, you've actually experienced it and, and, and I think what we would tell you is that that's just you're going to have to accept if you're going to get big, that's going to be the norm. Absolutely.

And you guys you guys have heard that over and over with the scaling process, right. And many of you that have gone through hypergrowth, you've actually experienced it and, and, and I think what we would tell you is that that's just you're going to have to accept if you're going to get big, that's going to be the norm. Absolutely.

Absolutely.

Absolutely.

So what what was the strongest like like that's the one thing all three had in common. What was the biggest differential between the three?

So what what was the strongest like like that's the one thing all three had in common. What was the biggest differential between the three?

Um, well, Sam Walton was beautiful in public and tough as nails in private. Bill gates was just tough all the time. He was tough all the time. And Ken Griffin's probably the smartest. Subject matter expert that I've ever been around in my entire life. I mean, I just I don't know if you follow Citadel or not. They just had their returns out. I mean, I think they.

Um, well, Sam Walton was beautiful in public and tough as nails in private. Bill gates was just tough all the time. He was tough all the time. And Ken Griffin's probably the smartest. Subject matter expert that I've ever been around in my entire life. I mean, I just I don't know if you follow Citadel or not. They just had their returns out. I mean, I think they.

Just moved to Miami, didn't they?

Just moved to Miami, didn't they?

They did? Yeah, they relocated out of Chicago a little bit, but I mean, I think their fund was up 29% in this market. I mean, he is absolutely just a brilliant, you know, financial engineer and what he does and the company that he runs. So they're they're very different in that way. But they're like I said, very committed to excellence, very committed to making progress and just zero tolerance for complacency and mediocrity.

They did? Yeah, they relocated out of Chicago a little bit, but I mean, I think their fund was up 29% in this market. I mean, he is absolutely just a brilliant, you know, financial engineer and what he does and the company that he runs. So they're they're very different in that way. But they're like I said, very committed to excellence, very committed to making progress and just zero tolerance for complacency and mediocrity.

Would you say that in your experience with all your experience, that when you encounter any organization that is okay with complacency and mediocrity, you intuitively already know they're going to have a big problem?

Would you say that in your experience with all your experience, that when you encounter any organization that is okay with complacency and mediocrity, you intuitively already know they're going to have a big problem?

The world's going to pass you by. I mean, that is, you know, the toughest thing that you see in businesses is a really good business that had a good idea. But they don't continually evolve. They don't iterate. The customer's changing. The market's changing. Technology is changing. So you have to keep changing and iterating On what? Where do I add value? Where do I differentiate? You know, my philosophy is if you can't differentiate, you can't make money no matter what tier of the market you're in. You're in the high end, the premium market, the middle market or the opening price point bargain market. If you still have to differentiate and create value for customers continually, or you won't be able to make money and make margin, uh, within that business, you'll get compressed over time. And that's, that's where having that divine discontent, uh, and constantly iterating on your business is so important.

The world's going to pass you by. I mean, that is, you know, the toughest thing that you see in businesses is a really good business that had a good idea. But they don't continually evolve. They don't iterate. The customer's changing. The market's changing. Technology is changing. So you have to keep changing and iterating On what? Where do I add value? Where do I differentiate? You know, my philosophy is if you can't differentiate, you can't make money no matter what tier of the market you're in. You're in the high end, the premium market, the middle market or the opening price point bargain market. If you still have to differentiate and create value for customers continually, or you won't be able to make money and make margin, uh, within that business, you'll get compressed over time. And that's, that's where having that divine discontent, uh, and constantly iterating on your business is so important.

I hope you all wrote that divine discontent down, because I think that being Grant Cardone, business partner now for four years, he definitely has that. Absolutely, definitely. But you know, what it does is it keeps all of us pushing. Absolutely. And pushing and paying attention and pushing.

I hope you all wrote that divine discontent down, because I think that being Grant Cardone, business partner now for four years, he definitely has that. Absolutely, definitely. But you know, what it does is it keeps all of us pushing. Absolutely. And pushing and paying attention and pushing.

And you want.

And you want.

The.

The.

Hard is what makes it great. I mean, the people who are attracted to, you know, rising expectations, increasing responsibilities and accountability and winning. Those are the people that most people want to be around. Yeah. Um, you know, winners win.

Hard is what makes it great. I mean, the people who are attracted to, you know, rising expectations, increasing responsibilities and accountability and winning. Those are the people that most people want to be around. Yeah. Um, you know, winners win.

And this is coming from a guy like like, like, you know, interestingly enough, you've heard from three different speakers, including myself, talking, throwing around the word trillions, right. And and talking about how big the market opportunity, especially in the small to mid sized business space and the trillions of wealth transfer. Um, and, and and so I don't know that I've actually ever met anybody that's run $1 trillion through their business. When you add up how much money of the businesses you've sat over, especially on the systems you built. This is the crazy part to write your technology platforms. How much money do you think you've had?

And this is coming from a guy like like, like, you know, interestingly enough, you've heard from three different speakers, including myself, talking, throwing around the word trillions, right. And and talking about how big the market opportunity, especially in the small to mid sized business space and the trillions of wealth transfer. Um, and, and and so I don't know that I've actually ever met anybody that's run $1 trillion through their business. When you add up how much money of the businesses you've sat over, especially on the systems you built. This is the crazy part to write your technology platforms. How much money do you think you've had?

I mean, it's well over $1 trillion.

I mean, it's well over $1 trillion.

Yeah, yeah yeah yeah. Man, this is some serious power. Serious? I got a question for you. This is a Grant Cardone question. He always loves to ask this question. What's with all your experience? What's more important to you sales or marketing?

Yeah, yeah yeah yeah. Man, this is some serious power. Serious? I got a question for you. This is a Grant Cardone question. He always loves to ask this question. What's with all your experience? What's more important to you sales or marketing?

You know, I.

You know, I.

Think.

Think.

Honestly, marketing because I believe that for every great seller, they have to have a story to tell. And the real shortage in the world is there's not very many good storytellers anymore. Was there a real shortage in the world right now of great storytellers? Um, but I think the value prop, being able to make it crystal clear, have that marketing pitch in your positioning in the market and then turning the seller's loose around. That is a much more effective message messaging system than having the sellers go, and then trying to figure the marketing out behind it. Um, so I'm definitely a person that says, let's start with the pitch, let's start with marketing, let's get it nailed, and then let's make sure the sellers are aligned to it.

Honestly, marketing because I believe that for every great seller, they have to have a story to tell. And the real shortage in the world is there's not very many good storytellers anymore. Was there a real shortage in the world right now of great storytellers? Um, but I think the value prop, being able to make it crystal clear, have that marketing pitch in your positioning in the market and then turning the seller's loose around. That is a much more effective message messaging system than having the sellers go, and then trying to figure the marketing out behind it. Um, so I'm definitely a person that says, let's start with the pitch, let's start with marketing, let's get it nailed, and then let's make sure the sellers are aligned to it.

You guys saw that on our our new TV show, right? Like how important the storytelling is. But many of you as business owners, you get stuck talking about the thing you're doing versus telling the story on why someone would be compelled or interested in why you're doing it and how it benefits them. We'd love to do this little thing. We call it the popcorn round. And and all of you have seen my will with the ten elements of growing and scaling a business, right? So I'm just going to read off each one of those elements. And what I want him to do is rank on a scale of 1 to 10, the significance and importance of each element having a strategy in business. Ten. Marketing.

You guys saw that on our our new TV show, right? Like how important the storytelling is. But many of you as business owners, you get stuck talking about the thing you're doing versus telling the story on why someone would be compelled or interested in why you're doing it and how it benefits them. We'd love to do this little thing. We call it the popcorn round. And and all of you have seen my will with the ten elements of growing and scaling a business, right? So I'm just going to read off each one of those elements. And what I want him to do is rank on a scale of 1 to 10, the significance and importance of each element having a strategy in business. Ten. Marketing.

Nine.

Nine.

Sales.

Sales.

Eight.

Eight.

People.

People.

Ten.

Ten.

Operations. Eight. Finance. Eight. Leadership.

Operations. Eight. Finance. Eight. Leadership.

Ten.

Ten.

Data.

Data.

In this world that we live in. Ten.

In this world that we live in. Ten.

The right kind of technology. Eight. And having an investment thesis. And where you're going to put your capital in order to grow your business.

The right kind of technology. Eight. And having an investment thesis. And where you're going to put your capital in order to grow your business.

Super important. Ten.

Super important. Ten.

So the thing is, is because when we talk about the small and mid-sized business owners, how can they possibly when there are $1 million or 3 million or 10 or 15 or 50, how can they Possibly even know what a ten looks like in either one of those categories from your perspective?

So the thing is, is because when we talk about the small and mid-sized business owners, how can they possibly when there are $1 million or 3 million or 10 or 15 or 50, how can they Possibly even know what a ten looks like in either one of those categories from your perspective?

Well, I mean, you guys provide a lot of tools to give people the blueprint and a template to be able to do that, which I think is fantastic. I think it's also studying, um, you know, when your business isn't running well, you can usually ask yourself three questions very quickly and assimilate where you're at. Uh, am I moving fast enough? Am I being bold enough? And do I have the right team? And? And you can usually ask those three questions and get a lot of. You know, that's very revealing when you give honest answers back to that when the market's moving around you. So the ability to, you know, study who's doing it well, who's not doing it well I think is important. Being able to look outside in I think is super critical. I love starting with the customer and working back to many strategies. Start internally and go external. If you start with the customer and work back, you can then, you know, help devise a strategy that you can truly make a difference on. Um, the what is important. The how is mostly, uh, underrated and can be more important, um, because it's easy to say these grandiose things and then everybody sits around and goes, well, how do I do it? And so really getting into the nuts and bolts with the customer about what the value proposition is, what makes a difference, what doesn't, I think is a very effective way for people to develop their business strategy. And that's how I always start. So anytime I'm doing something new, I always try to start with the end and work backwards.

Well, I mean, you guys provide a lot of tools to give people the blueprint and a template to be able to do that, which I think is fantastic. I think it's also studying, um, you know, when your business isn't running well, you can usually ask yourself three questions very quickly and assimilate where you're at. Uh, am I moving fast enough? Am I being bold enough? And do I have the right team? And? And you can usually ask those three questions and get a lot of. You know, that's very revealing when you give honest answers back to that when the market's moving around you. So the ability to, you know, study who's doing it well, who's not doing it well I think is important. Being able to look outside in I think is super critical. I love starting with the customer and working back to many strategies. Start internally and go external. If you start with the customer and work back, you can then, you know, help devise a strategy that you can truly make a difference on. Um, the what is important. The how is mostly, uh, underrated and can be more important, um, because it's easy to say these grandiose things and then everybody sits around and goes, well, how do I do it? And so really getting into the nuts and bolts with the customer about what the value proposition is, what makes a difference, what doesn't, I think is a very effective way for people to develop their business strategy. And that's how I always start. So anytime I'm doing something new, I always try to start with the end and work backwards.

Now the purpose. The intention is interesting because, you know, most small business owners, just like all of a sudden they're like, I'm going to start a business. They get a logo, website, landing page. Start telling people what they're going to do. Start doing it. Then they got to deal with people. Then they realize they're not paying them right. Or they're not generating any money because they didn't pay you their margins. So what's harder? Starting a business and growing it to 10 million or 100 million, or taking over a $38 billion company and trying to triple that.

Now the purpose. The intention is interesting because, you know, most small business owners, just like all of a sudden they're like, I'm going to start a business. They get a logo, website, landing page. Start telling people what they're going to do. Start doing it. Then they got to deal with people. Then they realize they're not paying them right. Or they're not generating any money because they didn't pay you their margins. So what's harder? Starting a business and growing it to 10 million or 100 million, or taking over a $38 billion company and trying to triple that.

I mean, they all have their own relative complexity scales. I mean, but the one common denominator between both businesses is people. And today's age, it's more important to ask people their opinion than it is to tell them they did a good job. So being able to involve people, you know, bring them along on the journey, share, help them share in the success, make them owners in the business, if you will. Uh, and create those people who want to be a part of excellence is an excellent way to be able to help keep your business out of the ditch, to keep it growing and thriving. You know, moving from this, this antidote of I'm going to go from surviving to thriving, right? Yeah, that that's that's what we're all trying to do in life. And I think that, uh, is very doable if you involve people collectively ask their opinions, get them involved, and let them have skin in the game.

I mean, they all have their own relative complexity scales. I mean, but the one common denominator between both businesses is people. And today's age, it's more important to ask people their opinion than it is to tell them they did a good job. So being able to involve people, you know, bring them along on the journey, share, help them share in the success, make them owners in the business, if you will. Uh, and create those people who want to be a part of excellence is an excellent way to be able to help keep your business out of the ditch, to keep it growing and thriving. You know, moving from this, this antidote of I'm going to go from surviving to thriving, right? Yeah, that that's that's what we're all trying to do in life. And I think that, uh, is very doable if you involve people collectively ask their opinions, get them involved, and let them have skin in the game.

How do you you know for for its I, I asked that question because when people don't know how to hire, attract, align, develop or retain great people, it's just they got to learn all those skill sets and it's usually through trial and error and, and uh, what for someone that's run $1 trillion through your fingers on your rails, how many people do you think that you've overseen in that whole process of running? I mean.

How do you you know for for its I, I asked that question because when people don't know how to hire, attract, align, develop or retain great people, it's just they got to learn all those skill sets and it's usually through trial and error and, and uh, what for someone that's run $1 trillion through your fingers on your rails, how many people do you think that you've overseen in that whole process of running? I mean.

Hundreds of thousands, you know, all over the world.

Hundreds of thousands, you know, all over the world.

I just this is a personal question because I fancy myself being able to attract good talent, but I've never been challenged to, to to to have hundreds of thousands of people. How do you even start when you walk into a business and there's tens of thousands of people to even figure out what to do first?

I just this is a personal question because I fancy myself being able to attract good talent, but I've never been challenged to, to to to have hundreds of thousands of people. How do you even start when you walk into a business and there's tens of thousands of people to even figure out what to do first?

Well, you figure out who's on the team. It's usually a third, a third, a third, a third are on the team, a third aren't sure whether they're on the team or not, and a third probably need to go do something else. So when you get into a business, you can almost put it in a third, a third, a third, and you got to win the hearts and minds of all of them, and you got to help the people who are at the bottom that, that, that probably want to be doing something different. You got to help them find their passion. Um, but I always find it's easy to start by asking somebody, what's your hopes and dreams? I remember when I got to Microsoft and I started asking, I had 17 direct reports and I started asking each of them, well, tell me before we even get into anything. Tell me your hopes and dreams. And they're like. They all looked at me like I was crazy. Like no one's ever asked me that before. Why would you want to know that? And I'm like, well, it tells me a lot about you. I don't care if it's personal or professional or otherwise. I want to know what you're all about. Tell me what you know. Winds you up, because that'll help me better engage with you and motivate you. So I always like to start with what are someone's hopes and dreams? And if it's not doing what we're doing and you're not passionate about what we're doing, that's okay. We can still be friends. But let's. Let's find someone that is. And that starts with that business owner really being a great evangelist for their cause, for their purpose, for their business aspirations. Because it's not always about that entry level job. It's about what you could be. You could become a shift manager and then, you know, then a line manager and then the director of our business, if you want to, if you want it bad enough.

Well, you figure out who's on the team. It's usually a third, a third, a third, a third are on the team, a third aren't sure whether they're on the team or not, and a third probably need to go do something else. So when you get into a business, you can almost put it in a third, a third, a third, and you got to win the hearts and minds of all of them, and you got to help the people who are at the bottom that, that, that probably want to be doing something different. You got to help them find their passion. Um, but I always find it's easy to start by asking somebody, what's your hopes and dreams? I remember when I got to Microsoft and I started asking, I had 17 direct reports and I started asking each of them, well, tell me before we even get into anything. Tell me your hopes and dreams. And they're like. They all looked at me like I was crazy. Like no one's ever asked me that before. Why would you want to know that? And I'm like, well, it tells me a lot about you. I don't care if it's personal or professional or otherwise. I want to know what you're all about. Tell me what you know. Winds you up, because that'll help me better engage with you and motivate you. So I always like to start with what are someone's hopes and dreams? And if it's not doing what we're doing and you're not passionate about what we're doing, that's okay. We can still be friends. But let's. Let's find someone that is. And that starts with that business owner really being a great evangelist for their cause, for their purpose, for their business aspirations. Because it's not always about that entry level job. It's about what you could be. You could become a shift manager and then, you know, then a line manager and then the director of our business, if you want to, if you want it bad enough.

And how do you transcend that from the 17 to the 38,000? How do how do you ensure that that goes through the organization the way that you need it to and and gets from top down?

And how do you transcend that from the 17 to the 38,000? How do how do you ensure that that goes through the organization the way that you need it to and and gets from top down?

Repetition. Repetition is the mother of learning. So you can't explain why enough. You can't assume because they should know what it is that they already already know what it is. You have to continually repeat the important things, continually be present in the important things, and don't leave anything for interpretation. Don't assume that everybody's got the message. I, I.

Repetition. Repetition is the mother of learning. So you can't explain why enough. You can't assume because they should know what it is that they already already know what it is. You have to continually repeat the important things, continually be present in the important things, and don't leave anything for interpretation. Don't assume that everybody's got the message. I, I.

Can imagine when you have that many employees, you just death assumptions, death.

Can imagine when you have that many employees, you just death assumptions, death.

One of my most valuable learnings was I had a manager ask me one time, hey, what what do you do? You think your whole team is aligned? And I had a I had a team of about 12 people. They go, oh yeah, I mean, I'm a guy. I'm always telling them, you know, we're we're focused on our priorities. He goes, okay, try this exercise for me. Call everybody into a conference room in your next staff meeting. Have everybody take out a blank sheet of paper. Don't put your name on it. And tell everybody to write down your top five priorities. And then pass them all in. And he goes, when you do that, Kevin, how many different variations do you think you'll get? I said of the 512 people I don't know. You know, maybe 7 to 10, but I think we'll all be aligned on the top 2 or 3, but 7 to 10. Well, when they put it all back in, I think I had like 38 different variations of what the top five was. And it was a super humbling experience because you can't assume that people all get it. You have to continually repeat. Repetition is important and explaining why is so undervalued 100%.

One of my most valuable learnings was I had a manager ask me one time, hey, what what do you do? You think your whole team is aligned? And I had a I had a team of about 12 people. They go, oh yeah, I mean, I'm a guy. I'm always telling them, you know, we're we're focused on our priorities. He goes, okay, try this exercise for me. Call everybody into a conference room in your next staff meeting. Have everybody take out a blank sheet of paper. Don't put your name on it. And tell everybody to write down your top five priorities. And then pass them all in. And he goes, when you do that, Kevin, how many different variations do you think you'll get? I said of the 512 people I don't know. You know, maybe 7 to 10, but I think we'll all be aligned on the top 2 or 3, but 7 to 10. Well, when they put it all back in, I think I had like 38 different variations of what the top five was. And it was a super humbling experience because you can't assume that people all get it. You have to continually repeat. Repetition is important and explaining why is so undervalued 100%.

Let me ask you this question. Now. All of you that aren't training on card on you. This is why training every single day and creating a development organization that's intentional about making sure everyone on the team is developing. That creates a consistency in the organization to drive change and and hearing it from him, especially at that size, it just reinforces if they can do it at that size, you can do it when you have a small group of people.

Let me ask you this question. Now. All of you that aren't training on card on you. This is why training every single day and creating a development organization that's intentional about making sure everyone on the team is developing. That creates a consistency in the organization to drive change and and hearing it from him, especially at that size, it just reinforces if they can do it at that size, you can do it when you have a small group of people.

And how you handle the little things is how you handle the big things. Mhm. So a great leader doesn't let little things go uncorrected. They fix them immediately. You know I tell you at Walmart we the first thing we used to do is drive around behind the store. People say why would you drive around behind the store. We want to know if it's clean back there. We want to know if there's trash back there. We want to know if there's organized back there. They have freight laying out there, because how they handle those little things is how the rest of the store is going to look. Yeah.

And how you handle the little things is how you handle the big things. Mhm. So a great leader doesn't let little things go uncorrected. They fix them immediately. You know I tell you at Walmart we the first thing we used to do is drive around behind the store. People say why would you drive around behind the store. We want to know if it's clean back there. We want to know if there's trash back there. We want to know if there's organized back there. They have freight laying out there, because how they handle those little things is how the rest of the store is going to look. Yeah.

What a what a point, what a point. I have a question for you. If you were down to your last million and had to invest all of it in one thing, and it could only be one thing. What would that be for you, man?

What a what a point, what a point. I have a question for you. If you were down to your last million and had to invest all of it in one thing, and it could only be one thing. What would that be for you, man?

And one thing. Well, the million would be betting on me for something. I mean, there you go. I mean, I probably. I think I'd go start a service business, right? Yeah, I'd go start a service business. Betting on myself. It was my last million bucks. I'm going to go clean pools or I'm going to go. I don't know, hang garage doors or I'm going to do something. I'm going to I'm going to create a service business that is differentiated. The internet's not going to disrupt me. Um, people still have to have it. It's an important function in life, but I would probably create a service business and bet on myself.

And one thing. Well, the million would be betting on me for something. I mean, there you go. I mean, I probably. I think I'd go start a service business, right? Yeah, I'd go start a service business. Betting on myself. It was my last million bucks. I'm going to go clean pools or I'm going to go. I don't know, hang garage doors or I'm going to do something. I'm going to I'm going to create a service business that is differentiated. The internet's not going to disrupt me. Um, people still have to have it. It's an important function in life, but I would probably create a service business and bet on myself.

There you go. Love that. When you come in here and you see 5000 entrepreneurs that are all trying to better their life and achieve excellence. And I mean, you're not really here to ten X conference if you want to be mediocre, to be honest. What are your thoughts about I get jacked up?

There you go. Love that. When you come in here and you see 5000 entrepreneurs that are all trying to better their life and achieve excellence. And I mean, you're not really here to ten X conference if you want to be mediocre, to be honest. What are your thoughts about I get jacked up?

I mean, these are people who want to be better. I mean, I come here because I'm learning. I'm sitting in the back learning stuff back here. I'm I'm a learner. And I see people sitting out here learning every day. I love being around winners. I think winners attract winners. And that's why I'm here. And I think the people who come to this are winners, and they want to be bigger winners and they want to be, you know, they want to learn and grow. And I think there's something about this idea of growth, this you know, the ten x. Obviously it's the the company the theme and it's around. But growth matters. It is it is oxygen. You know Gary was up here earlier. It is. Growth is oxygen. I'm alive when I'm growing, when I'm learning something, when I'm doing something, I feel better about myself.

I mean, these are people who want to be better. I mean, I come here because I'm learning. I'm sitting in the back learning stuff back here. I'm I'm a learner. And I see people sitting out here learning every day. I love being around winners. I think winners attract winners. And that's why I'm here. And I think the people who come to this are winners, and they want to be bigger winners and they want to be, you know, they want to learn and grow. And I think there's something about this idea of growth, this you know, the ten x. Obviously it's the the company the theme and it's around. But growth matters. It is it is oxygen. You know Gary was up here earlier. It is. Growth is oxygen. I'm alive when I'm growing, when I'm learning something, when I'm doing something, I feel better about myself.

Let's go.

Let's go.

That's why I'm here.

That's why I'm here.

You know, it's interesting you brought up Gary Brecher, and everybody got to hear from a dear friend of yours. Very close friend of yours. Yeah. Uh, Dana White yesterday. Yup. And, uh, and Dana, of course, introduced you to Gary and I. Right. And as soon as you and I met, we realized we have homes in the same places. We have the same friends everywhere. And we already knew each other. We just hadn't met. Right. Is it crazy? The world gets small. That is a true story. Um, talk a little bit about Teaneck's health and what that's meant to you.

You know, it's interesting you brought up Gary Brecher, and everybody got to hear from a dear friend of yours. Very close friend of yours. Yeah. Uh, Dana White yesterday. Yup. And, uh, and Dana, of course, introduced you to Gary and I. Right. And as soon as you and I met, we realized we have homes in the same places. We have the same friends everywhere. And we already knew each other. We just hadn't met. Right. Is it crazy? The world gets small. That is a true story. Um, talk a little bit about Teaneck's health and what that's meant to you.

Well, I did get this call from Dana White, and I've known Dana for years. Um, and he is a very good friend of mine, and and, uh, he said, man, you gotta trust me on this one. I want you to try this thing eight weeks. You know, just try it. And I said, okay, I'm in. So I, uh, was at a UFC fight in Dallas. I know exactly where I was. I was in Dallas. Yeah. And they took they took my blood and gave me an IV and did some stuff and did a, did an analysis or whatever. And then I saw him the next week. I met with Gary. He went through my blood work and without knowing any of my family history, Gary is able to tell me my family history, which of my family medical history. It was quite frightening actually. So the first thing he says to me is he goes, um, you have a lot of pancreas problems in your family tree, don't you? And I go, as a matter of fact, I do. My dad died of a pancreatitis. Unfortunately, my grandfather had pancreatic cancer. Um, and, yeah, I mean, it's something I constantly worry about. And he goes, well, you're headed there. Let me show you. And he starts circling these these, you know, he's got a printout of my bloodwork, and he starts circling these variables and he goes, but we can do something about that. And then at that point, you know, in the in the spirit of, uh, he had me at hello. Um, you know, I was hooked. And so I lost £40 and feel better than ever. And, you know, I I'm a walking I'm a walking infomercial for Gary Brecher. Um, and I've got my family on the program, and and. Yeah, I do the full superhuman protocol. I've got the, the red light beds and the oxygen and the the demagnetizer and call me. I can't talk about it as eloquently as he can. Uh, but I do it and I it's it's changed my life. I mean, and to be fair to him and and to the the process that he and his team have created is quite amazing. And, you know, it's it's something that it's really hard to put into words. I mean, I saw him this weekend and I let him know. I mean, you know, you made a big difference in my life. And he has.

Well, I did get this call from Dana White, and I've known Dana for years. Um, and he is a very good friend of mine, and and, uh, he said, man, you gotta trust me on this one. I want you to try this thing eight weeks. You know, just try it. And I said, okay, I'm in. So I, uh, was at a UFC fight in Dallas. I know exactly where I was. I was in Dallas. Yeah. And they took they took my blood and gave me an IV and did some stuff and did a, did an analysis or whatever. And then I saw him the next week. I met with Gary. He went through my blood work and without knowing any of my family history, Gary is able to tell me my family history, which of my family medical history. It was quite frightening actually. So the first thing he says to me is he goes, um, you have a lot of pancreas problems in your family tree, don't you? And I go, as a matter of fact, I do. My dad died of a pancreatitis. Unfortunately, my grandfather had pancreatic cancer. Um, and, yeah, I mean, it's something I constantly worry about. And he goes, well, you're headed there. Let me show you. And he starts circling these these, you know, he's got a printout of my bloodwork, and he starts circling these variables and he goes, but we can do something about that. And then at that point, you know, in the in the spirit of, uh, he had me at hello. Um, you know, I was hooked. And so I lost £40 and feel better than ever. And, you know, I I'm a walking I'm a walking infomercial for Gary Brecher. Um, and I've got my family on the program, and and. Yeah, I do the full superhuman protocol. I've got the, the red light beds and the oxygen and the the demagnetizer and call me. I can't talk about it as eloquently as he can. Uh, but I do it and I it's it's changed my life. I mean, and to be fair to him and and to the the process that he and his team have created is quite amazing. And, you know, it's it's something that it's really hard to put into words. I mean, I saw him this weekend and I let him know. I mean, you know, you made a big difference in my life. And he has.

It's incredible. Incredible. And from your perspective, because you and I have had the conversations around what we do in business and everything and what tenex since you get to personally experience the result of Tenex health, and you're watching it with some of your closest friends who had some serious, you know, serious health issues. Right. What how big a business do you think this is?

It's incredible. Incredible. And from your perspective, because you and I have had the conversations around what we do in business and everything and what tenex since you get to personally experience the result of Tenex health, and you're watching it with some of your closest friends who had some serious, you know, serious health issues. Right. What how big a business do you think this is?

I mean, I, I think it's as big as you and Grant want it to be. I mean, there's 8 billion people in the world, 300 and nearly 400,000,000in the US. I mean, everybody wants to feel better, look better, live longer and live healthier. I don't know why there should be any limits on the business. It could be the only question you need to be asked, and you and Grant both need to be asked is, you know, how much ambition do you really have for that business?

I mean, I, I think it's as big as you and Grant want it to be. I mean, there's 8 billion people in the world, 300 and nearly 400,000,000in the US. I mean, everybody wants to feel better, look better, live longer and live healthier. I don't know why there should be any limits on the business. It could be the only question you need to be asked, and you and Grant both need to be asked is, you know, how much ambition do you really have for that business?

Yeah, it's a good.

Yeah, it's a good.

Question because it's big, but I.

Question because it's big, but I.

Asked the questions.

Asked the questions.

The potential could be big.

The potential could be big.

Nobody said you could ask a question. I don't read that on the sheet. Kevin's going to grill Brandon and ask questions.

Nobody said you could ask a question. I don't read that on the sheet. Kevin's going to grill Brandon and ask questions.

I think it's I think it's going to be as big as you boys can handle. I do.

I think it's I think it's going to be as big as you boys can handle. I do.

Well, it's interesting hearing you talk because, um, because this is a business where at the, at the premium level, you certainly have options. Uh, we're creating a whole offering in the mid-level, and then at the entry for everyday people that live on a very specific budget and and and to your point, the differentiators that each one of those class levels have to be in place. But one of the things you watched me struggle through is the automation and technology side, because the manual business, we bought it and and for a lot of you, you know, you, you, you, you have asked me like, hey, Brandon, you know, obviously partnered with Grant. Grant has given me the ability to think ten x take ten x action. Think about marketing and sales entirely different than I always have. But then I know many of you have asked like, where do you get your input? Who do you talk to to help you figure out how to grow and scale and get bigger and get faster? Well, this is one of those gentlemen, by the way. And when we when you hear Grant or you hear me talk about finding the right mentors, you know, if you have ambition to run trillions through your business or to hire hundreds of thousands of people, You should be talking to the people who have done it, not listening to the people who are telling you how to do it, but don't have a clue how to do it. Would you agree with that?

Well, it's interesting hearing you talk because, um, because this is a business where at the, at the premium level, you certainly have options. Uh, we're creating a whole offering in the mid-level, and then at the entry for everyday people that live on a very specific budget and and and to your point, the differentiators that each one of those class levels have to be in place. But one of the things you watched me struggle through is the automation and technology side, because the manual business, we bought it and and for a lot of you, you know, you, you, you, you have asked me like, hey, Brandon, you know, obviously partnered with Grant. Grant has given me the ability to think ten x take ten x action. Think about marketing and sales entirely different than I always have. But then I know many of you have asked like, where do you get your input? Who do you talk to to help you figure out how to grow and scale and get bigger and get faster? Well, this is one of those gentlemen, by the way. And when we when you hear Grant or you hear me talk about finding the right mentors, you know, if you have ambition to run trillions through your business or to hire hundreds of thousands of people, You should be talking to the people who have done it, not listening to the people who are telling you how to do it, but don't have a clue how to do it. Would you agree with that?

Absolutely. Absolutely.

Absolutely. Absolutely.

So let's let's we got a few minutes here. Let me ask you this. If you thought about the different wealth strategies today for people to building wealth, what would be your recommendations to them would be the the fastest way for and these are mostly business owners or high performance earners. What would you think would be the fastest way for the people in this room to pursue wealth?

So let's let's we got a few minutes here. Let me ask you this. If you thought about the different wealth strategies today for people to building wealth, what would be your recommendations to them would be the the fastest way for and these are mostly business owners or high performance earners. What would you think would be the fastest way for the people in this room to pursue wealth?

Find something you're passionate about. You know, can you get if you can truly find something you're passionate about and you're good at it? That's the secret sauce. You know, there are a lot of people that are good at things, but they're not passionate about it. There's other people that are passionate about certain things, but they're not good at it. Those are disconnected models. If you're good at it and you're passionate about it, that's the secret sauce that you can. You can scale anything if you want it bad enough.

Find something you're passionate about. You know, can you get if you can truly find something you're passionate about and you're good at it? That's the secret sauce. You know, there are a lot of people that are good at things, but they're not passionate about it. There's other people that are passionate about certain things, but they're not good at it. Those are disconnected models. If you're good at it and you're passionate about it, that's the secret sauce that you can. You can scale anything if you want it bad enough.

And if you and you talked about if, if all of a sudden you had $1 million and you were starting over, you would pick a service business. When you think of all the different market opportunities that are out there, and you were going to go look at starting new businesses, what you got technology you got, you got, you know, you got the, the, the I mean, you got so many different choices. What do you think a guy like you would gravitate to if you're trying to pick which one to go into?

And if you and you talked about if, if all of a sudden you had $1 million and you were starting over, you would pick a service business. When you think of all the different market opportunities that are out there, and you were going to go look at starting new businesses, what you got technology you got, you got, you know, you got the, the, the I mean, you got so many different choices. What do you think a guy like you would gravitate to if you're trying to pick which one to go into?

Um, it might be that I want to take my million dollars and I want to turn it into ten, and then I might pivot, and I might take the ten and want to turn it into a hundred. And what got me from 1 to 10? Might not get me from 10 to 100. Okay. The margins in technology are indisputable. They're incredible. So if I had more than $1 million and let's say I had $10 million, I would be in software doing something. I mean, it just that's where that's that's where the margin is. And I know something about that. But if I had to get the $10 million, I'd do it in a service business, and I'd grow it like hell and make the best service business I could with as a means to an end.

Um, it might be that I want to take my million dollars and I want to turn it into ten, and then I might pivot, and I might take the ten and want to turn it into a hundred. And what got me from 1 to 10? Might not get me from 10 to 100. Okay. The margins in technology are indisputable. They're incredible. So if I had more than $1 million and let's say I had $10 million, I would be in software doing something. I mean, it just that's where that's that's where the margin is. And I know something about that. But if I had to get the $10 million, I'd do it in a service business, and I'd grow it like hell and make the best service business I could with as a means to an end.

And even, even, let's say, the service business had great margins. There was huge demand for it. But you hated doing it. But if it got you to where, then you could go do the thing. You're passionate. Absolutely. You'd still do it? Absolutely.

And even, even, let's say, the service business had great margins. There was huge demand for it. But you hated doing it. But if it got you to where, then you could go do the thing. You're passionate. Absolutely. You'd still do it? Absolutely.

Do it in a minute. Do it in a second.

Do it in a minute. Do it in a second.

Yeah. I've met a lot of people. I know you have, too, that have made their money hauling Shitters around to state fairs and to work sites. Yeah, and I've met a lot of people that have made their money cleaning sewers out.

Yeah. I've met a lot of people. I know you have, too, that have made their money hauling Shitters around to state fairs and to work sites. Yeah, and I've met a lot of people that have made their money cleaning sewers out.

Oh, absolutely. Think of the money and waste management. Think of the money and recycling. It's a dirty job, but it's a lot of money in there.

Oh, absolutely. Think of the money and waste management. Think of the money and recycling. It's a dirty job, but it's a lot of money in there.

Would you be willing to do anything if you had to do it, to get to that funding source, to be broke?

Would you be willing to do anything if you had to do it, to get to that funding source, to be broke?

Absolutely.

Absolutely.

Anything.

Anything.

It didn't matter. I mean, I've been a cashier in a Walmart store.

It didn't matter. I mean, I've been a cashier in a Walmart store.

This is.

This is.

Me. I mean.

Me. I mean.

If you gotta eat shit, do it all at one time. Don't do it in a. Don't, don't don't do it in bite sized chunks.

If you gotta eat shit, do it all at one time. Don't do it in a. Don't, don't don't do it in bite sized chunks.

Go all in.

Go all in.

Go all in, baby. All in.

Go all in, baby. All in.

So, on a personal note, what do you think about my golf game?

So, on a personal note, what do you think about my golf game?

I think you've been working a lot.

I think you've been working a lot.

That is a true story. That is a true story. If you had an opportunity to spend a couple of minutes telling all these remarkable ten people here. Some words of wisdom, some guidance, some advice about the pursuit of excellence and chasing their dreams, what would you say to them?

That is a true story. That is a true story. If you had an opportunity to spend a couple of minutes telling all these remarkable ten people here. Some words of wisdom, some guidance, some advice about the pursuit of excellence and chasing their dreams, what would you say to them?

You know, I I've been fortunate to, um, study a lot of different people, learned from different people, be around different people. Um, you know, pursue, pursue mentors, pursue sponsors, learn from and pick people that are different than you. The natural inclination is to pick someone like you. The real value in learning and growing and expanding your horizon is to pick somebody who's different than you and learn from them. And the ability to do that and be in that continual learner. You know, I, I love, uh, energy and hunger. I used to hire people because of great expertise. I now hire people because of energy and hunger that trumps experience. I want people that are hungry, that want to learn, that want to grow, or want to be the best they can possibly be. And and, you know, great people want to work for great leaders. And if you're having trouble attracting great people, reset yourself, change your story. You know, change your story. Change how you're approaching. Stretch people. There's so many things in that that I think are really important. Most of the time. If you have high expectations for people and you lay them out there, they'll figure out how to get them done. The good people will find a way or make a way to get it done. And too many times, too many times, leaders settle for what they think someone could do. And that's actually limiting the person because you're you're putting a limit on what you think someone else could do. So that's what I'm going to ask them to do. Ask for the moon. Shoot for it. See if they figure it out. Worst case scenario, they learn. Fail fast. Learn fast. Fail fast. Learn fast. Iterate. Fail fast. Learn fast. You know, create an environment. A culture where that matters. Ask people their opinions. Get them involved in the in what you're trying to accomplish and let them know how that affects them. If you can't articulate your vision so clearly that people see themselves in it, it's not the right, it's not at the right tone and at the right level.