A partner has to have, time you don't have, money you don't have, skills you don't have, right? One of those three things. And you trade a piece of your company for one of these three things with the hope that the trade of that then gets you to your goal faster or increases the likelihood that you hit your goal. And so if you think that you're going to hit your goal, no matter what, then the only thing that you're making that trade for is time or speed is how quickly can I get there to my goal. And time has a very real value. If you can get to your 10-year goal in four years, that might be an amazing trade. I would use that as my framework for appraising a partner. That being said, if no one is approaching you or you have no one in mind, then keep crashing. All right. So the topic of this is business partnerships and everything related to that. My name is Randy and I own a law firm in Miami. We focus on estate planning, trying to niche in on special needs of state planning. So I'm delving into paid marketing, specifically webinars for the first time and have ever done any kind of marketing. And I want to know that when shit goes wrong, how do I know what to fix first in that? I don't even know what to expect coming out of it. Let's say there's like no people that show up. It's like, how do I like analyze that process? It depends on how much time you have, but a consideration for doing this is actually doing these with very small groups. And so you can coordinate between like one to five people, and then they all know what time it's going to happen. And that way, you don't have to worry about the tech and automations and all that stuff in your shorts, it'll be basically 100%. And so then you can lead them through the call and it's like a little bit more casual, a little bit more personalized. And that's a lower risk way to kind of get reps in, and then know what the questions that they're going to ask are. And so then when you make your more formalized presentation, you know it's going to convert because you just did it with smaller groups and just increasing end. And so that would be like my crawl walk run. So crawl would be like, do it with one person or two people 101, do three or four iterations of that. The walk version of that would be go to my email list and then bring everyone together after I've kind of tested the messaging. And then the run version is like I'm running ads to the webinar. And the reminder sequences I tested on the walk are now with colder traffic who don't know who I am, who don't trust me. Each of those levels, everything just needs to be more dialed. Thanks for the partnership answer. Let's go right here. We make a great team. And so does the other CEO like friends, brothers, partners. As the company grows, that we're small companies, as a CEO, do I want to look for another COO or do I want to grow and keep leveling up my skill? When we grow as a company, are we going to look for somebody that's got really good COO skills or can I continue to grow and be the best COO for a company at different stages? What do you want to do? Be a great COO and keep growing with company. This is the way I look at it, which is like being a great COO, it's not like I brought in a specifically a COO to learn from. Like when I was a COO in gym launch, I just brought in other people from the outside and the inside, but I could learn little bits and pieces from. Because if you really think about what a great COO does, it's like they're usually a great operator of things and people. And so I think that you can learn that from a CFO, you can learn that from a CXO, you can learn that from a CMO. So it doesn't necessarily mean that you have to bring in a COO to learn from. You can learn a lot of those skills from other people that have been there done that or looking for outside mentorship or advisement. Okay, you guys, co-founders? Are you COO? I'm COO of the company. I'm not a co-founder. Okay, so like if you weren't COO and you brought it another, what would you do? Do you fire yourself? I mean CEO or you know, but I really, yeah, I don't know. I'm just, I'm being honest. Yeah, for sure. Yeah, I'm being honest because I'm like, I'm a good friend too. So like, I don't want to hold him back either. That's a good frame to have. You don't want to be the reason the business is growing quickly. Right. And so as long as you are aware of what your deficits are and that you are able to increase your way to progress in terms of like acquiring the skills to overcome those deficits, you know, as much as possible, I think we're both pretty self-aware. But if at any point, I think either one of us, even just like whispers a hint that the other one may have something they need to look at, we immediately change our behavior. And so I think like how fast you change your behavior shows if you're worthy of being that person when the company's bigger. Thanks. One of the videos you created on YouTube, which was phenomenal, was the consulting coaching business. And then there's the, I guess a scaling business that can really take off, it really hit home. It seems like you're like going into my brain and taking it like making a video for it. So thank you. Thing or teaching? My question or challenge is I started one company, which was a real estate company syndication multi-family. It got to a certain level. I got interested in doing coaching consulting. And so I started a separate company with a separate team. And I'm running both. They're both successful, but obviously I'm juggling back and forth. My passion is in the coaching consulting, but I really like the fun part of scaling the other company returns obviously different at this level. One's like really on track to create like a, you know, a nine figure net worth, but the other one is very fun and enjoyable. And there's, there's some symbiosis. So like some physicians on that side of invest and vice versa. It's the all just all sorts of stuff. Yeah. My dad used to say, just because you're passionate, doesn't mean you need to make money from it. He's otherwise, I'd be a bartender at a ski slope. And so I think that one of the big misnomers of the whole foliar passion thing is that we assume that everything that we quote, enjoy, we need to monetize. And I think sometimes it's like trying to, trying to make your primary home also a great investment. You end up with a mediocre home with a mediocre investment rather than the house you really want or really good investment that you would never live in. And I kind of see that the same way with the issue that you're dealing with, because if you want to coach and you want to give back, you can just give stuff away for free and know that you make all the money on your fun side. And I can promise you as somebody who has, who has done that, you will help weigh more people. This is a super common dilemma. It's like, Hey, I have got a four million dollar plumbing business. And you know what I really love helping other plumbers. And it's because what you get to talk about is the stuff that you're really thinking about, which is like kind of helping other business owners with these business things, rather than dealing with Sandra, who showed up sick in the actual business, right? So it's like, kind of give you this respite. But at least in my opinion, all the enterprise value or the worth is going to be in the thing that compounds. And so you could just do it for free. And what would be interesting is like for that plumbing thing or for you, you'll be amazed at how much bigger you'll be just doing it for free. And you'll probably attract 10 times the deal flow to the other side. You're like, it's cool because I get some people here. It's like, give it away for free, then see what happens. That's just my two cents. Obviously you can do everyone. Thank you. Yeah, but this is about business partnering, for sure. When do I even start looking? One woman team, I don't even, is it like a revenue threshold? You don't need a partner. Why do you want to do? Why do you? I don't know, actually. That is, that is actually part of the question. Like, do I even need one? No, girl. Okay. Okay. No, I think, I think a lot of times, like, even for us, you know, people come to us all the time and they're like, we could partner on this thing and I can open up this division of acquisitions.com. Like, there's people pitching us all the time in partnerships. The question is, are you going to get there with or without them? Like, are you going to get there anyways without bringing a partner? I want to think I can, but that's the thing. I don't even know if I'm thinking about it correctly. Like, so let me give you a framework. So a partner has to have time you don't have, money you don't have, skills you don't have, right? One of those three things. And you trade a piece of your company for one of these three things with the hope that the trade of that then gets you to your goal faster or increases the likelihood that you hit your goal. And so if you think that you're going to hit your goal, no matter what, then the only thing that you're making that trade for is time or speed is how quickly can I get there to my goal. And time has very real value. If you can get to your 10-year goal in four years, that might be an amazing trade. I would use that as my framework for appraising a partner. That being said, if no one is approaching you or you have no one in mind, then keep crushing. Okay. I think that's another problem too. It's like I'm extremely introverted and like I don't. It's a problem. It's also a label that's irrelevant. Oh, well, okay. I don't say that as a spy. I say that it's like how much does this serve me? Yeah. And then we have this like, it just means that sometimes in these situations I prefer to not be around other people and so does everyone feel that way. No, but it's like, there's so many times people are like, oh, I don't want to do this because and they insert label. Right. It's like, what does that mean? How do you know that and what does it matter? Appreciate you both. It's exciting to see what you built and what you'll continue to build and create an acquisition. You know, when you're doing acquisitions and you're merging two companies in this partnership, that company has some culture intentionally created or not and you have a very intentionally created culture. How do you think about merging your culture into their culture or keeping them separate? Like, what's your view on position on that when you guys do acquisitions? Don't merge. We don't merge. That's not our model. Mergers is different than acquisitions, right? And so like, if we bring a company into the acquisition or comp portfolio, that's a standalone company. So we actually just don't do and in general, any of the companies that we have that are adding on other companies to them like a platform company, they also, we just kind of keep doing their thing. And maybe it means that then we create a handoff where we hand off the customer to different sales to facilitate another sale or an upsell or an ascension or whatever it might be. And maybe we consolidate financials. You know, like, I think there's value in consolidating some of the shared services. So like Jim launch, we consolidated HR, IT, finance, all into one shared service that then fed each entity. And then that was the shared services team that was all operated by one leader or CFO. And then it fed these companies, but they were all very, like, we served the same customer. But again, this is not the same because we didn't buy one company, buy one company, what buy one company, we started, started, started. And the same people started. So like, Alex and I started Jim launch, then we started perceived, then we started Allen. In terms of looking at like the success of merging companies, it's actually like a lot harder than people think, because merging the culture, it's like you have so many personalities that clash, you kind of have to decide what's the dominant force, because it's not actually like people merge. This is like something that we've talked about with a lot of people in private equity. It's like one dominates the other. And so the question is, who's the dominating force? Who's the one that you want to dominate the other one? And the other one just kind of gets swallowed by the more powerful force or like dominant culture. So we don't do them. And just to clarify, like, it's a little more with your values, you know, you have your three core values. And how do those not merge like the, you know, merging companies, but just culturally aligning culture and values with the new acquisition? Is that something you're just screening for before you're even creating an acquisition? When you say culture, what do you mean by that? I'm referring more to values, the way that you do things, the way that you operate. And the reason that I asked that was because I think if you can define it really clearly for your team, then you'll have a higher likelihood of influence in their behavior. And so we see culture as the rules that govern behavior. That's what it is. It's the rules that govern reinforcement and punishment in an organization. And so the values that you have are intended to be chunked up terms of those many skills. So when we were talking about earlier charisma, kindness, whatever, they're really chunked up. They're big, big amorphous terms that then represent with the largest, broadest brushstroke, all of these many behaviors underneath of it. But every company might have their three values or five values or whatever it is. And then somebody comes in and then they very quickly see, oh, these are the rules that govern behavior. So if I come in here two minutes late to a meeting, no one cares. And so that is a rule that governs my behavior. There's no punishment for attending work late or coming to work late. But if I curse, then in this culture, that is a rule that is enforced that people don't like it or it's frowned upon. And so it's getting really clear on what are the rules that we have, spoken and unspoken in the organization that govern what is reward and what is punished. And so if you want to change the culture, I think the first step is understand what are the differences or discrepancies between what they do, and a lot of that takes keen observation of behavior. What we have found with teammates too is if you're very clear, it usually gets done pretty quickly. Where you give feedback to someone, you're like, Nancy, you know, John, can you just stop being a dick? The problem is that John is a dick naturally. And we use that one term as a bundled term for many smaller behaviors underneath. And he doesn't know how to stop being a dick because he doesn't know which behavior it is that causes other people to call him a dick. And so if you're like, hey, when you cut people off, when they're speaking, they describe you as a dick. If you counteract what someone gives as an idea and they immediately say why it's dumb, people consider you a dick. And so if you stop doing those two things, people, it'll decrease likely of people who call you a dick in the future. And it's like, oh, wow, thanks. And then when he stops doing those things, people stop calling him a dick. And so all of a sudden it's like, oh, it wasn't that. It was just the two or three behaviors that he did that then piss people off. It's just taking that one micro example and expanding it towards an organization. And that's fundamentally how cultures both created and destroyed. Actually, culture always occurs. It's just the accumulation of those rules. And is that something that you guys are looking for somewhat of an alignment on before you're partnering with someone to ensure that there's going to be alignment on these values and working towards that? Or how important is that to you in your acquisitions? Basically, we come in as a growth partner. We're not coming in and taking over the business and kicking the founder out. And so that's probably the thing we screen for the most heavily. You know, like we have looked at so many businesses that are, I mean, we just passed on one earlier today. It's super sexy business, really high EBITDA, but I was just like, dude, I just don't, I don't, I don't think the expectations are aligned. Nor do I think the values are perfectly aligned. I think they're probably missing one. And so again, it's kind of like we were talking about like outlasting, like what partnership is going to be able to outlast? And I think for us, it's either finding people who already have those values or finding people who are open to assimilating ours. And I think that's worked really well for us is also finding people who have founders who are first time in a very successful business. And they really want to learn and they've watched our content. They've assumed all of it. And they're like, I want to partner with you. And I'm not looking for anybody else to be my growth partner. Like I'm not looking to work with PE like none of that. I just want to work with you because I respect the kind of people you guys are. And I would like that. And so you find out some of that desire, they watch everything we do. You know, they see how we run the meetings with them. They see how we communicate with them. And I talked to our team about this for like these workshops, like we demonstrate rather than teach. If we come up here and talk on stage, but then like you guys here, like somebody on my team talking shit behind my back, doesn't matter what I say on stage, same goes with the portfolio companies. It's like they are watching us more than they are listening to what we tell them. And so I think for those relationships, it's like heavily screening on the forefront. And those relationships, the most successful ones we worked with for a long time because it's such an important thing. We don't want to get wrong. And so if we have to build a relationship where we get to know them over a year and uncover the fact that those values are absolutely aligned, then we're like, that was worth the year investment because otherwise like it's not like it's a reversible thing to buy 65% of somebody's company, you know. And so I'd say like the same process that like frank went through for hiring, we have the same process in terms of the values for looking at portfolio CEOs. Like we actually use a lot of the same questions. We do more interviewing, more questions, more in depth, and we have more people on our team do it. But it's fundamentally the same thing as it is interviewing, you know, somebody for a role. And it's a lot of that plus, I will say this one thing, which is no matter how aligned we are with the founders, their culture, even if they have the same values, looks a little different, you know, because the founders are all a little different, you know, we have some founders, I would say they embody the same, the same values as us, but they're like a little bit less professional and a little more scrap, right? And so it looks different in their organization. It's kind of like gym launch, when we had gym launch, like here we have competitive greatness is one of our values. In gym launch, we had grower die. They kind of mean the same thing, you know what I mean? And but it sounds very different. It attracts a different type of person. They might not have our values on their website as theirs, but they have very similar ones just said in their own way. Great. Hey guys, thanks so much. So I have a golf fitness and rehab business. We do everything online. Cool. I started brick and mortar just to build authority. We've got the largest database in the world, 15,000 on the physical metrics, change data and all that. So at this point, we can get we guarantee results in 10 weeks within two weeks, they pass their four main mobility centers, but in 10 weeks, they gain 10 yards, which any golfer's here, not it's a big deal. After a year, they gain 20. My question is around the offer, there's a lot of guarantees of speed in the golf world. Most of them are BS. How would you recommend differentiating? What is the problem? Is it that people aren't buying? Is that people aren't clicking? Like what's the what's the problem that you're trying to solve? So they're buying, we have a we close 50 plus percent. Like it's it's more on the front end. So it's how do we get more traffic into the funnel? How do we know the guarantees of problem? I don't know if it's the guarantee. I know it's the offer. How do we make the offer more? Are you running ads? Yes. Okay. Then it might not be any of that stuff. You might just need better creative. Okay. Most people are limited because their creative's not good enough, more than their offer. And if you have all the amount of proof that you have, like, I'd want to put as much of that as I possibly could inside of inside of the ads themselves. I think I was talking earlier about like amazing offer, shit loads of proof. I'd still take tons and tons of proof over really compelling offer. I doubt that the nature of your guarantee is the main constraint in the business. It's probably the quality of the creative. And if I had to zero in on it, how much are you spending a month on ads? 35k. And how many pieces of creative a month are you making? Probably we film 30 ads a month. Okay. I mean, it's not terrible. And if you do that weekly, that'd probably be a better start. And then also when you look at when you're making the ads, if you how long you've been running ads, I guess six months. Okay. Well, this thing you have you have a some library that you've made. So you've got probably 150 ads that you've run since day one. Look at the top one percent five percent of your ads and look at the first five seconds and then only use those first five seconds for your next batch of ads. And I can almost guarantee that your next batch of ads will outperform all of your other ones. So every time we film ads, we film it not like through the entire ad, but we film all the hooks, all the what we call the meat, which is the offer and then all the CTA's. And so what you can do is you can mix and match them if you're wearing the same outfit. That's what we do. And that's what Alex was showing me is like, you can get so much more out of them because if you make an ad, you find the ad with the one winning hook. And then you're like, shit, we should have different meat and different CTA for that ad and different creative. But then you're like, well, shit, I'm gonna have to like clip it. It's gonna be all weird. But if you film them all, so it's like I film 20 hooks and then I film the meat, which is pretty much the same for most ads as your offer. And then you film like 15 different ways of doing call to action, then you can mix and match them. So basically, when you do have a winning hook, when you find one, you can then match it to the other ads that you have. So when you do that, I mean, this will give you 60, 80 different ads from one kind of recording session. But the real magic happens once you have your winners, you're gonna have your, you know, five-ish winners that you use on the vast majority of these. This is like how I get people started. But your second and your third and your fourth and your fifth, everything after your first like I'm just trying shit out is all gonna be 80% of my ads are past winning hooks. And then 20% are gonna be, let me see if I can beat the control. I would say that the big thing that has changed over my career as an advertiser is I used to spend all this time on trying to figure out new ads and new angles and new hooks. And now I spend 80% of my time just doing the exact same thing over and over and over again. Once we find a winner, we just keep hammering it to absolute death. And so it's like, can I do this same winner, winning hook in a different shirt? Can I do it as the different background? Can I use a prop for it? Can I take the same video that was a winner and then just put a black and white filter on it and run it again? Can I change the captions and the headlines and the header and the footer stuff of the ad? Like all of those things are just permutations that I can use on my winners. And that will often give you 10x the original ad in terms of performance. But that's great because we're doing it, but we're only doing like five hooks and like three. And just once you have the one or two hooks that work on your best performers, make that though for everything and they take 20% for just the random other ideas that you have, which usually I'll take those from iWatch ads. It's like what I like doing. And specifically I watch hooks. That's what I pay attention to. And so for you guys, I premium on nothing because I want to know what the hooks for the ads are that people are running and it's just as powerful and more powerful to listen to hooks in other industries. And so even though you were in golf, you could still have a hook that you grab from the hotel space. It still could work great. And you would do that weekly, those 20, 35, okay. Filmed ads last week. We'll film ads this week. Same ads in a different setting. So like for you, it'd be like you could do some that you tried direct to camera. You could do somewhere you're walking on the street. You could do some in the facility like showing it behind you. And you could try the same ad in all those different settings. I think the more close like you can like show rather like talk about like show, don't tell, like show yourself like I have an ad. I'm right here and like you can see people in the background. I'm talking about a workshop that's like right there. It's like they don't believe you because they see the customers. You know what I mean? Awesome. Thank you. Can I have a couple of your thoughts on sort of building a team of family and friends? Risky, I know. But this is like my goal of building a huge basically family company. You have to treat it when you're in the work setting as objectively as you would anybody else. You know, and I think that that's one thing that we've done really well within our partnership is like it's not like we got into the partnership because we were dating. It was like this makes a lot of sense and it made more and more sense as we as we carried on. And then the thing that we always talked about and we always said to chose like this has to make sense even if the relationship didn't. And that goes the same for any family that I would say you hire in or you use to build a team because where I made the mistake was that I hired in a family member, immediate family. And with that person, I was much more lenient on what behavior I allowed them to exhibit in the workplace. And so because of that, they probably stayed a year longer than they should have. Right. Right. And so then when I did let that person go it was even worse because they've been there longer. And I was like, I haven't really, I should have done this a while ago, right? And that's a shitty conversation versus like my dad now works in the company. And it was like, okay, this is what it's going to be and this is what needs to happen. And then even when, you know, for example, my dad's like, he says, he's like, you know, I messaged Alex, but it's like, jazz is not how we contact Alex, how we contact Alex is you put a ticket into Divina in a sauna. And you don't text me about it. You don't text him. That's not worth his time. Yeah. Do you know yourself well enough to know that you can uphold the same standards with family that you do with the rest of the company? Because if not, it also discredits you. Because if I employ people in my family and I treat them differently than the people on my team, I lose respect with my team for doing that. I'd also say that this works for friends too, or people that the other people in the company know that have an inside track with you, giving like a warning conversation. So Jacob, who was here. So I met him when he was 15, he was my neighbor and he's, he's been under my wing this whole time. And when he came over to acquisition.com and it's an exceptional job at sales, I said, you're going to have two things against you. So one is everyone's going to assume that you got here because you know me. Yeah. I was like, so number one, right off the bat, you're going to have to be that much better to prove it. Number two, you look like you're seven years old. And so both of those things are to count against you. And I was like, and if you do not, I was like, it's not about earning my respect, about earning everyone else's respect. Yeah, it's the little print syndrome. Yeah. When I was a kid working for my parents too. Right. And so you have to, you have to be that much more undeniable. And so it's giving that talk up front, which means that that means that I will not actually hold the same standard for you as I will for everyone else. It will be higher. And I think if you set that up front for that, and also, especially if it's your, your partner, understanding how decisions are made, which is like, okay, if you have a different dynamic in terms of power in the, in the household, then it is in the business, you're going to have to reconcile those differences. That's actually, I think, a very important one, which is like, the way that you manage the relationship outside of work does not need to be the same way you manage it inside of work in terms of how you make decisions. And I think that that's actually where a lot of the married in business goes wrong, is that they use the same decision-making techniques outside of the workplace, inside of the workplace. And it doesn't work because there's certain areas where it makes sense for me to make decisions. There's certain areas where it makes sense for Alex to make decisions. And then there's big decisions that we need to make together. And we need to define what those things are. I would say this, which is like, there can be many times where we disagree, but we don't need to argue about it. Right. And that's kind of what I'm most excited about and most terrified of, is the fact that I know that he has the absolute best interest of the company at heart, right? Because it is the family business. And so I can absolutely trust him to make those, those decisions for the right reasons and whatnot. It'll just be the how that you disagree on. We're aligned in terms of our goals, but there's plenty of times where I'm like, I think we should do the same. And I was like, I don't think we should do this thing. And then you're like, well, we both know that we want the best outcome. It's just the path is different. And so intention will definitely get you some way of the distance, but you still will have disagreements. All right. So Alex and Laylow prove I'm hiring my husband. I was saying one thing, which I just think is important for anybody with business partnerships and even with high-level employees, which is like, you have to get good at managing tension, because the best partnerships, the best hires you have tension with, because they have a perspective you don't have, or you have one that you don't have. And most people, they want to constantly fizzle out the tension. They're like, no, I want us to be, I want us to be completely aligned. But it's like, we can be aligned towards the big thing and not all the small things. And that's actually where the biggest returns come from are the fact that we have to creatively work through these tensions to come up with the creative solution. That's better for everybody. It was saying I was talking to two people on my team about a few weeks ago, I said, they were like, well, I keep right here, we're not agreeing. I was like, that's why you guys are each in each of these roles. If you agreed, one of you would be irrelevant. Yeah. Exactly. And so within the partnership, I would say that there's so many areas that we have tensions within the business, and we do not take that personally, nor do we take it home. Thanks, guys. Appreciate it. You're about. If you're looking at potentially bringing on a partner, and then you hypothetically learned in a scaling workshop yesterday, that you have zero enterprise value, how do you value that equity that you potentially give to a partner? What's this person coming in to do? How long have you had the business? So I've been in business for about four years. It's a residential remodeling company, and I need help managing production of projects. I frankly don't have a ton of experience in construction. I don't have the money to bring on somebody to operate that side of the business right now, so that's why I was considering potentially partnering with somebody. That's an easy answer. Just don't do it. I'll just say rule of thumb, and maybe you have a different perspective on this, but I would just say I've just heard that a lot, which is like, you know what? I don't know if I can pay them. So let me give them a big chunk of the business. It's like you create a lot of dysfunction in the long term for short term trying to solve for the cash. So the other thing I'll say is this, which is like, okay, so when the next problem comes around, you don't cash. What are you going to do? Give them another half? Right. That's somebody you hire for rather than you partner with, in my opinion, if you use that equation, at least given the circumstance you just described. So wrong constraint that I'm fixed the business, get the cash flow, bring the person in, and just pay them. Okay. Thank you. I want an insurance brokerage, and so a lot of the sales people that I work with, we really view this as like a partnership. Like you can go hang your hat anywhere. And so I need to start pumping out content on my very, very boring insurance brokerage. Sure. You guys have a pretty successful kind of like media machine now, but back when you first started, what did you talk about? And how do I make insurance sexy? We own an insurance brokerage, and it's content driven. I would say the big key is a lot like that nutritional insurance girl that I've talked about, the registered dietitian. The videos that this company makes are the most boring videos on earth. They are just like excel sheet overviews of how different policies work. The founder is an amazing human being and he's great and he loves doing it. Despite them not being the most interesting things, the company gets 150 to 300 qualified, unbelievably qualified, massive life insurance policies a month that get filtered down through the team. And so I would encourage you to not try to become an influencer, and I would encourage you to be perceived as an expert. And so in terms of making things that are interesting, make things that are interesting for someone who's looking for insurance. Thanks. Yeah, just being real. And then it's just like it's pumping out the things that will give you variety, because you're like, I'm going to run out of things to talk about. The things that will give you variety are case studies and examples. You know, this is a policy that we drew up for a 44 year old woman who is in this condition, and this is what her goals were. And it's like, if you think about avatar times, whatever their situation is, and plus their goals, it's like you have an unlimited variety of examples that you'll give. And what'll happen is a customer will be like, I'm like that one. I'm like that one. Can you make sure that that and the thing is no one wants to sit it up wrong? And so they'll just like, can you just do that thing for me? And that's how those leads come in. They're just like ready to buy. I just look at what I was doing that week. What's top of mind for me? Like what's what am I thinking about in the shower time? Because I also have recognized like with that boring stuff, like if I'm like, man, I'm like really think about these one on ones. And then I'm like, I want to teach my team this, like this is how we need to change one on ones. And I'm like, oh fuck, I should make that into content. Because you know what, they might actually like that. And then when I'm fired up about it, I'm like, guys, this is how you hire people. It's like, that also kind of helps with the boring part. If you're excited about it, because it's something that's top of mind for you. Do you want to make content to attract agents or do you want to make content to attract customers? Ultimately, both I think to start attracting agents would be the priority. Okay, well, then I would be talking less about the policies themselves and more about the work of being an agent and the things that you do. Basically, it's like, you want to teach them how to make money as an insurance agent. Think of yourself as an insurance coach, right? And all your is like, you want to be the number one insurance sales coach in the marketplace. And if you establish that as your position, you getting agents will not be a problem. Okay, that would be the like, I would just be like, I want to be the guy who gives away more stuff than anyone else in the space. These guys are charged in 10 grand, 25 grand to teach you how to do insurance stuff. I will make it better and I will make it free. And if anybody on my team knows this, like my favorite business model in the world is look at everyone else's doing, make it better, make it free, and find a different way to make money off of it. It's like my favorite business in the world. Thank you. Business partnerships. She has spoken. It's actually a mutual friend of ours, brought this question to us and he got a lot of different advice. It was on a new partnership opportunity. And he posed it to our group that one of the partners, it was a three way partnership. One of the partners, he knew trusted very much. The other guy was a great business operator from everything he could see. But he was hesitant because the guy had a bad relationship with his wife on the personal side. So he got a lot of different intake on that or on how he should approach that. But I was curious, do you make a delineation there between how good they are as an operator versus just a human being? Oh my God. Yes, that's a problem. It's on and off the field. So I'm a beautiful character. So I'm a beautiful character is about being that way on and off the field. And that is specifically written into the values that we have. Because if I find out that you're cheating on your wife and you're an amazing coworker, I just feel like I just haven't found out how that applies to me yet. But it will. I wish I could tell you guys of all of the companies have come to us and been like invested in me. And I'm like, this guy just seems like a snake or these this couple seems like something's off. And then it's like six months later, pyramid scheme, eight months later, indicted for fraud. Leila has a freaky human compass. It's wild. Since we met like we're dating, I even married. She is yet to be wrong. And I've had like three that I can think off the top of my head that were illegal businesses that I was like, I was like, this guy seems great. And she was like, just like, I can't put my finger on it, but I just think this guy. So like four, all of them, but one are in prison. Yeah, like legal. Like, I'm not like, oh, you know, that's cute. Like, oh, it's a FTC, you know, like, no, like in jail, like stole money from people. Imagine what that would do to our reputation. If everyone here was like acquisition.com partnered with this company and then gotten indicted for fraud. So it's just like, I look at it as risk. It's like, this person is a risk. They have outpoints. I don't want anybody with outpoints close to me. Personally, professionally, I don't want to hire them. I don't want to ever have to wonder. You know what I mean? And that actually takes up a lot of space, which is like thinking about that risk. Is that going to happen? Is it not going to happen? And also, like, we've been doing this long enough. You just watch it play out. You go to business meetups and you meet people in this and people are like, they'll have something like personally really weird. And like, then you just see it play out, you know, and you're like, wow, it happens more often than not. The thing just hasn't happened yet. It just has not manifested in the business, but it will. Yeah, it would not do the partnership. No. Yeah, I mean, and this guy is coming from a guy who, I got into business with a guy that ended up taking the money. The thing is, is he had been indicted for fraud. And he told me because he was an honest guy. And so, and I was like, listen, we've all made mistakes. I've been there. He came clean about it, you know, whatever. And she was like, you know, there's like all these people who haven't been indicted for fraud. And like, why don't we just like, you know, pick one of them if you really need to have a partner. And so it sounds kind of heartless, but there are some things that are very tough to come back from. And at this point, especially in our career, like we have so many opportunities, like we can just not do the deal with the one that's like, we just don't do it. Thank you. Thank you. Cool. Yes. Yeah. Thank you guys so much.
