When we surveyed from 2009 to 2017-18, when we surveyed thousands of business owners, "Why did you go into business?" Almost all of them did not say, "So I can go build a 100 million dollar business, have financial freedom, and make a lot of money." Almost all of them said, 70% of them said, "Because I didn't want a boss. I didn't want to be told what to do. I didn't want a limitation on my earnings. I didn't want to be accountable to anybody else."

So here's something I've learned: If you're not committed to your goals, you're not going to care about mine. Great people are never going to work for a shitty business owner. Comment: It's true. I recognize it's my responsibility as a leader to teach people how to actually identify how to get what they want.

Welcome to The Excellence Project. In this episode, we talked to Brandon Dawson, who works with Cardone Ventures and is one of the smartest business people I know, specifically in the area of growing and scaling a business, creating systems around growing your business. I had a lengthy conversation with him because I found all of this so fascinating for me personally, and I think you're going to find it fascinating as well. So, with no further ado, let's jump into our conversation with Brandon Dawson.

Brandon Dawson, how you doing, man?

I'm doing great. It's great to be here with you.

I'm glad you're here. The growth and scale expert, that's how I think of you when I think of your particular skill set, the ability to identify companies, help them grow and scale their business. I think everybody's kind of interested in this idea, right, of growth and scale? Because I, I've lived in the solopreneur, entrepreneur world, right? I think there's different types. The, the kind of businesses that are just one person with an idea, a dream, maybe somebody in network marketing, somebody in some sort of small business. And then there's the ones that actually have employees, but they don't really have scale. They're kind of owned by their business, kind of controlled by their business. And then there's ones that do get growth and scale, and those seem to be kind of rare, these unicorns out there, the people who actually get to the other side of the grind and get into lifestyle. So I want to talk about all these things in our conversation. But were you always interested in business?

I think as a little kid, you know, I moved to, to Minnesota. I think I was eight years old, and my stepdad was—

Wait, wait, Minnesota? Minnesota? Where in Minnesota?

Eden Prairie.

Get out of here! That's true. That's, that's where my all my children went to high school.

Oh, yeah. Eden Prairie High School.

Eden Prairie High School. Yeah, for real. Yeah.

So that is very small world.

Small world. And, and he started a little hearing aid manufacturing company, and I, I grew up, I grew up watching that thing go from a few employees to—

Bill Austin?

Yes.

Oh my gosh. It's like we're like connected to the same people. The Starkey Hearing Foundation?

Yeah, the whole deal.

The whole deal. My mother was the one that originated that with Bill Austin in 1976.

No way! You didn't even know this?

I did not know this story. Yeah. So my mother was a nurse. She worked for an ENT doctor in Oregon. Married to my father, who was a pastor. And, uh, she met Bill Austin. My father and my mother got divorced. She moved to Minnesota in 1976, and I went with her at eight years old. We've supported the Starkey Hearing Foundation for forever. It's awesome. Incredible, incredible vision there. But weird, so weird that it kind of comes around. And Bill's an entrepreneur.

Bill is an entrepreneur. You know, no joke. I mean, he's a big philanthropist, but he's a smart cookie.

100%. Really, really smart. I learned a very interesting lesson from him.

Yeah, I'll give you a quick Bill Austin story. I'm sure you have.

I've got more than a lot of them. Yeah. But I'll tell you the one story. And, and I'm gonna use a U.S. president that he was going to polarize our audience, I'm sure, at on some level. But he was at an event, and for years, this is probably, oh gosh, I'm not even gonna date it, but, people were telling him, "Bill, slow down. Slow down. Slow down. You only have, you got all the money in the world. You need to enjoy it." Families giving him pressure, you know, it's like, you know, "Come on, you got to go do this. You got to do do that." And he's like, "Oh, one more hearing aid. One more kid. One more this. One more trip. One more everything." And, I think they were giving out like 50,000 hearing aids a year at that time. And he was at this event with, um, then President Clinton. And President Clinton pulled him aside and he said, "I know everybody's telling you to slow down. He said, I just need to need you to know, man-to-man, you need to double what you're doing. Slowing down is not even an option." And you know it. So go do what you were meant to do. And he needed somebody, some bigger hammer to come in and give him permission to go bigger, which he did. And just enjoyed himself doing that process. Doubled it to a hundred thousand hearing aids around the year, each year, out to out to kids for free and all this stuff. But an interesting lesson of sometimes you need a bigger hammer when the world's telling you to slow down, you know, to speed up.

Yeah. I mean, you know, I started with him when he had a handful of people. And it was my mother and him that fit Ronald Reagan with the first in-ear hearing aid. And I actually walked Ronald Reagan's ear mold back into the back lab with Bill in the middle of the night because no one in the, the President Reagan didn't want anybody to know he had the hearing aid in for about six months. And someone said, "What's that in your ear?" And he said, "That's my new Starkey." And the business went from maybe 10 million in revenue to 100 million in revenue within three years, 1986. So from '83 to '86. And, and by the time 1982 came around, I moved back to Oregon with my dad and my stepmom. But I was spent all my vacations in Minneapolis. And you'd show up and it would be, "Here's a, here's the hearing aids. Here's the razor blades. Cut the face plates. Clip the microphones and receivers. Test them with an OM meter. Put them in the good or put them in the reconditioner. Put them in the back. You know, go sort the silver batteries from the non-silver batteries. Shuck the shipping boxes. Go to the, everything." I said on the line at 12 years old. So I got to watch this thing. And my last position at Starkey was Director of U.S. Sales. And he and my mom started into fairly significant divorce starting in 1992. I left in 1995. And that's when I started my first company. And I was the first guy to consolidate the hearing care space because they were all our customers. Wow.

Crazy. Yeah. You know, the, the only other story I'll tell you about, uh, Starkey and Bill is, was, uh, we went to a, a hearing aid thing at the Charlotte Motor Speedway. We went and helped a bunch of kids. And they said, "We have to stop on the way back." So, "Okay." And we're on his plane. As we stopped, and we ended up going to Billy Graham's house. So we go off to the top of this mountain. We go to Billy Graham's house. I'm like, "What is going on?" And they're like, "Going in and seeing Billy Graham." And, and, you know, he prayed over Marina and myself, which was like, really cool, you know, before he passed. But, you know, to be able to, like, these icons of these people to get to hang out with is pretty fascinating. But, you know, the thing about Bill is, that, that, and I learned a lot from Bill. I also learned a lot from my dad. Sure. She was an entrepreneur because he had to take care of five boys and they didn't have any money. And he had, he worked and he put us through through school doing part-time stuff for HP that we all helped out at. But, Bill, uh, was just always a character and taught me a lot about tenacity and resilience. I watched his whole executive team try to overthrow him in 1986. Wow. And had him throw everybody out. And, and they were telling him he's going to go out of business. And, and at least on six or eight different occasions, he was told he was going to go out of business. And he managed to build that business all the way to where it is today. And in fact, they were in talks to buy me when in our due diligence, were the ones that caught all the executives stealing for one.

Oh, really?

Just in this, that, in like 2016. Yeah. Yeah. That was that was us in there that filmed that. Wow. So, so I was right in the mix of all that stuff. And, um, and so it's an interesting story. But the one thing I was going to say about Bill is, Bill didn't, Bill was like, he didn't care what color you were, what language you spoke, what if you're a Democrat or Republican. Because, you know, many of his meetings, on one side of him was Bill Clinton, on the other side was George Bush. Sure. And, and he fit every single living president with hearing aids that needed him. Um, and almost everybody else that was anybody else, he would, he would do it himself. And he still today sits in the same spot as when I was a little kid, and he still fits those hearings. I know it. And I used to sponsor, later in life, uh, uh, after the divorce settled and after all that stuff shook out, I had, I had started my business. And then, and then it sold. The one I took public, in fact, you can go back to an article in 2000 or in 1998, and it was Forbes Magazine, and it was titled "Kicked Out of Your Family's Business, or How to Get the Best Revenge When You're Kicked Out of Your Family's Business." And it was a story about Bill and I, uh, because I left due to the divorce and I didn't really agree with certain things. Sure, sure. But we circled back in 2006 and '07, and we partnered, and they became my largest supplier. And, and we killed it. And then when I was listing the business for sale, he was an interested potential buyer. And then we found the fraud. And so that, that's what uncovered that. And then we ended up selling to a Danish public company. So, fascinating. Small world.

So we, we bounced forward, but I do want to get back to kind of origin, right? So, so you had some entrepreneur influences early on, which I think that does create a bit of a blueprint, one way or the other. I think the way people are raised, it's kind of how you react to whatever happens to you in life. I mean, if you are raised in a blue-collar family, you're either going to go blue-collar, you're going to go opposite blue-collar. You're raised in a, you know, as a son of a farmer, you're either going to become a farmer, you're going to the city, right? It there tends to be one of these different decisions. So either, either sometimes there's entrepreneurs in your family, and sometimes there aren't, but you're like, "You know what? There needs to be an entrepreneur in the family." So you had some examples that created a bit of a blueprint for you.

I was, I was actually extremely blessed on both sides because I had the true Rich Dad Poor Dad, really. I had the entrepreneur stepdad who is crazy and built a billion-dollar business that's worth billions, and I lived from startup all the way through that cycle. And then I had my father, who's a pastor, became business owner or business operator, and my stepmom, who is an insurance adjuster, and they had five boys, they were putting through school, and we were middle class, I would call it. But in order for me, in that environment, to have my football cleats and be able to do sports, I had to work. So it was always school, work, practice, and then work. And that was seven days a week because they didn't have any money. So, so gas money, car money, all that, I had to figure out how to fend for myself. And it forced me to be creative. And then I would go, I busted my ass every time I was with my parents working, ever since I was a little kid. There, even when I lived there as a little kid in '76, '77, '78, I was working in the in the factory because that's what I did to fill my time, right? So, so growing up with that work ethic on both sides was amazing. But to get to see what an entrepreneur that creates something massive, and then get to see somebody who's willing to sacrifice creating something massive to create for their family, right? And I got both sides of that with both my parents. I was very—

So interesting. So the, the question I have for you, and this is the big question: What happened? What would have happened if your parents took care of every need you had, all the the football cleats, all the the car?

I probably would have grown up entitled, like a lot of the kids are today. You know, I mean, my daughters are beautiful.

You don't think you would have found the drive anyway? Or I would have? I was selling pumpkins on the side of the road at eight years old. I think somewhere, somehow, I don't think I would have been trapped in a small town doing doing the same redundant thing. I just wonder, you know, you wonder if, if the entitlement, you know, gives some a boost, or if it hobbles some that should have had, you know, you had to find their own grit. You just kind of don't know. You don't know. You only know when you know it's in reflection. And I've met people that came from families with an enormous amount of money who ended up being disasters and killing themselves from drugs because they were bored and didn't have any cause or purpose. And I met people that came from dead broke families who became very wealthy. And, and vice versa too.

I watched successful people have successful kids.

100%. Right.

And failures have failure kids too.

Yeah. So it's hard for me to say. Just because you're in one— For me personally, though, would I trade any of how I grew up? The answer is no.

So many remarkable reference points. I mean, to learn at 15 years old what the Kanban system is, because I would go out, Kanban. So I would just-in-time manufacturing. Like, who would have thought when you're a little kid, and I wasn't a very good student, but I wasn't an idiot either. I'd come back from football practice in Minnesota, and there'd be a bunch of stacked green boxes. Well, I learned very quickly, green boxes were new orders. Then I'd come back, and there'd be stacked yellow boxes. Yellow boxes would be repairs. And then I'd come back, and there'd be stacked yellows. It used to be all greens. Then it went to a lot of yellows. And then, and then after we introduced Reagan's hearing aids and a new circuit, all of a sudden they were all red. Red. "We want our money back." So as a little kid, I knew when I walked in that factory, if I saw red, I panicked too. My job was to take the red boxes, a razor blade, cut the face plates off, and salvage whatever we could salvage inside that hearing aid. And the reds started out stacking the greens. And, and then, you know, you, as even as a little kid, no one has to tell you there's problems. And so to learn that visually, and then figure out how to help to solve that problem, and then watch your family iterate out of that and become a powerhouse. I wouldn't trade those reference points for anything.

Oh, fascinating. Do you think, do you think entrepreneurs are made or born?

Uh, I, I think they're made. I think they, they either make themselves or they follow the leadership of somebody else and, and, uh, or the example of somebody else. Because I know a lot of people that don't come from entrepreneurs families, entrepreneurial families, that became entrepreneurs. I know a lot of people that that have this idea that, "No, you, you either are, you aren't. You're born that way or you're not." I think I think everybody is kind of born an entrepreneur. Everybody. And some just decide not to from their own programming, or they're programmed not to, and it's like, beaten out of them. No, no, no, no, no. They get enough "no's" and they say, "You know, this isn't safe. I'm not going to do this anymore." Um, but I think we all have it in us. You know, I think entrepreneurs create where we bring value, we change the world, we make things better. That's what we're trying to do. We're, we're artists of a sort in business, right?

You know, when I think of you, I don't know if you consider yourself an artist, but I would consider you an artist in business, and how you look at a business and what you do with the business, how you mold it and shape it, those types of things. And that, that's why I think of entrepreneurs. My highest, I have two honors I can give somebody. One, if they're a promoter. Um, if they're a badass promoter, that's as hot, I'm almost as high as I can give somebody. Of course, it's a massive skill set. And, and second, is if they're an artist. Yeah. If they're just world-class at what they do, and whatever that is that they decide to do, they're just going to be great at it. I don't even care what it is. I admire a world, an artist, or a person who decides to devote themselves to becoming world-class at whatever it is that they're, that they're, uh, passionate about.

I agree. So, all right. Uh, growing up, you weren't any spectacular student?

Yes, I was. I barely got out of high school. I hated school. Really. I only passed my grades because my dad told me if I didn't get a C or better, I couldn't play football, baseball, or basketball.

So you got C's or better because you had to?

Well, I got, I actually graduated like a 2.4. I barely got out.

Where was your dad? A pastor?

Uh, in Oregon. In Oregon. Yeah. Okay. And he was at some community churches and a Foursquare Church. And then he and my mom became, um, the Celebrate Recovery Northwest region. They had like a thousand families under them. Yeah. So my dad's a pastor, no?

As well? There you go. You know, so in, in the Minneapolis Twin City area, you know, the big non-denominational church? That's what my dad was.

Yeah. Crazy, crazy, crazy. So many similarities. It's weird.

So coming out of this, did you go to college?

No. I, I did for until I realized I wasn't going to pass any of the classes. So I dropped out. That's, I moved from, I talked my stepdad into letting me move to Atlanta from Portland, Oregon. My mom thought I was still in college. I became an outside sales rep for Starkey in Atlanta. I had North, South Carolina, Georgia, Tennessee, Alabama, Mississippi, Louisiana, Arkansas, and Western Florida. And let me tell you something, working out of a Ford Taurus, traveling with no home, uh, uh, with your suitcase. It was the greatest experience I could have ever really had as a kid. I had to learn to talk to adults, work with older people, find my way around, do my own expense reports. I had to grow up. And, and I was really super good at sales.

So you're good at sales coming out of this whole thing? You're figuring out how to sell, how to interact with people, how to build relationships. Like, what was your— When you're doing outside sales, were you like driving from house to house?

This is pretty funny. So I was supposed to be inside sales. And I landed, I land because I was working one day a week in Portland, and I was out selling people working full-time. And I'll sell them behind-the-ear hearing aids over the phone. And, and so I go to Atlanta to be an inside sales rep. And the day I landed, my little 65-year-old boss, Gail Malone, little Italian guy, he says, "Hey, do you have any suits?" We're walking through the Atlanta airport. And I said, "Suits? I don't have any suits. I'm 18, you know, 18 and a half years old." He said, "I got to get you a couple suits." So he goes into the suits store there, and he gets me a black three-piece polyester and a blue three-piece polyester, pink shirt with with paisley pink ties. And I said, "Why do I gotta get suits?" He says, "Because the outside sales rep got ill, so you have to drive, uh, Tuesday over to, uh, Alabama, and you have to do an open house for an ENT." And I was like, "I never talked to, outside of going with my mom when she was a hearing aid rep, I never, you know, I, I never worked with the public." And he's like, "Sorry, man, you got to do it." And so I was like, "All right." So I got in my car and I drove over there to Birmingham, Alabama. And a funny story was July. I'm an Oregon boy, never been in the South. And I got my beautiful three-piece suit on with my pink polyester tie. And I park about eight blocks from the university where I was doing the open house. By the time I got there, because it was July and the humidity, I looked like a, a wet rat. So the lady says to me, "Hey, you might want to go back to your hotel and change because you look like a disaster." So I came into that open house, and it was three days. I didn't even know what I was supposed to do. I had no contacts, I had nothing. So I asked the doctor, "What's the process here?" He says, "Well, I'm going to see the patient. I'm going to give it to the nurse. Nurse is going to test their hearing. They're going to give them to you as a hearing aid rep. You need to sell them the hearing aids." I was like, "All right." So they bring the the people in. I don't know what to talk to them about. So, so they sit down, and I go, "What brought you in here, Mr. Mrs. Johnson?" They tell me, and I'd say, "Okay, well, if he could fix that for you, uh, would you, would you want to experience that?" And they'd say, "Yeah." And I'd say, "Great. Okay. The hearing aids can do that." And I'd circle it and say, "Needs help here," and put an arrow and say, "We can do that." I did it over and over and over and over and over. And everybody bought. At the end of the open house, the guy says, "You sold more hearing aids the fastest of any rep we've ever worked with in the hearing care space. You're unbelievable." I drive back to Atlanta. My boss is like, "These guys are raving about you. You sold more hearing aids than anybody ever sells. What's the secret?" I said, "I don't know what to talk about. So I just asked him why they were there. When they told me, I said, 'If we could fix that, would you want to know it?' And they said, 'Yeah.' And I said, 'Great, we can fix it.' That's literally all I did." And I learned really super early on, the simpler you made the process, and the more you can make it their idea, the less you actually had to be a sales expert. That served me extremely well throughout my career because I just let buying from me be everybody else's idea.

So does that apply to every profession today? I mean, I started this business with Grant three and a half years ago. We do a hundred, we're gonna do 125 million dollars this year. No startup capital, no debt. And neither of us put any money in the company. Already generated 150 million in revenue and 50 million dollars of profits. And from startup. So it seems like it served me well. And it's the same process. It's me asking the entrepreneurs, "What are you struggling with? Where, where do you need help? And if I could help you do it, would you want to do that with me?" And the answer is unanimously been yes. Then you just help them do it. And I help them do it.

Well, the good news is, you can deliver. Yeah. I mean, anybody can say it. That is the point. But you can deliver. You have to deliver. What is your, what is the secret to being able to grow and scale a business?

So I think it's always important for, for when someone's listening to this, is to understand that that people can lie, but the statistics never do. So it's really important to understand what it means to be a small business owner. There's 31.5 million businesses under $100 million. From startup, out of the 31.5 million small demand-size businesses in the United States, 25 million have that sole entrepreneur working by themselves. Then you have 5.3 million businesses that have 12 employees or less. And then you only have 600,000, less than 2%, that have over 12 employees. So it's really super hard to get over 12 employees if you're under $100 million. 97% of all those businesses, cyclically, you'll go out of business every 10 years. Two-thirds will go out of business in the first five. So the stats are entirely against you. And if you, when we surveyed from 2009 to 2017-18, when we surveyed thousands of business owners, "Why did you go into business?" Almost all of them did not say, "So I can go build a $100 million business, have financial freedom, and make a lot of money." Almost all of them said, 70% of them said, "Because I didn't want a boss. I didn't want to be told what to do. I didn't want a limitation on my earnings. I didn't want to be accountable to anybody else." So they started their business from what they didn't want, not from what they did want. Now, I call this the entrepreneurial dilemma, because now you go hire employees, and you think employees are like, "Don't want to be told what to do. Don't want a limitation on your earnings. Want to be left alone." And so that's how you treat them, which is why businesses struggle because there's no discipline, there's no accountability, there's no direction, there's no there there, there's no reward system. It's just kind of, "Hey, do what I wanted to do when I was there, and figure it out, right?" And then they're let down. And, and even the ones that get bigger, they crash and burn after after within 10 years because they just get too big, they fall on top of themselves. So the stats are against you being a small demand-size business owner. So when you ask me the question like, "What's involved with growing and scaling?" It's, it's, it's first of all, um, if you were, if you were NASA and you were going to have a mission to go to Mars or to go to the Moon, you'd have to have a mission and you'd have to have a purpose. And you'd say, "It's to go to the moon," or "Go to fix a satellite." Like, you'd have a reason to do it, right? Most business owners don't have a reason. They just, it, the reason is what they don't want. So they don't have the intentionality to move to what they do want. And when you don't have intentionality, you don't put strategy behind it. And where you're devoid of strategy, you're going to get lost in the weeds. And so it's kind of an algorithm for why they fail. Now, contrast that to the small percentage that succeed. They usually have a very specific intention of what they want to accomplish. They have targets, they have goals, they, they, they're focused on leadership, and they're focused on on on mechanically putting their business together. And they're focused on hiring the right people and inspiring and incentivizing them to to execute. That's a different mindset than what I don't want and just kind of meandering through the woods to see where you can get to the other side. And, and I think intentionality has everything to do with the ultimate success in business.

I think for a lot of entrepreneurs, their their intentions just to make money. You know, "I just want to make money." And, and this is a means to an end. This is a way that I can go make some money. Is that enough of a reason?

No. So what, what do people need to do to get beyond that? It's like, "Okay, they join, you know, they start a business, or they they join network marketing. They want to make some extra money, or they want to go, you know, they want to fire their boss and, uh, go to work for themselves. They want to call their own shots." You know, all these things, like you said, which are a lot of drivers, a lot of emotional drivers. They're tired of being put down, they're tired of living under somebody else's thumb, only getting time off when somebody else says so. All these emotional things. But they have this product or service. You're saying that they need to completely shift their focus back around to the product or service itself, or to the customer, and then come back to the product or service, and then come back to how the business provides it? Where do, what's the first step?

So there's 10 elements to growing and scaling a business. And, and these are pretty much in order. So, so the first element, these are the 10 elements that should be in order. Okay? So the first element should be strategy. Second element would be marketing, because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people, because you need people for expansion. The fifth element would be finance, because you got to know how to make the numbers work. The sixth element would be operations, because you got to link everything together. The seventh element would be leadership, because the more people you get and the more complexity you get, the stronger leader you have to become. The eighth element would be data, you got to know how to track and look at data and how things impact other things. The ninth element is technology, you got to know what technologies to deploy when and how to use them. And then the 10th element is is investment thesis, where do you deploy your capital to get the highest return on investment? And so now, those 10 elements, in order to get to 125 to 175 million in revenue, you have to have all 10 of those elements deployed. And if you looked at it on a, on a, on a one to 10 scale, 10 being perfect, one being not at all, those, in order to be 125 to 175 million in revenue, you're going to have to be a four to a seven across those 10 elements in order to get that big. When you start your business, you start it though with two elements: marketing and sales. Because that's how you get clients to promotion. Third element would be conversion, which is sales. The fourth element would be people

During the opening bell at the American Stock Exchange, I was really just shoving everything down the throat of my 400 employees. It was like, "We've gotta hit numbers, we've gotta hit numbers! Everybody, go, go, go, go, go, go!" I wasn't collaborating with anybody. I definitely wasn't aligning people with the opportunity. I just, uh, I just made the assumption, "Hey, if I hired you and put you in a role, you should figure it out." Maybe so.

I was one of those entrepreneurs that made those early, early-stage mistakes. And when my private equity group sold the business out from underneath me, um, I was, I was, I was being kind of, you know, a little drainer for a couple of years about how they screwed me over. And one of my mentors, like you probably know him, Hector Lamarck, he's like, "Look, dude, you were the most incredible guy I used to play golf with and everything, but you've become a drainer. And, and until you acknowledge what you did wrong, and until you accept what you need to change, man, I can't spend time with you because I used to have a lot of fun." And, and you've accomplished so much at a young age, but now you just, you sound like those miserable people that no one wants to be around." It's a good friend to tell you that. Hard. We were playing golf. We were on the eighth hole at Bighorn. He said, "Pull the car over," and he confronted me.

So I'm like, "Okay." So I made a list of the things I did really well. It's what he told me to do. And then I made a list of my weaknesses. And one of them was leadership. Because I, he asked me, "When you left, how many people said, 'Thanks for changing my life?'" And I said, "Nobody." And he said, "You might want to assess your leadership skills." Gave me "21 Irrefutable Laws" by John Maxwell. I read it. I was like, "Oh my God, I violated every one of those laws."

So I'm back to Hector and, and said, "Yeah, uh, you know, I wasn't a leader." And Hector said, "Come look at my business." And I have volunteers. I don't have employees. I have people that are dedicated and committed to working weekends because they want to better their life, because they want to improve their life. Which is what I love about network marketing, by the way. Network marketing seems to accumulate beautiful people who are aspiring to do great things. And what's crazy is, people that work in a business that's paying them won't do the things the network marketing people will do, right? And so I was just fascinated by the business and the people. And, and I had an epiphany. And my epiphany was, if I could get this culture in a traditional business, I could kill it.

And so when I launched Audigy Group, I used what Heather, Hector taught me in Primerica: personal, professional, financial goal planning relative to how you can achieve those goals through the business. And I started doing it with every employee I interviewed. And said, "If I can align the business with your personal, professional, financial goals, and I could show you how to accomplish your goals, would you be committed to helping the business at its goals?" And I took that out of Maxwell: "If you want a hand, give one first." And so, so everybody I interviewed, I was like, "Look, I'm going to build this business so it can hit your personal goals, but you have to be committed to the business because it's the vehicle for you to do that." And, and I can, I ask a few questions about this. So, I, I love the idea of this, but I mean, there's so many employers that are trying to figure out their bottom line. And in their bottom line, they're trying to pay people just enough so they are productive and don't quit. And the people are doing just enough work so they don't get fired, right? It's this big kind of stalemate. Um, but you're talking about when a person sits down to go to work for you to help them manage their personal, professional, and financial goals. And somebody's going to work for you for sixty-seven thousand dollars a year. Um, how does your entrepreneur not step in and say, "You know, first of all, sixty-seven thousand is not enough for you to be able to hit your personal, professional, financial goals." You know what I mean? But that's the role that you need in that particular job. How do you, how do you balance showing them what they need to do in order to be able to, you know, use this role to further their life, but at the same time, you don't want them to come back to you every 15 seconds and ask for a raise?

Because, first of all, this real-life example. My assistant, I hired my project manager. She was an MBA. Came to me. She took a job for $78,000. I asked, and I ask everybody that in our system, "What's the most amount of money you've ever made in a year?" And the most she had ever made was $78,000, which is why she was negotiating between $75 and $78 and trying to get 20 for incentives. So I said, "I won't do the 20 incentives, but I will show you how to double your income." So she made $162,000 her first year because she trains on Cardone every morning. She, uh, goes to our events. And if she can demonstrate with the sales team that she can sell, then she can also take orders at the events. So what we tell every employee, and by the way, if people are curious if this works in the traditional world, I sold my business to a billion-dollar Danish company. Very, uh, if you know anything about the Danish, very conservative. And they specifically told me that doing personal, professional, financial goal planning and incorporating it into the budgets of, of, of a public company would not work. But after two years, they asked me to go to the front of the board of directors in Denmark and ask how I turned around eight countries and turned them into the top eight countries for the organization. And I said, "Oddly enough, the personal, professional, financial planning that you said doesn't work, does work." It works in Italy. It works in China. It works in Japan. It works in France. It works in, uh, um, uh, India. It works everywhere. We rolled it out. Oddly enough, it worked. You know why? Because when you said, "I want the human and being," you say, "Has anybody ever asked you what you want to accomplish through your career, personally, professionally, financially? Has anybody asked you what you want?" And then showing you how to go get it. And people will say, 98% of the time, "No." So if I could do that with you and demonstrate it to you, would you do the things you need to do in order to hit your goals? Because if I can show you I'm interested in your goals, then you'll be interested in mine. And so that's all we do is invite that conversation. But, but for the record, we took that one billion dollar company, and because of the value enhancement that we rolled out globally with the C-suite, Global CFO, and Global CEO, we added four and a half billion of value to it. Okay? We now actively over 15,000 human beings on PPF planning in our technology because we do the budgets and we set the budgets, we set the targets, and everything. So because if you think of one year PPF goal, it could be something as simple as taking your family to Disneyland. It could be $3,500 for you. It's not a lot of money. So what we do is we accrual. We have low target, mid target, high target. For the organization, then you have low, mid, and high for you as an individual. We budget a percentage of dollars and we just make sure that their personal one-year goals are under $5,000. But instead of writing a check for $5,000, we write a check for them to attain the goal they wanted. And then they never forget you. Conversely, if it's a professional goal, we'll enroll you in an MBA program or we'll pay for, as long as you sign an agreement that you're going to stay with the company for two or three years, we'll educate you. So as long as you're training and as long as you're committed. But it's really getting people isolated down to what do you want? How do you want to have an app? And what are you willing to commit to it? And what are you willing to put into it to get it? They'll take care of the numbers for the business. So they're all incentive-based beyond, you know, so you set a base that's fair, you know, whatever the salary is of the going market of the, of, of that position. And then you find a way to create an incentive for them that's built on performance, right? And then you let them go ahead and make it, go ahead and earn it all they want. And if they're not putting the effort into it, it's gonna be a hell of a lot easier to go say, "Hey Eric, I thought you were serious about your goals." Yeah, but if I go to you and say, "Hey Eric, I thought you're supposed to know that I hired you to be committed to my goals." You don't care anyway, right? So here's something I've learned: if you're not committed to your goals, you're not going to care about mine. Yeah, yeah. But if you're going after your goals, I'll accidentally achieve mine because I'm smart enough to construct the company to make that happen. And it doesn't make people complacent when they hit a certain number or whatever. I got kids, you know, I just, I just interviewed a bunch of kids. I got a kid that was told from his business owner working in the berry fields. He snuck across the border. I didn't speak any English. Learned how to speak English watching Cardone and Google Translate, working in the berry fields. And, uh, I heard him on a, I heard him on a Clubhouse doing a challenge. And I talked to him. And I moved him up to Vancouver, Washington. He's been with me now two and a half years. He made $200,000 in his first year. He made a half million last year. He makes $750,000 this year doing what? Working for me. Doing what? Selling client engagements. Wow. I've got, I've got a whole roster of those kids. Yeah, I understand. But doesn't the business person say, "Okay, wait, wait, wait, wait. He's making $250, $507. Isn't wouldn't he do it for a hundred? And then 250? And 400?" Sure, probably so. Are you just giving away a piece of your bottom line? Well, I guess here's the thing. If, if, uh, if I've been able to take my business from startup to, uh, to from startup to $12 million a month in 42 months, and on the $12 million a month, I've been able to maintain from day one a 45% profit margin. Do I care how much my guys make? Don't I want everybody on my team making as much as possible? Well, I guess as long as they're producing, right? So, and my whole point is this, must be kind of the, the growth hack. This is a growth hack because most entrepreneurs make $77,000 a year. They can't even fathom paying somebody more than $77, right? Yeah. Which is their small thinking is keeping them small. But if I have kids making $700,000 a year, and I promote that, I'm going to have a lot more people coming to work for me. They're going to have bases of 50. They're going to have to perform. They're gonna have to train, execute, and perform to get to $700 grand a year. So every one of those people that do that, I just know that they're going to generate. For them to make $750 a year, they have to generate $7.5 million in sales for me. So I want 100% of those kids. What if, what if you have people in, in that's, uh, doing a job that has nothing to do with our professional services team? So we have MBAs, we have CPAs, we have JDs. They can sales train too. And they can go to the events and they can write an order. But what if, what if they don't? But what if they're the sales team's all taken up? Or they're not a salesperson? Do you, do you, are there, every person in the company is a salesperson? Okay. Every person's either recruiting new talent for us, they're bringing customers in. My lawyers, my CPAs, they're required to bring three to five businesses into contact with our organization every month. Why wouldn't everybody be an advocate and a promoter of the organization? See, most business owners, they hire marketing agents. They're required to, or they get, they get, they get compensated if they do, okay? So when they come and complain about their compensation, how many people did you bring? Hmm. See, business owners think that they hire all these people and they all have these linear jobs. If I have any business, it's everybody's job to be a promoter. But see, people, the business owner starts promoting, then the business owner hires somebody else to promote their business so they can go be technically inclined with whatever they're doing. The people they hire to promote the business cannot promote the business. And first of all, how hard is it to hire a promoter of the business? Let's see. Are they going to say, "Uh, your, uh, you're a novice in what you do. You're slow. You're sloppy. You treat people poorly. And you don't care about them." No. So what's a marketer going to do? They're going to say, "You're an expert in our authority." Uh, they're going to say, "You're fast, efficient, and effective." They're going to say, "You treat everybody like family." They're going to say, "You're an advocate for, for whatever is important to them." And everybody loves working with you. And they're going to build your website. They're going to do it. Then your phone rings and somebody's going to answer it and say, "Hold." And the person that called said, "That didn't feel very good." Or they're going to show up at your office or your car lot or your, your remodel facility. And you're going to say, "Sorry, uh, you promoted fast, efficient, and effective." And the person sitting there 40 minutes waiting for their appointment. If you do not operationalize what your promote is, then you're a liar. And when you're a liar in business, you're always going to struggle. And you can see in the numbers because after five years, if 65% of your revenue isn't new revenue from an existing transaction, you either modeled your business wrong, or your transactional business. Transactional businesses have low to no value. Recurring revenue businesses have high value. So all you have to do is look at the mechanics of the business and look at the results of the business. And the P&Ls never lie. And you can see exactly what's going on in the business. And then you got a problem recruiting great people. Because great people are never going to work for a shitty business owner. [Laughter] A good comment. That's true.

Talk to me about the process of exactly how you do the personal, professional, financial goals for all your team members. Yeah. So, so we roll. The way we do it is we teach the leaders to roll it out. So we have the rule of three. So it goes one to three to nine to twenty-seven, whatever. So, so the one would need to do it with the three. And then the one would do it with the three to three. So the, the leader would do it with their first three most closest people. And then help them do it to their closest threes. And is everybody empowered to kind of, um, offer similar incentives? It's a very specific process. And it would sound like this: I'd say, "Eric, if you were to identify your one, three, and five-year goals, one goal personally, one goal professionally, one goal financially that you like to accomplish in one year, one that you'd like to accomplish in the third, by the third year, and then one in each category that you'd really like to have in the fifth year. Do you know what those things would look like?" And most people are like, "No, I don't know." I say, "Well, have you ever wanted to do a trip? Have you ever wanted to, you know, like go see your family? Have you ever wanted to go to an island somewhere? Have you ever want to go to?" And so then all of a sudden, they're like, "Well, actually, yeah." You know, I've always wanted to. For some, for a single mother, when I was having this conversation, she just wanted to take her two little kids to the Stephanie Inn hotel in, in the Oregon coast. And it was, and, and because she'd never been able to afford to do it. And she was a receptionist. And I said, "Okay, well, how much? Let's go see." See, now, now what I get, and this is, this is why you would do it this way. I get the art of teaching somebody how to design their life. So I'd say, "Well, how much would it cost to stay at the Stephanie Inn?" "I don't know." "Well, what's, let's research it." So we research it. It's $200 a night, $250 a night. Three nights would be $750. Let's write that down. How much gas would you have to use to go over to the Stephanie? "I don't know." "I don't know." Well, it's 100 miles, 100 miles, 200 miles. So that's another $50. Where would you like to take your kids to eat? "I don't know." "I've always wanted to go to Moe's and get clam chowder." Let's look at what an average price is for Moe's and the kids took it. So it takes time to interact with people. But by the time we're done, we know it's $1,700 for her to take her kids, have the, have a trip of her lifetime with her children that's always been a dream. And then when we're done, we're like, "Okay, now look, that's $1,700. Let me show you if you did these things for me, if you answered the phone, you wrote the training scripts, you worked with me, and at the end of six months, these were all the things that we had for your position within this organization, the company will write a check for you to go to the Stephanie Inn." Well, she didn't take her seven months. She didn't three. Sure, because she knew and she learned. So now when she comes to me and she says, "What's the next thing?" I'm like, "What other areas can you help the company?" "Well, I don't know." "Well, we'll apply the same lesson that we did to find out what it was going to cost you to go to the Stephanie Inn." See, I recognize it's my responsibility as a leader to teach people how to actually identify how to get what they want. And I think that's what's happened in school systems, with our parents, and the church systems. You and I grew up in the church system. "Do as we say. Come to church. Tithe. Repent, or you're going to burn at the stake." And hell, like, I'm a father of kids. I just, hard to believe that any father would want to burn their kids at the stake and hell. Like, I just, so, so to me, I always had a disconnect with that. But people are programming us to do what they want us to do. The school systems, the government. And so people are waiting for someone to tell them what to do. And what we're not taught to do is identify what we want, what would be the process to go get it, and then actually put the energy, effort to go do it. Well, so I learned this next iteration. If I could find people with a great attitude, train them to get the results, I'd have a higher loyalty with my team. And so I was able to build that my second business with no money from anybody, totally organically, hiring, training my team. And when I sold it, my president, he had eight bosses. And he ended up making $14 million when it's all said and done. And every, 60% of my executives, it was the first jobs they ever had. And see, that was more gratifying than finding outsiders and trying to get them to work and bring their garbage in from other places. So Kernel Ventures just did exactly the same thing. But we did a lot faster because I'd already done it. So I knew exactly what I was looking for. But we went from zero employees to over 236 months. Every one of those employees, and our technology maps their PPF goals. Because now, in the last 12 years, I've built a technology. So when we go through that and we do the budget, it actually automatically calculates where you're moving towards those goals. So we can keep it in the budget and allocate it as a cost line in in commissions. And then you, as the employee, can see in your little Gantt chart how fast you're moving towards the goal. Does, uh, does Grant use the, the PPF? They've started incorporating them in their sales. They're starting to work. I, I could see that they, they had some similar concepts, at least with some of the top guys, you know, like involving some of the top guys in the, in the overall strategy, you know, and rewarding them based upon performance, you know? Yeah, I mean, he was doing straight commissions. They just were high earners, right? But, we've been starting to incorporate the PPF process as well. And, and we definitely have it with the 1.6 billion clients, uh, in revenue that we work with now. All their employees are on PPFs. Hold on, 1.6 billion clients? That's what I have. Am I actively managing a billion six of businesses right now? Kernel Ventures. What? That's how, that's where my 125, 30 million in revenue is coming from. 1.6 billion clients? Somehow connected to the companies that you're working? We're actively managing them on recurring revenue right now. My goal is to get to 10 billion in the next 36 months. Wait a minute. You can't have 10 billion clients. There's only 8 billion people. No, no, 10 billion dollars at revenue. Oh, 0.6 billion in revenue. In revenue. I thought it was clients. Oh, my God. I wish. First of all, you're only getting pennies there. No, no, no.

All right, so we talked about the 10 elements. We talked about managing people in the personal, professional, and financial, which I think is fantastic. Um, what are some of the business systems that you think are the most important for a business owner to have in place in order to be able to help effectively grow and leverage and scale their business? Yeah. Uh, statistically, if you're running at a hundred thousand dollars in revenue per employee, you're not making any money because there's not enough revenue. So, a hundred thousand dollars per employee, you're not making it. It is a loser. A loser. 250,000 dollars in revenue per employee, you're making between 15 and 18% profitability. And at $500,000 revenue employee per employee, you're making between 20 and 45% profitability. So the number one most important thing is to know how to drive somewhere between 250 and 500,000 of revenue per employee. And that's over 4,000 different businesses. 250 to 500k will get you between 15 and 45 profitability within your per employee. Is 15 to what? 45 percent? 45. So that's kind of the golden target. That's right. Uh, what, like, what are you operating at now? It has to be much higher. 550. 550s. I run it at a stabilized 550. So I'll stretch to 600, and then I'll hire a bunch of people, and it'll drop back down to 500, and then I move it back up to 600. I'm just trying to, I'm doing the math. 200 employees, 100 million in revenue, 100, 120 million in revenue. Uh, let me do the math real quick on mine. Uh, I'm 500. So 500 is good. And what's your, you don't have to tell me, but just write down what your profitability is. Yeah, it's about in there. Yeah, yeah, yeah, yeah, yeah. And this is, this is why we have to engineer business. Not every single business. And then you have contractors. They want to know about subcontractors. They want an offshore labor. So it's, it's this whole matrix. But what we do is we walk people through exactly the configuration in their business. And then for them, they'll know exactly what that number is. Our, in this employee thing, just to go on a tangent for a moment, on these systems, are you seeing a change in how employees are interacting and bringing value to the, to their workplace when it comes to in-person, when it comes to remote labor, when it comes to contract labor, when it comes to kind of our post-pandemic with the clients we serve, or in general, just in general, first, and then the clients you serve, second? Um, well, we see a lot of businesses struggling. It's hard enough to manage your employees when they're actively there every day. But when they're entirely remote, if you already have an organization that has low accountability, doesn't have any data to measure effectiveness, like, like, and then people are invisible, it's, it's complicated. Done right, there's a lot of leverage. How do your companies manage? Um, because our technology maps to activity. So you think about, um, you think about if you have targets, if, if you're, wait, wait, wait. You said your technology maps to activity? I, well, look on there. Look on number eight is data. Number eight is data. Nine is technology. In, in your 10 elements. But you have a way of doing business. But then you say you have a technology as far as how you're tracking things. So it's tracking people? Yeah. So in a business, in a business, the core elements you need in the business to have engagement is inspiration, discipline, accountability, transparency, alignment, results. Hold on. Save, save slower. If you're going to build a business, you need six very specific elements: inspiration, people have to be excited every day. Discipline in the business where people get lazy. Accountability, or you have no discipline. Transparency, people need to know what they're supposed to be doing, where you're going, how they're involved, how they're involved in it. Alignment, they gotta win when you win, and you got to win when they win. Win. And then results, because if you don't have results, nothing happens. So if you have the system to track to that, and you can measure results on a daily basis, by the minute, by the hour, by the workday, then you can have remote because you're, you know what's going on. But if you're winging it and people are scattered everywhere, there's there's no nowhere for anybody attached to. And the less, if you can't create a mission in your own organization, trying to do it remote is going to be even harder. And when you say you have technology, is it actual technology? Is it actual software? Is it? It's a combination of softwares. But let me just tell you, like, when we onboard the average business that's under $20 million of revenue, they're doing their financials when they do their taxes. They're not operating on a CRM that's being managed in real time. And so they're not inputting data or reviewing data. So they're not using even the most basic tools. So when I say using technology, it doesn't mean they have to be technology you created. But it means technology that's readily and easily attainable. But you got to use it. And so what we do with our clients is we, we onboard them onto the different technologies so that they're actively using it. And where they're not using it, we're managing and monitoring it for them and then alerting them. Hmm. That's like aircraft. It's like, it's like I learned this from one of my mentors, Story Musgrave. He's the only astronaut that flew off five space shuttles, designed to point and fix Hubble. He taught me how NASA sets a mission, the different teams that work across the deployment, the re-entry, the activation, how they communicate with the astronaut while doing the mission, and how they get them back. And so I built that system for businesses. Click. What? So you're having, you analyzed 7,000 businesses? Yep. Plus you had an astronaut help you. Jim Collins, "Good to Great," "By Choice," "How the Money Falls." John Maxwell on leadership. Um, and if you read Jim Collins' work, you understand why big businesses got devastated. Yeah. And, and what it was is they got bigger and bigger, they became hierarchical, they became defensive, and the people in charge were protecting their positions. And then the people that had the talent were being run off. Well, if you just reverse that to small business, how do you attract high talent and keep it? Um, and then how do you maintain it? So just something as simple as the employee engagement model that we created. People were like, "Oh my God, it's so hard to hire good people." Or, "Why is it, why aren't there any good employees?" Well, business owners have to understand to have a remarkable experience with an employee, it's actually five expertise. First, you got to be able to find those people. Second, you got to have something interesting to attract them. Third, you got to be able to align them with what you need them to do in the business to be the highest effect and impact. A fourth, you got to be able to to develop them because the business needs to grow and scale. That means they have to grow and scale because you're interdependent on them. And then fifth, you got to be able to retain them because if you're churning your people, you're gonna be in trouble. So having a single successful employee engagement means you have to be an expert in five things. Well, most business owners aren't an expert in any of them. So what we've done is created teams and technology that has that accountability and discipline for the business owner. Sounds like you have so many pieces. That's, I built technology and concepts around all these things, right? Strategy, marketing, conversion, people. It sounds like you get all those seven steps or 12 steps to every single one. It's, uh, actually, to get to 125 million, it's 78 things that you have to do. 78 things. So how does, how does an entrepreneur manage 78 things? Well, they don't because they don't even know what they don't know. I mean, if they did, you are. Yeah. So when we show them and teach them and help them, because we have businesses going from 3 million to 30 million in three years that have been stuck at three for ten. Really? Yeah, because you, you know, the whole process of building a business is trial and error. And if the pain is great enough, or the conditioning has been pressed on us enough, we won't try. Um, there's, there's so, the original I work I did was Story Musgrave, the astronaut, John Maxwell in leadership, Jim Collins, Michael Gerber, and Sharon Lechter. So I took their work and I turned it into a concept. And the concept John Maxwell talks about, "Law of the Lid," in 21 irrefutable laws. A lid is a cap. You can't attract people higher than you underneath you. Okay? That's the concept. There's actually three lids in business. You have the belief lid, you have the operational effectiveness lid, and then you have the "me, we, us" leadership lid. And they work together. So you can have a business that's operating at a high level of excellence if your belief is low, right? Because the higher you believe, the higher you achieve. The lower your belief, the lowest, lower energy you put into it. If you have this high belief about being able to change the world and do everything, but your operational effectiveness is low, you're going to eventually lower your belief because you can't get to it because you suck at what you do. And if your leadership is low, you're not going to hold people accountable with discipline to drive operational effectiveness. So you can go wrong, like a lot of business owners do, but then nothing happens. So over a period of time, people lose their confidence and faith in the leader. So they leave. So the only way that you can actually attract great people and keep great people is if you have a high belief about what's possible, you become unbelievably effective at the pursuit of excellence in the process of accomplishing it, you've demonstrated the resilience with strong "me" leadership to punch through and be able to show people you can do that, transferred it to "we" leadership so you can develop other leaders to go do it, which is what I love about network marketing. And then when your culture takes over and the team takes over and the opportunity is so massive, you move to "us" leadership. And what that "us" leadership does is it counteracts the statistics of something as simple as Gallup poll. Every year, Gallup poll does a survey. 100 million U.S. workers, two-thirds are disengaged. 18% are actively disengaged. Uh, 18 million U.S. workers admit that they're sabotaging the company they work in. So if you know active engagement in the workforce, out of 100 million U.S. workers, is only 35, 40%, the best you can try to do is get that to 60 or 70. But if you can get it to 60 or 70, you have a multiplier. And then your culture will run off the bottom 30 because if everyone's goals are aligned with the business, they don't want the people putting a drag on them. So they'll chew them up and spit them out. The hardest part for business owners to get big enough and create that kind of environment, that kind of culture, that your team will run off the slackers so that you, business can be a high-performance business because everyone's winning with the business. Now, go to the economics. I'd rather have two-thirds of the number of employees that are all making so much money they don't know where they could replace it at and stay with me, then have more employees with one-third of them sucking off of what everybody else is doing. So the average business is running at two, three hundred thousand a revenue per head. If I can run at 500,000 a revenue per head, I can pay my people $500 grand or a million a year. They can't get it anywhere else. They're never going anywhere else. And they're more thrilled with me. And if I show them how to invest it, like Grant's done at Cardone Capital, I have kids that have more net worth than Cardone Capital than most adults have saved their whole life. Yeah. Then it's a system and it works and it attracts high performance to you, right? So you're a relatively young man for having achieved this much. I don't know. I'm 55. We're both young. Yeah, yeah. Uh, we're, we're, you know, give us another 10, 15 years, we'll be in middle age, right? Uh, we, but the advancements in technology with 10x Health, exactly. Come on. We're going to be reversing. 120 is a lock, brother. 120 is a lock, guaranteed. Uh, you know, we got to get this, uh, we gotta, you know, stop not slow down aging. We got to get it reversed, you know? Let's go. Uh, so you've accomplished a lot, but it feels to me like this is a fresh adventure for you. Is it? It's a mission. I mean, but it's, right now, I'm talking about, you know, what you, what you've been building the last few years, taking all this life experience and pouring it into businesses, helping them grow, helping them scale, business owners and people. And there has to be a lot of, like, personal satisfaction in the whole personal, professional, financial goals with the team, seeing that happen inside the team. That has to feel good. That is the reason I do it. The team is the business owners I serve. It's the employees who work for me. It's the employees that work for the business owners I serve. Watching people go from a, a normal state, whatever that might be, to a remarkable state. And, and being in that energy and watching the success and seeing it spill over to other people. You know what it feels like when you go to some of these high, high-performance network marketing organizations, and they're celebrating everybody and rewarding everybody, and people become hundred-thousand-dollar earners and three years later, dollar earner, and then a five-million-dollar earner. And you're watching the evolution of people's lives in front of your eyes. And you know you're a co-creator of that and a contributor to it. And, and, and the thing that I wanted to do was bring that into traditional business. That's what's missing. So the secret, and you'll get this because you live in the world. When I'd go to those Primerica meetings and I'd go to corporate meetings, such a dichotomy. And then those same corporate people that are sitting there going, "Wow, with this meeting, and I hate working here." I would run into them over on the weekends, and they're busting their ass trying to learn and putting themselves out there, going and cold calling and trying to recruit people in grocery stores, making themselves so uncomfortable. But at work, they won't make a cold call. Right? Well, it's because they don't believe there's enough in it for them at work. So what I did is I removed myself from both those situations and said, "If I could take and remove that thought that there's not enough in it, that you can't accomplish your long and short-term goals inside of a job, if I could change that and put it into traditional business, and just be smart enough to pick the businesses that will allow it to happen, that's why I did the research. Then I could create magic in traditional business. I could turn every traditional business into the same environment that you find in network marketing." And so, like, we teach business owners how to teach their teams how to go out and promote the community and bring clients in and get paid for it. When I ask business owners, "Do you have any incentives for anybody on your team to go out into your own community to recruit customers and clients and bring them back into the business?" They look at you like they never even thought. They're like, "No." So we created an affiliate program for all our business owners. So their employees can sign up and get paid for bringing people into the business. I'd rather give them the money than the marketing agency. Sure. And so, so when you think about it, in these micro, micro markets, the average business in a micro market, it's getting their customers within 3.8 miles of their four-wall point of of delivery. And 22 minutes. If they could turn everybody in that little tiny micro-market ecosystem into a promoter for them and reward people for it, their businesses would be huge. But instead, they're giving their money to Facebook, getting throttled down, and then yelling at their people for not converting good enough because their systems are horrible inside the business, right? We're just fixing that. Love that so much.

This is all so fascinating. I do want to pivot for a minute and talk about network marketing because you have some experience with it. You know, and our audience is entrepreneurs, solopreneurs, a lot of home-based business type folks. And a good portion are network marketing people. You know, some are not, they're just entrepreneurs listening and picking up ideas and strategies, right? So what do you like about the network marketing model for the average person? And my big question is this, the second part: knowing what you know from your experience, looking at network marketing and seeing people involved, and your experience scaling traditional businesses, what advice do you have to the network marketer to scale their business? Because I mean, even just watching the personal, professional, financial goals, leaning into that with your new recruit and sitting down with them and finding out what they want and then helping them map out a plan to get there is a piece. But on top of that, you know, what, what, how would you, let's just say I know you're not necessarily acquiring, uh, network marketing distributorships, you know what I'm saying? But if, if somebody came and said, you know, "Look, grow my network marketing business. Take your technology, take all of your stuff, and tell me how I can use it to grow my network marketing distributorship, you know, with zero employees working out of my house, you know, part-time or full-time." What advice would you have? How would you use it? Well, same advice I give to business owners, which is this: somebody's got to be the example. So, so if you're going to recruit people, and a recruit is not a recruit to a recruit's recruiter, recruit, and the reason that's true is because you never know who's actually going to stick in your business. So if you're, if you're in network marketing, or you're in traditional business, somebody has to demonstrate. If you're making $70 grand as an average median income, nobody's going to get excited about following you. So first, you need to find something that you can model and mimic of somebody else that's been successful. You need to learn how to actually do the business. But you, you only learn to do the business so then you know it's to show so you can show somebody else how to do the business. And so the rule of three says, you do it until you perfect it, then you're no longer allowed to do it again. And then you need three people, and you need to do it through them so you can expand. So that's traditional business, network marketing. And there's seven promotes. Promote what you do. Promote why you do it. Promote the benefit of what you do. Promote the, the benefit of somebody joining you. And hold on. This is another one of these list of things that you need to slow down and just take it one at a time. The seven promotes, please list them clearly so everybody can understand. Promote what you do. Promote why you do it. Promote the impact of what you do for the person that you're doing it for. Promote your value proposition. Promote why somebody should come join you to do it with you. Promote them to take over what you're doing so they can grow in your organization and flourish with you. Promote teaching the seven promotes to everyone you're doing it with. Now, that's traditional business or that's network marketing. And if you're an example, and you're actually showing them, "This is why I promote. This is how I promote. This is how I convert the promote. And this is how I win with the conversion economically." I'm going to show you exactly how to do exactly what I do. Then the operations kicked in. Here's the documents. Here's the paperwork. Here's the process. If you just follow that, and it's with the strategy, "I want to make $100 grand, then I want to make a million, then I want to make $10 million." It forces me to ask. I would go to every network marketing company and say, "Who makes a million? Who makes $100 grand doing what? Who makes a million doing whatever? Who makes $10 million doing whatever?" And then I would go and look at those businesses and see which ones I'm most excited about. And then I would start telling them, I would learn how to do it. Make my $100 grand as fast as I can. And then as soon as I get $300 grand, I have a new promote. Within one year or two years, I went from zero to $100 grand. You want me to show you how to do it? You want me to show you how to do it? Would you like to make $100 grand? Would you like to make $100 grand? Now I'm back at my promotes. And while I'm teaching somebody make a hundred, I'm going to 300, and then I'm going to 500, and then I'm going to 700. Every time I bust through, I'm, that's a new promote. Because that way, people that are making 50 can say, "I can go make 100." People that are making 100 can say, "I can make 250." So, so you first have to be an example. You have to be committed to promoting the whole journey. So people, because if you just go to people and go, "I'm a million-dollar earner," they're gonna be like, "How long did it take? What did you do?" But if you promote, "I earn nothing right now, and I'm starting this journey. Here's what I did. Here's how I did it. Here's my first sale. Here's how long it took me." Then people can see exactly how you did it. And then they'll want to get behind you. And then you just recruit. Isn't a recruit. So the person I recruited isn't really a recruit until they've recruited a recruit. Because they won't recruit if they don't believe. That's where that belief comes in. If I show them how to do it, they're going to believe. I went from nothing to $100,000 to a million dollars. Oh my God. Oh my God. They're going to recruit somebody else. Then that person is going to recruit somebody else. And then somebody's gonna quit. And the fourth-down recruit could be your number one guy in five years. Yeah. Happens. But if you stop with one recruit, they're not really a recruit because you didn't spread the belief, and they didn't spread the belief. That's why I say belief is a catalyst to everything. And then

The effectiveness, the ability to convert, and then the "me" leadership to be tough enough to get to 100 Grand. Because they get to a million bucks, to try to strive to get to 10 million, and then the willingness to teach others how to do it. "Me" leadership, then "we" leadership. And then when you have a business that's got hundreds of million-dollar earners, the "us" leadership kicks in because it's no longer "me," it's everyone's doing it. It's our culture. It inspires, and it trains, and it's duplicatable, and that's when the whole thing takes off.

It doesn't matter if it's a single location and you want to go to a thousand locations in traditional business, or if it's network marketing. The system is going to be the same, and how you get big fast to make a lot of money and impact lives. And that's what we've reverse-engineered and created. How, how important is big fast? It's relative to the human being. It's not for me to judge. For me, it's really important. I want to, I want to have a 10 billion dollar. I want to be a manager. Is it easier to build, uh, an important company, uh, slower or fast? It depends on it entirely. It just depends on what your skill set is and what your deliverable is. Hmm. My, my, uh, bias inside of network marketing is that success is attracted to speed. Success loves speed. Um, there's a velocity, there's a momentum, there's an energy that happens from it that you don't get. You know, too many people have bought into the turtle and the rabbit story. Used to be the turtle, turtle wins, and they're coached that in traditional business. I just don't believe it. Like, like, the turtle, the turtle gets run over by a truck all the time.

People ask, I agree 100%. Like, people ask me all the time, how are you getting such high-quality talent? We have 200 remarkable employees. And I go, do you know how many people we interviewed to end up with 200? Do you know how many we hired to end up with the net 200? Velocity is everything. Yeah. So we've interviewed probably 500, we've entered, we've hired probably 300, and we have 200 because we cut them as fast as we recognize that they're not serious about their being in that position, right? So, so velocity is everything. So I talk about the Four A's. When you're up against pressure, you're trying to sort through something, the Four A's is acknowledge where you're at, accept it, don't put any resistance into it, act towards what you want, and as you gain momentum, attack speed. So when you talk about velocity, velocity is everything, especially when you get the mechanics to work out, that it works because now everyone wants to get behind you, and everyone wants to move fast, and everyone wants to chase the success. So for us, it's promoting the success of the business owners that we work with. And for me, it's promoting the success of my team that came in and started in three years, they're making a half a million or a million dollars a year. So I want to promote all that. So everyone wants that velocity. In our conversations, I've, I am like triggering now all the different promotes, achieving, you know, in, in just casual conversations. You know, there's, oh, there's that promote, oh, there's that promote. And one of the things is, one of my superpowers is I'm a promoter. And you're a world-class, whether it's promoting an event, promoting a concept, promoting an idea, promoting an ideology, uh, a culture, whatever. I'm very, very good at it. And, and I learned that the promoters make all the money. The tacticians, you know, they make some money, but the promoters that are technicians as well, they, you know, they make all of it. So I was like, okay, all right, I can, I can do that. I can figure that piece out.

So look, all of this is fascinating. And, and, and at some time, and, you know, I'm going to be respectful to your time now. I mean, you and I, I know you go, you and I could talk for week hours, but, you know, look, you know, breaking down all the different 10 elements and all these different things are are something that we can do it in a future conversation. But growth and scale, managing people with personal, professional, financial goals, the Four A's, the business systems, the 500k per employee, all of this stuff, and just the breadth of business experience through this process. Um, I'm grateful that you went through those 7,000 companies to find out what works. I'm grateful that you did the deep dive and you had the awareness to do so to realize that how, how valuable that would be. I'm grateful that you got stabbed in the back early on in your career, and you had issues and challenges and business relationships that didn't work out, and in the way that you'd like them to work out. Same, same thing. I'm grateful for the same type of betrayals that happened in my past because we're stronger now, we're better now, we're more equipped now, and we're more prepared to be able to help others now. You know, and, you know, I, I can't take, like, like a lot of this velocity thing. Like I've been working on this and working on it, and I actually legitimately all of a sudden found myself in a place where, like, I overwhelm myself. Once I sold my business, I integrated it globally, drove that business from a billion to four and a half billion, and then I was done. And I went home and told Natalie, there's so much here, I just don't see how I could actually start it. And what if I do start it and I fail, and I'm not the hero I thought I was? And I went through it, like this really weird moment in time. And she's the one that found Grant Cardone. And I got into the 10X. And, and, and I was like, oh my God, this, if this guy is really who he says he is and has the audience he says he has, this could be the answer. And we went to the 2019 Growth Con. And I won the first half of the first day. I was like, all these amazing business owners, great culture, everyone wants to get big, everyone wants velocity. And everything Grant did, I complimented eight out of the ten things that he did. And, uh, and that relationship has been phenomenal. And so it's, for me, it's just so much fun to have this kind of success and impact lives and work with people, meet people like you, you know, and it's like, it's, it's just been a real blessing, and I love it every single day.

Oh, Brandon, uh, I'm grateful that you guys found each other too. I think it's a great partnership. Cardone Ventures is moving and shaking and doing, doing great things. Thanks for bringing value today. Yeah, thanks for having me on your show. Really appreciate it. I hope you enjoyed our conversation with Brandon Dawson. If you did, as always, if you would subscribe to this channel and share this with someone you think would get value, I know that they'll thank you for it. Until next time, have an amazing day.

Get Our Mobile App

You NEED to Watch This To Scale Your Business In 2023 | Business Growth Expert Brandon Dawson

Transcription