Transcription
How does Jack think about money? I think a huge part of generating wealth is learning how to access money. You don't need to have money, but I think you need to have access to money to be able to start multiplying money.
For me, when I was 20 to 28, my first eight years of entrepreneurship, one, I didn't have money, and two, I didn't have access to money. We would just sell some product, make some profit, kind of slowly snowball it. But seven or eight years into my journey as an entrepreneur, I learned about business credit cards and it completely changed the way I looked at accessing money. It really blew my mind because I was an entrepreneur already for so long, for four or five different business ventures at that point, and I didn't even know about business credit cards. I knew that if I didn't know, there's got to be a ton of other people who didn't know. I got a gold card now, and I'm not the guy that runs the platinum on everything. I probably have 100 business credit cards right now, if not 150. Really, when I learned about it, it blew my mind because brand new business owners can get access to between $100,000 and $200,000, no track record. The business can be a week old. The age on the business will help, but the age on the business is not significant. The most significant thing is having a good personal credit profile and knowing what cards and what banks to go apply at, and then how to complete those applications is significant too.
For someone brand new in business, I got approved for just under half a million dollars in 14 months because I had a good profile. I got in touch with business relationship managers, which are the bridge between the consumers like us and the underwriters. I learned all the things that the underwriters wanted to see on a credit profile; what they want to see on an application; what they want to see in terms of if you're opening a bank account at that bank or not; how much money is in the account; for how long; do business credit scores matter; and what they want to see on the personal credit profile. I'll go over just a few things on a strong personal credit profile. Anytime you have collections, that's bad; go hire a credit repair company, get those removed. In terms of someone with good, clean payment history, you ideally do not want to have more than two inquiries in the last six months. If you have more than that, it starts to get risky. Ideally, you want over five years of age, and you can always get added to someone's card as an authorized user to increase that age. Another significant thing is you want to have at least four personal credit cards open with collective limits of at least $15,000. It is best if you have between $40,000 and $80,000 in limits between your primary cards. I know these data points very well because in my coaching program, I've helped teach over 3,000 entrepreneurs on how to get access to crazy amounts of money. When we look at all this data, we see certain correlations, and it's the people who have a minimum of $15,000 on their cards. One thing where people really shoot themselves in the foot is if they apply for too many personal cards in a short period of time. You should never apply for more than two personal cards in a six-month window.
You're 28 years old, learning about this access to money, and now obviously one of my red flags goes up—credit cards—but one thing I know about you is zero percent access to money. If that sounds too good to be true, you've built a whole business, a very successful business, around teaching people about that. So, what were you doing when you found out about that, and what was the process of you learning that? I want people to be taking notes, to be like, okay, even if they didn't work with you personally, what are the steps on how I can take this information and start applying it? What are the mistakes that people make as well? We're not saying go get any type of credit card and go do stuff; at least that's not what I'm saying. You've got to be careful with a lot of this information. There are risks involved with borrowing money, specifically on credit cards. The specific credit cards I'm talking about with these business credit cards are 0% for 12 to 18 months; most are 12 months. For a lot of business owners that I work with, they usually have an opportunity in front of them where they know if they had $50,000 or $100,000, and they put that money from this business credit card into this business opportunity or investment, they can most likely make x amount return. If there's a clear line where you use that money, it creates a profit, and then you can pay off the card before the 12 months is over, then it makes sense. For people to get capital like this and not spend it wisely, not put it into a business or an investment, it can be not a good situation. It's generally for people who have a clear idea on how to invest the money. A lot of people I work with that do really good, like brand new people in business, this specific niche is people in Airbnb arbitrage. It's a very easy business model to get started on where you go rent a house, you can use business credit, and then you buy some furniture, and then you rent it on Airbnb. It's just very easy for newer people in business to start that business model, and there's a very clear line of returning the money back to the card.
Before COVID, I was already doing e-commerce; I've sold hoverboards on Shopify, I've sold inflatable loungers on Shopify, and now I wanted to get into dropshipping. I knew that if I had more money to work with, I was going to make so much more money. When I was selling the stuff on Shopify, my biggest limit was access to capital; that was the biggest constraint by far. We were doing really good, but we would buy the inventory from China, boat it over, sell it, send the money over, wait for more inventory, and it was a very slow process. I just knew if we had more money, we would have made so much more money. That was a really eye-opening experience to just be limited like that, and then learning about this credit product where I now know how to get access to hundreds of thousands of dollars where I'm really not paying interest. There's also the business credit product, business lines of credit, which you can get at 10%; used to be less than 10%. For most people, you can make a good return even if you're borrowing money at nine or 10%. Let's transition into the master class. I want to understand, even if we didn't work in your program or hire you, I want to know how, the steps on how we can even figure out if this is something I should do or not. I really think this type of credit product is perfect for people who are trying to escape the system, escape the matrix, escape the 9-to-5. It is the easiest way to get capital. When you mentioned an equity partner for one of my ventures where I was selling the hoverboards, this was after when I was selling the inflatables; actually, when I was selling the hoverboards, I was constrained; my constraint was cash. I learned that when we were selling the hoverboards, we brought on an equity partner who brought the cash, and it turned out they were a terrible equity partner, and we gave him 51% of the company. That was a jack lesson right there; the contracts weren't strong enough, and they were not the right partner. That's a huge risk for giving away equity is bringing on the wrong partners; it can be very difficult. We had to buy them out, and it was not fun. When it comes to starting your own business, this is the easiest way to get access to the capital. I think when people are setting up for taking a leap of faith, taking a risk, you kind of want to align some other things in your life so you can really give it your all, give yourself a runway of at least a year, and then other things will start to fall in place after that. Really allow yourself to focus. One thing I love about business is what I've noticed is you don't have to be that smart to be successful. I don't find myself that smart, and I've seen other people that are not that smart, and they crush it. It's the people that work their butt off and don't give up that will push against the grain and take the risk. It's really true.
If we want to loop back to some of the tactics here, I think I hope you guys took some notes on optimizing the credit profile. Another really important thing is making sure the business owners are building relationships with the right banks. You can do that in two ways with the banks: one through bank accounts, two through credit cards. Part of optimizing your personal profile is you want to make sure you're getting the best personal cards at Chase, cards at Bank of America, American Express, because when you get those personal cards, those cards look better on your profile than a card from a credit union or some stupid retail store account. Never apply for those cards ever. Apply for cards at tier-one banks like AMX or really tier-one is City, Wells Fargo, and Chase, because those cards look good on your profile, and they build a relationship with those banks. Not all banks have 0% interest business credit cards, but some of the big ones do, even some of the smaller ones. When you're building a relationship, either on a credit card or a bank, if your goal is getting 0% credit, you want to make sure you're building a relationship with a bank that has that product. Chase is relationship-based, and if you have a bank account there, it's easier to get a high-limit card. Chase has the highest limit business credit cards; the easiest ones to get $50,000, $75,000. The most you can get at Chase on business cards before showing tax returns is $150,000. There's three Chase Inks: Ink Cash, Ink Unlimited, and Ink Preferred. The Preferred is not a 0% card. Getting a good relationship built at Chase is very important. So, bank there, bank at Wells Fargo, bank at Bank of America. Most times, if you have a bank account open before you apply for the business credit card, it is a significant difference of limit or even the approval.
I have a Chase Ink Preferred, and our business is doing quite well, and I don't even have a $100,000 limit, monthly limit. What's wrong with me? It could be how you applied, whether it be online, whether it be through a relationship manager; it's always better through a relationship manager. It also depends on what projected revenue you put on the application, what personal income you put on the application, what your credit profile looked like on the day that they pulled your credit, and with credit, your score can fluctuate 100 points. I have a good strategy for you. When you get a 0% card or any credit card at Chase, when you get another business credit card at Chase, you can move the limit from the first card to the second. So, let me give you an example. You can keep doing that, and then you get the sign-up bonus, which is 100,000 to 120,000 points. I just did this also at Bank of America several months ago. Chase, Bank of America, American Express are the three main ones that let you do that; US Bank does not. Step number one is build a relationship; step number two is optimize your profile; make your personal credit profile look good; much more than just a score; it's the profile, the number of accounts. You need 20 open accounts to have a perfect 850 credit score, so build that over time. Build the relationships; don't waste your relationships. Each application you submit is precious. You want to be very intentional. My favorite high-limit cards are the Chase Sapphire Preferred, the Chase Freedom Unlimited, and the Built card, which is issued by Wells Fargo. You can also pay your rent on that card. I'll add the Citi Strata card to that list as well. Those would be the cards that you would start with. There are two strategies here: your intention. If your intention is 0% cards, the strategy changes a little bit; it's exactly what I've been talking about. If your strategy is points, like getting big sign-up bonuses, travel hacking, which I also love, it's a slightly different strategy; you're getting slightly different cards. Some of the big cards at Chase do come with epic sign-up bonuses, 100,000, 120,000-point sign-up bonuses, insane, but other 0% cards don't really have those sign-up bonuses. You can do both kind of simultaneously, but better to pick one of those strategies.
The Amex Gold, the Amex business gold, actually the white gold, that's a personal or is that a business? This one's actually a business. You mentioned the Amex Gold, so let's talk about that. It's a personal card. Here's why I don't like the Amex personal gold or the personal Platinum if your intention is 0% cards because these are charge cards; they don't have a limit; they're not credit cards. They have spending power, but on a credit report, it doesn't list a limit, so it doesn't build your comparable credit; it doesn't build your collective limits. There's a good sign-up bonus on it, but I'm not really helping myself with my credit score by getting an Amex having the account open for the personal gold. It will help with the total amount of accounts you have; it will help out with average age over time, but if your short-term goal was it, that would not be a good card to do, the Amex Gold, because it doesn't report a limit on your profile, so it won't increase your collective limits. You would want to do a card from my high-limit list, like the Chase Freedom Unlimited, Chase Preferred, etc., because that increases your limits. So, optimize your personal credit, build a relationship, apply, and then when you apply, what's step number four after application? That's securing the bag. Some banks will let you ask; others don't. Wells Fargo, for example, does not let you ask, and they just give you what they think you deserve.
It's very important for a max funding strategy, if someone wants to get as much credit as possible. The most I see that I help people with in one kind of effort of funding, like in one week, one LLC, or just which actually I'll lead to two LLCs better, but if max funding, the most I see like in one round is around $225,000 of 0% for 12 months. That's on the high end; the average is closer to $100,000. The difference is people that have two businesses, that does make it easier, stronger profiles; it could be two new businesses. The people that get the higher end of the funding, they have multiple businesses. Having three is excessive; having two is best, stronger profile of the credit profile, so more collective limits, longer age on the profile, higher score, lower utilization.
One thing I skipped when we were talking about optimizing the profile was utilization. A lot of people—it's common sense—lower the balance, higher the score. A lot of people know that, but if you can put it at less than 10%, that's where you'll see the best score. Yeah, 30% minimum is where I really put it before kind of moving people forward to my funding process. We can make some case-by-case exceptions when people have maybe one or two accounts just under 50% and their scores are still good.
One reason why it's important to have a very thick profile—several accounts over several years, many on-time payments—is because when you have a high balance on maybe one of your ten cards, it might not affect your score that much than if someone had three accounts. Makes sense, because it's thicker; it's more diversified, more diversified. Same with a late payment. Someone—some question I get—is, "If I have a late payment, can I get funding?" Well, I need to see your profile. Because if you just have three accounts, your average age is two years; one late payment is going to wreck your credit. Yeah, if you have fifteen years of age, fifteen accounts, maybe a late payment is not that—it's not going to be that bad. Well, so I wanted to make that clear for sure.
With two businesses, so in a max funding strategy, having two businesses does help. There are certain banks where it makes sense to apply for two different cards, okay, one per business. So the favorite banks we like to "double dip" on are Chase, Truist, U.S. Bank, and American Express. Okay, those four are the banks where, if someone has multiple entities, we'll pick the two strongest ones. Strongest in terms of age and nature of business. Like if they have construction, e-commerce, consulting, we're gonna take—and sorry, sorry—construction out the window. Yeah. And so we picked the two, and the banks like to—they justify it as, "Oh, two businesses are asking for money; they're more lendable; they give more money because of that." Interesting. And then I would almost see that as a—like the opposite—like focus versus not, but they—two is better than one, but three is not better than two. Nah, it's not. Okay, two is—two is the best.
And then one thing I—I want to also make clear, and sometimes I—for—I forget to make this clear: I talk about credit a lot, and I—I don't—and sometimes I forget to make it clear: it's these business credit card accounts don't report to your personal credit profile. Yes, so if you max these cards out, it doesn't affect your score. So when I learned—score—yeah, so when I learned this five or six years ago, those are the two things that blew my mind: you can get access to $200,000 or more on 0% cards, and the balances don't show up on your personal credit report. Because if you max out a personal card, your score goes to crap. If you max out a business credit card, yeah, because the account is not showing on your personal report, it doesn't affect the score. It's crazy. And some people know that, but for people who don't—huge thing, which—which is wild. What are the—what's the worst-case scenario if you just don't pay? Okay, so that is where it becomes a problem. If you don't pay, then it would report on your personal. Okay. Okay, so you are personally guaranteeing these cards, yes, but they're giving you the opportunity to use them without—okay—negatively affecting your personal credit card unless you default. Understood. Understood. Okay, that—that makes a lot of sense, because if it—if that wasn't the case, you're almost creating an incentive for people to not pay—pay things back. And of—of course, banks are smart. Yeah. Um, and so okay, wow, man, you're blowing my mind. Doesn't affect my person—so the credit utilization on business cards, while it's important on the personal side—for another way to say that is you don't want to have crazy high balances on your personal cards because that could be a red flag potentially—but in business, the whole strategy is get 0%, max out the card, and then you're—and then over the next twelve—twelve months you have access to capital. Have you—I'm sure you've—like, what happens if you're in a pickle—like pickle—and not able to pay this card back? Would you—you could either do two things: you could open up another card and roll that money over. Yep. Or—yeah, what's the—I mean, that's—that's kind of where I personally have seen some people get in trouble, but it's not because of the card strategy; it's because of what they did with—with the money. And so obviously, like risk—risk is anything, and you even said like you—you lean into risk a little bit more than maybe the average person, but that would be like the thing that I would just want like everyone to understand: if you're going to do this, amazing, but this is not—this is free money for a certain period of time, but I would imagine twelve months—twelve months—eleven months. Yeah, it's long enough to do some great with. Yeah, but the time starts ticking for sure. And then what is the interest rate after twelve months? General credit card interest rates—um, 18–25%. You definitely do not want to be—don't want to be paying that. Um, how—how realistic, if I'm starting a new business, and I'm—two businesses, and I'm working with you, we get $200,000 of—of 0%, twelve months, how realistic is it for me to then get—roll that money over the next year if I'm just like—Jack, I—I'm not making—I'm not making this investment thing work as fast as I thought? Great question, Caleb. So doing a second round of funding is almost never as successful as the first round. If you do the first round right, like in the first round we get $200,000, which is on the high end—be clear—we get $200,000; it's not likely we'll get $200,000 again. Okay, unless there's a ton of payment history where you're spending the money, you're paying it down, spending it, paying it down, then it's a different ballgame. But if it's just getting the capital, maxing it out, it's—it's harder to get that again. Yeah. I will mention, if—if a card is maxed out—if a business card is maxed out at a bank—at a specific bank—and you go back to that same bank with that maxed-out card, it's harder to get another one. Yeah, because it's—yeah, it's almost like working against you on the—so generally, business card banks who have business cards can't see what other banks are lending you. So generally—interesting—Chase can't see what you have at American Express; Chase can't see what business credit you have at Bank of America. Yeah, Bank of America generally can't see what you have at Chase unless they look at a business credit report, and Chase is the only one that reports—there's a little advance we won't cover that—but when you go back to Chase, they can see what you have because their card—right? So if you're going back to the same bank, I always recommend if you can bring the balance to at least—ideally—50%, yeah, it's going to be a better—conversation—better conversation. I've seen people with an 80% maxed-out Chase card get another huge limit card—50k card, 75k card—I've seen it a handful of times, but it's—you don't want to rely on that totally. So—so if you max—if you get cards at all the top banks that have all the 0% cards, it's completely maxed out, it is hard to get more. It's easier if you have a second entity, but still, in general, all the banks you're—you're maxed out, so it's not a great situation there. But if, for example, you get two 50k cards at Chase, you max it out—100k—and you've never gone to Bank of America yet, you haven't gone to American Express yet—opportunities—go apply there. Okay, do a balance transfer. Yeah, um, that's always possible. Yeah. And then another strategy that's been very helpful—helpful for me—just in business and real estate investing is having business lines of credit. Yes. So with business lines of credit, you do have to have a business with two years of—of age. Okay, sometimes they'll ask for tax returns, but there are a good amount of options where you can get these business lines of credit where they don't ask for tax returns—like Wells Fargo. Yeah, Truist is a good one; Citizens is a good one; sometimes Chase doesn't; sometimes U.S. Bank doesn't. So the business line of credit, for anyone who's not familiar, it's basically acts as a bank account. So you get approved for $50,000 on this business line of credit; it pretty much just shows up as a bank account; you can just transfer money into your checking account, and you start to pay interest on it when you're borrowing, and you can just put it back—as you know—it's fluid; you can just transfer. Interest rates on that are currently between 9 and 15%, maybe worse. If you have—cheaper—it's cheaper than 20–25—cheaper than 20. Like, I bridge things all the time with my 9% business line of credit. Yeah, I love it, dude. Man, there's so—I was—you know, someone could be like, "Jack, why—why is there even a business—can't anyone just figure this out?" And then after talking to you for thirty or forty minutes, I'm like, "Holy moly, how does anyone figure this out?" It's a lot, man. I've been doing it for—for over four years. And how much credit—like free interest—I want to be careful with "free"—how much credit or capacity have you gotten personally over those four years on the strategy? Oh, personally, um, I've lost track—over $500,000. Over $500,000. Yeah, of 0%. Yeah. And now this is where we got to be really clear: not investment advice, but you're investing in your business. A lot of your students probably do Airbnb arbitrage, which—in any of this stuff there's risk—but even I know that this would be lame—lame—lame—but you could even just put your money from a card and then put it in something that pays 5%; you could—not the best. So one thing you have to consider is to get the credit off the card. Yeah, there's an—there's like a cash advance, so—there's—there's great strategies to get the cash off the card. Um, there are third-party liquidators who will liquidate the credit into cash. Okay, you pay their invoice; it's a 3% processing fee. Yeah, their service fee is another 2 or 3%. Got it. And then they wire the money back to you. Okay, so you wouldn't—you—you want to make sure that if you're paying 6%, let's just say that your opportunity is far greater than 6%—let's say far greater than 10. Yeah, yeah, that—I teach the same stuff if you're—yeah. Okay, that—that—that makes sense. So for the person like me that was just like, "I'm not going to—that would not make sense"—you're—here's an example of where I—I took some extra risk. Yeah, um, I bought—I've bought Bitcoin miners two different times. Yeah, um, one in 2022 and one at the end—end of '24. Okay, with Bitcoin miners, it's a great tax deduction, and one of my great friends—I bought Bitcoin miners on a credit card—call—yeah, love it. And it was so good the first time in 2022—just, you know, obviously Bitcoin ripped—got a tax deduction—and then in 2024 I needed some more deductions; I was like, "Well, let me get some more 0% credit because I knew I can pay for that on a credit card and pay for it later." Oh, yeah. And so the Bitcoin miners won't mine enough Bitcoin for me to pay off the card in twelve months. Yeah, but I also have some confidence in Bitcoin—Bitcoin appreciating a ton. Well, one, I also don't plan on selling the Bitcoin. Yeah, you can always borrow against it. I just started borrowing against my Bitcoin; I—I put it into wrapped Bitcoin, send it to a—and you can borrow 50% of your Bitcoin; you pay a 10% interest rate, so it's almost like a business line of credit, but it's your bank—you know what I'm saying? That's—that's fascinating, man. Uh, and so—um—ultimately, I wanted to get Bitcoin miners to get the deduction, and also at the price it was months ago, and the deduction—also you need to factor into your overall wealth efficiency. So business systems—I mean, we could go forever—how—like business systems—any like high-level—I just want to first of all thank you for this—this is like in-depth—like someone who's watching this video is taking a ton of notes. Thank you. Anything else you want to talk about—business systems—anything else on your mind? I mean, like, I know you're—there's so much that we could talk about—we could talk about snowboarding, we could talk about entrepreneurship, talk about politics, talk about your blood tests that you get all the time—but yeah, you know, we got—we got to end somewhere. Yeah, yeah. Um, I'm very pro-freedom, and I think the best way to create freedom for yourself and your family is through business. Yeah, and I think getting access to capital like this is the best and easiest way for someone to get into business and break free of—of the system. There's risk, but it's I think a very good way. And when it comes to—cool—you have a business concept, you know what you're going to do with the money, you really need to think how to run that business good. And for—for me, I've—I've built a large team around me, and it started with a very small team. And one thing I've noticed is when you hire someone and train them, they often become better at that task than you. Yeah, like with my—for you funding—business, I made hundreds of templates; I did all the customer service at first—literally almost everything I was doing myself. Yeah, and then I started to develop the system, put these automations in place, send this template out here, we make the credit analysis like this, then I started training someone else, and then that person became better than me. I love it. Now, like, I ask my team, you know, "How do—how do we do this?" Yeah, like, I—I pretty much set it all up, but they know more than me. So I think for a business owner it can be very difficult to let go of control. Yeah, but if someone else does it 80% as good as you, that is just as good as you doing 100%, so you can focus on other things. And so I've—I've hired a lot of people from different countries—the Philippines, Costa Rica, Argentina—and they do just phenomenal work. Yeah. Um, and so I think delegating things to an assistant—delegating things—like you need to figure it out first, and then make—make training videos, make it a system, and then train someone else so you can then work on the next thing. Yeah, so that's been really huge for me. Like I mentioned, I was snowboarding this morning. I love it, dude—money's rolling in—and you know, I just got to give credit to my team—and um, you know, it's been a long, amazing journey. And—uh—one thing I noticed when my dad was—is in business and—uh—he created some freedom for—for himself, but he's always been a one-man team. Yeah, still is. Yeah, small business—made enough—um, but he never delegated anything. Yeah. And so I just—I knew that aspect is how you do it—systems—and part of systems is people. Yeah, delegation. And then I think—and I just read Dan Martell's book, *Buy Back Your Time*, just finished it today—highly recommend—*Buy Back Your Time*, Dan Martell. So—um—one of the things he was talking about is your buyback rate, and I forget the equation, but it's something like you—you take what you make in a year—uh—you do some kind of equation, but if you can find someone to—to pay for your buyback rate—yeah—then do that all day, dude—hire someone to get your groceries, hire someone to do all these different tasks for you so you can stay focused on the big important things. And I—I tell some of my people on my team that I'm trying to—push up to become bigger leaders, and it's like I tell them, "I don't want you to be busy all day. If you made—if you did ten important things—made ten important decisions—yeah—then fifty small, menial tasks—yeah—I want you to do ten important decisions all day." Yeah, to really have that mindset. And I think if you're doing a million things in your business, your mind's scattered; you're not going to be sharp on that decision that you need to make. If I make three really good decisions in my business in a day, that is phenomenal. Yeah, and I do that because I have a big team that helps with a lot of the—the smaller ones. It's—so I wish I took it seriously to hire people way early on in my journey of business. Yeah, and I just really wish I pushed—pushed myself harder to hire and delegate, but—is what it is—we're here now. Is what it is, Jack. Thank you. Um, really took away a lot of interesting takeaways. I'm going to have to rewatch this, take some notes. And I think the big—the big thing is if you—if you have something that can—I mean, you talked about freedom—if you have something that can take you to the next level—if you can adjust risk and understand that—and if the only reason—if the only reason why you can't do something is money, that's no longer an excuse—no longer—you live—if you're watching this in Northern—North America—I'm not sure if this works in Canada, but we—we open up a can—but if you're watching this in the USA—you're watching this in the USA—and money is the only excuse of why you can't do something, you have zero excuses. And that would be—that would be like my big encouragement. And then obviously there's a lot more—there's a lot more to happiness—mindset—it's one thing to make money—keep money—I know you're like—talk about two—set—two minutes on life insurance—you—you have life insurance? I do have life insurance; it's cash value—maxed out—where, you know, I'm using it as much as an—as I can; I'm borrowing against it. I did a lot of research on how to structure them correctly. Just like—you're an expert in—I'm a huge fan of that product, and I'm actually getting my—I'm having my brother get a policy like today. And I think it's an amazing product. Yeah, so it's a no-brainer for business owners—that's—but the point that I'm making is like whether it's tax strategy, credit strategy, life insurance, estate plan, like all these things fit together, and—and so you got to figure out—like there's a gifting of—figuring out, "What's my next best step?" That's when you're talking about your three best decisions—comes to personally—what—what's the thing that you needed to—to shift that will make the big difference—but then there's new problems—taxes wasn't necessarily an issue when you first started; now it's something that you probably think about more—more than the average person. So Jack, thank you. Um, where can people find out more about this? If there's someone that's like, "I want to learn more about how to work with you, your group, what credit cards to get," like, where—where can people find out what you're up to and—and follow your amazing journey? Cool. First of all, I want to say thank you, Caleb; thank you, listeners—really appreciate you guys being here. I hope today was valuable. Um, to learn more about how to get involved in what—what I do, we'll drop a link in the show notes. Uh, essentially, I have a done-for-you funding service where I help entrepreneurs get access to capital like this. It's a very done-for-you approach. So if that sounded—you can do a lot with that information that I just gave you. Yeah, but if it sounded like a lot and you want someone to hold your hand through the process, that's the—the service that I have. Um, and we do—we do great. So if you're interested, click the link down below to learn more. If you want to find me on Instagram, it's Jack McCall on Instagram. We got a lot of good stuff in the works. Amazing, Jack. Thank you. Thanks, brother.