Episode 15 - From Tech Geek to Trusted Seller with Nigel Moore - The MSP Sales Podcast

Episode Transcript
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(00:01):
What can be said about Nigel Moorethat hasn't already been said.
If you don't know Nigel Nigel's theCEO and founder of the Tech Tribe.
He's a real, if I can say, and I meanthis as a compliment, Nigel, he's a real
paternal figure in the channel to me.
He creates a lot of value andencouragement to MSPs and vendors alike.

(00:23):
He's been around for a long, long time.
He's been interviewed on so many of thesepodcasts that I went into this going.
First of all, I just wanna talkto this dude because I love him.
I love talking to him.
I love what he has to say.
I've heard him speak a lot, so Itried to get to some questions that
other people maybe haven't asked him.
Some of the stories that he hasn't given-you know, recited over and over again.
So, if you know Nigel, I thinkthis is gonna be exciting for you.

(00:45):
If you don't know Nigel, what'sso cool about him is his, intense
commitment to really helping and.
Helping his customers and that translatesnot only in just the way he runs The Tech
Tribe, but I think it really translatesto why his MSP was so successful.
So this guy, huge inspiration.
There's always something tobe learned when you get to sit

(01:07):
down with people like this.
So I will get outta the wayand start the interview.
Let's get into it.

Brian Gillette (01:29):
Nigel, my friend, we did it.
I'm so glad you're here.
Thanks for joining me.

Nigel Moore (01:34):
Thank you for having me.
It's gonna be fun.

Yeah.
We haven't spoken inperson since ScaleCon.
And that was a blast, wasn't it?

That was a heck of a lot of fun, uh, hanging out with
all of you guys and taking mydaughter across with me as well.
And seeing her up there wasone of my proud dad moments.
That was a bunch of fun over there.

Yeah, it was pretty cool.
Sitting on a panel with yourdaughter interviewing me.

Ah, yeah.
You were on the panel too.
Yeah.
Yeah, that's right.
Yeah, it was fun withher asking me questions.
We still talk about that out here.

Yeah,

I was definitely standing down the back row having a one of those
proud dad moments, which was awesome.

It's so, so cool, man.
Listen, I know I reached out to you, uh,originally to say, Hey, I wanna do this
podcast, and sometimes when I reach out toguests, I say, pitch me a couple of ideas
of things you might wanna talk about and.
I didn't actually do that with youbecause I'm like, I don't think
we're gonna have a hard time comingup with things to talk about.
Sure.
But I've heard a lot of your interviewsand a lot, I feel like a lot of people

(02:32):
who get interviewed a lot and I wouldkind of include myself in that category.
They know that they've, there's certainstories that you tell over and over again.
They're good stories.
They're your tent pole stories, but it'dbe nice for the people who've heard you
all over the place who might have foundthis podcast because they're listening
to you to get something a little fresh.

I've only got two stories.
Right.
Made a lot of mistakesand did something with it.

Yeah.
Right.
I mean, for anybody who doesn't know whoyou are, can you give us the quick here
of why are you on the MSP Sales podcast?
Why, why would, good question, why.
Obviously
you're the CEO and founder of TheTech Tribe, but, talk to us just real
quick highlights here of your historyof sales and selling managed services

(03:19):
in your experience in the industry.

Yeah, right.
So I had my own MSP for, I think I hadit for eight years and I was running it
for someone else for six years beforethat and started off as the typical
tech and went into doing sales andaccount management and becoming the
general manager of the thing aftersome time, and then owning it myself.
Um, and all through that time,sales to me was the scariest
part of the entire journey.
Like I was a typical introverted,wildly introverted, tech geek.

(03:44):
And the chair of the opportunitieswhere I had to go and speak to a client,
I was like, I used to have to onlywear white shirts 'cause I sweated
droplet, like sweated like a pig.
Um, just thinking that I'd have to goin and tell a client that they've gotta
spend money and I grew up in a- not onthe streets poor, but we were pretty poor.
We used to go and get our, our toys fromthe local rubbish dump was my favorite
place to go and scrummage for toys.

(04:05):
And so I had these horriblemoney beliefs in my world.
And in my first, many, many years,I'm gonna say probably my first
decade in the MSP or IT space, Iprojected all of those money beliefs
and everything onto my clients asI went through that sales process.
And so I was- which- what I realized inhindsight or, I realized eventually when
a client pulled me up on it was a horribledisservice to my clients because they

(04:25):
were often weren't, driven by price ordriven by the lowest dollar, or driven
by trying to save money all the time.
They were driven by innovation and havingthe latest stuff and, and protecting
their business and their network andreliability and all that sort of stuff.
And price was a very, very, very lowthing on their buying parameters in there.
And so, I went through that whole journeyof, learning to figure out how to sell

(04:46):
and or how to- how to be myself whenselling, and go through the process of
upgrading my skills and my confidenceand my mindset around all that stuff.
To be able to go out and have confidentconversations with clients, selling
them without letting my own stupidmoney beliefs get in the way and
selling them on what they needed andcoming away feeling good about that
because I actually am doing them aservice, like as the saying goes-

(05:08):
and you probably know they'resaying better than me.
I'm gonna butcher it; but sellingreally is a service to your clients.
It's not you and a lot of peoplehave that misnomer that when I,
when I do sales, I'm- it's kind ofthis bad thing: I'm being lumped
into the used car salesman lot.
And the reality is, good salesof good quality products is
the exact opposite of that.
You're actually doing a service to yourclients that really need your product
and you're helping them make the rightdecision and the best decision for

(05:29):
them to come and get whatever productor service you're offering, which
in the cyberspace is one of the mostcritical services that any business
out there should and could have.

Right.
I, yeah, there's so much in there.
Like, I remember when I, I remember Iwas like 20, 21, 23, something like that.
And I got this sales job and I was sellingworking capital to businesses, but it
was a very expensive debt instrument.
It's a specific type of like,basically, you can't get cash

(06:00):
anywhere and you need cash now.
Loan shark, you

mean?

Uh, sure.
Yeah.
Pretty much that's what we did.
But it, I will say that it was, Iguess you could call it predatory,
but it wasn't, it wasn't predatory.
It was for like, it.
"Yeah, I need cash right now.
I'm qualified for cash from thebank, but the bank will gimme money
in seven days and I need money
in 24 hours.

(06:24):
I need a hundred thousanddollars cash tomorrow." Right?
And so we would sell, basically theway we sold it was like, Hey, it's
the same cost as a conventional loan,but since it's a much shorter payback
term, it's the same fixed cost.
So instead of paying that much fixed priceover 20 years, you paid over six months.
So like I loan you a hundred grand.

(06:45):
And in six months yougive me back 136 grand.
Ay ay ay we're in the wrong industry.
Me and gotta move to hard moneylending And you pay me every day.
$800 a day comes out of yourchecking account automatically.
Right?
Aye.
So that was a product that - I'mreally glad I actually, I

(07:06):
sold that product because,
there'd be times when you'reselling to people and you're
like, don't buy this man.
Just go outta business.
Or just lay people off or takelike, this is a bad bet for you.
But I was pinching otherpeople's pennies on their behalf.
Yeah.

Yeah,

Hundred percent.
Because, 'cause to me, even athousand bucks was a ton of money.
Right.
So to think like, oh,I could save that guy.
Do I really wanna mark thisup an extra thousand dollars?
But a thousand dollars is to, theaverage business is not that much money.
I'll say it another way, thatthey have a much different
perspective on that amount of money.
You know what I'm saying?
So you start thinking like a 23-year-oldkid about a 35 person businesses

(07:52):
budget and you start trying tocompare the numbers apples to apples.
And then I'm making these hugemistakes of telling people that they
can't afford something that theycan afford because of my own issues.
Exactly.
About those, those amounts.
Yeah,

Exactly.
Been there, done that.
Wear the scars as a badge of honor.

Right.
Right.
So, this is something that comesup with my coaching clients a lot.
In fact, I had a conversation today,we were doing this like belief day.
We're talking about like, what'ssomething you believe about yourself
that's hindering your ability to succeed?
Where did it come from?
And then what would it- howcould we turn that limiting
belief into an empowering belief?

(08:31):
And this comes up all the time.
I have one guy who said, I haven'traised my price in 15 years because
I just don't think I'm worth it.
Mm-hmm.
And I, I really, that's why he cameto me like, I need help with this.
But what was thatjourney like practically?
What was that actually like for youto go from what you described to a
guy who has to sell the right product,even if it's the most expensive?

(08:54):
I'm still on that journey.

I think we all are, and we're all always on it
as a continuum forever, right?
Like you're getting that confidenceto be able to charge what
you can charge out there appropriately.
And, in my MSP space, I actually,my real come to mama moment was
when a client kicked me in the buttfor not charging enough in there.
And, I had- I was very blessed to havesome incredibly amazing clients out

(09:18):
there who were running, one of thisparticular lady was running a nearly a
hundred million dollar business and we'dbecome really close personal friends, and
she was the one that helped me start myMSP as I was getting it up and running.
And back in that time, I still hadthese horrible money beliefs that
I was making on her behalf of her,and her business was probably $50
million at the time, and one day shejust pulled me up and said, "Nigel!
I don't want the cheapest.

(09:39):
I want the best.
Like my business is built on the best.
It's not built on the cheapest out there.
Please can you reframe your thinkingaround this stuff and go and start
delivering as what we like buildingsolutions that are the best so that they
help us build our, our business, which is
focused on being the best." And thatwas my, big "Aha moment," of, "Ah,
crap, Nigel, like, why are you tryingto save her a couple of dollars here?
That same process again?" And sothat there, she, she was obviously a

(10:03):
mentor, as I said, she was a mentorat the time and she was continually
instilling in me that my worth wasmore than what I thought my worth was.
And that's often like you see that oftenwith mentors is that they can see you
and the future and the potential in youmuch greater than what we can ourselves.
And so I was very incredibly luckyand blessed to be able to have her
beside me on my journey in there.
And in the industry we've got people likeyou now and all the mentors and coaches

(10:26):
and gurus, whatever you wanna call thepeople that serve MSPs in our space.
Our job really is tohelp MSPs see themselves
bigger than what theysee themselves out there.
And to give them that confidence andto help them stretch their imagination
of what they can do and stretchtheir thinking of what they can do.
And it, it really comes down tothe number one reason that I see
that all of us undercharge is that

(10:48):
we have that- a lot of ourindustry came from a background of
being the kids that were bulliedand harassed in school, right?
We're the nerds and we're the ones thatwere always playing computers at school
and all the cool kids, the jocks and thefootball players and whatever are always
like beating on us and kicking us upthe butt and making us feel a little bit
worthless compared to, to everybody else.
And so that sense of worth then translatesinto our business and what we feel

(11:09):
comfortable going out and charging.
But on the flip side, it's also-it's an incredibly amazing thing
because our industry doesn't havethis history of overcharging clients
like a bunch of other industries do.
We've got a deep empathy for wantingto do good all the time, and the
typical MSP owner really has a coupleof different primary drivers that
drive them to do what they want to do;but number one is the help of other

(11:31):
people, and that's a much higher primarydriver in their world than the love
of making money for most MSP owners.
And so, you see it in the MSP communityand that most MSPs out there are
more than happy to help their fellowcompetitors more than- compared
to focusing on their own profits.
They show up in communities likeours and all the communities around

(11:51):
the world loving helping their otherfellow colleagues, or you could
call them competitors out there.
And that is a good thing in the grandscheme of things, because that love
goes out to all their clients, and theirstaff, and they just want to do good
with people, and look after people.
And there are people that are there forjust the profit and that has its place,

(12:11):
but I think on the whole, ourindustry's got this amazing heart
to it that is there to look afterthe people that had come along to
those businesses, well, the clients,the staff, the suppliers, everyone
else that comes along for the ride.

Yeah.
Yeah, you're absolutely right.
I wanna circle something you said,because you talk- you have this
really cool disarming way of talkingabout this topic and maybe it's your
very lovable accent to the averageAmerican --That's probably all it is.
That you could get away with it.
No, but you bring up the topic of likeself-worth, so matter of factly and,

(12:49):
a lot of people, maybe because it'sjust uncomfortable or they've never-
maybe they've drawn that correlation,but they've never really talked
about it in a professional setting.
They have a hard time lettingthose two things touch my- how my
business runs and who I am as aprofessional and who I am as a person
they're the same- it's the samething, you know what I mean, in

(13:11):
terms of who I perceive myselfto be as a professional and who I
perceive myself to be as a person.
I guess the question is how did you getso comfortable being that vulnerable and
bringing that topic to the conversation?
I.

Honestly practice.
Right?
So I remember a stage in myjourney when I was in my MSP
and I was struggling like crazy.
I hated my life.
I didn't have a single person thatI'd ever spoken to about the the
struggles that I'd been going through.
And so it had all been bottling up inside.
And again, my childhood family, wewere a very like there was a lot
of- there was a love in the family.
My mom and dad looked after usincredibly and did everything they

(13:46):
possibly could for it -could do for us,but, or however, "comma", we weren't
a very emotionally driven family.
The emotions weren't talkedabout, love wasn't talked about.
The digging into self-worth and allthose things just weren't talked about.
It was transactional, weoften lived on the surface.
Nowadays, I'm very lucky thatmy mom and I have a much,
much, much deeper relationship.
But when we were kids, it justwas kind of transactional.

(14:09):
So, I went through my first years ofmy business with that transactional
thing of just keep everythinginside, bottle everything inside.
My mom's parents both died whenshe was 19 and they were 52.
And so she had to kind of became thisvery stoic character looking after
herself, not showing any emotions onthe surface because she had to fend
for herself from a fairly early age.
And that bled across to us as kids inthat it's, "Hey, fend for yourself.

(14:30):
Don't ask for help." There was no thoughtof anybody ever saying, "Hey, I need
some help here, or I'd like to talkabout what's going on." And so I lived
the first decades of my life like that.
As I was in this, this phase ofnot enjoying my life or my business
at all, I was just looking aroundfor what on earth can I do?
I don't know how it came along, but Istumbled across this person that was doing

(14:52):
some coaching with someone and he wasworking with a high performance coach.
And so I signed up with that coach and,jumped on the first call, and he started
asking me all these questions around, "Areyou happy?" And then all these things that
I would never have like in 30 years, I'dnever had those conversations full stop.
And I'm like, "Holy crap! Am I gonna Italk about this? Can I share that this is

(15:13):
frustrating me?" And I started to slowlyopen up and have these conversations
in a safe container or a safe space.
And as I did that, I just- what I didn'tnotice at the time, but when I looked back
in hindsight, I can see like this actualhuge weight being lifted off my shoulders
in that I was having that realizationthat I'm not alone and that you've got
support around you wherever you go.
And when you do ask for help andyou do share these conversations

(15:35):
around stuff like if you're notdoing good and whatever, the
more people are willing to help.
And the more, well, what I foundwas the more people are willing
to say, "Hey, I've been there.
Like we've all been there."And I'm like, "Oh crap.
It's not just me." I always thoughtit was just me going through these
struggles and everyone else that yousee on the surface on social media,
everyone's having a lovely life.
And um, the more I started to get intomasterminds and coaching and those sort of

(15:58):
areas where there's these safe containers
for vulnerable conversationsand transparent conversations.
The more I became comfortable sharingthat stuff to the point that a decade
and a half later, after being in tons ofdifferent coaching programs and whatnot,
to me it's just matter of fact now, liketo me, it's just part of me is that I
just share where I'm at and what's goingon and what's challenging and what's not.
And we are going through a challengingphase in The Tech Tribe at the moment,

(16:19):
and I'm perfectly comfortable sharingit out there and telling people
exactly what it is and where it's at.
And that was the exact polar oppositeto me that 15 years ago before
I started getting the confidenceand the ability and just realizing
and seeing the safe containers andsafe spaces do exist out there.
And the benefits you get from beingvulnerable in them, absolutely far

(16:40):
outweigh any of the ego that often comesin saying, oh, don't, don't let anybody
know that you're not doing good, becausethen they're gonna feel less of you.
And once you realize that that'snot how it works out there,
then the world's your oyster.
Like, it just becomes so mucheasier just to get that crap out and
deal with it and figure out what'sgoing on and, and move past it.
And if there's anyone out there similarjourney to where I was 15 years ago,

(17:02):
go and speak to someone about it.
Go and find anybody, a trusted friend, acolleague at MSP, a Brian, and anyone to
go and just start to chat and start torealize that people will help and that
most often, most of us have probablybeen where you've been in some
way, shape, or form out there.
And a business is a challengingbloody journey, like a
really challenging journey.
It's amazing at the, on the flipside, but it's also a very challenging

(17:25):
journey, and so sharing it with othersand being comfortable to be able to
have those matter- of- fact levelconversations around the mess side of
running a business is to me one of themost important skills you can work on.

Yeah.
You mentioned the word "Ego," in therethat I mean, oftentimes, the thing
that perpetuates the , sort of pseudostoicism or basically the BS of it
all where we just don't share anybody.
We pretend we're greatwhen we're not great.
It's ego.
But like I'm very fond of the saying,"Ego is expensive," because not only

(17:59):
will it cost you knowledge from sourcesaround you that you're not currently
comfortable receiving knowledge from,
but it can cost you years.
It can cost you decades of humblingyourself to what you're describing
really is what humility is.
And as hard as it is-- it canbe actually the act of humbling

(18:21):
yourself can be instantaneous.
It can be as fast as, "Heydude, do you have a second?
I need some help.
I'm not doing okay today." That's humblingyourself and you could save decades of
turmoil by making a decision like that.
And you obviously you've been, Ithink you've been a guiding light
to a lot of people in the industrybecause your story as sad as the

(18:45):
parts of it are and as inspiring asparts of it are, it's not that unique.
Yeah.
Hundred percent.
Do you know what I mean?
In our industry, a lot of people strugglewith you- I mean, you're super open about
like the substance ways of just trying tocope in the darkness of like, how do I-

Raging alcoholic and stupid substance abuse back in
the days just to escape reality.

Yeah, exactly.
How do I cope with the factthat this is what life is.
Yeah.
Yeah.
Yeah.
But did you always have, ' cause youhave this drive in you and it comes from,
you know, it probably comes from a lotof different places, but did you always
have that, even pre-business Nigel?
Good question.
Young boy, Nigel?

Great question.
When I was young, again, growing up ina family that was kind of on the poorer
side, we were like, we used to have thisthing built into us that we couldn't go
and talk to business owners or anybodythat was like a higher standing in
society because we weren't on their level.
Like don't go and interrupt thembecause you'll be wasting their
time and wasting their day.
And so, I had to go through many, manyyears of rewiring those beliefs as well.

(19:48):
But back then, I think I was probably18 or 19 where somehow I stumbled across
one of Tony Robbins books out there
that it's opened me up to this worldof, hey, there's, there's bigger things
that anybody can do in the world andyou can actually retrain your brain to
do things and all that sort of stuff.
And I also came across a couple ofbusiness people back then that, like
back then, this was when Microsoftwas just starting us run and Bill

(20:12):
Gates was this business owner.
I'm like, "Holy crap. Can you imagineowning a business like that?" Like
that is like the most surreal, crazy,insane thing in the world to me.
And just the thought of anybodybeing able to own a business
was just absolutely crazy to me.
Yeah.
But I used to look at these people, "Hey,that's awesome. I'll read a book about

(20:32):
Bill Gates, but there's no way in theworld that I'll ever be able to speak to a
business owner because we don't operate atthat level. We operate down here." So, the
thought of me speaking to a business owneris just never gonna happen in my lifetime.
Like the thought of going on a planeis never gonna happen in my lifetime.
That was the thoughts Iused to have as a kid.
These little things sparked- they just satin the back of my head, like Tony Robbins
with this, "Hey, you can change andimprove yourself." And just seeing these

(20:55):
other people doing these business things.
And then I guess I probably saw somepeople that had gone from rags to riches.
Like I probably read some rags to richesstories and it's like, "Holy crap.
Like my childhood was, it was actuallyawesome as a child because I didn't
know any different, I didn't havethis contrast to be able to compare
to, because we just did what we did.
And we lived a very kindof siloed existence.

(21:17):
We didn't have lots of friends we didn'tgo out to things and whatnot as kids
because mom and dad just didn't havethe money to take us out to places.
And so I didn't have the contrast.
But then when I started to get thatcontrast in, probably in my early
twenties and seeing other businessstarting to read more books and
whatnot, I'm like, "Holy crap.
Imagine that.
Imagine even just working in abusiness with a business owner,
that would be insanely cool."

Yeah.

And I eventually, I was working at a local radio station at
the time, just in it, like just fixingcomputers and whatnot and they used to
buy servers from an MSP or back then itwas just a break fix company in Sydney.
And so I used to deal with thoseguys fairly regularly, and one
day they rung up and poached mebecause they loved working with me.
And so I ended up gettingon the help desk there.

(21:57):
And the owner of that businessused to drive a Mercedes and drive
a BMW and they were making somemoney and I had like eyeballs, like
dish plates looking at this thing.
I was like, "Holy crap.
I actually get to speak to a person whodrives a car that's worth more than my
dad earned in like five years in a row.
And that kind of just blew my mind.

(22:18):
And then I was kind of, I was veryseduced by the money I think then, of
just the money and the- it wasn't fame,but just the realization that they're
having an impact and creating a thing.
Yeah.
Like to me there was this whole-there's an art form to me, to business
or to me business is like an art.
You get to create somethingout of nothing there.
Yeah.
And seeing that this business existed,created out of nothing and this guy

(22:41):
was making lots of money and driving
cars and I love nice cars.
That just blew my mind.
And one day I remember getting to sit inthe Mercedes and I'm like, "Holy shit.
Like my life is made.
If I get to sit in a Mercedes one day.
My life is made." And it was justthis series of events like that over
many, over decades essentially thatjust kept expanding my belief and
spending my belief about myself.

(23:02):
And people seeing -like
that particular boss in the early yearssaw probably more in me than what I saw.
And then that client sawmore in me than what I saw.
And I slowly expanded my belief aroundmyself through that journey as well.
Until I became - until I got fardeeper into the world of - You've
talked before about the changing,limiting beliefs to, to empowering
beliefs and that whole process.

(23:23):
And once I started to become awareof that whole process, that's
when it becomes an inner journey.
Then you don't need these externalpeople looking after you all
the time and bringing you on.
You become that person that's like,"Hey, I've got a very strong awareness
around where my dark spots are now orwhere my areas for improvement are now.
And it's really my choice to just shinea spotlight on that area and work on
it or keep it in the black light sothat I don't do anything about it.

(23:47):
And nowadays I've got a pretty goodawareness, I'm gonna say pretty
good, I'm not gonna say perfect,but a pretty good awareness around
where I need to work on and what Ineed to work on next and whatnot.
But, those early years, it was just mentordriven, like being around people and
slowly trying to just position my waysinto things 'cause I was so darn excited
about the notion of businesses that Iwould do whatever I can to try and figure

(24:08):
out if I could get in the aura or in theworld of someone, something, somewhere
doing something with business out there.
And so it kind of started as a littleplanted germinated seed that when I was
a kid that I just saw these businessesowners as these amazing things.
And then over the years, my confidencecatched up, caught up, and my skills as
well caught up with the ability for meto be able to go out and do it myself.

(24:30):
Which when I look back on that now,it kind of nearly brings tears to
my eyes of how the journey thatI've gone through from that thing
and that I'm still going through.
We're still going through crazy up- I'mstill going through crazy upgrades of who
I can be as a business leader and a leaderto our team and a leader to our clients
and our industry in some sort of respect.

Yeah.
I really, obviously, I love listeningto you tell this story because you
- first of all, I mean you're great attelling these stories in a way that
you invite people into the storyas well, and as I said, you have a
blueprint in some ways for our audience.

(25:11):
You started as a, I would say as akid, what I'm kind of hearing you say
is you started as a dreamer and youwere always a dreamer and you were
curious, and then as your perceptionof possibility started to expand the
dreaming became drive, and you went, oh!
You could actually do that.
Yeah.
Yeah.
"Oh, I could actually have that."I'm really moti- one of the things

(25:33):
that, to me that's so inspiring,or inspiring isn't even the right
word, it's kind of mind blowing, islike first generation billionaires.

Yeah, absolutely.

When you think about how much money, a billion
dollars really is a billionaires.
A thousand millionaires.
Yeah.
Yeah.
And like, you know a Kevin Hart orsomebody who did it by like talking:
saying the right series of wordsin a funny way into a microphone.
Yeah.
But working crazy, crazy, crazyhard and a lot of fortune and
all that stuff coming into play.

(26:04):
And now it's like if as long as something,an atrocity doesn't happen, his family
will be rich until the end of the earth.
You know?
Exactly.
Because of one meteoric,one man's sort of journey.
Yeah.
Yeah.
And to me there's something aboutthat that's very ennobling that's
like, "Oh, I could change what itmeans to have my last name." Yeah.

(26:27):
And in a thousand years, theycould be rich because of what
I did today, and not just rich
they could be whatever.

Yeah.
To me it's like money.
Like I'm still a capitalist at heart.
I love making money because itallows you to do good things and
have good things and whatnot, but tome, the impact is the bigger thing.
Right.
I think that's probably the thing thatyou could see run for, for decades and
centuries and even longer out there.
And I love- because to methat's the art forms or the
artwork side of business, right?

(26:55):
Like you got the money side and it'samazing to be able to build something
and create something that makes moneythat could be intergenerational and
for many, many, many years to comeor many, many generations to come.
But being able to create something outof nothing to me is like: I look at
business as my blank canvas in frontof me, and I'm throwing paint around.
I can't personally in art I can't drawa stick figure for the life of me.

(27:16):
My wife is an amazing artist, but Ican't draw a stick figure for the life
of me but, my business is really my art.
That's what I paint.

Yeah.
And

to me turning that into something that has
a big impact in the world.
And The Tech Tribe to me ishaving an impact in our industry.
And that it, that to me is fulfills95% of my wants in the world, is just
knowing that I'm creating and paintingsomething that is helping other people.
Like all artists want to be able to createand paint something that they look out
there and realize that it's helping otherpeople and other people are inspired by
it, or changed by it, or moved by it orwhatever it happens to be for their art.

(27:46):
Yeah.
Same with musicians, andartists, and all sorts of stuff,
but to me it's the same forus business owners out there.
Is just using the business asour artwork to create and paint
something that's having an impactin the world and our clients and
ourselves and, our everything as well.

Yeah.
And having an impact on you andsustaining you, I mean, yeah.
It's just work worth doing.
But, to kind of circle back, Iasked you, I asked you a question
several minutes ago about drive.
Have you always had drive?
And one of the reasons I asked thatis that I think the MSPs I speak to
who have these very well documented,incredibly articulated excuses, right?

(28:26):
Um.
Or they might use the word explanations,but it's an excuse, right, of why they
can't do something or why they will neverbe able to do something, because here's my
proof, here's my evidence based off of whoI believe myself to be, and look at the
evidence of what I have done in the past.
Look, every time I've hireda salesperson, it failed.

(28:48):
Yes, I tried marketing, it failed, andtherefore, because A equals B and B equal
C, therefore, marketing will not work.
Sales will not work.
My business will not grow.
Period.
Yep.
And, you know, you've heard theold adage whether you think you're
right or you think you're wrong.
Yes.
You're right.
Correct.
But you, they might use, one of the,uh, one of the nails in the coffin, as

(29:12):
it were in their argument is that theymight not have some secret sauce, some
X factor there that a Nigel Moore has.
Hmm.
Yeah, sure his circumstances maybe werebad when he started, but he had the
right combination of internal wiringsand things outside of his control, the
cosmic alignment of his persona thatsort of caused him to rise to the top.

(29:34):
And I don't have those same ingredients.
And I mean, I think, you know Icall absolute bullshit on that
excuse, but I guess I just wonderif you have any thoughts you know.

We could do an entire podcast on that one I think.
That is such a huge point.
And like again, if I go back intomy journey and I look back into my
early years as an MSP I remember oneof our clients in the tech tribe,
probably about four years ago onnow or something, he heard me share
a little bit of my journey and hesent me a message saying, "Holy crap.

(30:08):
Sorry, I always just assumed you justhad a silver spoon in your mouth and
you'd grown up in money and whatever.
I didn't realize that you'd kindof done it from the ground up.
Got a completely different perspectiveof you now." And 'cause back in the
early days, even when I first joinedthe MSP community, or back then, it
was the break fix community really,
I was the person that stood at theback of the room crapless, but scared

(30:32):
crapless that all these other smarter,bigger, older business owners in
the room were better than me, and Ididn't belong in those rooms at all.
And these were just local, Sydney basedAustralian meetups of guys running 1,
2, 3, 4 person break fix companies.
And I felt then a hundred percentthat I didn't belong in the room.
And so I completely get it.
When people are doing those things,I would've been the person with

(30:53):
those excuses, blasting them backat that exact same point in time.
I would've been the personsaying, "Oh, like I'm just
running a tiny little business.
I actually don't, I'm not gonna come backnext time." But there was still always
this- I'm not gonna say it's an innatedrive because I'm inherently, I think as a
lot of business owners are, I'm inherentlylazy by my very nature, I'll do whatever I
can to avoid having to do work out there.

(31:13):
And that's probably how a lot ofbusinesses like you look at a lot
of entrepreneurs out there, a lotof us are inherently lazy and we
build the business and keep growingit to be able to stop having to
do a bunch of the work out there.
But I had this, it wasn't a spark of, Idon't know if drive is the right word.
I think it was just that spark ofinspiration of what others, just seeing
more of what others had done out thereand just again, back then I had no

(31:34):
concept that I would be able to go andbe able to create anything big at all.
That wasn't an innate part of me.
It wasn't something that I was born with.
It wasn't something that I grew upwith and it wasn't something that I
was given throughout my childhood fromfamily or friends on my environment.
It was something that I didn'tcome across until my twenties.
And I had to- the more I realizedthat I focused on seeing that spark
and doing stuff with it, the moregood stuff would happen and the

(31:57):
more I'd be able to prove to myself.
I think all of us go through thisjourney of it's like a set of stairs.
We're all walking up this set ofstairs and each stair that you walk
up is a tiny little increase inyour confidence and your ability.
Yeah.
And to me now, I just seelife as this set of stairs.
Some of the stairs are huge frickingstairs that we've gotta throw a rope
up to be able to pull ourselves upand we're sweating like pigs to be

(32:18):
able to get up to that next stair.
But once we get there, we've justupgraded ourselves a little bit.
We're now at the higherlevel in the world.
And we can, look back down at the stairbelow us and go, "Ah. Man, that was
like, I looked at that stair thinking,there is no way in hell I'm gonna be
able to climb that particular stair."
In the early stages, it waslike these little one centimeter
things that I was walking up.
But then you'd start to get hit,like the world, the universe,

(32:40):
whatever you want it to be, start tothrow bigger stairs at you, and you
look at them and you tackle them.
And we all have choices every day to make,am I going to go towards that scary, crazy
big leap of faith that I've gotta taketo be able to get up that stare there by
throwing a rope up and dragging myself upand huffing and puffing or whatever or,
do I wanna stay on my current stair andjust be comfortable and happy where I am?
And sometimes, me included, we dotend to stay on the current stair.

(33:02):
There's a few times where I've stayedon current stairs for years at a
time knowing, seeing the other stair,like the biggest stair in front
of me every single day, looking atit every single day thinking, "No,
too big for me, too scary for me.
I can't do it.
My world is like- I'm not like all theseother people that climb that stair have
just got better environment than me.
Better whatever it happens-better upbringing than me, better
family than me, more money thanme," Like all that sort of stuff.

(33:23):
But as I've learned through the world,and I think this is probably, I'm gonna
say this is one of my, I'm not gonnacall it a secret power or a superpower,
but it's one of my highest ROI thingsthat I do is I just look for those-
where those stairs the next big stairis, and I look at it and I kind of get-
I analyze and I get comfortable with it.

(33:44):
What is this stair?
What is the next stepfor me in my journey?
And what does it take to get there?
And what are the things that I'm gonnahave to do to be able to get there?
And who is the human that I'mgonna have to become to be able
to climb up that next stair andstand on the top of it, realizing
that I've conquered that next step?
And I spend time in that.
And then, most of the time Ithen just start climbing, right?
Most of the time, sometimes I don't.

(34:05):
And sometimes it'll take me -likethere was one, a stair recently in my
leadership ability of being a leaderto people in our Tech Tribe business
that I saw this stair in front of me,I was like, "Nige, you gotta take that
step up and be a better leader in thisparticular area." And the accountability,
and all that sort of stuff.
And tough conversations like having toughconversations, which I run the exact
opposite direction for all the time.

(34:26):
And that step stood in frontof me for probably 12 months.
But I saw it every single day.
I'm looking at it every singleday, and it's a pain point
in my life every single day.
But I just procrastinatedon it for that long.
I was scared, honestly.
I was just scared of it.
But then the other part of me, the partthat's built all those other incremental
steps over time goes, "Nigel, you'vewalked up every one of those steps
when it was scary in front of you.

(34:47):
Every single one in the past.
Every step you've walkedup, that was scary.
You walked up and you got up it.
This one's just another one.
It's a bit bigger, but it's another one.
And you, the reason it's bigger isbecause all those other ones are
tiny stairs now, and there's no pointthey're not gonna challenge you anymore.
And just look at this one and justget your ass into gear and get
through the damn thing and you'llgo on that the other side and go.
'Oh, damn.
It's so much easier than what I thoughtit was.' Like, where's the next one now?"

(35:09):
And it gives you kind of go through thosephases of sometimes lacking the confidence
a bit to be able to go and do it.
Sure.
But I find that my biggest thingis just running towards those
areas of fear and figuring out whatI've gotta do to get through it.

And I think, I mean, you just talked on, you just mentioned this,
like one of the things that helps, I thinkto create the -especially when you feel
like you don't have momentum and you'relike, you feel like you're sort of stuck,
is you need to turn around and look athow far you've actually already climbed.
Yes.
'cause we get, sometimes we- youcan get crippled as a visionary

(35:42):
by always obsessing over all thethings you have not yet achieved.
The future.
Yeah.
Like I'm amazing at the future.
, I'm pretty lousy- I struggle withthe present and I'm bad at the past.
Right?
Like, I don't, I don't reallyknow how to celebrate in my bones.

(36:03):
Yeah.
I don't really know how to celebratewhen I achieve something because
I just, that means it's over.
Which means it's officially slipped outof my it's now in my, it's outta my rear
view mirror and now I have this hugeblind spot of like, everything I've ever
accomplished is a big blind spot to me.
And I'm just looking at like,everything I haven't done yet.
And that's one of the thingsthat having, like for me, having

(36:26):
my wife be like, "No, dude.
Dude, whoa, you just hit your thing.
You just hit the goal.
You've been trying to hit for 12 months.
Let's go out for dinner." I'm like,"What do you wanna talk about?"
She's like, "Let's just talkabout the thing you just did."

And I'm not saying-
You're like but "I can't, I'm alreadythinking about the next thing."

Right.
I'm not saying that to be humble.
It's not a humility thing.
It's really kind of a flaw of mine.
It is, yeah.
Or it really hurts my ability to- andit puts a strain on me that I don't need
to be there, but to the listener who'sgoing, "Yeah, but what's in front of me
is a tiny step and I feel ashamed abouthow small it is, and I haven't taken it."
Okay, great.
Well look at where you started becauseone day, there was a point in your life

(37:07):
when you thought, "Wouldn't it be coolif I owned a business one day?" Yeah.
I don't know if I could ever do that.
And you started one, did you knowwhat you were doing statistically?
No.
You probably had no freakingclue what you were doing.
And statistically, guess what?
Everybody in the world has no ideawhat they're doing all the time.
A hundred percent.
So, neither of Nigel and I really,really know exactly what we're doing.

(37:27):
And we've learned a lot ofwhat not to do along the way.
Yeah.
And we'll continue to do so.
Yeah.
But I think to look back and go, "Okay,there was a time when I could not do
this and I'm doing this thing now."
And then just adding the word, "yet,"to all of your, "can't," statements.
Exactly.
I can't do that yet.
I can't do that yet.
But yeah, that to me has been a reallyhelpful also in just taking the shame

(37:53):
out of pivots or failures or whatever.
Sometimes you climb a step and you getthere and you're like, "Oh, it turns
out this was the wrong direction.
This was- I thought I was going north andI'm totally going- I just went southwest.
Oops." And so, now you've gotthis great lesson and to take
the shame out of it, you justrealize "Okay, well now what do I?

(38:15):
what's the next step?
What have I accomplished?" Ithink it's great stuff, man.

I'm a hundred percent with you.
My brain works theexact same way as yours.
A lot of us, you call us, whatevervisionary business owners, I don't
gel very well with that name visionarybusiness owner but it still, I
think it describes what we do.
I've probably got some sort of mentalblock about it for some weird reason.
I'll have to dig intothat one of these days.
But I was lucky, again, in one of thecoaching programs that I went into, I
had never dwelled on the past at all.

(38:40):
I live in the future.
My default mode is to this livein the future just like you.
And again, that means that I'moften not living in the present.
And the two parts of that, one of theones was I was, when I was working with
a high performance coach, he taught methat notion of mindfulness and meditation.
And that's I ended up doingmeditation for, I think it was
seven years, every single day.

(39:01):
And nowadays it's become kind of a partof me that I don't do it every single day,
it's just become a part of me thatI'm always continually bringing
myself back to the present momentbecause my life lives in the future.
So that was really helpful, just figuringout presence and learning meditation,
just to be able to bring myself to thepresent moment regularly is very powerful.
But the other part was another coachingprogram that I'd signed up for.

(39:24):
One of the things that we do on a regularbasis in there is they call the process
the looking back to look forward process.
And you start off the process bylisting out exactly as you were
talking about before all the stepsthat, you've stood up on over the past
six months or whatever it isbetween the times we do that thing.
And I had never had any sort ofcontainer or space where I sat
down and looked at the past.

(39:45):
Like, you always see everyone talk toyou about, "Write down all the things
you've accomplished." And I'm like, whaton earth would you do that crap for?
Like, I just wanna think aboutthe future and build the future.
And but then sitting down in thesespace where you're in a room with a
hundred other people doing the exactsame thing and the music's on and
you've gotta sit down and write thesethings out because you're about to
talk to your partners at the tableabout these things is very powerful.
And it really does- like it'sreflecting on the past to be able to

(40:07):
set you up for the future in there.
And I was lucky to be able tobe put in spaces where I was
able to go through that process.
And that really helped me realize howdarn important the past is in there.
There's, as you said, often wherewe've come so far along our journey
and there's a probably a big step inthe grand scheme of things compared
to where you were 10 years ago, butyou might be looking at it as a small

(40:28):
step and you're looking at it with
shame, as you say, and shameis the right word for it.
Where they're like, "We can't do thisthing," and, "I don't have what it takes
to do this thing." But then a littlebit of looking back and realizing that
all of those steps that led up to hereare all much, much, much -like they're
all steps that are- the recent ones areprobably not much smaller than this one.
You just gotta step outta yourcomfort zone a little bit to
do that one is super powerful.

Mm,

That's amazing.
Sorry, I got you mid water there.

No, I wanted to take.
I didn't wanna drink while you weretalking 'cause I was like, that's gonna be
a good soundbite I wanna put on LinkedIn.
So, I thought I wouldwait to take a drink.
Um, let me, okay.
I think there's plenty of gold in herefor anybody who's listening for like,
"I need to improve, I wanna improve,I want to be more like Nigel." Which

(41:15):
is that a weird feeling to you to knowthat people that there are legitimately
hundreds and probably thousands ofpeople who say that to themselves?

I think they're mad.
Although in the reality, liketo me it's very humbling.
But what I really want outta thatwhole thing is I want them to just
be confident in being able to bethe better version of themself.
Right?
Whether that's because they just comeacross me who's learned how to become a
better version of myself semi-regularly.
That's what I- like to me, when Isee someone take those hard steps and

(41:46):
climb those steps, I can't think ofanything more rewarding in the world
when, especially when I know that I'vehad a little part of it out there.
And so it's super humbling coming fromsomeone that, as I said, had no belief
in himself whatsoever to someone thatpeople have a belief in out there,
external people have a lotsof people have a belief in.
And lots of people look to as someone thatcan help them get through this journey.
I think it's super humbling to me, and asI said, super inspiring when I see them.

(42:10):
It's funny, even people on my teamthat I've mentor through different
situations, I'm going through it andthe teacher really is the student
through there because I'm alsoupgrading my belief around those
particular things as I'm coachingmy team around those things as well.
So it's humbling, exciting,scary, all at the same time.
And I think if you're not scared.
In your journey, you're just not,you're not on the right path.
You gotta be scared alittle bit at a time.

(42:31):
You, we've gotta have a little bitof fear and if you can make sure that
that fear doesn't cripple you, itkind of gets exciting along the way.
Yeah.
And it makes the game fun.

Yeah.
That's really well said.
I just imagine, and I don't meanto embarrass you, but you know,
you're a public figure I'll sayin our little weird, dumb world.
You know, you're a public figure,in our very specific industry.
And you are, I think youare really an inspiration.
You certainly inspire me.

(43:01):
Awesome.
And I wonder if, is there any versionof this question you can even answer,
but what what's inspiring you right now?
Like what do you think is down the road?
What's next for you?

Great question.
One of the things is that to me there's nolimit to the level of impact that you can
have out there in the world, and so, I'mbeing inspired to think bigger right now.
And the way I've done that is, as Isaid, I mentioned briefly before that
we're kind of going through a bitof a tough phase in The Tech Tribe.
And The Tech Tribe -and this sounds likea horrible first world problem, right?

(43:36):
Like The Tech Tribe is awildly profitable business.
It's got some great reputationin the industry but, this year to
year and a half, this last year toyear and a half, I looked at it and
went, we haven't had, like it canstill do so much more out there.
And so, I had to do some introspectionas to why aren't we, and why haven't
we upgraded faster than what Ithought that we would in there.

(43:57):
And it all fell back to me andmy leadership skills in there.
And so I'm like, right, Nigel, yougotta upgrade these leadership skills.
That's your next step in here.
You gotta figure out how to take thebusiness from where we are now, which
to 99.999% of people would be like,"Holy crap, that's an amazing business."
But to me it's like, "Hey,that's a good business.
Where can we take it here?" And so,then I looked out around at people who
are doing bigger and better things;having a bigger impact out there and have

(44:19):
created programs that serve industriesout there at a much, much like 10 times
and 50 times the size of what we'redoing, the impact of what we're doing.
And so now I've gone and joined abunch of programs over the last six
months and hanging out with thesepeople that are doing bigger things.
And I always likeyou were there whenI did that keynote to at ScaleCon,
where I talk about one of the fourthings that I worked on was upgrading

(44:40):
my network of people around me.
Yeah.
And so, I'm going through anotherprocess right now of upgrading my
network of people around me, and nowI'm getting to hang out with people
that are doing programs that are havingimpacts on industries that are 10
times the impact that we're having.
And that's inspiring the crap outta me,seeing what they're doing out there.
And it's giving me all these renewedenergy and thoughts and skills and

(45:00):
strategies and tactics to go and workon, to be able to take that to The Tech
Tribe and help The Tech Tribe have 10times the impact that we're currently
having out there in the community.
And I love that because
it's, again, scaring the crapoutta me 'cause I've gotta become a
different human through that process.
I've gotta upgrade a bunch of thingsinside my mindset up here of, and
my meat bag to go and be the humanthat's required to be able to have

(45:21):
the impact that these people are.
And the good thing isI'm hanging around 'em.
So I'm seeing who these people are, likehow they operate and how they work with
their teams and how they interact withthe industry and how they interact with
their clients and all that sort of stuff.
And so that inspires the crap outta me.

To me, my long term goals is (45:35):
it's like The Tech Tribe is an amazing vehicle to
be able to have an impact in the industryand build something, and it's my art
and my paint and canvas and whatnot.
So, hopefully one day, be ableto take everything that the
tech tribe gives and go and dosomething even bigger in the world.
And my other, I'll call it a hobby,I'm gonna say outside of the MSP
space is health and longevity,like anti-aging and longevity.

(45:57):
And I've got a big old storybehind that one as well.
But I focus a lot in that as well,and I would love, as one of my next
projects in the world, is to go andhave a big impact in the health and
anti-aging longevity space out there.
And so I've got that sittingin my sights for the future.
That's always- and seeing all thisstuff that's happening there has
kind of inspiring me, but I've stillgot another good phase or two left

(46:18):
of me in The Tech Tribe as well.
We're only, what are we, I thinkwe're seven years into The Tech Tribe
journey at the moment, and I've-We've gone through bunches of phases.
I think if you look at us on thescale of a human being, I would say
we've gone past the toddler that poosin his nappies all day, every day.
We put on, took off the nappies andput on some toddlers running shoes
and started jogging a little bit.
Then we became the pimply faced teenager.
We've just coming outta that pimplyfaced teenager stage at the moment

(46:41):
and turning into a young adultthat's learning his way, learning
his or her way around university.
And I've still got anothertwo or three phases.
Like I wanna go through the wholetwenties and the thirties in The Tech
Tribe and bring that business throughit and upgrade myself as a human
and is required to go and do that as well.
'cause those people that inspire me,like you spoke about before, are the
ones that like the billionaires or thepeople that are having a huge impact in

(47:04):
the world that started from nothing andwere able to take their project the
whole way through from beginning to end.
There's, it's a very rare trait or arare scenario where someone - a lot
often in the startup space, you seeit, that startups go out and they have
that scrappy founder that gets it fromzero to one, but they're not able to
transition from one to two out there.

(47:24):
And my challenge now is, hey,I've been able to take The Tech
Tribe from zero to one in here.
My big challenge now is canI take it from one to two?
Can I take it from that pimply facedteenager to a person in their mid thirties
that's kind of stable, got a stablebusiness and life and whatever in there.
And so that's inspiring meat the moment of seeing other
people that have done that,
and learning how to do that myself,and work on myself to upgrade myself to

(47:47):
be the human that can go and do that.

Yeah.
Ugh, I so relate.
I'm feeling a lot of thosesame inklings myself.
Like I know what I'm good at.
I've a pretty robust sense of selffrom a lot of work that I've done.
Like I have whole chapters of my lifethat for the purpose of clarity, I
keep separate from feelgood MSP, notbecause I hide them, but just you know,

(48:13):
I work for a nonprofit, which is likea very large part of, kind of helping
people clarify what they really believe.
And it's much more woo woothan what I do in Feel-Good.
And certainly the perspectives ormy mindsets kind of you know, from
one will cross over to the other.
But I have like a billion ideasfor businesses I wanna start.

(48:34):
It's certainly not businesses I wanna run.
Just like I have great ideas for thingsthat I think would be really cool.
I know what I'm great
at and now I'm going, "Okay, amI," I like the way you said it,
"Am I the human that I need to be inorder to take this thing to the next
place it needs to go? Or am I going tostart cracking the whip and pointing
the finger and try to make it someoneelse's responsibility or someone else's

(48:57):
fault, when in reality, my businesswill always equalize to the level
of my self-worth and my skillset."
Yeah.
Yeah.
And if I shoot higher, it doesn't matterhow much clarity of vision I have,
if I don't have the skills and theself-worth, my revenue will not increase.

Yeah.

We'll have ticks upwards and then we'll sabotage back to our level
of success we believe that we deserve.
Yeah.
And I love that you're justchasing the stars and, I think
you'll continue to inspirepeople along the way.
Do you have any, let's say, isthere a tactical piece of advice?
Do we dare try to pullsomething practical?

(49:33):
For the MSP owner who's listening tothis they go, "Yeah, this is all great,
but I can't afford a coach, or I don'twanna work with a coach or, I can't
afford a consultant, so I can't bringin a guru to come and do it for me,
but I know that I relate to a lotof the issues that you described.
What do I do?"

Do what I did back then.
Join other MSPs that are justahead of you on the journey.
Like there's so many amazing user groupsout there, free user groups out there.
Like even if you go to an industry event,you maybe you've got enough money to
go to an industry event, go and meetpeople at lunch and set up a regular
Zoom call with them once every weekor once every fortnight, or once every

(50:11):
month or whatever it happens to be.
I did that a couple of times or quitea few times, more than a couple of
times through my journey where I justcreated these groups of other MSPs,
that most of them were a little bitfurther ahead of me in the journey.
And I did whatever I could to be aroundpeople that are just those couple of
steps ahead of me to inspire me out there.
And if there was any tactic that Idid over the years of that, I would

(50:34):
say had the highest ROI for me,getting through and having the success
that we've had, it's being aroundhumans that are just in front of you.
Right?
They're just being aroundother humans that are just.
Sure, it's awesome to be able to getinspiration from the Richard Bransons
and whoever happens to be in the worldand the Bill Gates and whatever, which

(50:54):
is where I got my early inspiration from.
But then once I started getting inspiredby people that were just in front of me,
that's when I connected with real tacticalstuff that I could do, 'cause I could see
exactly what they're doing and I couldfeel that that stuff was within reach.
Richard Branson's journeywasn't within reach.
It was like given me that 20,000foot view of, "Hey, this is what's
potentially possible one day," butthey're still not within reach.
The people that are 2, 3, 4, 5steps in front of me or 1, 2,

(51:15):
3, 4 years in front of me, thatstuff's absolutely within reach.
So doing whatever the heck you possiblycan to be able to get around those people.
Shout another bigger MSPAlunch on a regular basis.
I've done that a coupleof times over the years.
Go on and practice, and practice, andpractice getting better at networking
so that when you're at events likeMSP events, you can go and sit down
at a lunch table and be able to talkto the table and meet those people.

(51:40):
And if you find people that are thosefew steps ahead of you on the journey,
strike up a conversation with 'em andbuild a relationship with them and
invest into that relationship withtime, and effort, money, and dollars
to be able to be around people thatare just doing that little bit better.
I think it's, that old saying, I thinkit's a Jim Rohn quote, "The rising
tide floats all boats," or "You are theaverage of the five people that are around
you," is one of the most truest truismsthat I've ever come across in business.

(52:03):
And so if I was to leave anybodywith that, you can work with coaches,
you can do all that other stuff.
That is all fuel on the fire.
The number one biggest thing is justget around people doing good things.
Get around people doing good things,and better things, and bigger things.

I love it.
Nigel, thank you so much for the time.
Thank you for being on the podcast.
Anything that you wanna mention aboutThe Tech Tribe or anything coming up
to anybody who might be listening?

No, we never promote ourselves, so, no.
If you wanna check out The TechTribe, it's an MSP community, and
everything's at thetechtribe.com.
It's nice and simple.

There you go.
Okay, well, I'll do it for you.
You should go to thetechtribe.com and Iliterally tell every, I'm not kidding,
Nigel, when I'm on my workshops,people are asking me what I should do.
I go, "Are you a Tech Tribe member?And they say, "No." I say, "Pause what
we're doing. Go join The Tech Triberight now," because it's absurdly

(52:53):
inexpensive for what you give away.
It's, it's absurd.

We talk about money beliefs, right?
Like this business has actuallyallowed me to play that one out a
little bit more because I was ableto pick a low ticket model for this.
Like if you say it's absurdly priced,we call it, "The most stupidly
priced MSP program in the world now."
That's kind of our public persona of it.
But it's part- it's our strategy as well,but it allows me to play into that, it

(53:19):
allows me to not solve yet that step ofpricing beliefs out there for myself.
It allows me to just go out and do alow ticket business where we have to
then aim for high volume in there.
But I also get that.
I get a lot of personal, what's the word?
It just, it lights me up whenI see people join it, get some

(53:39):
impact and go, "Holy crap.
That's the best investment I've ever madein my life, in my business, in my MSP.
And to me, that lightsme up more than anything.
So we keep it stupidly,absurdly priced in there.
Yeah.
Also, partly because when I was a youngwhipper snapper at an MSP, I had no money
to be able to go and join all the awesome,amazing programs that I saw in the MSP
space, and it made me feel horrible,and it made me feel that I couldn't do

(53:59):
anything, and I would never get anything
and so, we keep The Tech Tribe ata price that's available for pretty
much every single MSP in the world.
Yeah.
And we do that as part of our strategy.
It means that we've gotta try andfind a whole lot more clients to be
able to make a profitable business.
That took us a lot of years to beable to do, but on the flip side,
it's turned into an amazing, amazingbusiness and having a great impact

(54:19):
on a lot of people, which is cool.

Yeah, it is.
And yeah, keep it up.
Keep doing it.
And again, I just appreciateyou being here, Nigel.
We'll see.
Thanks for having me on.

Thank you.

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Episode 15 - From Tech Geek to Trusted Seller with Nigel Moore

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Episode 15 - From Tech Geek to Trusted Seller with Nigel Moore