EYL #155 CEO MADE $120 MILLION FROM HEALTHCARE

Episode Transcript
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Speaker 2 (01:48):
Don't wait, don't hesitate it over there now.

Speaker 5 (01:52):
My graduates from my school being forced back.

Speaker 2 (01:56):
Drop drop, Mike, drop back dry. All right, guys, welcome
back EYL.

Speaker 4 (02:14):
We are in La Sunny, Los Angeles, and this is
something that we've been looking forward to for a while.
It's gonna be a dope conversation. So healthcare is actually
fitting because we just spoke about this on Market Monday's House,
just thinking that healthcare is the biggest business in the world.
It makes up twenty four percent of the American budget,
which is the biggest by far. Second to that as

(02:34):
the military, I think of like fifteen percent. So when
you think of businesses, a lot of time we think
of you know, a lot of different industries, but people
don't necessarily think of healthcare as a business. It is
a business. The biggest business is recession proof. It's everything proved,
big business. People always die, people always go to the hospital,
people always you know, get sick. So it's one of

(02:55):
the things that has been around since the beginning of time,
so isn't going anywhere. So today we have the privilege
of speaking with not just any entrepreneur, an entrepreneur that
has been in the business for a very long period
of time and has been extremely successful. Tommy Duncan. So
you might have heard him when we when we mentioned
his name in the Rick Ross interview. He has a

(03:17):
company called jet Doc and Rick Ross is an investor.
I think he invested like a million dollars into the company, right,
and so we mentioned him during that interview and we
spoke about it briefly. But he has a vast career
in the health industry. He actually sold his first company
a while back, need about a million million, and a
half and then he sold this other company and then

(03:38):
did a whole bunch more money. Yeah, over one hundred millions. Yeah, yeah,
for sure. So and now he started jet doc. So
it's a very interesting conversation, I'm sure, a very educational conversation.
And we'll be remiss if we didn't acknowledge our brother
Dame Dash, who we have a mutual relationship with. So
game actually just wrapped up a movie on Tommy's life

(04:02):
called The Prince of Detroit's Right. So shout out to
my brother, Dame Dash. We was at his house yesterday
and he showed us the trailer to the movie and
he was very excited about it. He's very excited about
you as an entrepreneur. You know, gave us some background information.
So shout out to Day. Yeah, shout out to Day.

(04:23):
So first and foremost, thank you for joining us. Appreciate it.

Speaker 6 (04:25):
Hey, no, it's good to be here, man, and it's
at Prince of Detroit Film on I G Yeah, okay,
you check it out. But here's something that's funny. You
talk about healthcare. It is by far the largest economic
injury in this country, but it's ugly money, so no
one really pays attention to pays attention to it. You know,
it's not entertainment anything sexy like that. But I just
got back from Paris for fashion Week, so that the

(04:48):
hottest show Balmon and I was there with a group
of ten couples which were the VIP clients for the country,
and out of those ten couples, at least five of
the dudes we're in health care. So you think about fashion,
all the sexy shit. You know, Cardi's there all set
and all that stuff. Yeah, that's part of it too.
But the folks with the money is actually spending in healthcare. Right, So,

(05:11):
like Rashad, I live ten minutes from where we are,
and my neighbors most of them are in health care.

Speaker 2 (05:19):
That's interesting. We're in Hollywood. In Hollywood, they in healthcare. Yeah,
so how did you get started?

Speaker 4 (05:26):
You're a black man from Detroit, Michigan, So how did
you get started in healthcare? Because the interesting thing that
Dane was telling us, he was like, make sure you're
asked him about this, Like it was like his family
is already in the business, Like he actually already had
the information and the knowledge and he grew up in
the industry. And that's something that's very rare, especially in
our community, Like we don't even go to the doctor

(05:48):
majority of the time, and we have a bad relationship
with medicine unfortunately and doctors, so let alone actually being
in the business. So how did that go about as
far as your family and and you growing up in that?

Speaker 2 (06:01):
Yeah, so I did you know?

Speaker 6 (06:02):
My mother was always been in healthcare and she got
with my stepfather in about nineteen ninety, so the time
I was ten years old and he was entrepreneurial, she
was academic. They came together and ended up buying a hospital.
It's one of the last black, for profit, black owned hospitals.

(06:22):
It was called Southwest Detroit Hospital, but they renamed it
United Community Hospital. They bought it from hud It was
the seventy five million dollar hospital when it was built,
but they bought it for two million dollars because it
was in receivership bankruptcy. So they bought that, and then
they coupled it with a HMO Health Maintenance Organization essentially

(06:42):
an insurance company for low income people, people on Medicaid.
So they operated that through the nineties and then so
they operated I grew up in it, so literally when
I was twelve thirteen, fourteen years old. I was on
the sales team and I would go door to door
in the projects and you know, different communities where there
was a large population of people and go door doing

(07:03):
ask people to sign up for medicaid. My parents company,
it's called Ultimat. So I grew up selling people on
health insurance for low income. And then the other time
I spent I was actually at the hospital painting the basement,
being a janitor and all that kind of stuff. But
through that by Osmosis, I learned the business and through

(07:24):
the nineties they had a business. I think at their
apex they were doing about forty million dollars year in revenue,
which at the time was a whole lot of money.
You know, now things are different, it's a lot more
money out here, but then that was a lot of money.
They employed the most black people for any black business,
and that's how I grew up.

Speaker 2 (07:39):
You know.

Speaker 6 (07:41):
Then I went to Florida and m got my NBA.

Speaker 2 (07:43):
In five years. You yeah, he went there for yeah? Yeah?
Who did my brother? All right? What happened? He got
home safe, He went to Saint John's, went back to
New York. He got homesick, from fam. I never heard that. Yeah,
probably was that around the Saint John. That's just the
or it ain't told y'all.

Speaker 6 (08:03):
You've probably got some babies running around. Your fan was amazing.
But I came back with my NBA and I thought
I was going to take my family's business to the
next level, and unfortunately around the same time, finding up
losing everything. So you know what most black businesses do,
particularly then without mentorship, which is what you are providing,

(08:26):
which is what is missing in our community is mentorship.
So what happens for us is those that are entrepreneurial
gumption go out and then usually like anybody else, we
are met with failure. Right, it doesn't go right, and
then a lot of times, unfortunately we don't try again
because with scar financially, emotionally and all that kind of shit.

Speaker 2 (08:45):
Excuse me, all that kind of stuff.

Speaker 6 (08:47):
But that's what the wisdom is when you have the challenge,
and so the right thing to do is come back
into it and try again, do it smarter and be successful.

Speaker 2 (08:54):
But most people, for whatever reason don't do that.

Speaker 6 (08:57):
But my parents ended up invest everything in the hospital
in HMO, so much so that when it all went under,
they had no money in the bank, like they put
up the house, in the business. They put it all
in there, so we had the biggest house in Detroit.
They literally put it up trying to save the hospital
when they started going under, versus realizing your business is important,

(09:18):
but it's not you. It's separate. It's separate dity, so
treated as such. But of course they didn't. And then
it was just like you know, American gangster.

Speaker 2 (09:28):
When he sees our huh which part? When he lost
the house.

Speaker 6 (09:31):
And they lost the house, they lost the first and everything.
The diamond my mother had a twelve caret diamond ring
probably worth a million dollars. Now had to hawket, you
know what I'm saying, lost everything But for me. Then
I decided, you know, I'm going to take it and
just build my own company and live on a legacy.

Speaker 2 (09:48):
So I did it. So I did that.

Speaker 6 (09:50):
Twenty six I started my own healthcare company, my first one,
and then sold it.

Speaker 2 (09:54):
By a year later.

Speaker 6 (09:55):
That wass CCS care compensation specialist.

Speaker 2 (09:58):
So what was that we'll kind of company was?

Speaker 6 (10:00):
So there was this dude who used to work for
my parents selling insurance, like I remember mentioned going door
to door medicaid well, he was a real smooth guy,
kind of looked like a Dbar's brother.

Speaker 2 (10:14):
Name I can't name the name, but anyway.

Speaker 6 (10:16):
I heard that he had started his own company doing
Medicaid enrollment for hospitals. So he had got this partnership
with the CEO of a hospital in Detroit, and the
whole business was someone's uninsured. By law, the hospital has
to take care of him no matter what the case
is that they have no ability to pay. But then
if you could do the paperwork to get that person
enrolled in Medicaid. So the ID you know, doctor Bill's

(10:40):
pir certificate, things that proved to the state who they are,
Medicaid was in retroactively rembursed the hospital for services, and
he would charge like twenty percent of the reimbursement, which
you could have a nick you baby cost a million
dollar bill be a million dollar bill, right, So if
you're getting twin center that he made two one thousand
dollars to doing paperwork. He was making so much money
it was crazy. Like he literally was married and bought

(11:02):
a big house and moved his girlfriend into the house
with his.

Speaker 2 (11:04):
Wife and his kids.

Speaker 6 (11:05):
She let the girlfriend lived with the that's kind of
money he was making everything. You could do anything with
enough money.

Speaker 2 (11:10):
Detroit play.

Speaker 6 (11:11):
I'm saying, when you're at Detroit like that and not
my household ain't gona right, But I'm saying, like a
Detroit at the time, he literally moved his girlfriend and
with his wife, he had palm trees flown in. He
was making money. But my whole thing was in the
d where it's called. But the whole thing was he
had lost it because they had found out that CEO

(11:32):
was in his pocket, or vice versa, and so he
lost the contract. And so me, yeah to the street, Okay, boom,
I'm gonna go figure out how I'm gonna get the contract.
So I went and met with his chief operating officer
and persuade her to come work with me, and then
I did some other things get a contract, and that's
how I started my first company.

Speaker 3 (11:51):
Can we go back just for a second, because you
were obviously were born into the healthcare industry, but you
your entrepreneurial journey had a lot of stops. Yeah, right,
So I know that that you had the ice cream
truck at fam you did you did the fish and sandwich.
What did you learn from those businesses that said you
know what, this isn't gonna work because you immediately said

(12:11):
that didn't work, but you learned.

Speaker 2 (12:12):
Let me go back to my passion.

Speaker 6 (12:13):
No, for sure, So ice cream truck, like you said,
you know, I was doing that because to my surprise,
I mean, how you in Florida don't have ice cream trucks.
In Detroit it's cold to much out of the year.
You have ice cream trucks during the summertime. So I
had my tahoe converted to ice cream truck. I was
playing Masterpiece of ice Cream Man, which was you know
what I mean, the biggest.

Speaker 2 (12:32):
Song of the radio at the time.

Speaker 6 (12:33):
But you had to have like what ice, you had
to have hot ice in anyway, then my ice cream
was melting and I really didn't like it.

Speaker 2 (12:42):
Like I was.

Speaker 6 (12:42):
I enjoyed being a dude who pulled up in the
tahoe with the ice cream Man playing, but I didn't
like the process of working on the ice cream itself.
Then I ended up starting these these uh sandwich shops,
the Fries Palm Fritz Fries and the Cone because I
was in Amsterdam and the coffee shops drink a lot
of coffee came out and I was hungry for whatever reason,

(13:04):
and at these fries in the corns, I'm like, I'm
about to be the next Ronom McDonald. I'm about to
bring this to the United States. I'm about to kill McDonald's.
But I came back and I did it, and I
quickly realized even though I could grow the business because
I could sell, I didn't like coming in, you know,
having a machine where it had to cut and peel
the fries. There's too much work, and then you have

(13:25):
people complained, then the grease gets dirty. It's just I
didn't like the businesses, so so even though I had
built them, I didn't like it, so they ultimately all failed.
Even though I got in the airport, I was twenty two,
I had a restaurant in the airport. I was in
the malls on the street side next to Florida State.
I didn't love the business, so it wasn't working. And
then I got lost in the business too, Right, So

(13:45):
what can happen if it's not working the way I plan,
which be the next Ronom McDonald. I started doing different things.
I lost my way. So then I added shrimp to
the menu. Right, so you know, black folks love shrimp.
I'm up late, I'm open late, and I need to
have fries. Well, then I started. I was in Florid,
so let me do some Caribbean things. And I had
some Caribbean foods, rice and beans. So before you know it,

(14:06):
I lost my way with the company with a business,
so ultimately failed, but then went back, came back to Detroit,
and I came into healthcare because I knew healthcare. I
knew it without even knowing that I knew it, you know. Like,
so the biggest decisions I made in my last company
that I sold, the Blue Cross, I knew just through
Osmosi's living, I mean just living my life as a kid,

(14:28):
remembering decisions that my parents made in their healthcare business.

Speaker 3 (14:32):
Yeah, so you ended up selling the first business, right,
but you didn't just take cash, right, so it was
like a stock option and the.

Speaker 6 (14:40):
First health care business. Yeah, I got stock options. So
it's a funny story. I don't know if you want
the whole story, but long story short, this company I
was doing back in work because I didn't get a
primary contract I was doing back in so basically their
primary vendor, they couldn't get folks and road to Medicaid.
They gave me the second shot. I was a garbage man.

(15:01):
But for me, of course, I got them all to
prove because that was my opportunity. And through doing so,
this big company who just was on this pathway to
go public, had decided they wanted to come visit me
and either do one of two things, do a strategic
partnership with me. When set of me charging twenty percent
of reimbursement, I charged eight to ten percent. But I
would get a bigger volume of work or they would

(15:23):
buy my company. And so they came to visit me.
I was in the shared office space like we worked.
I just had one office. We had like two officers
in there, and they had a shared conference room. And
I paid people to act like they worked from me.
You know, I paid like forty bucks a day. I
gave them a one pager with you know, three bullet points.
This named the company. You know what I'm saying. This

(15:43):
is one page, you know, one line of what we do.
And anyway, so I sold those folks and I didn't
want to actate to work for me, but I sold
the people on buy my company and I got stock options.
So they made me a senior director. They gave me,
which is the time I was spent myself forty grand
a year my own company. They paid me two hundred
thousand a year. I was twenty seven and it gave
me a thousand stock.

Speaker 4 (16:04):
That's what Dean was telling us. He was like, make
sure you asked me about that. He started a company
with a virtual regious office and sold the company.

Speaker 6 (16:12):
I did it twice though. That was my first time.
Second time, I want a half billion out of contract.
So I was at work, you know what I'm saying
by the dumpsters on the phone like snaked, Yeah, and
I did that.

Speaker 2 (16:25):
So how did you had to read this office space?
So all right, let's let's get into that situation.

Speaker 4 (16:31):
So you you you started the company, but in order
for the company to be sold, it had to have
looked like more than what it actually was, right, So
that's why you got the regius office space, which anybody
doesn't know region's office space reagis is like a shared office.

Speaker 6 (16:44):
What makes I tryed to do this business in Georgia
and uh to be like a subcontractor. But I learned
quick learned is no real money. Here's one thing I'll
clarify is my lane has been healthcare that's really the
niche of government contracting, because really that's what I was
doing once I got on the side, and my last

(17:05):
company that was contract with the government. So there was
this company who I was going to be there the
sub who's trying to do to work in Georgia, and
I quickly realized there was no big money in that.
So I want to get the Medicate managed care because
Obamacare had just passed, which meant more people on Medicaid,
which because of the way I grew up, I knew

(17:25):
folks who Medicaid meant more people in medicate managed care.

Speaker 4 (17:28):
So let's just break this down. Medicaid is the government
program health insurance. Yes for people low income people. Yes,
so you get commissions if you signed people up for Medicaid.

Speaker 6 (17:44):
Well know, the way it works is if you actually
own the insurance company, which is what my parents had
that's providing the medical right, and then I got it.
So here's what happens. The government has the money and
they're responsible for paying all the bills for people on Medicaid.
All right, Well, what's happened is we had the providers,
the hospitals and doctors and service providers, which is build
a government over build them two or three times for

(18:06):
the same service build. You know, somebody could be ER
level five, but they EUR level two, which means not
that sick. But they'll build an ear level five, I
mean super sick. They would get more money for it,
so they would double build, triple bill do too much,
and so the government decided in order to manage the spending,
they need to put a police mechanism in the middle
to police the providers, and those are the Medicaid managed

(18:29):
care insurance companies. So they contract with us and they
pay us a health insurance premium per member per month
they assigned to us. So in DC, my first contract,
my first month I got they assigned me thirty thousand people.
They're paying me roughly, you know, five thousand dollars a year.
They pay me one hundred So I was getting like
twelve million dollars a month, five thousand dollars per person

(18:52):
per year, a person per year. Yeah, and I had
and they signed me thirty thousand people.

Speaker 2 (18:57):
So do the math.

Speaker 6 (18:58):
It's one hundred and fifty million years by twelve, like twelve
million a month first contract. Before that have to be
out the hospital bills though, same time, my member goes
to the hospital, the doctor, the dentists gets prescriptions, emergency
transportation not emergeny transporation. I pay for everything. And if
those bills are greater and they have my costs, my
administrative costs to pervert, provide the service, marketing, et cetera.

(19:18):
If my costs are greater than what I got paid
from the government, I lose money. So I'm at risk.
But if they're lower than I make money.

Speaker 3 (19:26):
Okay, So yeah, no, So are there things that you
can do obviously to prevent Yeah?

Speaker 2 (19:33):
Yeah, so what like, what are some of the things
that I was out cold? I was the coldest with it.

Speaker 6 (19:36):
So the average company in my industry is doing one
point seven percent profit margins. You've run up to two percent.
That's two percent, one hundred fifty million. It's like three
million dollars a year, right, Well, that's the profit profit right.
And there's some advanced accountants that look at all the
past utilization patterns. How many times go to memergency room,
home times ago impatient? It means they spend nine hospitals

(19:57):
one night. How many folks are homeless and they how
many folks have diabetes? How many folks you know, need
a transplant, and they make all these assumptions to say, Okay,
well we expect your cost to be X, so therefore
your profit can be two percent. But of course me
because Troy you the same way. I believe if somebody
gave you and I got my coming up to twenty
million revenue. So if somebody gave you twenty million dollars

(20:19):
in revenue. By the way, a lot of companies lose money,
like United was losing money. Are you gonna make money
lose money?

Speaker 2 (20:23):
I'm gonna make money, right, yeah, the show, it just
hit me, It just hit me.

Speaker 6 (20:28):
Give me twenty million dollars. I'm about to make some money. Yeah,
and I'm gonna make a whole lot of money. So
they was maked two percent. I was making ten and
then my ten was round and down. So I was
making like twenty million a year and I should have
made four million year.

Speaker 2 (20:39):
How come you were able to make way more higher
profit margins in them?

Speaker 6 (20:42):
Because big companies are built with mediocre, mediocre people.

Speaker 2 (20:47):
Right.

Speaker 6 (20:47):
So Blue crossby Shield and these big companies, United Healthcare, Senting,
they're big, and like every big coming, it's just mediocre, right,
because no one really gives a shit because they don't
own it. But me, I won't forty percent of my company.
So if I make twenty mins, eight millions comeing to
Tommy Duncan's pocket. You feel me. If I make four million,
I'm only getting eight hundred thousand.

Speaker 2 (21:07):
So what I'm gonna do? I'm about to make the twenty?

Speaker 6 (21:09):
How do I do it? I'm going through the data.
So I became in actuary in my own mind. So,
like I said before about like the food business, I
didn't like it. I like the process of it. So
I wasn't gonna become a cook or a chef. I
didn't like it. But in this business, I love this shit.
So I became an accountant to a degree in advances
accountant to call it actuaries. I looked at all of
my data identified, okay, well, who's cost me the most money?

(21:33):
By individual and by.

Speaker 2 (21:36):
Category?

Speaker 6 (21:37):
So I give an example, identified that anyone who was
in my membership had any condition. They could be a
type two diabetic, they could be on dialysis, whatever the
case may be. But if they were also homeless, they
cost me five x more expensive. So no matter what
the condition they had, they were also homeless, I cost

(21:58):
cost five hundred percent more. So what I decided to
do is identify all of my members that were homeless
and put together programs to get them into housing.

Speaker 2 (22:06):
Simple thing.

Speaker 6 (22:08):
So at this meeting, I had forty people there because
it was open meeting, and I kind of lead from
the front. I'm a ground up guy, so let's all talk.
Everybody gets respected in the floor. And what I quickly
realized is because of that safe environment, two women to
raise hand said I had actually been homeless in DC,
and homeless were the kids.

Speaker 2 (22:24):
They gave me the.

Speaker 6 (22:24):
Real So I thought I had the bright idea, was wrong.
They gave me the real lead of land. We put
together plans in place we would douce homelesses about fifty percent.
So out of all the metrics and data in our
industry of healthcare, the only metric that we needed to
focus on was getting folks that were homeless into housing.
It seems simple, right, We did it. Cost came now
a fifty percent, and our possibility went up directly.

Speaker 4 (22:46):
So that's let's just go into that point minute. So
just by actually looking at the numbers, you realized that
the homeless people was actually costing you a lot more money.
So you got to keep them on. So the way
that solve it is housing. There are housing programs, but
it's just a matter of most CEOs aren't really interested in.

Speaker 2 (23:07):
Community outreach and trying.

Speaker 4 (23:09):
So you actually going hand in hand and getting these
people and saying like, look, we can get you a house,
da da da, and we can put you in a shelter.
And that way, not only are you getting them off
the street, but you're actually increasing your profit revenue as well.

Speaker 3 (23:22):
That's why I was like, I get it. Once you
said it, I get it. You do the programs for
the homeless. You create exercise classes, you create nutrition programs,
more entry people, less people have to go to get
any type of treatment or have to go, increase the expenses.

Speaker 2 (23:39):
Trow one hundred per sent right.

Speaker 6 (23:40):
So we actually built these community centers called our recenters
in the hood. So in a TURFCE neighborhood in DC,
we had four of them all throughout the district. And
most of these companies call them corporate call wherever you
want to call them. They ain't stepping foot in the
hood and employees aren't, so we end up attracting people
that were comfortable being the hood.

Speaker 2 (23:59):
I call it the hood.

Speaker 6 (23:59):
But when you're around the people that you're serving, you
can affect them because you're actually communicating with them and
you get them. You build a trust where they actually
pay attention to what you are putting forth, they know
the resources, and their behavior has changed for the positive.

Speaker 4 (24:14):
So that's how you was able to increase just looking
at stuff like that.

Speaker 2 (24:18):
Studying analytics.

Speaker 3 (24:18):
So you went from one percent where the average was
one percent point set and so that's how.

Speaker 2 (24:23):
You got to the ten percent. I was over ten
killing them, killing them.

Speaker 6 (24:26):
But the problem is, and actually wrote a book trying
to change the policy for medicating the country.

Speaker 2 (24:31):
I sent it to you.

Speaker 6 (24:31):
It's called the Trading Dollar Medicaid Monster addresses single payer
everything you've heard about politically that knowing fully understands addresses
all of it, simplifies it. I took it to the
person that runs ran centerce Medicare and Medicaid for the
country to change policy.

Speaker 2 (24:47):
Gave three policies to change, and.

Speaker 6 (24:49):
He told me there's no way he could do it
because one of the policies is affected into law through
Obamacare and it'll be too hard to change policy. But
what that policy is a mandatory medical loss ratio requirement.
What that means is, remember the government pays us a
health insurance premium per member per month five thousand per year,

(25:10):
breaking down per month for one of bucks per month
per person tracking, Well, let's use a five grand per
year number. The requirement is that eighty five percent of
that money has to be spent on direct costs of care,
so hospital, doctor, pharmacy. Then I get, you know whatever,
twelve percent left, thirteen percent left to cover my administrator spence,
and then two percent profit margin. But the management medical

(25:33):
loss ratio is the eighty five percent. Well, if you
do things that I was doing, get people who are
homeless in the housing, reduce costs of care, then you're
going to be less than eighty five percent.

Speaker 3 (25:43):
Because I'm thinking, like, if you did it in DC,
this model seems like it could be scalable.

Speaker 6 (25:47):
Right, Like, why can't we do it Detroit, New York City? Well,
because it's political, it's hard to win the contracts. It's
a big game. So let me tell you how. Let
me tell you something else about to the entrepreneurs out here,
go to what the opportunity is. I feel like a
lot of times what we do is individuals, not just

(26:08):
black but just in general is we believe whether whoever
our God is or our universe is, you know, it's
all on us, right, so God bless us, and it's.

Speaker 2 (26:19):
Just wherever we are.

Speaker 6 (26:20):
But the truth is, the environment has a big impact
on your opportunity. And I was in Detroit in the money. Detroit,
d C. Is a special place, and a lot of
black folks who have been successful come through DC, A
lot of them. You look them up. Most of them
got to start a BT. You go through really look
at black folks who made it big. Most of them
spent time in DC. And the reason is because DC

(26:42):
is the only place that has a governor's budget but
as black ran. So you look at any other state
in this country. You go look at New York City,
who knows what's gonna happen until a degree it may
not really matter. You look at Atlanta, Georgia, you go
to Detroit, Michigan. You got all these you know, big

(27:02):
cities which have a black mayor. But the mayor budgets
are small because the governor government got the money. Governor's
got more money. They can actually move than the president
United States because they like the biggest CEOs in this
country but no one talks about it.

Speaker 2 (27:19):
So how many black governments do you know? None?

Speaker 6 (27:22):
Come on, Why is that they control the money? Sorry,
they control the money. Governors control the money.

Speaker 2 (27:31):
Let me tell you.

Speaker 6 (27:32):
Out of the city of Atlanta, because I spent time there.
With any city, a big contract to be a million dollars.
You get a contract with the airport, you got a concession,
you said you may you make a half million dollars
a year.

Speaker 2 (27:41):
It's big.

Speaker 6 (27:43):
Any contract over three million, so three four five million,
and it'd be construction. But the problem with construction for
an entrepreneurs that there's a lot of expenses in construction.
You gotta have equipment, you gotta have a million people.
You can't make any profit. But governors controlled. Let me
watch this. Watch this. The second largest procurement in history
of United States was Georgia medicaid. I'm sorry, Wash Florida

(28:06):
medicaid three years ago. It's one hundred and twenty billion
dollar contract. Right now, over the next three months, California's
put out their medicaid contract. Medicaid what I was doing,
it's going to be a two hundred billion dollar contract,
two hundred billion over five years, two hundred billion dollars
five years medicaid.

Speaker 2 (28:21):
What I was doing. Who controls that? The governor?

Speaker 6 (28:24):
I mean, you don't have to get a big piece
to get a lot of money. But d C is special.

Speaker 2 (28:28):
Because d C governor's budget.

Speaker 6 (28:30):
It's a government's budget, and the mayor is the governor.
And she's a black one.

Speaker 2 (28:34):
Because that's for her. It was a black man. So
it's a district of Columbia, so it's not a state,
so it's a territory. So we got the budget. The
mayor is technically the governor's in and they got the budget.
Is the budget of power? Budget based on population?

Speaker 3 (28:48):
How do they determine the budget based on populations in
tax base?

Speaker 2 (28:51):
Yeah?

Speaker 6 (28:51):
Okay, but DC is beautiful place. It's small with a
big tax base. And uh, they got the power. And
then the other thing DC did through form I were
mayor for life, Marion Barry was the first place to
institute a real program. Maybe Georgia did it, but DC
did it powerfully where every contract that comes out of
DC has to have thirty percent minority participation. Now they

(29:14):
what happens. There is a lot of times that black companies.

Speaker 2 (29:17):
Will come in.

Speaker 6 (29:17):
It tried to do small shit do small things right unintentionally.
But they'll do janitorial service, they'll do marketing contract ahvag
they do printing. But there ain't no money. I mean
relatively speaking, what I was doing. I came in as
a prime and I got the prime contract, So I
was getting two hundre million dollars year out of DC government. Well,

(29:40):
the problem with the companies that like I had is
I couldn't find a smaller black business to give a
contract to that was worth thirty percent. They couldn't do
the work, they didn't have the infrastructure, they weren't trying
to do anything worth the bigger spend. But DC, let
me tell you right now, to Medicaid contracts, because they
did an expansion DC right now, it's probably three billion
dollars a year, just a little a little old DC

(30:01):
three billion dollars. Well, of that thirty percent, how much
is that almost a billion dollars has to be spent
with minorities? How much you write really things being spent
with the minority companies in DC? I could tell you
because we had to do hearings because there weren't enough
to spend.

Speaker 2 (30:14):
Probably, yeah, no more than ten million, not even ten
five five five million from a billion, not even that much.
I'm saying. It's like it's just not the companies aren't there.
The companies aren't there to do the work.

Speaker 6 (30:28):
And look, I mean we put game in the system
by putting money in a black bank, but that's not
really spending money. That's just money sitting. And even that's
like small. But anyway, my points are that there's opportunity
all over the place, particularly in DC, and this way
to navigate it, the way that I did it, you know,
but as an ospruar, you should look at your environment,

(30:49):
see where you're at.

Speaker 3 (30:50):
The skill I mean navigating through government contracts is obviously
a skill.

Speaker 2 (30:55):
Where did you develop this? Was it watching your parents.

Speaker 3 (30:59):
Go through the hospital or was it something that you
learned when you were at a VP at your first company.

Speaker 6 (31:05):
On one side, my experience with my parents, you know,
having all these employees, you know, all the politicians coming
through every day, taught me government contracting because that's a
lot of it is a sense of I don't call
a quid pro quote, it's a pro quote.

Speaker 2 (31:22):
Right.

Speaker 6 (31:23):
There is a fundamental human principle called reciprocity.

Speaker 2 (31:29):
Right, you do for me, I do for you.

Speaker 6 (31:31):
But you ain't doing it for me. I ain't doing
much for you. And the reason you need to get
my attention is because you want me to prioritize your priority.

Speaker 2 (31:37):
I got my own priorities.

Speaker 6 (31:38):
So in order to do that, you got to incentivize me
my experience that a creative taught me, train me. And
that's the skills that I deployed when I looked at
all of my data and identified which one moved the
needle as I gave the example with the homeless program
and executed and put together operating rhythm to push every
day to improve our performance. He had a conversation earlier
Troy about you're asking me if someone wins the office,

(32:01):
and it was with Shay. The question was, well, while
they keep raising money. Yeah, they keep raising money because
they may be borrowing to pay for the TV commercials
and they need to pay that money back. The other
thing that happens too is they always want to have
more money because they can then king make or queen make.
So now let's say the person's mayor or governor, and

(32:22):
now they want to hand pick city council, right, so
they want to give that city councilor member that they
want so they know that they'll vote for whatever they
their initiatives are. They need to raise money for them,
so they'll take the money that they raise for their
campaign and then donate it to Kingmate to kind of
build a powerful position in government so they can make

(32:42):
decisions they want to make and help folks that they
want to help. The other reason is if they lose,
they got debt. See, if you win, you can always
raise money because now folks want to participate with you,
right the business people. But when you lose, then you
may have one hundred thousand dollars in debt, a million
dollars in debt, and no one's gonna give you any
money really because you lost.

Speaker 2 (33:02):
So they always raise money just case they lose to
But anyway, so.

Speaker 6 (33:07):
The understanding government relationships and understanding what people want by
the other side is training in Troy. I got my
training on how to operate my business at the highest
level through my company at a creative. When I sold
my company to a creative, they taught me how to
analyze data, how to synthesize it, how to analyze and

(33:29):
identify out of all of the data points and metrics,
what actually moves in need of the most and then
create an operational rigor to push every day to improve performance.

Speaker 2 (33:39):
I think that's incredible, Right.

Speaker 3 (33:40):
A lot of times people here, someone sold their company
and they took the cash and they walked away and
tried to create a new company. Whereas you sold the
company and stayed on and learned, yes, skills to help
you before you created a new company.

Speaker 2 (33:54):
That's right, that's incredible.

Speaker 6 (33:55):
And that's why we killed them. Yeah, my last company,
we killed them and it benefited me financially. So my
last company based upon the size, So if you just
look at the metric of number of members, which is
usually how they value managed care companies, we would have
sold our company for forty million dollars, but because we
were so profitable, we sold a.

Speaker 2 (34:15):
Company f one hundred and twenty million dollars.

Speaker 6 (34:18):
And that profitability was a was directly driven by really
the training I received at the creative to understand the
data and then pushing it.

Speaker 4 (34:27):
So what was the last company that you sold, Like,
what was the same type of services provide insurance?

Speaker 6 (34:34):
That was insurance, that was a Medicaid health plan, that
was Medicaid insurance trusted or trusted.

Speaker 2 (34:38):
So you was providing the insurance for the Medicaid.

Speaker 6 (34:41):
So people who have Medicaid, they have an insurance company,
and I was one of the providers.

Speaker 2 (34:45):
This is interesting, It's something that I've never even heard of.

Speaker 3 (34:48):
Speaking of Medicare, you actually bought a healthcare plan from
Michigan Tenant in twenty sixteen.

Speaker 2 (34:53):
Yeah.

Speaker 6 (34:53):
Tenants the largest for profit health care system in the country.
So here's how it goes. It kind of makes to
both right. So one, there was a person who used
to be a Supreme Court justice in Michigan, and we're
very close with my parents when I became when I
started my entrepreneurial journey, remember my parents. The other thing

(35:15):
about government business is when you're on the positive side
where people like you, it's extraordinarily beneficial. But then something
can happen when you get on the wrong side of politics.
And so my parents got on the wrong side and
lost everything. But then I was building my own. This
person became a good friend of mine, kind of like

(35:36):
a mentor to a degree, and it just so happened.
He ended up becoming the CEO of one of the
tenant hospitals in Detroit, and he told me that from
corporate they had made a decision to sell their Medicaid
help plan assets. And because of that relationship, he told

(35:59):
me about it. And then I contacted a guy who
I made chairman of my board. He's a very good
friend of mine. I contacted so my guy who was
running the hospital told me. I contacted my guy who
is in that world of high power executives in healthcare,
which none of them were black. He talked to them

(36:22):
and they confirmed, yes, we are looking to sell their asset.
And so you know, within a few months they sold
the tours.

Speaker 3 (36:27):
What's the type of tag on that, because I know
you later sold it to Henry Ford.

Speaker 2 (36:31):
We bought it for.

Speaker 6 (36:34):
Well, we had to put in it's called risk base capital.
I think all in we probably put in like thirteen million, ok,
you know, and then three years later we sold it
for twenty two and a half. Yeah, but it was
a crazy story. But here's the real story. That ain't
the story how much money we made. The real story, Troy,
is that we bought it and they gave us these
financials which showed it was making six million dollars a

(36:55):
year in profit, half million a month, half million a month,
half million a month. The first month I owned it,
we lost a million dollars, Oh you did. So they
sell me an asset with all the financials. It's a
big public traded company, right, one that you would trust.
Half million dollars a month they make it. But somehow
my first month I lose a maion. Second month I
lose another million, Third month I lose another million. So

(37:17):
now what's happening. My private equity partners are come to
take my company over from me. I got stories with
days they come to take it from it. They said,
now we gotta put money in the company. Of course,
time you can't put the money up, so we gotta
put the money up. We gonna delute you down and
take your equity to put the money up. And it's
becoming hostile because we have our investors, who's money in
this thing. We gotta do what we have to do

(37:39):
to retain as much value as we can. So now
they start showing up in my office every day, taking
over my finance. So put my CFO out the way,
took over his office and coming every day. So I'm
all right, now I gotta fix the problem.

Speaker 2 (37:51):
So fix problem? How do I do it?

Speaker 6 (37:53):
Make all my vendors renegotiate their rates for me cut
everything in half, or I'm suing y'all and I'm claiming fraud.
And so now I called a State of Michigan. So
here's what things. No matter how big the companies are,
company is in healthcare, there's one thing that can destroy
a company.

Speaker 2 (38:09):
It's called compliance.

Speaker 6 (38:11):
So the government believes that a company is not being compliant,
they could tank the whole company. And so I proactively
called the State of Michigan's insurance bureau, even though our percentage.

Speaker 2 (38:23):
If they called me, they didn't.

Speaker 6 (38:25):
I called them and I was threatening, well listen if
the insurance bureau approved them. So what happens is when
you're an insurance company, you make a profit. You can't
really take your profits out every year. You just retain
them and then when you sell your company, then you
get all your money. So when they sold the company,
we gave them thirteen million, they took like ten million

(38:45):
out the company that they had to retain earnings. So
then I contacted insurance bureau and I threatened, I tell
you a funny story too, you know, let me tell
you the story. So I called the insurance bureau, say no,
I'm on record, call them to have a meeting being
in healthcare for ever. So we go there and I
got my private equity partners right, and they talking all
this shit to me. They trying to take my company
from me. Dudes resign from the board so they can

(39:07):
sue me. So I knew that do resign for the board.
That means they about to sue because they can't sue
me being on the board because it's complex adventuest. So
I'm like, all right, this is a Jewish guy. They
about to sue me, and I got all these problems.
They take it over my company anyway, So we go
and now I got to get my money back. I
don't forget my money back, and I renegotiate my VNDER contracts.
I can save everything. So we get to Dallas and

(39:28):
all these guys people come to to me to all
thisselff to me. We get there and they quiet scared
to talk.

Speaker 2 (39:34):
But here's what thing.

Speaker 6 (39:35):
So I threatened the dude. I said, yeah, you know,
y'all took that money out and you sold the company
to me. And you know I got to meet with
insurance bureau. They want to meet with me about what
happened because they see that financials have deteriorated. So I
don't know, but that's the problem. So the dude, he said, ah,
I did this team talking. I come back, I said,
you know, I mean the insurance bureau and y'all took

(39:58):
that money out. I don't know what they want to
talk about. He kind of ignored again. I said the
third time, I'm sorry, sorry, I say. He said, God,
damn it, duncan if you threatened me one more time.
I looked at him, I looked out the window. I said,
all right, I won't say it again. That's gonna make
sure you heard me.

Speaker 2 (40:17):
Came back.

Speaker 6 (40:17):
I promised you a day later, and they agreed to
give us some money back. Got my money back, and
still renegotiated my contracts with my providers who had to
pay my vendors. So then now now that they get
my money back, now my cost with Lord going forward
set up making money.

Speaker 2 (40:32):
I probably made another twenty million. It's unbelievable. It's unbelievable,
so said.

Speaker 6 (40:39):
I got my pe partners off of me and save
my company end up being more profitable, and then Henry's.
But then the company still wasn't making money, and it
was it wasn't working. So I was able to get
Henry Ford health System health System in Detroit to buy
my company, and I made a profit so on something
that was losing a million dollars a month, it could
a taint everything. DC could at taint everything. I ended

(40:59):
up up some one hundred twenty minon outs they pross
all over the place, and.

Speaker 4 (41:04):
Then the very oh so yeah, I don't want to
just breeze over one hundred and twenty million. You sold
the company for so all right, so what is the
What was the process of you selling that? Like when
was you saying, okay, this is the time to start
actively looking for somebody to buy it, or did they
approach you and talk about that, like how you actually
value the ebadah and all of that stuff, like how
you value the selling of a company, because a lot

(41:24):
of times people just hit like I sold the company,
but they don't actually know like the details that go
into selling a company.

Speaker 2 (41:29):
Yeah, so okay, first.

Speaker 6 (41:38):
In our industry, because I got so many stories, I
can tell you what should be fun, But in our
industry there.

Speaker 3 (41:47):
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Speaker 7 (43:43):
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Speaker 8 (43:49):
Are you saying it was the off field play that
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Speaker 6 (44:09):
Framework for how you value our companies right, and it's
ebit US roughly eight times EBI to right. So you
could value it that way, or as I told you before,
you value it on the total number of membership, So
call it like a million dollars of members. Forty thousand
members have million dollars, but it'd be like forty million
dollars right, Or you could do it boyut EBITDA. So

(44:32):
but what happened with US is I didn't want to
sell my company. I wanted to keep it and keep
growing it. The problem I ran into is even though
we were the highest performing on every metric, we're the
most profitable, you know, every metric about getting people healthier,
we were the best at it. I couldn't win other
states because what I tell you, we had no black governors.
You know, it's just and you had that black governor
to push to win a contract, and we didn't have it.

(44:54):
And my PE partners, I didn't want to be deluted,
so I don't want them putting up too much money,
and then I get deluted. So I'm owning you know,
five ten percent of company where I built it from scratch.
It's the time I was owning forty I want to
keep my forty. See all these different factors. So but
then what happened, let's shared with you. So anyway, so
my pe firm when they bought in, So I started

(45:16):
a company without private equity. I had a partner of
mine who I met out here in La Do, a
good friend of mine who arranged to put up the
first couple million dollars. And then I end up having
them bought out because relationship dynamics got difficult to manage through.

Speaker 2 (45:33):
So got in bought out and we got bought out.

Speaker 6 (45:35):
The company was worth twenty five million dollars total, so
p came in at twenty five million. But remember I
sould was one hundred twenty millions. But when they came
in three years earlier, you know, their whole thing is
you make a profit, you create value, then you sell
it and you have this you know this game. So
they had been looking to sell the company, but I
kept wanting to stay in the game because to me, shit,

(45:55):
if I'm worth a hundred million dollars now and we're small,
if I get bigger, we're worth more a day and
two billion, I mean I can keep going. But one
thing that I think was a mistake, that I made Is.
I started making so much money that I got got loose,
and I was just starting to spend too much.

Speaker 2 (46:12):
So I was sharing with Shot earlier.

Speaker 6 (46:14):
You know, I did, amongst many things, I had this
big party in New York City where I told him
I also had Tretch.

Speaker 2 (46:24):
I had Naughty Boy Naguor, I had uh at Christmas.
At Christmas, PRIs probably had Genuine.

Speaker 6 (46:28):
I danced with Genuine doing the moves and ship.

Speaker 3 (46:30):
I mean I was.

Speaker 2 (46:32):
We had Freddie Jackson, you call it.

Speaker 6 (46:35):
I had everybody showing up. I was like reinvigorating careers.
Real talk the first verses. Yeah, real talk. But but
let me tell you what happened. So when you're in
healthcare in government, there's always these fundraisers, small not for
profits trying to raise money, and it's like this important
thing in all the politicians show up. So I'm at
this Christmas dinner and this one woman who's like CEO

(47:00):
of some small not for profit organizational healthcare.

Speaker 2 (47:03):
She comes up to me.

Speaker 6 (47:04):
She yeah, time to hear you making all this money.
You know you're doing real well.

Speaker 2 (47:08):
Huh.

Speaker 6 (47:09):
And when she made that comment, I knew.

Speaker 2 (47:13):
Coming out just like.

Speaker 6 (47:13):
Remember, yeah, man said put the mink on through and
through it in in the in the uh, in the fireplace,
and I'm like, damn the word and got out.

Speaker 3 (47:23):
The trusts, the Pink Catalact and good Fellas Pink Cali,
good Fellas, Oh take that ship back.

Speaker 2 (47:27):
It was.

Speaker 6 (47:28):
But I bought a Bentley when I got to d C.
I had a red uh Note eleven because of my
first company. But I never drove it and I sold
it because I had to be low key. But then
you start making so much money you just can't help yourself.

Speaker 2 (47:39):
I bought a Bentley. I'm kind of I'm driving.

Speaker 6 (47:41):
I'm driving, driving like this and ship like real talking
my hat down out in the city and it's in
DC is small.

Speaker 2 (47:49):
Well, I couldn't.

Speaker 6 (47:50):
You can't control yourself. You cannot control yourself in this situation.
In the situation itself possible, It's impossible.

Speaker 2 (47:57):
That's why every movie the same should happen. No matter
how much advice you get, you couldn't do it.

Speaker 6 (48:03):
So but but here's a here's a but here's a
real life story. So right, the pink Cadillac, you know,
the Chinchilla. When I was growing up, it's about the
time we lost everything and I came back home to
try to save it. My stepfather had just sold a
piece of property which was attached to the hospital for
two million dollars and he was running around with his

(48:24):
two million dollar check and he was showing it off.
It was one moment he was in the casino in
Detroit and he and it was this dude I don't
mention his name who my stepfather was bragging to, Oh,
you know, y'all think y'all hurting me because he was
going to beat out of politics. I said, I just
got two may and he's showing a two million dollars check,
and I truly believe and he'll tell you that was
the start of the full collapse, right. He was he

(48:47):
could maybe fix it. But after that it just it
was a rap because this dude controlled the hospital. He
was a general counsel for the hospital, and they just
started suing the h most. The long story short, I
knew at that moment it was a rap for me.
So therefore I needed to sell the company to extract
as much value as I can before end up losing everything.
And the thing about government contracts, in any contract business,

(49:10):
is it has its positives, it's pros, It has its
cons Now. The positives contract business is that once you
have a contract, you got revenue flow right, Boom revenue flaw.
The downside is when you lose your contract, animo revenue
flow right. So I went from getting two an a
million dollars year coming through. So now if I don't

(49:32):
have nothing, I lose my contract, I have zero.

Speaker 2 (49:35):
So I'm not a.

Speaker 6 (49:36):
Situation where I could go from verry risky. It's all risks,
it's all enough and it's literally all enoughing right now.
If you're in retail business, what our cause like red
restaurant are you're selling something, whatever you're doing, and you
have customers buying your product and service, they don't just
cut you off. You know you have a real business,
right But in contract you can lose everything. The problem
with the retails you got to build this big business.

(49:58):
I start off, I got a two a million dollars
year RepA damn.

Speaker 2 (50:00):
I mean it's big difference, big difference. You got to y'all.
You know, you got to build.

Speaker 6 (50:04):
But then when you get it, you're not as much
at risk contract, you're full risk. My partners were putting
pressure on me to sell it, and I'm like, all right,
I need to sell this company before I end up
with nothing.

Speaker 3 (50:15):
So you sold January twenty twenty. Yeah, and then you
announced three weeks later JEDDOK, which is where you're at now.

Speaker 2 (50:23):
One week later, we both I want to just go
back to you quick.

Speaker 4 (50:26):
So this is very important for people, especially black entrepreneurs,
because a lot of times I feel like we have
it's a gift in the curse, but we have a
deep emotional attachment to our business and people always criticize,
not always by lives. Time they criticize people, it's like, well,
we can never really grow as a community if we
keep selling our businesses. But when you have to understand

(50:47):
that there's no emotional attachment to business, you have to
look at it from a very rational standpoint, and it's
like you can sell a business and then scale to
another business as well. So once you saw that a
they was going to come at you because your lifestyle
and then be just the risk, you just realized you
did a calculation in your head, yep, and said it's

(51:07):
time to go.

Speaker 2 (51:08):
That's right, exactly right.

Speaker 6 (51:10):
And because the where I grew up and again, my
mother had a twelve care diamond ring and she gave
way for practically nothing, and all the furs and the
cars and the house and everything, because they were trying
to keep that business open that clearly was closing. Gave
way everything trying to keep it open. I realized that
the most attachment was more of a curse and a blessing.

(51:31):
Did you reach out to Blue Cross Bushel or did
they reach out to you to sell it? And said
they reached out to me. They reached out and then
they were trying to get rid of me, so you know.
So then the district did this thing where they did
another procurement, a new contract. So I just want a
five year contract. Like eight months later they say, no,

(51:53):
we're gonna do it again. We're gonna do another contract.
See now you have to go through the process of
winning a contract again. I just won, so I thought,
except for five years, I mean, you know, I can
try to grow or whatever. But then eight months later
they put gonna do another procurement after they cut my
race twice. Remember not making so much money, they cut
my rates twice, only me, and then they did this
new procurement, which to me was a message they kicking

(52:14):
me out.

Speaker 2 (52:15):
It's a rap. So but I love out of DC.

Speaker 6 (52:21):
You know, Blue Cross Connect connected with me said they
wanted to be in the medicaid space and the company
they bought didn't win the contract, but instead they were
encouraged and not negotiate a good deal.

Speaker 2 (52:32):
Anyway. Yeah, yeah, so so you sell that then and
then jet That's yes, I was saying.

Speaker 3 (52:39):
And as you see the walls closing in, yeah, you're
already drawn up the vision for the next thing.

Speaker 2 (52:44):
So talk about that process.

Speaker 3 (52:47):
I know it's closing in, but here comes the next thing,
which is Jet Doc, which you announced a week after
you saw.

Speaker 2 (52:52):
Yeah.

Speaker 6 (52:53):
So I didn't like, you know, I didn't want to
sell my company, and I felt like I was being
forced out, and not just in d C, but I
felt like I'm the smartest person in healthcare, and I
wrote a book to prove it.

Speaker 2 (53:08):
I really am.

Speaker 6 (53:10):
No one knows better than I do, because no one's
been found of CEO like I have. So it's one
thing you know something because you work for somebody, another
thing like what y'all doing? You know that you know
what I'm saying.

Speaker 2 (53:18):
It's different. So I knew it. I'm smart.

Speaker 6 (53:24):
I grew up in it, so I fifth second generation,
I mean and when my mother and my stepfather started
in the business, they were guinea pigging this concept to
medicate managed care. And of course they started in the
black communities because that's where the guinea pig. But because
of that, my parents had the first experience with it.
So like, no one knows the game better than I do.
So I felt like I was being put on the
sideline of the industry right, and I was mad about it.

(53:47):
And so even though I knew I was about to
make this money, I was pissed. And so I started
another company and my plan was and launched his next
company a week later, and then you know, shocked the
world with that. Unfortunately that didn't happened it. You know,
I launched jet Dot February first of twenty twenty with
this concept of telehealth cause I knew that's where the

(54:07):
game was going pre pandemic, because I looked through all
my again, I've looked to all my claims. Oh, I
got a lot of claims with your little claims which
can be done over telephone versus somebody having to park
the car going to the office see a doctor for
zyptromac a Z pack. They's doing on the phone boom
ba boom. And the doctor is not a big risk
because it's a Z pack. It's easy, right, So I

(54:27):
knew that's where when I looked at my claims, I
paid off many claims.

Speaker 2 (54:30):
You know, boom. This is where healthcare is going.

Speaker 6 (54:32):
I launched February first on my own technology building myself.
But then pandemic hits like March fifteenth, and I go
from being early till late because now my tech I'm
I just I'm a month in the building.

Speaker 2 (54:43):
My tech.

Speaker 6 (54:44):
My tech went ready until until September.

Speaker 2 (54:48):
Yeah, and I was late.

Speaker 6 (54:50):
And then I thought, okay, well I'm still good. So
I'm self financing because I want partners, because I had
pee partners last time, private equity.

Speaker 2 (54:57):
Self finance that don't let that go over your heah. Yeah.

Speaker 6 (55:00):
But sometimes a good idea, sometimes it's not the great idea.

Speaker 2 (55:02):
It depends.

Speaker 6 (55:03):
But I wanted full control of this. I thought it
was going to be like a Grand Slam, A self
financed it. And then I go out here to market
like being about to kill them. It was right before
Labor Day last year. I'm about to kill them. I'm
about to give away you know, free doctor visits. But
because I had stripe on the app. I had to
charge lease of dollars. I'm gonna do dollar dollar doctor visits.
And the next morning I wake up, I didn't had

(55:26):
that mini. You know what I'm saying people on my app?
Why now spend the money on advertising? And I look
at all the comments. They think they're, you know, not
real doctors, the Dr Pepper, you know, voodoo doctors, doctor
dre whatever, you know, doctor day, doctor Dre. It wasn't real,
and so people didn't assess value to what I was
trying to sell, and really is amazing value properties and

(55:48):
actually included discount pharmacy where anyone can go to any
farms in the country get a priest to cost some medication.

Speaker 2 (55:54):
It's unheard of.

Speaker 6 (55:55):
But because I wasn't getting attraction I expected to get,
I decided to do celebrity route like everybody else and
go influencer. I got with Rick Ross and then we
launched this big thing earlier this year, and again I
actually kind of got it working. You know, my number
is one hundred people per day. If I got one
hundred people to day sign up for jet Doc, it
was booming a subscription model. The problem is I g's

(56:18):
like fifty people to day. Actually that wasn't a problem.
Fifty people day would have been okay. The problem is
that I spent four hundred thousand dollars that a month
in advertising. I ain't spent one thousand dollars a month
for the fifty people a day. I just can't you
know what I'm saying.

Speaker 2 (56:31):
They can't justify it. No, I ain't doing that. So
but that was my problem.

Speaker 6 (56:39):
So then I had to make another pivot. Business people
do if you're gonna be in business. So I pivoted.
My pivot was I'm gonna go back. Remember the guy
I told you who I made chairman of my board,
who's at the highest level of health care in this
country most probably top ten most problem for people health
care in this country by far, used to run CMS.
He's a friend of mine. I hit him about what

(56:59):
I'm doing. They gave me a recurring license contract, which
is valuable when you're in the tech business. So back
to valuation, service business and healthcare. Eight to ten x EBITA,
which is pre tax profit.

Speaker 2 (57:13):
You know what the EBIT the stands for.

Speaker 6 (57:14):
Yeah, Earnings before interest, taxes, depreciation and amortization EBIT die,
so pre tax profit eight to ten x is roughly
ware you're gonna end up services.

Speaker 2 (57:25):
But if you're in tech, it's like twenty two or
something like that.

Speaker 6 (57:29):
Bank Bank, And that's why I want to get a
tech That's why they did detect. So they're gonna give
me a million dollars a year in recurrent revenue, so
call time. So well that's twenty two MILLI dollars country,
I'm worth twenty two million off the top. I actually
got a eventuation of seventeen million.

Speaker 4 (57:43):
And that is I'm glad you said that. So that
is how you value a company. It's like the money
that you're making. I'm trying to break this down as
easy for people to understand as possible. The money that
you make after all the expenses and all of that
is done every single year. And then you have multiple
So depending on what industry you're in, that will determine
your multiple. So you were saying healthcare's multiples of eight,

(58:03):
but in tech is like in twenty plus twenty plus.

Speaker 6 (58:07):
And here's another thing about tech. Tech will give you
a multiplier of top line revenue. I'm talking about ebit
does after expenses and taxes. I mean, it's after expenses
net is net. Tech is gross gross. So you're doing
a million dollars a year, you getting ten fifteen, that's
fifteen million, your a couple of contracts. Now you're forty million.

(58:29):
I mean, and you're just doing tech.

Speaker 2 (58:31):
So why is that?

Speaker 6 (58:33):
Because tech is just so explosive and it's just the
because it's scale, so scalable, because if wor it's here,
you'll work anywhere.

Speaker 2 (58:39):
It's not.

Speaker 6 (58:40):
Once you've build a tech and it has an application,
what it costs of scale it is minimum. But services
you get in more people, you have more infrastructure, more
blah blah blah. So tech is a sixty place to be.
So the dude connects me with the company and then
they end up investing giving me an anchor contract. And
so now we're actually at the closed age of winning.

(59:02):
Appears to be winning a statewide contract to provide telehealth services.
And we have another company that we're looking to.

Speaker 4 (59:08):
Do business with a few more and so telling doot.
So what's the revenue census? You say you started with
like a doubt? How much is it now? I mean,
well we still got to say jet dotah.

Speaker 2 (59:18):
Yeah, Yet that's a competition.

Speaker 4 (59:19):
Well yeah, yeah, I was acting about that. So jet
dot you started with a dollar, how much is it now?

Speaker 6 (59:26):
So it doesn't matter really because now it's twenty dollars
a month, but we're ten dollars a month unlimited. But
it doesn't matter. Well, it does matter, but it's not
my priority. That's director consumer. So people in Georgia and
Florida can still call it jet docs. See a doctor,
get it, this got medication boom. It's all easy, pay
a twenty bucks a visit. But what I've transitioned into

(59:49):
is business to business. So that's when I was sharing
with Troy earlier. There's an opportunity where you know, I'm
going to address homelessness. It's a major problem, which means
the major opper. What we found again through my math
uh when I did in DC, is average person spends
five x more expensive if they're also homeless. The average
expense per year is about twenty grand a year. So

(01:00:11):
somebody's homeless, on average, they cost us twenty thousand dollars
a year. That's entire Medicaid manage caare industry. Well, had
some folks at the homeless that cost twenty grand a year.
Remember you only get PAI five thousand years, each person's
losing fifteen grand. But then you have other people who
don't see the doctor at always seeing pay five grand
a year. So you know, you get you get paying
out zero but you're getting five thousand, so kind of
to a degree, not always average way out, but you

(01:00:33):
know it gets close to it. And that's where the
two percent problem arete comes from and you shake all
that out. But HOMELETSS is a big problem. It's the
biggest impactor on the healthcare industry. No one really talks about. So,
and we've had homeless people that were using the emergence
room fifteen twenty thirty times a month, right, knowing what
to say to be admitted impatient, I mean the impatient
means they spend in the hospital east one night. So

(01:00:54):
somebody wants to get a meal, they wanted to stay
in the hospital, or for whatever reason, they want to
get some more medications, maybe because they need them, maybe
because they want to sell them. Who knows, they know
what to say to get it. And then the insurance
comes to paying the bill, or it's just cold down,
its cold ever whatever, right, but it costs money. Somebody
goes in patient. Maybe it cost us fifteen.

Speaker 2 (01:01:13):
Thousand dollars, and you can't turn somebody down, no, So it.

Speaker 6 (01:01:17):
Costs fifteen thousand. Right, Well, if they stay on average,
which is five nights, I'm paying three thousand dollars a
night back. They could be staying with me at the
Plasta Hotel and Penhouse Sweep. That's what I'm paying. So
the opportunity is getting folks that are homeless into housing.
And there's a big opportunity. I was giving you a
quick mathty in Oakland, California, we're talking to a big company.

(01:01:39):
Let's say they have ten thousand members, twenty thousand dollars
a year. They mean to spend two hundred million dollars
a year on homeless members on healthcare for their homeless
two undre million.

Speaker 2 (01:01:46):
Dollars a year. I proved it in DC.

Speaker 6 (01:01:49):
I cut my homeless members in half by fifty and half,
which is fifty percent, and it costs came down accordingly.
So if I took a two hundred million dollar baseline
and I cut it in half, that means a hundred
million dollars in savings. If I got half of that,
I may fit man. And they made fifty. They say
fifty for giving me the contract. It's a lot of money.

Speaker 4 (01:02:04):
So that's that's the revenue models, not really the consumer.
It's more business in government government contracts too.

Speaker 6 (01:02:11):
That's government or business business. So another company like the
one that I had, I can go contract with him
and say, I know how to save money I was doing.
I was doing ten percent, twelve percent profit margins.

Speaker 2 (01:02:20):
You're doing you're trying to do too? Are you helping?

Speaker 3 (01:02:24):
So that that that is a formula for Oakland. We
know homelessness is a huge problem in la as well. Yeah,
can that also be replicated here? One hundred percent? The
thing is I'm friends with the CEO of a big
help planing.

Speaker 2 (01:02:35):
In Oakland and Oakland relationships, rightships.

Speaker 6 (01:02:37):
But once you pilot anything anywhere successful, then did undred percent.

Speaker 2 (01:02:43):
So the whole idea of virtual doctor visits.

Speaker 4 (01:02:47):
Teleerdoct is a well known company who's a publicly traded company,
but people are still a little lary about this.

Speaker 2 (01:02:57):
So you have a virtual doctor visit.

Speaker 4 (01:03:01):
What Because I've never done this before, can you kind
of explain to me what is a virtual doctor visit?
Because I'm assuming that it's some limitations involved, like you
can only see somebody, you can't like hit that hell
bow and check that cough and all that. So, like,
how does that work? And do you think that this
is something that will be the normal moving forward?

Speaker 6 (01:03:23):
I do in the current in the current state of
technology and its limitations, most all health visits are you know,
you have flu symptoms, or maybe you think you may
have COVID symptoms, or you have a headache, you need
some strong advil or something that you don't need to
see a doctor. You know it, and the doctors knows it.

(01:03:44):
You don't need to see them in person. And so
you download the app and you basically are like a
zoom called the FaceTime with the doctor and you talk
to them about your symptoms and they're going to prescribe
your medication. And then in jet doc then the doct
will automatically send the script wherever pharmacy feel is most
convenient for you. You go pick it up, you get

(01:04:04):
a five cent off constant medication. The discount card is
embedded in the app. Where healthcare is going is more
sophisticated technology, which we're on the forefront of that with
this contract we have. I was just sharing with you
where we're including with our app, integrated remote patient monitoring
so folks that diabetic negocometers to measure the sugar the

(01:04:24):
blood in their shirt, the sugar in their blood, and
so we're integrating like a post eximity to.

Speaker 2 (01:04:32):
See what their you know, uh, their heartbeat is.

Speaker 6 (01:04:35):
But we're we're integrating these into our app so it's
fully integrated. So now you can have you know, devices
that have advanced huh, what's the word photography capabilities. They
can actually see more clear than your iPhone what's going on.
So you can actually use devices or smart scales to

(01:04:56):
get more information. So you're actually replicating an in person
visit without being in person. So that technology doing the
way and we're in the forefront of it. We're building
this integrated application with jet dot to have twenty remote
patient monitoring devices fully integrated.

Speaker 2 (01:05:11):
To the system.

Speaker 3 (01:05:12):
So pre COVID, in the tele health space, there was
an average about projected average, about eight hundred thousand visits
eight hundred thousand visits a month. Obviously, post COVID that
number has run to a billions, So that means it's
a lot of people in the space. So what's jet
Dot's plan to separate it? Because I know Shoddy mentioned

(01:05:33):
a company as a competition, how do you separate yourselves
from the rest of the competition.

Speaker 6 (01:05:38):
The reality is I got to figure out what I
want to do. So you know, there's so much room.
First of all, I answered question, it's a lot of room.
There's room galore, and there's room galore direct consumer. There's
so many different pockets of opportunities. So whether you focus
on mental health, do you focus on this niche? Over here,
there's a telecompany that's been very successful doing transgender care

(01:06:03):
actually transgender or transgender.

Speaker 2 (01:06:08):
Friendly, what have you.

Speaker 6 (01:06:10):
And all the members are transgend because they have their
own health care issues, right, and so it's very focused.
So what's happening now is the telecompanies are trying to
figure out what the niche is. Right, STDs is a
big niche, so fire out with the niche is our
opportunity for it for nicheng direct consumer. But also when
you do direct to business, I mean how a business
are is a trade of them, so there's always things
you can try to do something new and different, which

(01:06:31):
means the opportunity to grow B to B is pretty
massive as well. But when I was saying I got
to fiure out what I want to do, is you
know how far I want to take it. You know,
if you ask me a year ago, tw years, got
to tell them to take it all the way, you know, pulkly,
trade it own, to control it, make it a legacy business.

Speaker 2 (01:06:46):
Am I there right now? You know I don't know.

Speaker 6 (01:06:48):
I'm still thinking about that. So do I just want
to create it, create value and sell it and have
another hit and maybe getting a TV life but tuned,
stay tuned. But that's the decision, you know, to how
to make it? You know where the passion lies and
is it still burning?

Speaker 2 (01:07:09):
Let me ask you this before we wrap some general questions.

Speaker 4 (01:07:12):
You say, you wrote the book Medicare Medicaid we always
had these issues that you know, it's so flawed, And
you said, can you give us one of the solutions
that you have in the book or something that why
is it so flawed?

Speaker 6 (01:07:25):
And what are some like at least one thing you
under think can be done to fix it? You understand it.
It's get rid of mandatory medical loss racial requirements. So
I shared with you earlier, out of one hundred dollars
we receive in revenue, we were required by a lot
of spend eighty five dollars out of one hundred eighty
five percent on the direct cost of care hospital, doctor, pharmacy, dental, transportation.

Speaker 2 (01:07:48):
Et cetera.

Speaker 6 (01:07:50):
Well, if you spend eighty five percent of your dollar
every year, medical cost inflation is two percent. It's been
two percent forever, which means next year you're going to
be spending your total costs. So the governments won paying
the total costs. The taxpayers are paying, so eighty five
it's like compound interest eighty What was eighty five percent

(01:08:12):
not eighty five point two percent?

Speaker 2 (01:08:15):
Right?

Speaker 6 (01:08:15):
And then the next year is eighty five point two
plus another two percent, so not eighty five point two,
it's two percent of eighty five. It's great net, right,
it's like one point seven. So then I goes up
to eighty seven percent. Every year, the cost healthcare keeps
going up because of inflation, and you're requiring folks to
spend that money. You did know what I'm saying. So
every year the cost of healthcare goes up. That's why
it's crazy.

Speaker 2 (01:08:33):
What what you want to do is.

Speaker 6 (01:08:34):
Get rid of mandatory medical lost racial requirements and then
incentivize companies to reduce the total cost care for their membership.

Speaker 2 (01:08:42):
And by doing that they would.

Speaker 6 (01:08:46):
What should be the case is if they reduce their
cost to actually get more contracts with governments to do
more business. That's usually how it works, like Walmart. Lower
of cost, the more business you get. But the way
government has said it is they have these mandatory medical
lost racial requirements, which means you have to spend eighty
percent of your money and if you spend less than that,
it's not legal. Well, the reason they do that, the

(01:09:06):
government has done that is what they have been afraid of,
are insurance companies skimping on care for the purposes of
retaining it is profit.

Speaker 2 (01:09:13):
So let's say Troy needs to go, you know, get
some imaging done.

Speaker 6 (01:09:16):
He has some heart palpitation or something he wants to
get checked out. Their worry that me is an insurance company.
Let's say I'm Blue Cross, we should and he's my member.
I say no, Troy, you can't go get this this
imaging service because it's not a cover benefit, or I
just don't want you to do it because you know
it's gonna cost me a thousand dollars.

Speaker 2 (01:09:35):
You're insured.

Speaker 6 (01:09:36):
So to protect against that, to protect the people, they
make these mandatory medical lost racial requirements. But the truth
is in healthcare, because of somebody goes to emergency room,
by law, the hospital has to see the person, and
by law, I got to pay the bill. Then the
percent of spending that can really be affected by me
trying to skip on services, it's like less than ten percent,
So it's really like seven percent. So if I can

(01:09:57):
only affect seven percent, why are you forcing this system
to overspend on the other ninety three percent?

Speaker 2 (01:10:03):
You dig what I'm saying.

Speaker 6 (01:10:05):
What should be the case, like anything in capitalism, is
if I can get my cost lower, I should be
able to get more business. I should be incentivized to
get my cost down. And the only way to really
get cost down in healthcare is get people healthier. Is
but I explained to you on the homeless issue, I
cut my costs in half because I got.

Speaker 2 (01:10:23):
Half my people housing.

Speaker 6 (01:10:27):
So I was sitting down at sixty five percent medical
loss ratio, which the government thought was a bad thing.
Was while they forced me to get out of the
industry where sixty five per cent is a good thing,
because guess what happens if I'm in sixty five and
the system is.

Speaker 2 (01:10:40):
Set to where.

Speaker 6 (01:10:44):
I get more business because I'm a lower cost provider
than my other competitors. To guess what, the big companies
that are in health insurance will now actually compete to
get their cost lower.

Speaker 2 (01:10:53):
So if I had an impact.

Speaker 6 (01:10:55):
Doing things with homelessness and all this other stuff I
did reducing you know, man, I had people, matter had
thousand of people who I stopped from from being hooked
to dallas for the rest of their life. I call
it Diallasis bro If somebody has an A one ce
which basically measuring the blood that the sugar in someone's blood,
if they're if it's five and a half or greater,

(01:11:16):
that means they're diabetics. So it's less than five and
a half, they're pre diabetic. No, actually less than seven, yeah,
less than seven, you know, less than seven.

Speaker 2 (01:11:27):
But I have people.

Speaker 6 (01:11:28):
But then you let's say that a one see eight, nine, ten, eleven, twelve,
that means any day they could be in.

Speaker 2 (01:11:32):
They could require Dallasis.

Speaker 6 (01:11:34):
And that's a that's a bad thing because now the
thousands every day for the rest of their life until
they get a transplant or they die. I had some
thousand people, thousand people because I looked at my data
who had A one seeds that were over seven who
have a one seeds that were growing over a period
of time. Right, they at seven point five out they
had a nine. Oh, I better focus on these people,
get them in the care, get them a gukama that

(01:11:54):
give me real time notification when it spikes. And then
my staff, you want to reach out to them.

Speaker 2 (01:11:59):
What do you have for lunch? Oh?

Speaker 6 (01:12:01):
You think it's healthy to eat eat food all the time.

Speaker 2 (01:12:03):
Guess what? Not so much?

Speaker 6 (01:12:04):
You know, what are you doing in changing the behaviors?

Speaker 2 (01:12:07):
Right? Fruit? Fruit?

Speaker 4 (01:12:08):
Right?

Speaker 2 (01:12:08):
Yeah? A lot of times food. People think food it
breaks down your body and sugar, that's right, no question.

Speaker 6 (01:12:13):
So people think they're doing something healthy, but it's killing.
But listen, listen, people watch this. Thousands of people, thousand
people my aunt included, and many people y'all know included.
But my aunt was on h room to authritis since
the last thirty four years. Well, to treat room to
the aarthritis is medications and most of them attack the

(01:12:36):
kidney right, so over time.

Speaker 2 (01:12:38):
It'll interiorate the kidney before you know it.

Speaker 6 (01:12:40):
They need dallasis, but not because of lifestyle or eating habits,
just because they're on a medication to treat something and
instead it burns the kidney up and now she's on
dallasis We have thousand people that we identified through medications
they're on and how long they're on it.

Speaker 2 (01:12:56):
They had a one cs that were rising that we
move a one.

Speaker 6 (01:12:58):
C from being in the hot bed the hot land
of any day, now you could be on dallasis Dallas's
role to being pre diabetic. Lifestyle behavior changes thousands of
people because I care diet next to did diet most
of his diet and medication compliance. A lot of people
don't taking medication. Why sometimes make some shit or dialysis

(01:13:21):
or not. Dallasis diarrhea right, Sure, a side effects me
so much health care can be fixed. But here's my
real point. My point is we identify all these triggers
and we did something about it, and through doing something
about it, we gave people longer life, healthier life. Folks
we avoided folks on dialysis and all those impacts. But
not only that, we save a lot of money in

(01:13:43):
the process. Because somebody is on dialysis. Guess what it
cost us every year eighty five thousand. When you include
dialysis and going to the emergency room with a couple
of times, its being impatient eighty five thousand dollars years,
but I'm Onlyn paid five thousand, which means I'm losing
eighty thousand dollars per person on Dallasis or what did
I do.

Speaker 2 (01:13:56):
I'm getting on the front moment.

Speaker 6 (01:14:00):
But what happens there, I save money and people have
better healthier lives.

Speaker 2 (01:14:05):
Right.

Speaker 6 (01:14:06):
But that's a little old Tommy Dunky because Tommy duncan,
which also I care about people, and the profit goes
to my own pocketbook.

Speaker 2 (01:14:15):
So I'm doing these.

Speaker 6 (01:14:16):
Things which are making a big difference that big companies
aren't doing them. But if they actually incentivize, if you
get your cost lower, which you can only do it
doing things I just share with you, then the big
companies will actually do what I'm doing, and they would
do it way better because they have all the resources
in the world, but right now they have no incentivized
incentive to do it. Instead then centive it is just
keep things status quo, which is why health care outcomes
and status quo and the cost of system keeps going

(01:14:39):
up every year, and the governor and the governments don't
do sit.

Speaker 2 (01:14:43):
How do we change it? Get political action?

Speaker 6 (01:14:46):
Political action, man, You just got to get political action, man.

Speaker 2 (01:14:48):
You got to get black governor. That's my that's my
that's my headline. Get the black governor. That's what you
need to do. When's the last black governor in America?
In Virginia? New York own the last guy, but.

Speaker 4 (01:15:02):
That was that wasn't real. He was the governor. No,
no disrespect to Patterson, but he wasn't elected.

Speaker 6 (01:15:09):
He wasn't elected, but he served as for and then
he got out of it. But yeah, somebody coming in
like you got it, you know what they're doing Virginia.
That was the last elected black governor. Yeah, this guy
named I can't remember his name, but somebody really coming in.
You know, it's a plan that what they're doing. They
got a squad. You know, they have relationships now, you know.

Speaker 4 (01:15:29):
But even but even with the governor, like even if
it's a black governor's like I feel like you know
better than me obviously, But this billions of dollars that's
made in people being sick, Like you might have been
losing money, but there's other companies and other people that's
actually making money from people being sick. Treatments, hospitals, company

(01:15:49):
and companies. Yes, okay, so the lobby, it might be
you know too strong to push it, no matter who's
the president or the governor or I.

Speaker 6 (01:16:00):
Agree with that, but somebody has to have audacity. And
eliminated medical loss ratio actually can be viewed as a
positive thing, even for the biotech companies, because then they
would start to design things and market to the provider
groups and insurance companies. Look and I actually keep people
healthier and out the hospital. This medication is better or different.

(01:16:23):
For this reason, the government has taken the stance because
of what I shared earlier that if you do not
police the insurance companies from skimping on care, there will
skimp on care and that will be to the detriment
of the public. And what I'm sharing with you is
the way the system is designed from the inside. The
only skip you could do is no more than some
percent of total spending. So you're sacrificing nine three percent

(01:16:43):
because of this seven percent which happens all the time.

Speaker 4 (01:16:48):
There you have it, ladies and gentlemen. Princess Detroit had
spoken another classic. I appreciate you, brother, So what what
do the people need to tap in?

Speaker 2 (01:16:57):
Well?

Speaker 4 (01:16:57):
Can you say your information all of them making that
you have about jet dot, Instagram, website and all of
that stuff.

Speaker 2 (01:17:03):
I do it all.

Speaker 6 (01:17:03):
But before I do, I just want to make the
comment any entrepreneurs out there, do your research on your business.
You know, research the industry. What are the success rates?
Where the failure rates and failure rates are okay? But
why do they fail? You know, calculate your risk. Don't
just jump out there. Calculate it. You know, particularly if
you're an adult, meaning you have you know, responsibilities and

(01:17:25):
you just can't just quit your job. I know so
many people quit their job, then they're gonna open the business.
Then that business don't work, then they don't have a job,
board business. You know, all my businesses I started, I
had something already gone, right, I had this going I
started mind, so I calculated my risk. Yeah, I could
lose it all. I could lose a lot, but I
ain't gonna lose it all. At the time I started
my decent business, I had a son, I was married

(01:17:45):
with a son, and my wife was pregnant. Right, so
I did these things. Again, I calculated my risk. So
do your research. Understand your industry, Understand what is the
best upside. Are you going into a lifestyle business, meaning
you just be profitable and you make a million dollars
a year, and you know, if that's the highest subside,
that's a great lifestyle. But no, that's what you get into.

(01:18:06):
Or you're trying to do a value creation business.

Speaker 2 (01:18:08):
Do what I did.

Speaker 6 (01:18:09):
You create something that may take a little more time.
Maybe it goes fast because the technology, but guess what
now you sell it four hundred million dollars billion dollars
and then you actually get a lump sum of money.
And I will tell you this, When you get lump
some money, it's a beautiful thing. You could make five
million dollars a year, that sounds good, right, you can
make ten million a year. But then you got half
of taxes. And then you got lifestyle. You got a
big house, you're living out here, you got a thousand cars.

(01:18:30):
You know, you're spending your money. But you get that
lump sum, that big check, and that money be working
for you. Got to work that money working you did.
You know what I'm saying, Like my money works, I
ain't gotta do shiit. My money be working in the
stock market and this is just working on its own.
And that's where I decided I wanted to be, and

(01:18:51):
that's where I'm at, but really know what you're trying
to get into and what you're trying to get out
of it. You know, do your research at your homework.
When I want a contract in DC is because I did.
And addition to all things I talked about, right, you know,
I did a political stuff for government contracts to people
and all that kind of smooth stuff. But also I
put together the best plan for the district. Right, understood
where the power was it was in DC. I understood

(01:19:13):
the program for cbe for the minority business of DC.
I understood all the healthcare can all the I read
every article about healthcare in d C. DC is broken
up by war to eight wards like borough is probably
New York. I understood the health issues of each borough
in New York, and I put together a plan for

(01:19:34):
and so anyway, I just really avi I to do
their homework, you know, calculate the risks, do your homework,
but take risks.

Speaker 2 (01:19:40):
Right. My shirt says what high risk.

Speaker 6 (01:19:44):
I'm a high risk, high reward guy, you know. But uh,
you know, if you want more, you gotta do more.
That being said Tommy two duncan on, I g at
Tommy two duncan Uh jet doc my jet doc when
I that dot dot com the Prince of Detroit Film,
Go check that out, Prince of Detroit Film. That's what

(01:20:05):
I'm doing. I'm having fun with that, and I got
other things popping. But what I love to do on
anything Rashot and Troy's talk about entrepreneurship to help people
be successful. I feel like that's what what's missing in
our community is real mentorship on kind of ropes to
skip the ropes of note and I feel like y'all
are doing it, and so I appreciate you having me
on the show to do my little part.

Speaker 4 (01:20:24):
Thank you, appreciate you man. I'm glad we was able
to connect. Definitely look forward to, you know, establishing a
stronger relationship. Tons and tons of information and it's one
of these things where we don't know a lot about,
you know, the type of informational topics when it comes
to healthcare, and just to have somebody you know, that
we can relate to. That's kind of been the formul

(01:20:44):
of our success is just bring people on that people
can relate to and break down very complex situations and
make them understandable. And that's what you did. So thank
you for joining us. Can I do one more thing
for sure, one more thing all right?

Speaker 6 (01:21:00):
Right now, because of social media, every industry is up
for disruption. It's the first time in history. So before
you know, most black people, folks who come from where
we come from, had barriers right resources, know how I
talked about that like real mentorship, but even access to resources.

(01:21:21):
How do you get to clients? It costs money to market.
Now through social media, I promise you everything is up
for disruption. You could start a hot sauce company, mark
that hot sauce and before you know it, you'll be
bigger than Red Hot. You look around at pillows, anything
you can see it's all up for disruption. And it's

(01:21:41):
the first time in history. That's the case where people
can go from whatever they're doing to become a billionaire
overnight because they can talk directly to consumers.

Speaker 2 (01:21:51):
That's like us.

Speaker 4 (01:21:52):
We also say the whole industry when it comes to finance,
and we have a show called Market Monday. Shott to
Ian our partner on that, and it's like massively successful show.
Every single Monday we talk about stocks and investing. So
shout out to Josh Brown. Josh Brown is on CNBC
and he's been on Wall Street for like thirty years.

Speaker 2 (01:22:11):
Good guy.

Speaker 4 (01:22:12):
So he was talking and he was like, yeah, your legia.
I got the show and he was like them, they're
influencing financial markets. He's like, there's like seven thousand people
watching the show live. Like they're influencing financial markets more
than anybody on the street.

Speaker 2 (01:22:26):
Geez. He said that, and that was crazy. But it's
true crazy, and it's like, you know what I'm saying.
It's just said. It's like it's that's game changing, man. Yeah,
the disruption at its finest. So I'll leave you with this.

Speaker 6 (01:22:39):
Make sure you know you're doing what you're doing, have
somebody legal doing your research, keep you all in compliance,
because it's more powfer you get they're be coming at you.

Speaker 2 (01:22:48):
Yeah, that's what they said that. He just said that.
That's what Dave said yesterday. That's a fact.

Speaker 1 (01:22:55):
No.

Speaker 4 (01:22:55):
I appreciate that, brother, definitely definitely Troy housekeeping items.

Speaker 3 (01:22:59):
Oh man, I want to, I want to. Dame also
said that we should mention this that there was a
wolf of will Street. This is the wolf of healthcare. Yeah,
heth wolf of healthcare and I had the word Prince
of Detroit. We might have to nominate him for another title,
because this is this is pretty legendary. That being said,
shout out to Jed Talk And one of the things

(01:23:20):
I know that you guys probed yourself on is affordability
and accessibility, and so I want to encourage people just
to check it out.

Speaker 2 (01:23:26):
Just check it out.

Speaker 3 (01:23:27):
But yeah, shout everybody on pictureon dot com. That is
our proud to paid program. Shout told earners that on
their shout to everybody. E y l University staff has grown, y'all.
Shout out to the earners and shout everybody, uh with
the merch. I know y'all see us with the exclusive merch.

Speaker 4 (01:23:43):
Oh, speaking of Detroit, shout out to my boy Chill.
Oh yeah, yeah, yeah, no, no, that's Southwest's son and
he gave me this murch He's real.

Speaker 2 (01:23:51):
He's a friend of good friend. It's very rare when
we wear something that's not show. But my man Chill.

Speaker 4 (01:23:57):
They just got in the legal marijuana business and working
with Al Harrington. Shout out to Al Harrington Viola and
they got a strand and this was a drop of
his new strands. So shout out to Chill. Shout out
to his dad, Southwest. He got a chance to chop
it up with him, good guy. Shout out to all
the guys in Detroit, man, real, real, solid, old school
type of just get money. Yeah, you know, it's a

(01:24:18):
good vibe out there.

Speaker 2 (01:24:19):
That's my city. I like it man. So shout shout
out to my boy chill Man. Yeah.

Speaker 3 (01:24:24):
But again, shout shout to the merch team. Shout to
that boy Mike eye Ballguard for the exclusive drops. We
got something that we brewing. Trust me, it's gonna be major.
Uh Yeah, love us love.

Speaker 2 (01:24:35):
Thank you guys for rocking with us. We'll see you
next week.

Speaker 5 (01:24:37):
Peace, My graduates from my school being force back drop
b drop Mike, drop back drop drop.

Speaker 1 (01:24:59):
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EYL #155 CEO MADE $120 MILLION FROM HEALTHCARE

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