April 14, 2025 • 44 mins
In this eye-opening episode of the Health Coach Academy Podcast, we welcome Neil Twa, founder of Voltage Digital Marketing and a top expert in launching physical product businesses on Amazon. If you've ever wondered how to go beyond trading time for money as a health coach — this episode is your roadmap.
💥 Neil introduces the Platinum Principle — the idea of building a brand asset that grows in value and becomes a saleable business. He explains how health coaches, trainers, and consultants can leverage Fulfilled by Amazon (FBA) to create multiple income streams and free themselves from the limitations of one-on-one coaching.
📦 Whether you're dreaming of launching your own supplement line, health tools, or just want to learn how to sell any profitable product (yes, even toasters!), this episode breaks down:
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Why physical products offer true business scalability
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How to build an automated income stream through e-commerce
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The power of owning your own brand and intellectual property
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How to make data-driven product decisions (not emotional ones)
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The biggest mistake new sellers make (and how to avoid it)
🛒 Discover how to tap into Amazon's 200+ million Prime customers — without needing a huge audience or influencer status.
🎁 BONUS: Neil is offering 10 FREE digital copies of his strategy guidebook, packed with insights on e-commerce, marketing, wealth-building, and more. Use the code HEALTHCOACH (details in the show notes).
🔗 Visit VoltageDM.com to learn more and access free training resources.
🎙️ Don’t forget to rate, review, and subscribe to support the show and help more health coaches discover new ways to grow their business.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
What you're doing with all of that atthe end of the day is building an asset.
Mm-hmm.
You're building a brand asset that isworth more in the end than at any time
during the business building phase.
As you build up that asset like ahome and you put the bricks on and you
build the walls in 2, 3, 5 years downthe road, you have a saleable asset.
All the value you pumped intoit is gonna continue to grow
(00:22):
year over year until you have anopportunity to potentially sell it.
Right.
And that's what we callthe platinum principle.
And that was really understanding that thefoundation of a physical product, business
and a brand creates a saleable asset.
If you're just a pure coach,pure trainer, pure, whatever,
what happens if you get hurt?
What happens if you can't work?
What happens if you can't coach anymore?
(00:42):
What about these things?
Right?
It's hard for you to coach at 3:00 AMin the morning and still get to sleep.
Right?
Right.
But physical product, business.
It's turning over 24 7, 365, so itcreates revenue streams and cash
flow and opportunity to expandyourself and your brand out.
You might even find you can sellthings that are not related to
the coaching and healthcare space.
You might say, well, whatif I could sell a toaster?
(01:03):
Neil, what if I could sella kitchen countertop device?
What if I could sellsomething in the yard?
You could literally discover that aslong as it's profitable, you could
sell and put anything in a box.
And once you understand how to dothat, obviously the sky opens up
and there's an infinite amount ofpossibilities and upside potential.
(01:24):
Welcome to another episode ofthe Health Coach Academy podcast.
I'm it's Omar, cover badgeof Omar covered badge.com.
As always, appreciate you joining inand listening to all the new and good
stuff in the health coaching space.
And today we have an amazing guest.
His name is.
Neil and I think after over 200guests on the Health Coach Academy
(01:44):
podcast, this one's gonna bereally, really a standout episode.
Not only because Neil presents hisinformation so well, but also we've not
spoken about this particular subject yet.
It's about e-commerce andyeah, it really was inspiring.
I don't want to get too much intoit because it's a concept that I
(02:04):
have always thought about, but.
The way Neil just breaks it down.
I'm, I, I, I'll let him do all thejustice to it because it was really
an exciting show and very inspiring.
Have a lot of ideas and I would love foryou guys to reach out to me and share
what you thought, because I think thatit's gonna open up a lot of eyes for the
health coaching business and just anotheravenue that we can get an additional
(02:26):
revenue stream in our businesses as a key.
This, this baby afloat and I didpromise it at the end of the show
is that Neil is gracious enoughto give us a free copy of his book
with the discount code health coach.
That information will be in theshow notes as well, but yeah,
definitely take advantage of that.
I know I am in the process of itgetting being mailed to me as.
(02:49):
We speak and I can'twait to dive into that.
Take a look at that read, get moreinspiration and kind of figure
out the, the game plan around it.
So I don't wanna hold this up anymore.
So we're gonna jump into the show.
But before that, as always, pleaseleave a rating and review on iTunes.
It helps me continuously getexcellent guests like Neil Trois
on the show along with all theother 200 and more guests who've.
(03:13):
I've been honored by myself and, andtotally excited to have on the show.
So do that for us and let's jump into it.
Hey Neil, welcome to the show.
How are you today?
I'm doing great, Omar.
Thanks, brother.
Uh, listen, I'm soexcited about this topic.
I've had over 200 guests and we havenever spoke about this particular topic.
(03:34):
Well, there you go.
Yeah, so I'm excited.
I, I, I wanna just jump into it.
I, I want to hear your origin story, howyou got into this space, and a little
bit about what you help people do.
Cool.
Well, yeah.
Origin story, that's funny'cause my kids love Marvel.
So now I'm thinking, well, I'mnot the villain in this story.
So my origin story, Iturned into somebody's hero.
I think, I don't know.
We'll find out later in life.
Um, it's gonna be mine.
(03:56):
Yeah.
Somebody's hero, somebody's villain.
That's the way life works.
Right.
Um, you know, in, in simple terms, I'vebeen around the internet since it first
in, you know, came in and, and maybeif you're close to my age, you kind
of know where that all transitioned.
Back in the mid nineties or so, uh, 95,9 4 when the internet was coming online,
windows nine, five was coming out.
It's like, oh my gosh,what is all this stuff?
And I was failing outta college anyway.
(04:18):
So I'm like, now let's,let's do something different.
I didn't wanna be in college.
And so I bumped out and started learning.
Programming, HTML.
And then I learned a SP servers anddatabase driven pages and stuff and
got good enough that I was able to geta contracting job in Kansas City at
a, uh, a little company called Sprint.
Um, they were a long distance companyat that point, had nothing to do with
mobile and they had rounded up about twoyears into that work, they had rounded
(04:42):
up a bunch of people and said, Hey, we'regonna start launching mobile phones.
And I'm like, Ooh, a startup.
'cause that happenedsomewhere around 97, 90, 99.
And um, in that timeframe, Ihad the opportunity to apply.
And became an employee, a badgedemployee into the first mobile
division of Sprint and got to be, uh,on board with one helping to launch
the first mobile phones into Sprint.
(05:03):
And then we watched that companyabsolutely explode during that
startup phase between 99 and 2004.
Um, it just exploded.
I got my first cell phonenumber that I still have today,
uh, during that timeframe.
And just watch thatmarket go like insane and.
Because as I was in the leadershiprole of overseeing the knowledge and
management and my team was overseeing allthe webpages that became these knowledge
(05:23):
management systems, as these grew out, Igot pretty good and pretty skilled at it.
Just being on the job I. Um,figured out really quickly.
It's who, you know that gets you inwhat you know, that keeps you there.
Mm-hmm.
And so I'd stay up sometimeslate just trying to figure out
how to make this thing work.
And, but I had an aptitude for it,so it made it a little easier, uh,
to kind of figure it out, whicheventually led me into a job with IBM.
It actually took me longer to flyto Armon through White Plains.
(05:45):
Uh, to actually go to the job.
Then it took to actually get the job.
When I was there, they had kind ofpre-scheduled and sit, you know,
the, the interview and whatnot.
And so it took me all that time to getout there in 20 minutes in the interview
and shaking hands, welcome to IBM.
And I'm like, wow, this is fun.
'cause I had no degree.
Mm. Uh, I had experience,I had, you know, tenacity.
I had the desire to, to just go out and dothe things people weren't willing to do.
(06:06):
And so I brought some of that into IBMand I think that's maybe why they hired
me, but I spent almost five years there.
In 2007, I kind of had alife changing situation.
Um, as I kind of discovered some,uh, issues, let's say in my marriage.
Um, but prior to that I had also, uh,had a, met my mentor, who was my uncle.
I. Uh, had passed away in 2005 and he'dalways been encouraged me to get out.
(06:27):
You know, you could stay in thecorporate for a while, but do something.
Go buy a franchise, build to businesslike, you know, you have the aptitude.
Get out there.
And he always really encouraged me.
It was awesome, but I lost him in aplane crash in 2005 and after that it
took me a couple years to kind of figureout what I was gonna do without his him
around to kind of help guide me and, andfigure out what to do and eventually.
I just said, okay, I'm outta here.
(06:47):
So I burned the boats.
Uh, IBM's like, well, here'syour early retirement.
Go have a fun life.
I'm like, cool.
Didn't burn the bridges, just the boats.
Meaning I was never gonnago back to that life, ever.
I didn't really want to be there inthe first place, but I used it as just
a stepping stone along the way to getto ultimately what I wanted to do,
which was run my own business and.
For the better part of, um, those,the last what, last 18 years pivoting,
(07:08):
failing up, failing down into differentareas until I finally landed Where I
failed my sweet spot is and, uh, inabout 2012, which was physical product
based businesses, um, actually launchingbrands, creating physical products
and providing them into the market.
Uh, and have done that, uh, now,uh, a better part of, uh, 12 years.
We, we got to our first sevenfigure brand in around 2015, and
(07:30):
then it just seemed a lot, it wasa lot easier to do it after that.
Um, and I have had the opportunity and,and blessing to, to coach and mentor, um,
more than a thousand people since then.
Um, had some amazing experience,created some great brands.
They're still buildingsome great grant brands.
Have some that are gettingclose to going to exit and.
You know, I got a room full of failuresbehind me as I've pivoted through
(07:51):
all of that experience, but reallyfound my sweet spot is in building
those brands and marketing 'em andyou know, building up that collateral.
And that's led me even now intobusiness investing where we're
both acquiring companies that aregrowing up in the physical product
space and exiting those as well.
Uh, and doing it with a,a, a specific purpose.
Um, for that we have a group calledPatriot Growth Capital, which is a
(08:11):
private equity group that we are with,uh, that is doing it to support the
veteran community military and to helpthem have an opportunity for veterans
to get into our business and to be intoan operational and employment status,
even into a position after five yearsto acquire the company away from us.
So we have a real purpose andmission there, you know, to go
and, and bring purpose and value tothat community and maybe take it.
(08:31):
You know, knock off some of the 22veterans a day that kill themselves
and provide purpose and value in thelives of veterans and their families.
And we're doing that throughthe acquisition and management
of, uh, physical, private,uh, private label companies.
So we train and we build and we incubate.
We grow, launch, and exit and buy.
That's kind of what we're all about now.
Wow.
That's awesome.
That's a great origin story.
That's also a great why story and yeah.
(08:53):
Now, so yeah, no, I'm, I'm reallyhappy for you and you know, you
know, obviously a blessing to allit is that your, your coaching Yeah,
it's been a lifestyle by design.
It's something that we worked on,you know, it's a goal orientation.
We kind of have an idea, I think, in ourminds of what our perfect lives would
look like or what we would like to do.
And it isn't always about the money.
Money's part of it.
It's part of my five F's.
I have five F's I follow now you stillhave one, which was just profits.
(09:15):
And I ended up failing in abusiness and going bankrupt, so
that's not the right way to do it.
Um, but I had, you know, a, a valuechange in all of that, which I think
ties to some of the conversation thatwe were having before the call, which
was really just towards those whowant to build private label brands
and what's the value of it and whywould I do it versus, say, consulting
or just pure, you know, mentoring orconsulting or training or coaching, and
(09:37):
where would be the value in somethinglike that versus what I'm doing now.
Because I've had a lot of those questionsin my past too, and when I got into
the physical product world after doingdigital marketing, I'm like, well, why?
You know, what is the end value ofhaving a physical product to my brand?
Um, and the end value really becamethat I own the whole business model.
I, I own it from the marketingthrough the physical product.
(09:58):
I own everything in between as well.
And when I didn't have that controlbefore, uh, other people had that control.
And one of the things you clearlyneed in a business is as much control
over the business as you can have.
Yeah.
And when I didn't own the actualproduct, I didn't own the outcome.
And with that, I needed to control andown the product and realize that physical
products needed to be part of my brand.
It extolled the value of what I wasteaching and talking about and doing.
(10:21):
And supported, uh, an end customerwith something tangible, right?
So I got both the digital and the tangibleaspect of that outcome and provided
the value and solution to them, makingthem maybe run faster, jump higher,
you know, lose weight, gain weight,whatever the end, you know, output was.
Um, it brought a cohesivenature to the full control of my
business, if that makes sense.
I. It does, it does.
(10:41):
So like what I wa really get at for thisepisode is just because of the health
coaches, primarily one-on-one coaching,group coaching, we're coaches Right.
At the end of the day, and I know thatyou work with a lot of different coaches.
Mm-hmm.
Space as well as life coach, et cetera.
Like where these products that arerelatable to us that we can use and yeah.
(11:01):
A little bit of background onwhat you've seen and experienced.
Well, yeah, I mean in, in, you know,in simple terms, there was a business
we helped once to bring some oftheir, um, offline products to the
online world because they were inthe, um, health space in a, in a shop.
They were specificallyin the, in the spa space.
And they were using and recommendingother people's products, but
(11:22):
had no control over the product.
Some of it was affiliate, someof it was wholesale, some of
it was just recommendation.
Mm-hmm.
And with that, again, theydidn't control the output of the
product or the control of the.
Product and they didn't have abrand aspect around the product.
They had their brand recommendingsomebody else's product.
That make sense?
Yeah.
More than affiliate marketing.
It really got down to just kindof affiliate and recommendation.
(11:43):
But again, you don't own the product,you just own the middle section of it.
Right, right.
Which is kind of what you say andwhat you do and what you recommend.
With this, we help them develop a brand.
We helped 'em develop a productline that they could then put on
their selves and then sell localretail, but also sell it online.
And it was a brand thatwas created for them.
Right.
And having owned a supplementcompany in the past, having done, you
(12:03):
know, work in the health and beautyspace, having done, uh, skincare and
other types of brand, uh, support.
Uh, what you get down to in the coachingand health world is there's a lot of
different kinds of products that if youkind of stop and think about it, you
recommend them or employ somebody to goget them, or you affiliate them, or you
say, go down to GNC and grab this product.
(12:24):
It'll help with this routineor this workout we're doing.
And what you could do instead would say,go to my website or go, go to my Amazon
storefront and grab this product, grabthis stack, add this all to your cart.
Check this out.
This is gonna be part of theproduct set we're gonna use.
For your workout routine, for your nextsix months, for your goal orientation,
this is the stuff you're gonna be using.
Well, what if instead of it beingsomebody else's product, it was all yours?
(12:46):
Hmm.
No, that makes a lot of sense.
So, like Health Coach who's juststarting out, what, what do you think
is like the proper way to go about that?
Right.
Do, do they, yeah.
They don't have many say followers.
They're not, they don'thave like That's fine.
That's fine.
That's fine.
Yeah.
Because what happens is we, weuse a system on, on Amazon called
Fulfilled, fulfilled by Amazon.
You know it, other people listening knowit because you probably order on the
(13:09):
Amazon app and it shows up in like twohours or it's a lockbox or of one hour
or pretty soon by drone, apparently.
Right.
And, and if you do that, then yousort of have the concept in mind
of where I'm going with this.
This fulfilled by Amazon system orFBA is just a juggernaut, a machine.
Uh, of movement of products down to thecustomer o right, and it moves and flows
(13:29):
and you have the opportunity to buystuff or return stuff, or, you know, you
have, you understand, and most people do.
The ecosystem, since it's the nowsixth largest logistics company in
the world, we use their last mile,their framework, their delivery, to
get the products to the customers.
And we start a brand and we incubate iton Amazon to determine its market share,
its potential, its profitability, howmany people want to get access to it.
(13:53):
And there's like 200 millionprime members, which we, you
know, I am, I'm sure you are.
My wife orders stuff twoto three times a week.
Uh, shows up at our house from Amazon.
Um, and a lot of people do too, right?
And so with that, there's whateverybody goes to Amazon to do is
to order or buy something that theyneed or want or have seen somewhere
else and are going to Amazon becausethey know it's gonna show up.
(14:15):
Right.
They don't, there's a lot ofFacebook ads and stuff like this.
You click on it and you'relike, well, I don't know if I
put that credit card in there.
Is that company actuallygonna deliver my product?
And most of the time you might try itand be like, well, yeah, it did show up.
Okay, that's legit.
Or you might look at it and say, I'm gonnago to Amazon and grab one of those, or see
if it's on Amazon and test it out anyways.
But a lot of you might have beennodding your head thinking, yeah,
this is something I've done too.
Right.
Um, because it, it, it'slike this in so many words.
(14:38):
Once upon a time, the yellow pages.
Were where people trusted the business.
Right?
Then when we got into the internet,it became brochure websites to find
out if you're a legitimate company.
And if you're now in the physical productworld, you need an Amazon presence
because it validates that you're alegitimate company selling product.
And with 49% of the market sharein the United States, it's a,
it's an absolute juggernaut nowof $638 billion a year in sales.
(15:00):
What most people don't understandis that 62% by Amazon's own
admission of those products aresold by third party sellers like us.
Hmm.
So while you're selling throughAmazon, you have the opportunity,
uh, to buy products through thatmechanism, not realizing that they're
being delivered by other sellers.
They're just usingAmazon's infrastructure.
What that does is it creates whatI call almost automated income.
(15:21):
It creates money while you sleep, right?
Money while you're working outof the gym, money while I'm
out walking, or you're running.
It creates money when you arenot having to push on it anymore.
So as you build these brands and grow,this whole ecosystem of the marketplace
is churning organically through theseproducts at about 8,600 units a minute.
So with 8,600 units a minute, youdon't have to be an influencer
(15:43):
with a large following or a tribe.
You can actually leverage Amazon'scustomer base to get your products
to those people and do it into.
5, 6, 7, 8 figures.
So once you have that marketplace andunderstanding, then you can move to
different sales channels, like maybea TikTok or an Instagram or somewhere
else where you might wanna build up aninfluencer and you might wanna build up
your profile and recommend the productsthat you're selling on Amazon or one
(16:06):
of those other stores and create,uh, an omnichannel or a multichannel
marketing opportunity for your brand.
What you're doing with all of that atthe end of the day is building an asset.
You're building a brand asset that isworth more in the end than at any time
during the business building phase.
As you build up that asset like a home,and you put the bricks on and you build
(16:27):
the walls in 2, 3, 5 years down the road.
You have a saleable asset, all the valueyou pumped into it is gonna continue to
grow year over year until you have anopportunity to potentially sell it, right?
And that's what we call the platinumprinciple, and that is really
understanding that the foundationof a physical product, business in
a brand creates a saleable asset.
(16:47):
If you're just a pure coach,pure trainer, pure whatever,
what happens if you get hurt?
What happens if you can't work?
What happens if you can't coach anymore?
What about these things, right?
It's hard for you to coach at 3:00 AMin the morning and still get to sleep.
Right, right.
Physical product business, it's turningover 24 7, 365, so it creates revenue
streams and cash flow and opportunityto expand yourself and your brand out.
(17:08):
You might even find you can sellthings that are not related to
the coaching and healthcare space.
You might say, well, what ifI could sell a toaster, Neil?
What if I could sell akitchen countertop device?
What if I could sellsomething in the yard?
You could literally discover that aslong as it's profitable, you could
sell and put anything in a box.
And once you understand how to dothat, obviously the sky opens up
and there's an infinite amount ofpossibilities and upside potential.
(17:31):
I guess, you know, I'm listening to it.
It sounds great.
And I guess my stumbling block in myhead, and I think maybe this will help,
uh, with the audience as well mm-hmm.
Is getting past the fact that, alright,so I want to have a supplement.
Uh, what the heck do I sell?
Yeah.
Well, yeah.
What do I sell?
What?
It's the first question thatcomes to everybody's mind,
dude, what the heck do I sell?
(17:52):
What the bleep do I sell?
Um, what if it didn't matter?
That's even better.
'cause I'm like notorious this, this show.
I hate the the niching down thing.
Yeah, yeah, yeah.
I love talking about aliens.
I wanna talk about health.
I wanna talk a hundred percent.
Dude.
What if I could, like, what if therewas just a list of products that are the
(18:15):
highest in demand customer need productsfor Amazon making up all of their revenue,
and what if there was just a list ofthem you could pop in and look and see
whether or not they're profitable andthen just determine which one you thought.
You want it to launch because itis profitable, and then you go test
the market and find out how, howmuch of it you can sell, right?
What if that was available to you?
Then you would understand a little bitbetter about the fact that what the heck
(18:36):
do you sell is a conditional statementof training, of knowledge, of seeing
data and not actually making an emotionaldecision on what you should sell.
But a tactical, fundamental, and businessbased decision that is built off data
and numbers and going by the numbersensures that if you sell a unit of that
product, you're going to do it profitably.
(18:58):
And when you sell a profitable unitof that product and you understand
that playbook and the process bywhich you did that, that you can
repeat that process until you'reselling a hundred a day or more.
Right.
Yeah.
And that is just a process of knowledgeand learning and earning as you launch
products to test that, you know, go bythe numbers of business and profitability.
(19:18):
And that is kind of understanding someof the fundamentals of the business
and ensuring your profitability.
So it's, for example, you wouldn't sellon the marketplace of Amazon or even
anywhere else, in my opinion, productsthat are less than $50 in price point.
Okay, 50 to $500 in retail pricepoint are the kind of products we
sell, and in those numbers, thatmakes sure that we're selling more
(19:38):
than $12 in net profit per unit.
Everything goes in the top.
Cost of goods marketing,everything falls in.
What falls out of thenet is what you keep.
That is our net profit, andthat is what we get to keep out
of each sale of the product.
And the higher the net profit,the more money we make, right?
So I prefer products that aremaking me like 30, 40, 50, or
more dollars in profit per unit.
(19:58):
So we'll sell products 150 to $400in price point for the kind of
products we sell in our brands.
Just to give you some bandwidth,now, there are hundreds of
thousands, if not millions ofthose products in the marketplace.
So it's a process of conditioning andgoing through numbers and understanding
how to analyze the product to determinethat as you do that, it starts to
look better and that you have anopportunity to sell that product.
(20:21):
So when it comes down to what kindof product you would sell, that's
just a process by which you look atthe market, do the research, look at
the green blinky lights, and yellowlights and red lights, and when it
goes green, you follow the green path.
Because it's a data-drivendecision and we're not gonna
order like a 40 foot containerand say we can sell this product.
We're not smart enough to tell themarket what it wants, but what we are
(20:41):
smart enough is to, uh, look at 80%of the data confidently and then take
it to market and get that 20% back.
Right.
So I launch a product that has ahundred units and I say, Hey, do you
like this version of the product?
And the market says, sure,about five sales a day.
Okay, lemme see if I can make that better.
A little tweaking.
Okay, I'm up to 10 sales a day.
Not bad.
(21:02):
And then I notice, oh, whatif I sell this version of it?
Maybe it's the extra large black version,not the extra large yellow version.
And oh wow, there's 50 sales a day.
The market, I'm closerto what the market wants.
But I tested it.
I didn't just guess, I'm testingon the data that says, Hey.
These are the top productsthat the customer needs.
Demand.
Here are a hundred units of each ofthose products, and then I'm gonna
(21:22):
let the Law of averages kick in.
Okay?
A law of averages in our, in my five byfive is to launch five of those products.
Looking to see if I can get 25 organicsales a day from those top products
and determining which of those fivevariations is making the most sales.
So I'm not guessing.
Right, right.
So, and again, like you said, we,we will be the ones owning this.
(21:45):
Product, whatever.
It's correct, you own the productbecause it is a customized product.
It's not a white label product.
It's not wholesaling somebody.
It's not flipping somebodyelse's product for profit.
It is creating value in a brand, andthere by that simple word, customization,
you are having that product made for youin a manufacturer that is your product,
within your brand, within your trademark,which is called intellectual property.
(22:08):
At that you have intrinsicvalue in your company.
Now, right from the company, you now arebuilding up a brand with intrinsic value.
So, okay.
I'm throwing out the idea.
You gave me a price range, so I'mthinking just popped in my head.
Yeah.
Treadmill, right?
Treadmill.
Could be a treadmill, could be,uh, one of the walking treadmills.
Like the smaller ones.
Right?
Right.
Yeah.
That's what I see that a lotrecently is they're getting hot.
(22:28):
Oh yeah.
We get the Omar's treadmill.
Yep.
Someone is building thattreadmill somewhere.
Correct.
Yep.
On once someone orders it.
Mm-hmm.
So I guess the question that Iget you probably is the number
two question that you get a lot.
Well clarification onthat statement just yet.
Sure.
You're gonna order some units ofthat product and you're gonna have
(22:48):
it shipped into Amazon and thenpeople are gonna start ordering it.
But you're gonna look to see how fast doI sell through a hundred units of that.
So as an inventory based businessmodel, not a drop shipping model,
which just as a clarification on, onkind of what you said, we're not drop
shipping product, we're having themmanufactured and acquiring them, and
then we're selling them in the market.
Okay.
So that being said, sothat's even a, a great point.
(23:09):
I guess I gotta write itdown to make sure I go back.
No worries.
Because I wanna liketalk non drop shipping.
Amazon and drop shipping are nota part of the terms of service.
Gotcha.
Okay.
Sounds good.
So why are they gonna buy my treadmill?
Mm-hmm.
As opposed to all branding.
Right?
It's just the branding is theword we're looking for, but
it's not the most simple answer.
(23:30):
But it does get down tothe psychology of a buyer.
Okay.
Okay, so let me reverse thisand ask you a question if I can.
Sure.
When you think about a brand ofequipment, is there a particular brand
that just immediately comes to mindthat you have a certain level of value
in your brain with, and what is it?
I'm thinking Boflex.
Boflex.
Now why Boflex?
The commercials.
(23:51):
I've seen it for like 25 years.
You know, I'm very, okay.
I've bought some product from them.
There's an sort of an intrinsic ideaof trust built into the Bowflex.
Yeah.
Is there, is there a cheaper versionof that product in the market?
Yes.
So why would you buy the Bowflex versusthe cheaper version in the market?
I don't know if that cheaper version'sgonna break, you know, like, and then let,
(24:12):
let's reverse that question back to you.
Why would somebody buy myproduct and value in the market
versus somebody else's, right?
Oh yeah, no, there's anintrinsic belief mm-hmm.
That it is a better value product thananother version of the product I can get.
Now, what brings that together in abrand is how we present the product
(24:33):
to the market, and more importantly.
How we present the product tothe engine now, everything.
Online runs on an economic enginewith AI tied to it, semantic engines,
searches, um, how you see and look atvideos and how many more they show.
So if you watch one video forlonger than six seconds on pretty
(24:55):
much any platform, now it's gonnashow you more of similar kinds of
videos as it tailors content to you.
These sales engines, these merchantengines like Amazon and stuff,
they're all doing the same thing.
They're getting even smarter and smarterwith ai, building large language models
and using AI to create more customerintent opportunities to say, well,
(25:15):
if they know you've purchased healthequipment, if they know you've purchased
supplements, if they know you'vepurchased running shoes, then there's a
customer intent behind your purchases.
So they're gonna start showing youproducts that are specific to that
industry and niche around you.
And not show you things thatare not relevant to you, right?
Because it's gonna be more tailored toyou and it's not even more tailored.
(25:36):
It's intended to try to predictwhat it is you intend to buy
before you even know it yourself.
Okay?
So when we get this product listingan image out there to determine
whether or not there's value, I'mnot actually selling it to you, Omar.
I'm selling it to an AI engine.
I'm selling the AI engine, that I'm thebetter product, I'm, the better narrative
(25:57):
I have, the better value I have, thebetter graphics, images, and copy.
Therefore, I must have the better product.
Its job is to go out and look at theinterest, information, intent, and data.
It has everything aboutsomebody like you and present
my product to you just in time.
So you go, I need that, right?
I trust that, I want that, and ifI don't like it, I'll return it.
(26:17):
If I really don't like it,I'll leave a negative review.
If I like it, but I don't reallylike it, I just won't review it.
But if I like it and really likeit, I'm gonna leave a review, right?
A positive review in that instance sothat economic engine turns that big wheel.
So then as I'm presenting that valueand determining my data is better than
the competitors who are currently in themarket, the the engine is going to start
(26:40):
showing me to more people like you saying,Hey, here's a whole nother segment of
people who might want to buy your product.
As people look at that and go,you're right, I do want that.
Yeah, I do need that product, andyeah, I will pay for the Boflex version
and not the basic Walmart version.
Mm-hmm.
Then that engine's gonna look atthat data and say, you're the better
value, and then it's going to presentit to you to buy it, and you're gonna
(27:03):
click on it and hopefully buy it.
And if you, in our world, buy,if 10 people click on it and one
person buys, we are highly optimizedinside of this economic engine.
With that, it will send it out to moreand more and millions and millions of
people and say, Hey, what about you guys?
Do you like this too?
And that, of course, will translateinto more people buying our products.
(27:24):
If I don't do a good job ofpresenting the product and selling
the product to the engine, I don'tdo a good job of making the sales.
And the phrase in our companyis sales fixes everything.
So that is the firstthing we're gonna solve.
Right, right.
Wow, this is amazing.
It makes total sense because again,I, I'm, I'm into the algorithm.
They're feeding me what I,what They know what I want.
And you're consuming it.
Right.
Even if it's just video butnot purchases, you're like,
(27:46):
dang, I want more shark videos.
Like, or I want more workoutvideos, or I want more ad videos.
Right.
I'm like, and it's just showingyou more and more of it.
Right?
Exactly.
Exactly.
So by it showing me more andmore of my product, that's how
it'll just a hundred percent.
As it starts to dial in that audienceand intersect between other audiences of
people like you and starts showing it,those are what are called impressions.
Mm-hmm.
And those impressions of showing it toyou, hopefully get you to click on it.
(28:10):
Okay.
And when you click on it, thegoal is to get you to buy.
So here's the thing though, is I'm not.
Uh, trying to convince you to buy.
People love to buy.
They don't like to be sold.
And since Amazon is a demandcapture platform, it's capturing
the demand of people's interest.
We don't try to sell them on Amazon.
We simply give them three variablesof benefit to answer three
(28:31):
questions they already had intheir mind before they showed up.
Mm-hmm.
And if we can answer those threequestions extremely well, they will
purchase our product instead of somebodyelse's, even at a higher price point,
even $10 more than a competition.
Interesting.
Wow.
Mm-hmm.
That, that's amazing.
Now it all becomes an economic engine thatdoes require eventually a product, okay.
(28:52):
To a, create a medium median of exchange.
So we just use Amazon's platform to createthat medium of exchange, which means I
have to have a product that gets deliveredto the customer that creates that value.
I paid for it, I want the product.
Right.
Right.
So that's the second thing, is tomake sure that we don't just create
a dummy me too product that tastesand look like everything else.
What we need to do is actually innovatea product with only three to four simple
(29:16):
changes that create a unique sellingposition, a unique selling position,
A USP in the value of the mind of thecustomer over other products, right?
Mm-hmm.
So it's not, how complicated do Ineed to make this, because really
I'm going to test the product first.
To see if people likeand wanna buy it from me.
Sales fixes everything.
Mm-hmm.
(29:36):
And then I'm going to innovate a productand say, well, if they liked a hundred
units and that starts selling really well,then I'm going to go get a thousand units.
I'm gonna do a full product launch.
'cause I have every confidencenow that I can sell it.
So I'm going to get more of it purchasedand I'm gonna make some changes, a little
innovation, not invention, just a littleinnovation, and make that product just
(29:57):
a little more unique in the market.
And then I'm gonna presentthat 1000 back to the market
already knowing that it's sold.
And I'm gonna see, can I sell moreof it with more time in market, more
marketing on Amazon and Amazon'sown economic engine pushing me.
I'm gonna see how many I cansell at that 1000 and how fast
I can turn that inventory over.
Mm-hmm.
So that's where, I guess the big questionis, is how much is the investment
(30:21):
that is required Capitalization?
Yep.
Yeah.
It's gonna be a variable.
So for, for people I speak to,in terms of the eComm world.
Um, it is not product flipping.
It is not gonna be, as youheard, lower priced products.
'cause in our world, friends, don't letfriends sell $20 products on Amazon.
You'll go broke doing that.
Okay?
You sell above $50 in retail on Amazon,or you're going to lose to the market.
(30:44):
It's simply fees and cost and timeand production, et cetera, are
simply not gonna be in your favor.
Okay, so that means that the costof goods on that product, or what
we refer to as the landed cost ofgoods, that's a product that has to
be purchased and then shipped into aposition to be sold to the customer.
It has to be 35% or less ofthe price of the product.
(31:06):
So that means if I'm gonna sella hundred dollars product, it
can't have more than $35 in landedcost of goods for that product.
So if I'm gonna sell a hundreddollars product and I need to get
a hundred of them in the market.
I's gonna cost me roughly $3,500to put that into the market.
And that test is going to be a variable.
I'm going to sell that product.
But my real question is howfast am I selling that product?
(31:27):
Mm-hmm.
So I'm gonna wanna make sure that Isell through that product as quickly
as possible, and I want to see how thatdata tells me how much I'm selling.
Then from there I could go out andorder a thousand of them because I now
know that I could sell that product.
I can sell it at a certain pace.
And my real question is, howmuch more can I sell of it?
How fast can I do it?
(31:48):
Mm-hmm.
So that that capitalizationis gonna be larger next.
That's why when people wanna workwith us, they have to bring at least
a minimum of 20 5K to the business.
Mm-hmm.
To invest in the business itself.
You know, startup activities, testing theproducts, and then putting more money into
the products when they start to do well.
Right?
Mm-hmm.
From there, kind of the sky is thelimit, uh, because as products sell
(32:09):
and you find more product typesthat you want to sell, the business
itself is gonna drive you forward.
And as you are a hundred percent ownerof the business, it's your determination
to create whatever risk rewardopportunity is most comfortable for you.
Now I'm gonna push everybody'snumbers because I have seen some
incredible things in 12 years ofdoing this, 18 years in business.
(32:31):
And those who have a higher risk rewardratio, meaning they're willing to risk
a little bit more, knowing the rewardis a lot greater on the other side.
They can scale businesses inthree, four, and five years
to 10, 20, 50 million a year.
Hmm.
Right, which they had to incorporatethe inventory required to do that.
And from that they had to bewilling to pay the cost to get the
(32:52):
business to grow to the next level.
So there are two factorsof failure in e-commerce.
You ready for this?
Yeah.
First one is failure to start.
Failure to start at all.
And you as a coach or anybody listeningto this as a coach, knows that
anybody's weight loss doesn't startunless they actually get off the couch.
Exactly.
So if they fail to start, theyfail the whole thing, right?
Yeah.
The second thing is having the energyto keep going along with the intention
(33:16):
and the money required to keep it going.
That might be, I need to buy a bettershorts, I've gotta buy some supplements.
I got up and invest in some softwareto help me track my weight loss.
On the physical product world, itis I need to pay up for inventory.
The second thing is when my businessstarts to go, when I start to have
a, what's called a going concern, abusiness that's actually driving revenue,
I have to capitalize that revenue.
(33:37):
And when I capitalize through moreinventory and more marketing, I.
Then I'm starting to see every 90days what's called a cashflow plan.
Mm-hmm.
Okay.
How much money's coming in, how muchmoney I'm making, how much money's
going out, how much profit I have.
From there, it's how big doI want to grow this business?
It's how fast do I wantto capitalize on that?
Do I, am I okay with just asix figure business a year?
(33:58):
Do I want make six figuresa year or do I want a seven
figure an eight figure business?
When you know the numbers andyou're in the business at that point
running it, it'll be very clear toyou how much inventory, money, and
time and energy and attention youneed to put into making this go.
And then it's up to you for thatrisk to reward ratio, right?
It's up to you to deploy that capital.
And it may be a quarter million, it maybe half a million, it may be a million.
(34:21):
To get you to those life goalsyou want to go after, but it'll
be a roadmap that you now clearlyunderstand as a business owner.
So what's interesting here is, uh,and maybe it's just, it's obviously
would be my ignorance, I would thinkthat that, that you're not gonna
put in a ton of time as opposed to.
Quote unquote, a ton of money if youwant to get to the time actually degrades
(34:43):
because the systems of automations andinfrastructures are already out there.
And that has evolved even in the lastfew years to be easier and greater
than it was five and 12 years ago.
That's what I was thinking.
Okay.
Yeah.
Yeah.
It's gotten so much more easier andthere's so much more people online.
Here's the fact, in 2020,there were 10 years of growth.
In the first three months of 2020,after that, uh, everybody moved online.
(35:07):
Right.
Mobile purchases surpasseddesktop purchase during that time.
For the first time since they cameonline, more phones are, are now
purchasing online than desktops.
Most all of Facebookis now mobile traffic.
Instagram is MA majority mobile traffic.
TikTok is all mobile traffic, meaningthat people are now buying, okay, and
there's no friction to them buyinganywhere, any place, anytime now.
(35:31):
Which has speeded up the amountof transaction and the amount
of growth that is occurring.
And after 2020, so many new peoplecame on, there was an event in the
e-commerce world called mass adoptionthat occurred, and any vertical in
any industry, there's early adopters.
I. Okay, there's early inside guys.
Well, hey man, crypto's gonna be amazing.
You gotta get in.
And it's like, everybody'slike, you're crazy.
That's insane.
(35:51):
Nobody wants in Bitcoin, right?
Yeah.
Right.
And then they're gonna be somewhereup the line around 30 5K in Bitcoin.
Everybody's like, well maybe thatguy wasn't so crazy after all.
Yeah.
And then by the time mass adoption startsto kick in and it goes past 80 and a
hundred thousand and this is just acryptocurrency 'cause this is real time.
Right?
Right.
People are like, holy crap.
I missed out, and this iswhen mass adoption kicks in.
(36:11):
Doesn't kick in at the 35.
It kicks in at the 80 and ahundred because in the FOMO or
free of missing out kicks in.
And that's when a massadoption curve happens.
And this is every industryeverywhere in some I.
Place some way, some date has had oneof these events that occurred e-commerce
had a mass adoption curve happen in 2020.
(36:31):
And from that point forward, whatwe're now seeing, and this is actually
a report recently by Bank of AmericaForester Research and the Department
of Commerce is talking about awealth transfer of over $21 trillion.
From the offline retailworld all coming back online?
Not really back online.
It's all coming online and it, it wasCatalyst was from that 2020 event.
(36:54):
And with that, like it or not,as you see certain companies.
Going bankrupt.
Okay.
Like, um, Joanne's Fabricsand others, most recently, no
one can buy from those stores.
And since they were such largestores, a lot of what they offered
is only available online now.
Right, right, right.
So those customers are being forcedto go online to get that product.
And as more of those kindsof retail stores collapse,
(37:16):
Macy's is now in bankruptcy.
As of yesterday, 23.
And me, if you got data in, if you didthat, you better get your data out of it.
I don't wanna tell you aboutall that, but you know, that's
not on, not on board anymore.
Um, you're seeing all thatwealth transfer actually occur.
So I'm extremely bullish as wesee things changing dramatically
as we see this occurring asinflation has actually dropped.
(37:36):
Uh, and opportunities for growth arecoming to America in the trillions of
dollars of infrastructure and trillionsof dollars of investment that's happening
and, and being committed right now.
I'm actually gonna be bullish in 2025as we're pulling back this rubber
band, that with all of this growth,that wealth transfer is happening
in the next couple years, and we'removing very hard and fast into brands
and more product capitalization.
(37:57):
As these things occur, and this catalysthappens, more and more people are buying.
Sales are up now in the firstquarter greater than they have been
in the last five years, if you canbelieve that, because everybody's
thinking all this negative scarcity.
There's no money, there'sall these problems, whatever.
But in actuality, they're buyingmore now ever than they were buying
this, uh, time in the last fiveyears, in the first quarter of 2025.
(38:17):
That is interesting.
Yeah.
I can't imagine it going anywhere but up.
I mean, up it just because even likethe people who are hesitant about,
you know, doing anything online,it's just, they're, it's changing.
It is changing if you like it or not.
So you can either be a consumerand maybe a victim of it.
Hopefully not.
Or you can say, look, I wantto take advantage of this.
I wanna see how to get in position.
(38:39):
I wanna be on theopportunity side of this.
And you know, that's a lot of differentplaces in the world and online to do that.
I just chose years ago to get into thephysical product component because I
knew I wanted to own both sides of it.
I wanted to digital.
And for me, you know, I wantedto see the physical side of it.
Right.
And I wanted to see the actualproduct because I wanted to provide
that value to a customer because Ibelieved in the value of the product.
(39:00):
Mm-hmm.
And I see that even more and more now asa way to complete the cycle with ethics,
you know, and integrity to have an actualproduct delivered for what they paid for.
And so with that, I'm bullish thisyear moving a lot of money into.
Products and brands and bringing alongpartners and other, you know, aspiring
entrepreneurs and existing businesses,and even acquiring companies now through
(39:21):
our private equity group in the five to15 million plus in revenue, to get those
companies under our wing to take advantageof what I believe is gonna be a huge
slingshot when that rubber band snaps.
Yeah, no, that's amazing.
Yeah, I mean, I, I, we could go intoso many things I. A list of questions.
Rabbit holes everywhere, dude.
Oh, is that all?
You ain't get any of them?
(39:42):
Well, I'll shut up.
I won't answer.
So long-winded.
I'll go faster.
Hit it.
Hit Oh no, no.
Faster.
I'll go quicker.
No, no, that, that, that just showsthat you're a great guest and you
had uh, you know, opened my eyesand I'm sure the audience as well,
eyes to a possibilities that just.
My question is, we're notgonna do you justice, just,
just say, oh, that's not true.
You're doing amazing, dude.
I think, you know, with the, withthe coaching in this space, I'm a
(40:04):
coach and, and I'm actually gettingout of it this year to focus on the
physical product brands and stuff.
And there's just a short timehere where I'm gonna take on a
few more people because I haveall the operators that I need.
I don't have any employees.
I got rid of them all in the past.
And what I did was I trained people up,kinda like you guys trained people up.
Hmm To build stuff into themselves,build their confidence, build their
own business as a part of that,get them into position to help
(40:25):
themselves so they can help others.
And with that and their going concerns.
Now they work with usin product partnerships.
They work with us in operations.
They partner with us inbusinesses we acquire.
So I don't have any employees.
I'm now working business to businessowner across other businesses.
And you know, you can't, uh,buy that loyalty because these
people want to be involved.
(40:46):
They love the brand.
They've become successful withoperations with us in partnering
and building these companies.
And now we're building moreand doing more together in that
capacity and makes it easier.
Um, and the loyalty to their, you know,business is what they have, and then they.
Sign off some of that andwork with voltage on other
fun things to do together.
And that kept me out of havingan employees while getting
(41:07):
the economies of scale.
And with that, we have 35 brands now.
Wow, that's unbelievable.
That, that is really,really great, I guess.
Um, wow.
I don't even know howto wrap to be honest.
I got, I don't wanna let you go.
We'll wrap on this.
How about I give you something for free?
Like, I believe there's a, there's a,um, voltage dm.com source slash freebook.
(41:28):
Uh, I think you've got a codefor my team, if I'm not mistaken.
Yes, I did.
What was that code?
I wouldn't have to put it in the shownotes 'cause I thought I, I think
it said health coach, but I'll makesure in my intro I'll correct it.
Yeah, yeah.
In the, in the notes, show notes, guys,there's a free copy, 10 free copies
of the book in the digital format.
There's a paperback versionif you want to grab it.
And you're more tactile.
I'm kind of tactile myself,but that's the strategy guide.
(41:49):
Just be very clear.
It's not a tactical, tacticalguide is a strategy guide.
For many of the things I talked abouttoday, including 15 other guests, um,
that did chapters each with me on thedifferent areas of growth and wealth and
products and marketing and finances andwealth preservation and wealth growing.
It's all in the strategy of oure-commerce driven, um, playbook.
(42:12):
And it is within that book and it willgive you a, a complete understanding
of how to build, uh, a strategy aroundan omni, you know, omnichannel, a
physical, private label brand, and allthe resources you can check out in there.
Uh, to kind of help you getyour mind wrapped around that.
And from there if you, you know,want to chat more, we can chat more.
That's awesome.
Really appreciate that.
Uh, know that they're gonnatake advantage of that.
(42:33):
This Anil, you've been fantastic.
What can I say?
Um, thanks for opening our eyesto, uh, avenue that at least I
wasn't familiar with, to the extentthat you've displayed it today.
And yeah, I hope you have the greatrest of the day and keep doing
all the great stuff you're doing.
Thanks for having me on,sir. It's been a pleasure.
Wait, uh, yes.
How do we keep, get in touch with you?
Oh, uh, voltage dm.com.
You know, the free bookthing or go check out.
(42:54):
Um, some of the workshop resourcesI've got training on there.
Um, they're, uh, they, um, mentor.
I have Kevin Harrington who wrote theforward for my book as, uh, as seen on
TV guy and the original Shark Tank guy.
We do a presentation is what wecall our as scene on TV strategy.
Uh, we guys can check out, uh, moredetails about how we work and who
applies or can't apply to work with us.
(43:15):
Uh, and launch one ofthese businesses together.
Um, all that information is@voltagedm.com.
Voltage digital marketing.com.
You have any socials?
All the socials brother?
I got a short last name.
It is, um, as you can see, or maybe youdidn't know, I'm not a small Asian dude.
Like I get mistaken formany times on the internet.
Um, you can search my last name.
You can search for the word voltage.
You'll find me on all the socials.
(43:36):
All right, fantastic.
Again, appreciate you jumping on theshow, sharing all your knowledge today.
Have a great.
Thank you, sir.
Hope you enjoyed listeningto today's episode of the
Health Coach Academy podcast.
If you did, jump over to iTunesand leave a rating and or review.
It goes a long way in helping getthis message out to our fellow health
(43:58):
coaches and people in our industry.
Also, if you can jump over to mywebsite, omar cumberbatch.com, where I
give out a lot of freebies, includingmy five day sugar challenge for people
who are having issues with sugar.
And also for health coaches.
I have the book hidden.
It's the six Not So Obvious Waysto get your Clients unstuck.
Have a great day.
What you're doing with all of that atthe end of the day is building an asset.
Mm-hmm.
You're building a brand asset that isworth more in the end than at any time
during the business building phase.
As you build up that asset like ahome and you put the bricks on and you
build the walls in 2, 3, 5 years downthe road, you have a saleable asset.
All the value you pumped intoit is gonna continue to grow
(00:22):
year over year until you have anopportunity to potentially sell it.
Right.
And that's what we callthe platinum principle.
And that was really understanding that thefoundation of a physical product, business
and a brand creates a saleable asset.
If you're just a pure coach,pure trainer, pure, whatever,
what happens if you get hurt?
What happens if you can't work?
What happens if you can't coach anymore?
(00:42):
What about these things?
Right?
It's hard for you to coach at 3:00 AMin the morning and still get to sleep.
Right?
Right.
But physical product, business.
It's turning over 24 7, 365, so itcreates revenue streams and cash
flow and opportunity to expandyourself and your brand out.
You might even find you can sellthings that are not related to
the coaching and healthcare space.
You might say, well, whatif I could sell a toaster?
(01:03):
Neil, what if I could sella kitchen countertop device?
What if I could sellsomething in the yard?
You could literally discover that aslong as it's profitable, you could
sell and put anything in a box.
And once you understand how to dothat, obviously the sky opens up
and there's an infinite amount ofpossibilities and upside potential.
(01:24):
Welcome to another episode ofthe Health Coach Academy podcast.
I'm it's Omar, cover badgeof Omar covered badge.com.
As always, appreciate you joining inand listening to all the new and good
stuff in the health coaching space.
And today we have an amazing guest.
His name is.
Neil and I think after over 200guests on the Health Coach Academy
(01:44):
podcast, this one's gonna bereally, really a standout episode.
Not only because Neil presents hisinformation so well, but also we've not
spoken about this particular subject yet.
It's about e-commerce andyeah, it really was inspiring.
I don't want to get too much intoit because it's a concept that I
(02:04):
have always thought about, but.
The way Neil just breaks it down.
I'm, I, I, I'll let him do all thejustice to it because it was really
an exciting show and very inspiring.
Have a lot of ideas and I would love foryou guys to reach out to me and share
what you thought, because I think thatit's gonna open up a lot of eyes for the
health coaching business and just anotheravenue that we can get an additional
(02:26):
revenue stream in our businesses as a key.
This, this baby afloat and I didpromise it at the end of the show
is that Neil is gracious enoughto give us a free copy of his book
with the discount code health coach.
That information will be in theshow notes as well, but yeah,
definitely take advantage of that.
I know I am in the process of itgetting being mailed to me as.
(02:49):
We speak and I can'twait to dive into that.
Take a look at that read, get moreinspiration and kind of figure
out the, the game plan around it.
So I don't wanna hold this up anymore.
So we're gonna jump into the show.
But before that, as always, pleaseleave a rating and review on iTunes.
It helps me continuously getexcellent guests like Neil Trois
on the show along with all theother 200 and more guests who've.
(03:13):
I've been honored by myself and, andtotally excited to have on the show.
So do that for us and let's jump into it.
Hey Neil, welcome to the show.
How are you today?
I'm doing great, Omar.
Thanks, brother.
Uh, listen, I'm soexcited about this topic.
I've had over 200 guests and we havenever spoke about this particular topic.
(03:34):
Well, there you go.
Yeah, so I'm excited.
I, I, I wanna just jump into it.
I, I want to hear your origin story, howyou got into this space, and a little
bit about what you help people do.
Cool.
Well, yeah.
Origin story, that's funny'cause my kids love Marvel.
So now I'm thinking, well, I'mnot the villain in this story.
So my origin story, Iturned into somebody's hero.
I think, I don't know.
We'll find out later in life.
Um, it's gonna be mine.
(03:56):
Yeah.
Somebody's hero, somebody's villain.
That's the way life works.
Right.
Um, you know, in, in simple terms, I'vebeen around the internet since it first
in, you know, came in and, and maybeif you're close to my age, you kind
of know where that all transitioned.
Back in the mid nineties or so, uh, 95,9 4 when the internet was coming online,
windows nine, five was coming out.
It's like, oh my gosh,what is all this stuff?
And I was failing outta college anyway.
(04:18):
So I'm like, now let's,let's do something different.
I didn't wanna be in college.
And so I bumped out and started learning.
Programming, HTML.
And then I learned a SP servers anddatabase driven pages and stuff and
got good enough that I was able to geta contracting job in Kansas City at
a, uh, a little company called Sprint.
Um, they were a long distance companyat that point, had nothing to do with
mobile and they had rounded up about twoyears into that work, they had rounded
(04:42):
up a bunch of people and said, Hey, we'regonna start launching mobile phones.
And I'm like, Ooh, a startup.
'cause that happenedsomewhere around 97, 90, 99.
And um, in that timeframe, Ihad the opportunity to apply.
And became an employee, a badgedemployee into the first mobile
division of Sprint and got to be, uh,on board with one helping to launch
the first mobile phones into Sprint.
(05:03):
And then we watched that companyabsolutely explode during that
startup phase between 99 and 2004.
Um, it just exploded.
I got my first cell phonenumber that I still have today,
uh, during that timeframe.
And just watch thatmarket go like insane and.
Because as I was in the leadershiprole of overseeing the knowledge and
management and my team was overseeing allthe webpages that became these knowledge
(05:23):
management systems, as these grew out, Igot pretty good and pretty skilled at it.
Just being on the job I. Um,figured out really quickly.
It's who, you know that gets you inwhat you know, that keeps you there.
Mm-hmm.
And so I'd stay up sometimeslate just trying to figure out
how to make this thing work.
And, but I had an aptitude for it,so it made it a little easier, uh,
to kind of figure it out, whicheventually led me into a job with IBM.
It actually took me longer to flyto Armon through White Plains.
(05:45):
Uh, to actually go to the job.
Then it took to actually get the job.
When I was there, they had kind ofpre-scheduled and sit, you know,
the, the interview and whatnot.
And so it took me all that time to getout there in 20 minutes in the interview
and shaking hands, welcome to IBM.
And I'm like, wow, this is fun.
'cause I had no degree.
Mm. Uh, I had experience,I had, you know, tenacity.
I had the desire to, to just go out and dothe things people weren't willing to do.
(06:06):
And so I brought some of that into IBMand I think that's maybe why they hired
me, but I spent almost five years there.
In 2007, I kind of had alife changing situation.
Um, as I kind of discovered some,uh, issues, let's say in my marriage.
Um, but prior to that I had also, uh,had a, met my mentor, who was my uncle.
I. Uh, had passed away in 2005 and he'dalways been encouraged me to get out.
(06:27):
You know, you could stay in thecorporate for a while, but do something.
Go buy a franchise, build to businesslike, you know, you have the aptitude.
Get out there.
And he always really encouraged me.
It was awesome, but I lost him in aplane crash in 2005 and after that it
took me a couple years to kind of figureout what I was gonna do without his him
around to kind of help guide me and, andfigure out what to do and eventually.
I just said, okay, I'm outta here.
(06:47):
So I burned the boats.
Uh, IBM's like, well, here'syour early retirement.
Go have a fun life.
I'm like, cool.
Didn't burn the bridges, just the boats.
Meaning I was never gonnago back to that life, ever.
I didn't really want to be there inthe first place, but I used it as just
a stepping stone along the way to getto ultimately what I wanted to do,
which was run my own business and.
For the better part of, um, those,the last what, last 18 years pivoting,
(07:08):
failing up, failing down into differentareas until I finally landed Where I
failed my sweet spot is and, uh, inabout 2012, which was physical product
based businesses, um, actually launchingbrands, creating physical products
and providing them into the market.
Uh, and have done that, uh, now,uh, a better part of, uh, 12 years.
We, we got to our first sevenfigure brand in around 2015, and
(07:30):
then it just seemed a lot, it wasa lot easier to do it after that.
Um, and I have had the opportunity and,and blessing to, to coach and mentor, um,
more than a thousand people since then.
Um, had some amazing experience,created some great brands.
They're still buildingsome great grant brands.
Have some that are gettingclose to going to exit and.
You know, I got a room full of failuresbehind me as I've pivoted through
(07:51):
all of that experience, but reallyfound my sweet spot is in building
those brands and marketing 'em andyou know, building up that collateral.
And that's led me even now intobusiness investing where we're
both acquiring companies that aregrowing up in the physical product
space and exiting those as well.
Uh, and doing it with a,a, a specific purpose.
Um, for that we have a group calledPatriot Growth Capital, which is a
(08:11):
private equity group that we are with,uh, that is doing it to support the
veteran community military and to helpthem have an opportunity for veterans
to get into our business and to be intoan operational and employment status,
even into a position after five yearsto acquire the company away from us.
So we have a real purpose andmission there, you know, to go
and, and bring purpose and value tothat community and maybe take it.
(08:31):
You know, knock off some of the 22veterans a day that kill themselves
and provide purpose and value in thelives of veterans and their families.
And we're doing that throughthe acquisition and management
of, uh, physical, private,uh, private label companies.
So we train and we build and we incubate.
We grow, launch, and exit and buy.
That's kind of what we're all about now.
Wow.
That's awesome.
That's a great origin story.
That's also a great why story and yeah.
(08:53):
Now, so yeah, no, I'm, I'm reallyhappy for you and you know, you
know, obviously a blessing to allit is that your, your coaching Yeah,
it's been a lifestyle by design.
It's something that we worked on,you know, it's a goal orientation.
We kind of have an idea, I think, in ourminds of what our perfect lives would
look like or what we would like to do.
And it isn't always about the money.
Money's part of it.
It's part of my five F's.
I have five F's I follow now you stillhave one, which was just profits.
(09:15):
And I ended up failing in abusiness and going bankrupt, so
that's not the right way to do it.
Um, but I had, you know, a, a valuechange in all of that, which I think
ties to some of the conversation thatwe were having before the call, which
was really just towards those whowant to build private label brands
and what's the value of it and whywould I do it versus, say, consulting
or just pure, you know, mentoring orconsulting or training or coaching, and
(09:37):
where would be the value in somethinglike that versus what I'm doing now.
Because I've had a lot of those questionsin my past too, and when I got into
the physical product world after doingdigital marketing, I'm like, well, why?
You know, what is the end value ofhaving a physical product to my brand?
Um, and the end value really becamethat I own the whole business model.
I, I own it from the marketingthrough the physical product.
(09:58):
I own everything in between as well.
And when I didn't have that controlbefore, uh, other people had that control.
And one of the things you clearlyneed in a business is as much control
over the business as you can have.
Yeah.
And when I didn't own the actualproduct, I didn't own the outcome.
And with that, I needed to control andown the product and realize that physical
products needed to be part of my brand.
It extolled the value of what I wasteaching and talking about and doing.
(10:21):
And supported, uh, an end customerwith something tangible, right?
So I got both the digital and the tangibleaspect of that outcome and provided
the value and solution to them, makingthem maybe run faster, jump higher,
you know, lose weight, gain weight,whatever the end, you know, output was.
Um, it brought a cohesivenature to the full control of my
business, if that makes sense.
I. It does, it does.
(10:41):
So like what I wa really get at for thisepisode is just because of the health
coaches, primarily one-on-one coaching,group coaching, we're coaches Right.
At the end of the day, and I know thatyou work with a lot of different coaches.
Mm-hmm.
Space as well as life coach, et cetera.
Like where these products that arerelatable to us that we can use and yeah.
(11:01):
A little bit of background onwhat you've seen and experienced.
Well, yeah, I mean in, in, you know,in simple terms, there was a business
we helped once to bring some oftheir, um, offline products to the
online world because they were inthe, um, health space in a, in a shop.
They were specificallyin the, in the spa space.
And they were using and recommendingother people's products, but
(11:22):
had no control over the product.
Some of it was affiliate, someof it was wholesale, some of
it was just recommendation.
Mm-hmm.
And with that, again, theydidn't control the output of the
product or the control of the.
Product and they didn't have abrand aspect around the product.
They had their brand recommendingsomebody else's product.
That make sense?
Yeah.
More than affiliate marketing.
It really got down to just kindof affiliate and recommendation.
(11:43):
But again, you don't own the product,you just own the middle section of it.
Right, right.
Which is kind of what you say andwhat you do and what you recommend.
With this, we help them develop a brand.
We helped 'em develop a productline that they could then put on
their selves and then sell localretail, but also sell it online.
And it was a brand thatwas created for them.
Right.
And having owned a supplementcompany in the past, having done, you
(12:03):
know, work in the health and beautyspace, having done, uh, skincare and
other types of brand, uh, support.
Uh, what you get down to in the coachingand health world is there's a lot of
different kinds of products that if youkind of stop and think about it, you
recommend them or employ somebody to goget them, or you affiliate them, or you
say, go down to GNC and grab this product.
(12:24):
It'll help with this routineor this workout we're doing.
And what you could do instead would say,go to my website or go, go to my Amazon
storefront and grab this product, grabthis stack, add this all to your cart.
Check this out.
This is gonna be part of theproduct set we're gonna use.
For your workout routine, for your nextsix months, for your goal orientation,
this is the stuff you're gonna be using.
Well, what if instead of it beingsomebody else's product, it was all yours?
(12:46):
Hmm.
No, that makes a lot of sense.
So, like Health Coach who's juststarting out, what, what do you think
is like the proper way to go about that?
Right.
Do, do they, yeah.
They don't have many say followers.
They're not, they don'thave like That's fine.
That's fine.
That's fine.
Yeah.
Because what happens is we, weuse a system on, on Amazon called
Fulfilled, fulfilled by Amazon.
You know it, other people listening knowit because you probably order on the
(13:09):
Amazon app and it shows up in like twohours or it's a lockbox or of one hour
or pretty soon by drone, apparently.
Right.
And, and if you do that, then yousort of have the concept in mind
of where I'm going with this.
This fulfilled by Amazon system orFBA is just a juggernaut, a machine.
Uh, of movement of products down to thecustomer o right, and it moves and flows
(13:29):
and you have the opportunity to buystuff or return stuff, or, you know, you
have, you understand, and most people do.
The ecosystem, since it's the nowsixth largest logistics company in
the world, we use their last mile,their framework, their delivery, to
get the products to the customers.
And we start a brand and we incubate iton Amazon to determine its market share,
its potential, its profitability, howmany people want to get access to it.
(13:53):
And there's like 200 millionprime members, which we, you
know, I am, I'm sure you are.
My wife orders stuff twoto three times a week.
Uh, shows up at our house from Amazon.
Um, and a lot of people do too, right?
And so with that, there's whateverybody goes to Amazon to do is
to order or buy something that theyneed or want or have seen somewhere
else and are going to Amazon becausethey know it's gonna show up.
(14:15):
Right.
They don't, there's a lot ofFacebook ads and stuff like this.
You click on it and you'relike, well, I don't know if I
put that credit card in there.
Is that company actuallygonna deliver my product?
And most of the time you might try itand be like, well, yeah, it did show up.
Okay, that's legit.
Or you might look at it and say, I'm gonnago to Amazon and grab one of those, or see
if it's on Amazon and test it out anyways.
But a lot of you might have beennodding your head thinking, yeah,
this is something I've done too.
Right.
Um, because it, it, it'slike this in so many words.
(14:38):
Once upon a time, the yellow pages.
Were where people trusted the business.
Right?
Then when we got into the internet,it became brochure websites to find
out if you're a legitimate company.
And if you're now in the physical productworld, you need an Amazon presence
because it validates that you're alegitimate company selling product.
And with 49% of the market sharein the United States, it's a,
it's an absolute juggernaut nowof $638 billion a year in sales.
(15:00):
What most people don't understandis that 62% by Amazon's own
admission of those products aresold by third party sellers like us.
Hmm.
So while you're selling throughAmazon, you have the opportunity,
uh, to buy products through thatmechanism, not realizing that they're
being delivered by other sellers.
They're just usingAmazon's infrastructure.
What that does is it creates whatI call almost automated income.
(15:21):
It creates money while you sleep, right?
Money while you're working outof the gym, money while I'm
out walking, or you're running.
It creates money when you arenot having to push on it anymore.
So as you build these brands and grow,this whole ecosystem of the marketplace
is churning organically through theseproducts at about 8,600 units a minute.
So with 8,600 units a minute, youdon't have to be an influencer
(15:43):
with a large following or a tribe.
You can actually leverage Amazon'scustomer base to get your products
to those people and do it into.
5, 6, 7, 8 figures.
So once you have that marketplace andunderstanding, then you can move to
different sales channels, like maybea TikTok or an Instagram or somewhere
else where you might wanna build up aninfluencer and you might wanna build up
your profile and recommend the productsthat you're selling on Amazon or one
(16:06):
of those other stores and create,uh, an omnichannel or a multichannel
marketing opportunity for your brand.
What you're doing with all of that atthe end of the day is building an asset.
You're building a brand asset that isworth more in the end than at any time
during the business building phase.
As you build up that asset like a home,and you put the bricks on and you build
(16:27):
the walls in 2, 3, 5 years down the road.
You have a saleable asset, all the valueyou pumped into it is gonna continue to
grow year over year until you have anopportunity to potentially sell it, right?
And that's what we call the platinumprinciple, and that is really
understanding that the foundationof a physical product, business in
a brand creates a saleable asset.
(16:47):
If you're just a pure coach,pure trainer, pure whatever,
what happens if you get hurt?
What happens if you can't work?
What happens if you can't coach anymore?
What about these things, right?
It's hard for you to coach at 3:00 AMin the morning and still get to sleep.
Right, right.
Physical product business, it's turningover 24 7, 365, so it creates revenue
streams and cash flow and opportunityto expand yourself and your brand out.
(17:08):
You might even find you can sellthings that are not related to
the coaching and healthcare space.
You might say, well, what ifI could sell a toaster, Neil?
What if I could sell akitchen countertop device?
What if I could sellsomething in the yard?
You could literally discover that aslong as it's profitable, you could
sell and put anything in a box.
And once you understand how to dothat, obviously the sky opens up
and there's an infinite amount ofpossibilities and upside potential.
(17:31):
I guess, you know, I'm listening to it.
It sounds great.
And I guess my stumbling block in myhead, and I think maybe this will help,
uh, with the audience as well mm-hmm.
Is getting past the fact that, alright,so I want to have a supplement.
Uh, what the heck do I sell?
Yeah.
Well, yeah.
What do I sell?
What?
It's the first question thatcomes to everybody's mind,
dude, what the heck do I sell?
(17:52):
What the bleep do I sell?
Um, what if it didn't matter?
That's even better.
'cause I'm like notorious this, this show.
I hate the the niching down thing.
Yeah, yeah, yeah.
I love talking about aliens.
I wanna talk about health.
I wanna talk a hundred percent.
Dude.
What if I could, like, what if therewas just a list of products that are the
(18:15):
highest in demand customer need productsfor Amazon making up all of their revenue,
and what if there was just a list ofthem you could pop in and look and see
whether or not they're profitable andthen just determine which one you thought.
You want it to launch because itis profitable, and then you go test
the market and find out how, howmuch of it you can sell, right?
What if that was available to you?
Then you would understand a little bitbetter about the fact that what the heck
(18:36):
do you sell is a conditional statementof training, of knowledge, of seeing
data and not actually making an emotionaldecision on what you should sell.
But a tactical, fundamental, and businessbased decision that is built off data
and numbers and going by the numbersensures that if you sell a unit of that
product, you're going to do it profitably.
(18:58):
And when you sell a profitable unitof that product and you understand
that playbook and the process bywhich you did that, that you can
repeat that process until you'reselling a hundred a day or more.
Right.
Yeah.
And that is just a process of knowledgeand learning and earning as you launch
products to test that, you know, go bythe numbers of business and profitability.
(19:18):
And that is kind of understanding someof the fundamentals of the business
and ensuring your profitability.
So it's, for example, you wouldn't sellon the marketplace of Amazon or even
anywhere else, in my opinion, productsthat are less than $50 in price point.
Okay, 50 to $500 in retail pricepoint are the kind of products we
sell, and in those numbers, thatmakes sure that we're selling more
(19:38):
than $12 in net profit per unit.
Everything goes in the top.
Cost of goods marketing,everything falls in.
What falls out of thenet is what you keep.
That is our net profit, andthat is what we get to keep out
of each sale of the product.
And the higher the net profit,the more money we make, right?
So I prefer products that aremaking me like 30, 40, 50, or
more dollars in profit per unit.
(19:58):
So we'll sell products 150 to $400in price point for the kind of
products we sell in our brands.
Just to give you some bandwidth,now, there are hundreds of
thousands, if not millions ofthose products in the marketplace.
So it's a process of conditioning andgoing through numbers and understanding
how to analyze the product to determinethat as you do that, it starts to
look better and that you have anopportunity to sell that product.
(20:21):
So when it comes down to what kindof product you would sell, that's
just a process by which you look atthe market, do the research, look at
the green blinky lights, and yellowlights and red lights, and when it
goes green, you follow the green path.
Because it's a data-drivendecision and we're not gonna
order like a 40 foot containerand say we can sell this product.
We're not smart enough to tell themarket what it wants, but what we are
(20:41):
smart enough is to, uh, look at 80%of the data confidently and then take
it to market and get that 20% back.
Right.
So I launch a product that has ahundred units and I say, Hey, do you
like this version of the product?
And the market says, sure,about five sales a day.
Okay, lemme see if I can make that better.
A little tweaking.
Okay, I'm up to 10 sales a day.
Not bad.
(21:02):
And then I notice, oh, whatif I sell this version of it?
Maybe it's the extra large black version,not the extra large yellow version.
And oh wow, there's 50 sales a day.
The market, I'm closerto what the market wants.
But I tested it.
I didn't just guess, I'm testingon the data that says, Hey.
These are the top productsthat the customer needs.
Demand.
Here are a hundred units of each ofthose products, and then I'm gonna
(21:22):
let the Law of averages kick in.
Okay?
A law of averages in our, in my five byfive is to launch five of those products.
Looking to see if I can get 25 organicsales a day from those top products
and determining which of those fivevariations is making the most sales.
So I'm not guessing.
Right, right.
So, and again, like you said, we,we will be the ones owning this.
(21:45):
Product, whatever.
It's correct, you own the productbecause it is a customized product.
It's not a white label product.
It's not wholesaling somebody.
It's not flipping somebodyelse's product for profit.
It is creating value in a brand, andthere by that simple word, customization,
you are having that product made for youin a manufacturer that is your product,
within your brand, within your trademark,which is called intellectual property.
(22:08):
At that you have intrinsicvalue in your company.
Now, right from the company, you now arebuilding up a brand with intrinsic value.
So, okay.
I'm throwing out the idea.
You gave me a price range, so I'mthinking just popped in my head.
Yeah.
Treadmill, right?
Treadmill.
Could be a treadmill, could be,uh, one of the walking treadmills.
Like the smaller ones.
Right?
Right.
Yeah.
That's what I see that a lotrecently is they're getting hot.
(22:28):
Oh yeah.
We get the Omar's treadmill.
Yep.
Someone is building thattreadmill somewhere.
Correct.
Yep.
On once someone orders it.
Mm-hmm.
So I guess the question that Iget you probably is the number
two question that you get a lot.
Well clarification onthat statement just yet.
Sure.
You're gonna order some units ofthat product and you're gonna have
(22:48):
it shipped into Amazon and thenpeople are gonna start ordering it.
But you're gonna look to see how fast doI sell through a hundred units of that.
So as an inventory based businessmodel, not a drop shipping model,
which just as a clarification on, onkind of what you said, we're not drop
shipping product, we're having themmanufactured and acquiring them, and
then we're selling them in the market.
Okay.
So that being said, sothat's even a, a great point.
(23:09):
I guess I gotta write itdown to make sure I go back.
No worries.
Because I wanna liketalk non drop shipping.
Amazon and drop shipping are nota part of the terms of service.
Gotcha.
Okay.
Sounds good.
So why are they gonna buy my treadmill?
Mm-hmm.
As opposed to all branding.
Right?
It's just the branding is theword we're looking for, but
it's not the most simple answer.
(23:30):
But it does get down tothe psychology of a buyer.
Okay.
Okay, so let me reverse thisand ask you a question if I can.
Sure.
When you think about a brand ofequipment, is there a particular brand
that just immediately comes to mindthat you have a certain level of value
in your brain with, and what is it?
I'm thinking Boflex.
Boflex.
Now why Boflex?
The commercials.
(23:51):
I've seen it for like 25 years.
You know, I'm very, okay.
I've bought some product from them.
There's an sort of an intrinsic ideaof trust built into the Bowflex.
Yeah.
Is there, is there a cheaper versionof that product in the market?
Yes.
So why would you buy the Bowflex versusthe cheaper version in the market?
I don't know if that cheaper version'sgonna break, you know, like, and then let,
(24:12):
let's reverse that question back to you.
Why would somebody buy myproduct and value in the market
versus somebody else's, right?
Oh yeah, no, there's anintrinsic belief mm-hmm.
That it is a better value product thananother version of the product I can get.
Now, what brings that together in abrand is how we present the product
(24:33):
to the market, and more importantly.
How we present the product tothe engine now, everything.
Online runs on an economic enginewith AI tied to it, semantic engines,
searches, um, how you see and look atvideos and how many more they show.
So if you watch one video forlonger than six seconds on pretty
(24:55):
much any platform, now it's gonnashow you more of similar kinds of
videos as it tailors content to you.
These sales engines, these merchantengines like Amazon and stuff,
they're all doing the same thing.
They're getting even smarter and smarterwith ai, building large language models
and using AI to create more customerintent opportunities to say, well,
(25:15):
if they know you've purchased healthequipment, if they know you've purchased
supplements, if they know you'vepurchased running shoes, then there's a
customer intent behind your purchases.
So they're gonna start showing youproducts that are specific to that
industry and niche around you.
And not show you things thatare not relevant to you, right?
Because it's gonna be more tailored toyou and it's not even more tailored.
(25:36):
It's intended to try to predictwhat it is you intend to buy
before you even know it yourself.
Okay?
So when we get this product listingan image out there to determine
whether or not there's value, I'mnot actually selling it to you, Omar.
I'm selling it to an AI engine.
I'm selling the AI engine, that I'm thebetter product, I'm, the better narrative
(25:57):
I have, the better value I have, thebetter graphics, images, and copy.
Therefore, I must have the better product.
Its job is to go out and look at theinterest, information, intent, and data.
It has everything aboutsomebody like you and present
my product to you just in time.
So you go, I need that, right?
I trust that, I want that, and ifI don't like it, I'll return it.
(26:17):
If I really don't like it,I'll leave a negative review.
If I like it, but I don't reallylike it, I just won't review it.
But if I like it and really likeit, I'm gonna leave a review, right?
A positive review in that instance sothat economic engine turns that big wheel.
So then as I'm presenting that valueand determining my data is better than
the competitors who are currently in themarket, the the engine is going to start
(26:40):
showing me to more people like you saying,Hey, here's a whole nother segment of
people who might want to buy your product.
As people look at that and go,you're right, I do want that.
Yeah, I do need that product, andyeah, I will pay for the Boflex version
and not the basic Walmart version.
Mm-hmm.
Then that engine's gonna look atthat data and say, you're the better
value, and then it's going to presentit to you to buy it, and you're gonna
(27:03):
click on it and hopefully buy it.
And if you, in our world, buy,if 10 people click on it and one
person buys, we are highly optimizedinside of this economic engine.
With that, it will send it out to moreand more and millions and millions of
people and say, Hey, what about you guys?
Do you like this too?
And that, of course, will translateinto more people buying our products.
(27:24):
If I don't do a good job ofpresenting the product and selling
the product to the engine, I don'tdo a good job of making the sales.
And the phrase in our companyis sales fixes everything.
So that is the firstthing we're gonna solve.
Right, right.
Wow, this is amazing.
It makes total sense because again,I, I'm, I'm into the algorithm.
They're feeding me what I,what They know what I want.
And you're consuming it.
Right.
Even if it's just video butnot purchases, you're like,
(27:46):
dang, I want more shark videos.
Like, or I want more workoutvideos, or I want more ad videos.
Right.
I'm like, and it's just showingyou more and more of it.
Right?
Exactly.
Exactly.
So by it showing me more andmore of my product, that's how
it'll just a hundred percent.
As it starts to dial in that audienceand intersect between other audiences of
people like you and starts showing it,those are what are called impressions.
Mm-hmm.
And those impressions of showing it toyou, hopefully get you to click on it.
(28:10):
Okay.
And when you click on it, thegoal is to get you to buy.
So here's the thing though, is I'm not.
Uh, trying to convince you to buy.
People love to buy.
They don't like to be sold.
And since Amazon is a demandcapture platform, it's capturing
the demand of people's interest.
We don't try to sell them on Amazon.
We simply give them three variablesof benefit to answer three
(28:31):
questions they already had intheir mind before they showed up.
Mm-hmm.
And if we can answer those threequestions extremely well, they will
purchase our product instead of somebodyelse's, even at a higher price point,
even $10 more than a competition.
Interesting.
Wow.
Mm-hmm.
That, that's amazing.
Now it all becomes an economic engine thatdoes require eventually a product, okay.
(28:52):
To a, create a medium median of exchange.
So we just use Amazon's platform to createthat medium of exchange, which means I
have to have a product that gets deliveredto the customer that creates that value.
I paid for it, I want the product.
Right.
Right.
So that's the second thing, is tomake sure that we don't just create
a dummy me too product that tastesand look like everything else.
What we need to do is actually innovatea product with only three to four simple
(29:16):
changes that create a unique sellingposition, a unique selling position,
A USP in the value of the mind of thecustomer over other products, right?
Mm-hmm.
So it's not, how complicated do Ineed to make this, because really
I'm going to test the product first.
To see if people likeand wanna buy it from me.
Sales fixes everything.
Mm-hmm.
(29:36):
And then I'm going to innovate a productand say, well, if they liked a hundred
units and that starts selling really well,then I'm going to go get a thousand units.
I'm gonna do a full product launch.
'cause I have every confidencenow that I can sell it.
So I'm going to get more of it purchasedand I'm gonna make some changes, a little
innovation, not invention, just a littleinnovation, and make that product just
(29:57):
a little more unique in the market.
And then I'm gonna presentthat 1000 back to the market
already knowing that it's sold.
And I'm gonna see, can I sell moreof it with more time in market, more
marketing on Amazon and Amazon'sown economic engine pushing me.
I'm gonna see how many I cansell at that 1000 and how fast
I can turn that inventory over.
Mm-hmm.
So that's where, I guess the big questionis, is how much is the investment
(30:21):
that is required Capitalization?
Yep.
Yeah.
It's gonna be a variable.
So for, for people I speak to,in terms of the eComm world.
Um, it is not product flipping.
It is not gonna be, as youheard, lower priced products.
'cause in our world, friends, don't letfriends sell $20 products on Amazon.
You'll go broke doing that.
Okay?
You sell above $50 in retail on Amazon,or you're going to lose to the market.
(30:44):
It's simply fees and cost and timeand production, et cetera, are
simply not gonna be in your favor.
Okay, so that means that the costof goods on that product, or what
we refer to as the landed cost ofgoods, that's a product that has to
be purchased and then shipped into aposition to be sold to the customer.
It has to be 35% or less ofthe price of the product.
(31:06):
So that means if I'm gonna sella hundred dollars product, it
can't have more than $35 in landedcost of goods for that product.
So if I'm gonna sell a hundreddollars product and I need to get
a hundred of them in the market.
I's gonna cost me roughly $3,500to put that into the market.
And that test is going to be a variable.
I'm going to sell that product.
But my real question is howfast am I selling that product?
(31:27):
Mm-hmm.
So I'm gonna wanna make sure that Isell through that product as quickly
as possible, and I want to see how thatdata tells me how much I'm selling.
Then from there I could go out andorder a thousand of them because I now
know that I could sell that product.
I can sell it at a certain pace.
And my real question is, howmuch more can I sell of it?
How fast can I do it?
(31:48):
Mm-hmm.
So that that capitalizationis gonna be larger next.
That's why when people wanna workwith us, they have to bring at least
a minimum of 20 5K to the business.
Mm-hmm.
To invest in the business itself.
You know, startup activities, testing theproducts, and then putting more money into
the products when they start to do well.
Right?
Mm-hmm.
From there, kind of the sky is thelimit, uh, because as products sell
(32:09):
and you find more product typesthat you want to sell, the business
itself is gonna drive you forward.
And as you are a hundred percent ownerof the business, it's your determination
to create whatever risk rewardopportunity is most comfortable for you.
Now I'm gonna push everybody'snumbers because I have seen some
incredible things in 12 years ofdoing this, 18 years in business.
(32:31):
And those who have a higher risk rewardratio, meaning they're willing to risk
a little bit more, knowing the rewardis a lot greater on the other side.
They can scale businesses inthree, four, and five years
to 10, 20, 50 million a year.
Hmm.
Right, which they had to incorporatethe inventory required to do that.
And from that they had to bewilling to pay the cost to get the
(32:52):
business to grow to the next level.
So there are two factorsof failure in e-commerce.
You ready for this?
Yeah.
First one is failure to start.
Failure to start at all.
And you as a coach or anybody listeningto this as a coach, knows that
anybody's weight loss doesn't startunless they actually get off the couch.
Exactly.
So if they fail to start, theyfail the whole thing, right?
Yeah.
The second thing is having the energyto keep going along with the intention
(33:16):
and the money required to keep it going.
That might be, I need to buy a bettershorts, I've gotta buy some supplements.
I got up and invest in some softwareto help me track my weight loss.
On the physical product world, itis I need to pay up for inventory.
The second thing is when my businessstarts to go, when I start to have
a, what's called a going concern, abusiness that's actually driving revenue,
I have to capitalize that revenue.
(33:37):
And when I capitalize through moreinventory and more marketing, I.
Then I'm starting to see every 90days what's called a cashflow plan.
Mm-hmm.
Okay.
How much money's coming in, how muchmoney I'm making, how much money's
going out, how much profit I have.
From there, it's how big doI want to grow this business?
It's how fast do I wantto capitalize on that?
Do I, am I okay with just asix figure business a year?
(33:58):
Do I want make six figuresa year or do I want a seven
figure an eight figure business?
When you know the numbers andyou're in the business at that point
running it, it'll be very clear toyou how much inventory, money, and
time and energy and attention youneed to put into making this go.
And then it's up to you for thatrisk to reward ratio, right?
It's up to you to deploy that capital.
And it may be a quarter million, it maybe half a million, it may be a million.
(34:21):
To get you to those life goalsyou want to go after, but it'll
be a roadmap that you now clearlyunderstand as a business owner.
So what's interesting here is, uh,and maybe it's just, it's obviously
would be my ignorance, I would thinkthat that, that you're not gonna
put in a ton of time as opposed to.
Quote unquote, a ton of money if youwant to get to the time actually degrades
(34:43):
because the systems of automations andinfrastructures are already out there.
And that has evolved even in the lastfew years to be easier and greater
than it was five and 12 years ago.
That's what I was thinking.
Okay.
Yeah.
Yeah.
It's gotten so much more easier andthere's so much more people online.
Here's the fact, in 2020,there were 10 years of growth.
In the first three months of 2020,after that, uh, everybody moved online.
(35:07):
Right.
Mobile purchases surpasseddesktop purchase during that time.
For the first time since they cameonline, more phones are, are now
purchasing online than desktops.
Most all of Facebookis now mobile traffic.
Instagram is MA majority mobile traffic.
TikTok is all mobile traffic, meaningthat people are now buying, okay, and
there's no friction to them buyinganywhere, any place, anytime now.
(35:31):
Which has speeded up the amountof transaction and the amount
of growth that is occurring.
And after 2020, so many new peoplecame on, there was an event in the
e-commerce world called mass adoptionthat occurred, and any vertical in
any industry, there's early adopters.
I. Okay, there's early inside guys.
Well, hey man, crypto's gonna be amazing.
You gotta get in.
And it's like, everybody'slike, you're crazy.
That's insane.
(35:51):
Nobody wants in Bitcoin, right?
Yeah.
Right.
And then they're gonna be somewhereup the line around 30 5K in Bitcoin.
Everybody's like, well maybe thatguy wasn't so crazy after all.
Yeah.
And then by the time mass adoption startsto kick in and it goes past 80 and a
hundred thousand and this is just acryptocurrency 'cause this is real time.
Right?
Right.
People are like, holy crap.
I missed out, and this iswhen mass adoption kicks in.
(36:11):
Doesn't kick in at the 35.
It kicks in at the 80 and ahundred because in the FOMO or
free of missing out kicks in.
And that's when a massadoption curve happens.
And this is every industryeverywhere in some I.
Place some way, some date has had oneof these events that occurred e-commerce
had a mass adoption curve happen in 2020.
(36:31):
And from that point forward, whatwe're now seeing, and this is actually
a report recently by Bank of AmericaForester Research and the Department
of Commerce is talking about awealth transfer of over $21 trillion.
From the offline retailworld all coming back online?
Not really back online.
It's all coming online and it, it wasCatalyst was from that 2020 event.
(36:54):
And with that, like it or not,as you see certain companies.
Going bankrupt.
Okay.
Like, um, Joanne's Fabricsand others, most recently, no
one can buy from those stores.
And since they were such largestores, a lot of what they offered
is only available online now.
Right, right, right.
So those customers are being forcedto go online to get that product.
And as more of those kindsof retail stores collapse,
(37:16):
Macy's is now in bankruptcy.
As of yesterday, 23.
And me, if you got data in, if you didthat, you better get your data out of it.
I don't wanna tell you aboutall that, but you know, that's
not on, not on board anymore.
Um, you're seeing all thatwealth transfer actually occur.
So I'm extremely bullish as wesee things changing dramatically
as we see this occurring asinflation has actually dropped.
(37:36):
Uh, and opportunities for growth arecoming to America in the trillions of
dollars of infrastructure and trillionsof dollars of investment that's happening
and, and being committed right now.
I'm actually gonna be bullish in 2025as we're pulling back this rubber
band, that with all of this growth,that wealth transfer is happening
in the next couple years, and we'removing very hard and fast into brands
and more product capitalization.
(37:57):
As these things occur, and this catalysthappens, more and more people are buying.
Sales are up now in the firstquarter greater than they have been
in the last five years, if you canbelieve that, because everybody's
thinking all this negative scarcity.
There's no money, there'sall these problems, whatever.
But in actuality, they're buyingmore now ever than they were buying
this, uh, time in the last fiveyears, in the first quarter of 2025.
(38:17):
That is interesting.
Yeah.
I can't imagine it going anywhere but up.
I mean, up it just because even likethe people who are hesitant about,
you know, doing anything online,it's just, they're, it's changing.
It is changing if you like it or not.
So you can either be a consumerand maybe a victim of it.
Hopefully not.
Or you can say, look, I wantto take advantage of this.
I wanna see how to get in position.
(38:39):
I wanna be on theopportunity side of this.
And you know, that's a lot of differentplaces in the world and online to do that.
I just chose years ago to get into thephysical product component because I
knew I wanted to own both sides of it.
I wanted to digital.
And for me, you know, I wantedto see the physical side of it.
Right.
And I wanted to see the actualproduct because I wanted to provide
that value to a customer because Ibelieved in the value of the product.
(39:00):
Mm-hmm.
And I see that even more and more now asa way to complete the cycle with ethics,
you know, and integrity to have an actualproduct delivered for what they paid for.
And so with that, I'm bullish thisyear moving a lot of money into.
Products and brands and bringing alongpartners and other, you know, aspiring
entrepreneurs and existing businesses,and even acquiring companies now through
(39:21):
our private equity group in the five to15 million plus in revenue, to get those
companies under our wing to take advantageof what I believe is gonna be a huge
slingshot when that rubber band snaps.
Yeah, no, that's amazing.
Yeah, I mean, I, I, we could go intoso many things I. A list of questions.
Rabbit holes everywhere, dude.
Oh, is that all?
You ain't get any of them?
(39:42):
Well, I'll shut up.
I won't answer.
So long-winded.
I'll go faster.
Hit it.
Hit Oh no, no.
Faster.
I'll go quicker.
No, no, that, that, that just showsthat you're a great guest and you
had uh, you know, opened my eyesand I'm sure the audience as well,
eyes to a possibilities that just.
My question is, we're notgonna do you justice, just,
just say, oh, that's not true.
You're doing amazing, dude.
I think, you know, with the, withthe coaching in this space, I'm a
(40:04):
coach and, and I'm actually gettingout of it this year to focus on the
physical product brands and stuff.
And there's just a short timehere where I'm gonna take on a
few more people because I haveall the operators that I need.
I don't have any employees.
I got rid of them all in the past.
And what I did was I trained people up,kinda like you guys trained people up.
Hmm To build stuff into themselves,build their confidence, build their
own business as a part of that,get them into position to help
(40:25):
themselves so they can help others.
And with that and their going concerns.
Now they work with usin product partnerships.
They work with us in operations.
They partner with us inbusinesses we acquire.
So I don't have any employees.
I'm now working business to businessowner across other businesses.
And you know, you can't, uh,buy that loyalty because these
people want to be involved.
(40:46):
They love the brand.
They've become successful withoperations with us in partnering
and building these companies.
And now we're building moreand doing more together in that
capacity and makes it easier.
Um, and the loyalty to their, you know,business is what they have, and then they.
Sign off some of that andwork with voltage on other
fun things to do together.
And that kept me out of havingan employees while getting
(41:07):
the economies of scale.
And with that, we have 35 brands now.
Wow, that's unbelievable.
That, that is really,really great, I guess.
Um, wow.
I don't even know howto wrap to be honest.
I got, I don't wanna let you go.
We'll wrap on this.
How about I give you something for free?
Like, I believe there's a, there's a,um, voltage dm.com source slash freebook.
(41:28):
Uh, I think you've got a codefor my team, if I'm not mistaken.
Yes, I did.
What was that code?
I wouldn't have to put it in the shownotes 'cause I thought I, I think
it said health coach, but I'll makesure in my intro I'll correct it.
Yeah, yeah.
In the, in the notes, show notes, guys,there's a free copy, 10 free copies
of the book in the digital format.
There's a paperback versionif you want to grab it.
And you're more tactile.
I'm kind of tactile myself,but that's the strategy guide.
(41:49):
Just be very clear.
It's not a tactical, tacticalguide is a strategy guide.
For many of the things I talked abouttoday, including 15 other guests, um,
that did chapters each with me on thedifferent areas of growth and wealth and
products and marketing and finances andwealth preservation and wealth growing.
It's all in the strategy of oure-commerce driven, um, playbook.
(42:12):
And it is within that book and it willgive you a, a complete understanding
of how to build, uh, a strategy aroundan omni, you know, omnichannel, a
physical, private label brand, and allthe resources you can check out in there.
Uh, to kind of help you getyour mind wrapped around that.
And from there if you, you know,want to chat more, we can chat more.
That's awesome.
Really appreciate that.
Uh, know that they're gonnatake advantage of that.
(42:33):
This Anil, you've been fantastic.
What can I say?
Um, thanks for opening our eyesto, uh, avenue that at least I
wasn't familiar with, to the extentthat you've displayed it today.
And yeah, I hope you have the greatrest of the day and keep doing
all the great stuff you're doing.
Thanks for having me on,sir. It's been a pleasure.
Wait, uh, yes.
How do we keep, get in touch with you?
Oh, uh, voltage dm.com.
You know, the free bookthing or go check out.
(42:54):
Um, some of the workshop resourcesI've got training on there.
Um, they're, uh, they, um, mentor.
I have Kevin Harrington who wrote theforward for my book as, uh, as seen on
TV guy and the original Shark Tank guy.
We do a presentation is what wecall our as scene on TV strategy.
Uh, we guys can check out, uh, moredetails about how we work and who
applies or can't apply to work with us.
(43:15):
Uh, and launch one ofthese businesses together.
Um, all that information is@voltagedm.com.
Voltage digital marketing.com.
You have any socials?
All the socials brother?
I got a short last name.
It is, um, as you can see, or maybe youdidn't know, I'm not a small Asian dude.
Like I get mistaken formany times on the internet.
Um, you can search my last name.
You can search for the word voltage.
You'll find me on all the socials.
(43:36):
All right, fantastic.
Again, appreciate you jumping on theshow, sharing all your knowledge today.
Have a great.
Thank you, sir.
Hope you enjoyed listeningto today's episode of the
Health Coach Academy podcast.
If you did, jump over to iTunesand leave a rating and or review.
It goes a long way in helping getthis message out to our fellow health
(43:58):
coaches and people in our industry.
Also, if you can jump over to mywebsite, omar cumberbatch.com, where I
give out a lot of freebies, includingmy five day sugar challenge for people
who are having issues with sugar.
And also for health coaches.
I have the book hidden.
It's the six Not So Obvious Waysto get your Clients unstuck.
Have a great day.
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