Building High-Performing Teams: Joe Wargo on AI, Psychometrics, & Optimization

Episode Transcript
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(00:00):
76% of Americans live paycheck to paycheck and according to
Forbes, 93% of business owners pay more than legally required
to pay an income tax. And nearly 50% of all Americans
have bad credit, but not you, atleast not anymore.
See, this is the school of wealth where you learn how to

(00:21):
maximize your credit, minimize your taxes, and multiply your
assets so you can create generational wealth.
Hi, I'm Romney Lambert, certified FICO credit
professional, author, speaker and tax strategist.
For the last 20 years, I've helped 10s of thousands of
Americans just like you take control of their money, fix

(00:42):
their credit, wipe out their debt, cut their taxes by 50% and
multiply their assets. If you're ready to break free
from the rat race and start building a life of freedom and
abundance, then you're in the right place.
Welcome to the School of Wealth.All right, Welcome to another

(01:03):
episode of School of Wealth. Today I have my good friend Joe
Wargo in studio. Joe, welcome to the studio.
Appreciate it. How was your drive all the way
out here to the wilderness? In Idaho, it's not much of a
drive, but it's beautiful out here.
I was talking to a friend last night that lives in California
and I, I sent him a video at thebackyard and the farm and the

(01:25):
cows and stuff and he's like, man, I couldn't live that far
away from everything. Like how long does it take to
get to town? Like an hour and I'm like, no, I
can go to a steakhouse in about 10.
Minutes. I was going to say it's.
We got, it's cool though, we all, we're all on five acre lots
out here. So it looks like and it feels
like we're out in the middle of nowhere.
But there's plenty of plenty of things around us.

(01:47):
They're actually building like crazy around here too.
I mean, on the way in, there's like a whole area, all brand new
restaurants and bars and. Yeah, they still open a new
cigar and wine bar. And then there's Chick-fil-A
going in right by the Starbucks along with Panera.
And then Lifetime Fitness, they got half of it built, so that's
coming in. So that.
Have you ever been to a LifetimeFitness?
Yeah, yeah. So and then.

(02:10):
We know the big news is I'm I'm Meridian on the way in between
us where I live in first where we live to Punta Bucky's.
I saw that yesterday. Bucky's and so anyone, anyone
from the South, especially Texasare going to go crazy.
They're going to go ape shit over the string cause Bucky's is
like a a cult tradition right so.
What was the square footage 'cause it was?

(02:32):
It's huge, right? So they I think.
It was like 150,000 square feet.I mean, it was enormous.
What they're putting in there, they usually put in about.
You know, 80 to 120 gas pumps and they're usually, you know, a
lot cheaper than like $0.20 a gallon cheaper than most.
And then, but then the store itself is just amazing, so.
Yeah, that'll be fun there. That's going in Meridian in 84,

(02:54):
and I'll probably go to that gasstation more often because once
Hwy. 16 goes through or Hwy. 44 goes through, which is supposed
to open, I think the end of thisyear or spring of next year,
that goes all the way to 84. I won't have to go down Eagle
Rd. Oh, you know what that's like.
That's. Gonna save you.
Yeah, that's the big commute in Idaho, right?

(03:15):
Busiest Rd. in Idaho. Yeah, I was talking to Bryce
Eddy. He's in my exotic car.
So I'm part of an exotic car club.
It's a lot like EO, but it's youhave to own an exotic car to be
part of it. And so we had a little drive
last night and they're putting in a big steakhouse in an Eagle

(03:38):
$7,000,000 build out. Wow.
So and doing a honky tonk bar and full dance club here in
Eagle. So that'll be the third
steakhouse. And then Anderson is building a
steakhouse as well. Anderson Reserve from sweet.
So they raise like 5000 head of cattle a year.

(03:59):
They used to provide all of McDonald's with their meat back
in the 70s. So now they do grass fed
organic. Beef.
But see, you have your own grassfed beef, right?
Now I know that's why. And I saw your freezers, all,
all, all three of them, a lot ofthem.
And I'm like, that's, that's a lot of meat.
So I don't know why you go to a steakhouse.
You know, it's it's not as fun anymore going to the steakhouse.

(04:19):
Yeah. Yeah, it's definitely not.
I actually had a a good steak last night at at Khaki's, which
is a pizza place in Eagle. I had a Wagyu flank steak.
Nice. Yeah.
It was actually really good. Well, thanks for coming all the
way out. I know it's been a while.
Yeah. It's been great to get you out

(04:40):
here. So I don't think I ever asked
you where were you born? Where where were you born and
raised at? Yeah.
So I was actually born and raised in San Bruno, which was
just right next to San Franciscosuburb of San Francisco.
Oh, from Northern California, right?
On the peninsula, yeah. So we're right near to San
Francisco airport. I was born and raised there.
Sort of very blue collar environment there.

(05:02):
You know, most people are union workers and.
And that and went there through high school and then left after
high school and never came back really.
So that's, that's when I went inthe military and and I knew it
was a place I wanted to get out of, right.
So deep in my blood. And if it's going to have to
profile, I have this entrepreneurial spirit that I

(05:24):
like leading and starting thingsand running businesses.
And where I grew up, I was probably the only person out of
my whole friend group that left with a 5 mile radius from where
they're born. Yeah, right.
The majority of people born there raised there.
My father, for instance, hasn't lived more than 5 miles from the
house he was born in. It's all I saw my friends and

(05:44):
they were just going to after high school was just sort of
like become a plumber, become electrician, just become a a
union worker somewhere. And that was your life until you
can buy the house next door to your parents house and take, you
know, rinse and repeat. And I knew that wasn't for me.
I had to, I had to get out. And so for me, the military was
a way to get out. It was, it was my Ave.

(06:05):
We didn't have money for collegeor anything like that.
And so financially I couldn't dothat.
So that a new military was sort of my ticket.
So. Yeah, I think, I think you and I
have a similar story with, you know, I couldn't afford to go to
college And, and I I always, I've always had some type of
business even since I was a little kid.

(06:25):
You know, I remember when I was like 7 years old in downtown
Boise washing people's windshields for 1/4, trying to
get money so I could get a little bit of food or something.
So, but the military is good forme.
But you know, there's a lot of people that leave the military
and start businesses. I think it's like a.
It. Just makes sense.

(06:46):
Right, yeah. I mean, I, I really think it,
it's, it depends on who you are,right?
I mean, there's people that go in the military and, and
military makes a really great career for them, right?
It really gives them direction, it really gives them focus and
it gives them something to really excel and continue
growth, right? It's endless to growth.
You can do that. For me, when I went in the
military, it's sort of funny 'cause I mean, I had an uncle, I
have an uncle who was, he's a retired full bird special

(07:09):
forces. And so he was sort of my
inspiration and I, you know, wastalking with him about what to
do in the military. And I went in and it was
probably the best thing I've ever done for myself, right?
It was a time in my life that I really need a discipline.
I was coming from a very rough background, especially with, you
know, drugs and alcohol as a kidand, and just a lifestyle,
right? And so to be able to get away

(07:30):
from all that was, was important.
I was blessed that I was able tobe in a very unique, you know,
small OPS group that was only inGermany.
So I was able to get out of the country even, which was
fascinating for me. And I, I consider Jeremy like a
second home. You know, I was there four years
and military was great. I mean, just experience I had
what I did was very unique, sortof once a lifetime type of

(07:53):
thing. But I had that itch and I knew
it wasn't for me. And I think I told you the story
where I had a commanding officerat the time and at the end of
the Cold War, when the wall felldown was the end of my job.
And I had a choice to either because of my MOS.
What I did was very unique. Unique.
There's only three different jobs they let me do in the whole

(08:13):
military who ours for branch andnone of them was appealing to
me, right. And so I, my commanding officer
just looked me in the eye and I was always out.
I had a side hustle in the military too, right?
And he just said he goes, you know, what is Southern, Southern
Carolina accent? He's a war girl.
You're too smart for this man's army.
You got to get out, you know, and I took his vice and then so

(08:36):
I did it reverse. So I actually got out of the
military and because I had, I took over college courses while
I was in and because I got now the Army college fund at the
time and the GI Bill, what they had, I went to college
afterwards, which is a little bit different.
So, you know, most of my collegemates were always about four
years younger than me. And but it was, it made college
very easy for me. So I went to Oregon State.

(08:58):
My mom was living up in Oregon at the time.
So I went to Oregon State University.
And you know, for me college wasjust have to come out of
military discipline, especially in special OPS.
You know, you look at it and you're like, these young kids
have no discipline, right? I mean, I'd get an assignment,
I'd just knock it out and be done.
Then I had all this time to go party, go do whatever I wanted.
I had a side business the time Istarted social screening

(09:18):
business in college because I realized what, you know, I went
or you say it was like 7080% Greek fraternity and sorority.
Oh wow. And what do they do?
They buy shirts, T-shirts every single week for some something.
So I went figured out how I wentto a trade show, figure out how
to make T-shirts, went invested.So my GI Bill, which I wasn't
supposed to do, but I bought some equipment for like 8 grand

(09:39):
and set up in the fraternity house, the silk screen
operation. And so I actually made more
money in in college that I was paying for college, right?
So, yeah. And then I sold the business
after I left for more than what I paid for.
So I had this entrepreneur in meno matter what, you know, and
and so yeah, college was fun. Don't went to Oregon State and
that's the right. So I started after that I
started started my entrepreneur journey.

(10:01):
In your main business now tell me about that.
Yeah, so it started so right outof college, I actually went to
go work for a gentleman called Steven Bachati.
He actually owns the Baltimore Ravens.
So he's my business mentor. He's just at that point started
a business at that time it was called Aerotech and they grew
into Allegis Group. I helped him start a division
which we can its own company called Tech Systems and we

(10:23):
started doing that as it is moredoing sales.
So in college, you know, I went and got a a technical degree,
computer science degree in a speech communication degree.
So what do you do with a liberalarts degree?
And it's the technical degree you get in technical sales.
All right. And so that's what I was doing.
I was doing sales was a natural for me.
It's very easy. And so Steven taught me an awful
lot about business and just how to how to sort of be an

(10:44):
entrepreneur. He's a fascinating entrepreneur
himself. And so I did that for a while.
And then I realized I didn't like working for someone.
I couldn't do this again. That itch kept hitting me.
I got, I can't work for someone else.
So I started left that company and it started a small IT
managed services business with engineer that I pulled from that
company and we're sort of outsourcing small mid sized

(11:07):
companies networks and helping them sort of maintain and
service them. And that about two years up to
that, I sold that to my partner.He had very good technical right
and knew what he was doing. But again, he wasn't an
entrepreneur and didn't really have vision at a time I knew
wireless. And this is back in 2002, 2003
is when I started my company that I stolen today, Alpha Omega

(11:30):
wireless, which is a wireless company.
I knew back then the wireless was going to be the future.
It was just inevitable in my mind.
Wi-Fi wasn't even out yet. It just came out eight O 211 B.
It was like, you know, home. People were using a little bit,
but no one even knew it was going to be a thing.
And so I but I said there's no way wireless is going to be the
thing. And you know, it was like

(11:51):
running fiber and pulling cableseverywhere.
And I'm like, you know, the technology is going to get
there. And so I started my company
probably 10 years too premature to be honest with you, you know,
but started it and did very well.
I mean did did over a million revenue the very first year and
grew from them. And now I've had it now for 22
years. So yeah.
Yeah, I remember when I first met you.

(12:12):
You what I heard you say. As in what I, I comprehended
what you said was that you, you built wireless cell phone
towers. And I'm like, wow, towers.
Like, how do you get into that? Yeah.
And now that I know a little bitmore about what you do, as you
do the Wi-Fi like at airports and cities and and the cell
phone, you can connect differentbuildings and stuff together.

(12:35):
More secure, yeah. The department focus of that
business is really doing high bandwidth outdoor wireless,
meaning connection, point to point connections, microwave
connections. So we build towers for a living
of a lot of connecting buildings.
So we do a lot of work like citygovernments, counties, where
we'll connect our buildings rather than running fiber to a
building, which sometimes they just can't do right or the cost

(12:55):
is way too prohibitive. So we put point to point
connections in between. That's the bulk of it.
But we do. Yeah, we do.
We do in their building stuff too on a large scale.
I saw something yesterday on on Instagram, I think was yesterday
that they just somebody just didthe longest Wi-Fi signal or
something where they were able to send it like 500 miles.

(13:18):
I mean, and I remember what it was.
So next time I see it, if it pops up again, I'll send it to
you. But it was this new technology
that they figured out how to send wireless signal from or
Wi-Fi signal from one spot to another spot.
Yeah, I mean it was a really long ways.
Yeah, You know, it's a fascinating industry, but it
sort of gave me something to build up.
You know, I first started as actually as a lifestyle

(13:40):
business. So explain what that is.
I know what it is, but explain for the listeners what a
lifestyle business is, 'cause there's, there's a lot of people
that run a lifestyle business myself.
That's since my heart attack. That's what my businesses have
become as a lifestyle business. So explain that so.
Yeah. So I mean, a lot of it was just
really focusing on a certain geographic area.

(14:02):
I knew that I can bring it to a certain amount, you know,
between 1 to 3 million in revenue and be very profitable
with only a few employees, right?
But I wanted to be able to travel a lot.
So my wife Jean and I really like to travel.
We ravaged scuba divers, skiers,and so we wanted to be able to
spend time traveling. And so I set up a business that

(14:22):
I can do, you know, pretty much remotely about 1/3 of the year.
As long as I had an Internet connection and a cell phone and
a laptop, I could pretty much work anywhere.
And mostly I was doing the salesfor the business.
So I could really sell from anywhere.
I didn't have to physically be at any location per SE.
And so we kept it that way for quite a long time where I didn't
try to grow the revenue above a certain part.
I folks just more profit and hadplenty of profit that we were

(14:45):
living over the lifestyle that we wanted to live and then had
kids. And that sort of changes things,
right? And then eventually we got to a
point where now again, my entrepreneur me kicks in and I
get bored with my business and I'm like, I just can't do this
for the rest of my life. I needed something else.
So we decided to grow it and that's the next thing you can do
is either sell it or grow it, right?
And so we decided to grow it andto grow our business would grow

(15:06):
geographically. And so at that point we decided
that you know that the next hotspot at that point we were
actually I came back to California and I started a
company action Silicon Valley and then sort of what moved up
to Sacramento. And that's where we when we had
our kids and then we realized that, you know, that's we don't
want to live there anymore for various reasons.
And then we wanted to expand andfor a wireless company, I think

(15:28):
you want places that are big andwide open where the reason to
shoot wireless a lot of places, right and not, you know, so much
urban density. And so Texas was the spot and I
had a calling for for Austin andbeing in Texas back before
Austin became popular. And so we moved out there,
packed up the kids and I kept the company running in
California and had employees there and I was going to run it

(15:49):
remotely. So I moved out to Texas, moved
to corporation to Texas. Very much aligned with what you
teach. A lot of stuff is just to no
state income tax and the Texas is extremely small business
friendly, right? Compared to California is
extremely the worst place you can run a small business, you
know, in almost any business in any facet, right?
Not just from a financial standpoint, but even all the

(16:10):
legalities and everything else which then hits the finances,
you know, all the stuff you haveto do to protect yourself in
California. So, so, yeah, we had two
offices, 1, Austin, which was then became our headquarters and
then California, which became a foreign Corp.
And so we ran that for a while, still running today.
We're in the process. We're probably going to exit it

(16:32):
in the next 12 months, possibly sell to an employee, hand it
over, which is I'm real excited about and I'll be talking to you
a lot about that structure therebefore we get there.
Yeah, we need to if, if you're going to sell that, there is a
new tax code that allows you to sell your C Corp up to $50
million. So the first $50 million is 100%

(16:55):
tax exempt as long as you sell it as a share.
So you sell the shares of the C Corp, not an asset sale.
So in your business it would most likely be shares anyway,
but it's $10 million per shareholder.
So it could be you and Gina and then two of the kids and then
that's $40 million. Now tax on that whatsoever, $10

(17:25):
million, well, that's a lot of money.
Unfortunately I didn't talk to you early enough because we are
set up as an S Corp. Well, we can convert it.
That's The thing is if you, if you convert it, as long as it's,
you've ran it now as AC Corp fortwo years, you can convert that
and then still do it. So you still have time, but
we'll talk about that off. Yeah, I'll definitely pick your

(17:47):
brain on that one. What do you say?
I know that, you know, a couple conversations we've had, you
have so many different ideas of,you know, post sell, how to
trust and different ways of moving that money and where I
put that money to work for tax advantages and stuff like.
That and there's another thing that you can do that's easier
and that is you and Gina get a, it's called premium financing

(18:08):
life insurance policy. So it's an IUL index Universal
life and similar to whole life except for with whole life
insurance you get a dividend andwith interest rates being so
high right now, your dividends like 7-8 percent every quarter.
So it's actually a pretty good deal with whole life.
But as soon as the interest rates get adjusted, then that
dividend gets smaller. But with IUL index universal,

(18:31):
that's indexed against the S&P 500.
So your money and your life insurance policy is not
invested, but the insurance companies allowed to take 10% of
your premium and buy options andwhen they buy the option they
share the profits with you up to22% return per year.

(18:51):
So if you had a life insurance policy and let's say at your age
it's $1000 a month, for $1,000,000 of coverage you could
put $20,000 a month into the life insurance. 1000 goes to the
insurance, 19,000 goes to your investment fund, and then they
buy options and now you're earning 22% interest a year on

(19:15):
that 19,000 per month. So over 12 months you're earning
40 to $80,000 of and I know I just messed up the math, but
you're earning 22% on money that's not invested.
So even if the stock market crashes, you don't lose any
money whatsoever. And now that money grows tax
free like a four O 1K and instead of pulling it out

(19:36):
because if you pull it out like you would have.
That's my next question. You pay taxes, So what the
insurance companies do is they issue you a line of credit, just
like on a house, and they use the cash and the life insurance
as collateral. If you died, that pays off the
loan. Or you can make payments, but
you never have to pay off this loan.

(19:58):
The cool thing is, even though you borrowed, let's say you had
$1,000,000 in cash sitting thereand you pull 200,000 out per
year, you're still earning 22% interest on your $1,000,000 in
cash even though you're borrowing against it.
So with a business owner like you and Gina with premium
financing, instead of having to wait 20 years to build a million

(20:20):
or $2,000,000 of cash value, we simply go down to a bank and
we'll say Bank of America. We go to the Bank of America and
say, hey, we want to finance $10million life insurance policy.
Bank of America then will loan you $10 million that immediately
goes into your life insurance policy.

(20:41):
Now Bank of America is the beneficiary of the life
insurance policy for the 1st 10 million.
So if you died a month later, Bank of America gets all of
their money back plus $10 million in life insurance.
So there's no risk to Bank of America at all.
So in exchange, they'll loan youthis 10 million interest only
for 10 years, knowing that you're going to earn 22%

(21:04):
interest or more on the 10 million they loaned you.
OK, so now in 10 years you've paid interest only, which is tax
deductible for your business, unlike life insurance is not.
But the loan interest is tax deductible.
So now after 10 years of it growing, you should have,

(21:25):
according to the premium life insurance policy, the numbers.
And there's no better bean counter out there than insurance
companies. That's why they have the biggest
buildings, right? And they own a majority of the
assets in America. Insurance companies do.
So they're very good at investments.
So they say after 10 years of this policy, you will have

(21:47):
enough money to pay off the $10 million loan to Bank of America
and have an additional 10 million of cash that you now can
borrow against. So it's called premium
financing. How this ties into your business
is if you set up the premium financing now for you and Gina,
when you sell the business, it'stechnically debt.

(22:11):
So now instead of you and Gina getting an extra 10 million in
the profit of selling the business, they subtract the 10
million and you pay off the debt.
And now you have all of that cash from the premium financing
tax free because the buyer instead of giving you $10
million extra, they pay off the loan and that's 10 million now

(22:33):
that you and Gina don't have to pay taxes on.
Now that's just a made-up number.
It could be yeah, but it's called premium life insurance
IUS and it's it's one of the best ways to really suck all the
profits out of your company tax deductible and put it in a tax
free vehicle instrument in insurance.

(22:54):
And then if and the banks love to loan money on this. 22%
interest. That's incredible.
It's great, you know, and it's based on the stock market.
Yeah. So if the stock market goes
down, you still get a flat rate,which is enough to pay for the
interest on the Bank of America loan.
But if it goes up, they split it.
So these guys, the banks are making 100%, two, 100% on the

(23:15):
money. And so they're splitting it and
it caps at a certain amount, buttax deductible for the business.
It grows tax free for you. You can access it tax free.
If something happened to you or Gina, you guys get all of that
money tax free because it's lifeinsurance now and the banks love
loaning on it because they're going to get all the loan money
back, plus they get the life insurance policy.

(23:38):
And then what happens as you start getting more cash in
there, the banks get less and less money if you die.
So but they always get their money back.
So, but we can talk about that premium life insurance is one
way that you can sell your business.
And, and that's how I have a buddy that owns AIT security
system company and that's he's buying all of these other small

(24:01):
IT companies. And this is primarily how he's
doing it. He's getting life insurance
policies on the owner, then his company that bought them pays
the life insurance premiums and then the owner's pulling the
money out of the life insurance policy to walk away.
So the owner gets their money nomatter what.
And then Rick comes in and just takes over and puts in a new C

(24:22):
level group, makes it profitable, and they just roll
it up inside of his company. So it's fun stuff.
So many different ways, you know, and it's the crazy thing
is, you know, not probably the worst thing I ever did was not
get enough advice early on, right, Because you find about so
much later down the road, you know, like they would have,

(24:42):
should have, could have, right. If I would have known, if I
would have sought out and you know, paying for high quality
advice, well, 10X100X your moneyon the back end, right?
So it's always worth its weight in gold.
And so there's so many things I find out.
Every time I talk to you, I'm like, I get mad at you.
I go, you just shut up. You make me feel so stupid, like

(25:03):
I made so many mistakes along the way.
I just. Finished.
You make me feel hopeful, right?You're like, OK, wait a second.
Well, at least we moving forward.
In here, right? Yeah.
Moving forward, I just finished Greg Crabtree's book, his second
book and. Oh yeah, I know, Greg.
You know his first. He's a great guy.
He is very respected. CPA, he knows his stuff.
You know, he was an EO. Yeah, he was EO member with us
and stuff. I knew him back.

(25:23):
Oh, he was. Austin, OK.
He goes out in Carolinas and outbut.
It was funny, I made it to page 7 of his 190 page book, his
first one, when he said you should be happy that you get to
keep 60% of your money. And I'm like, come on, Greg.
That's it's typical CPA saying you have to give the IRS 40%.
No, you do not. You can cut that in half with

(25:46):
just one strategy. And then I know I've showed you
a couple things with with the kids.
Yeah. So how is you want to talk about
your kids a little? Bit sure, yeah.
So you got two kids, right? Yeah, and you actually helped us
out quite a bit on that. So we implemented strategy.
So, yeah, so we have two kids and like my son Bowman is 19, so

(26:06):
he went off to school in Scotland, so he went over to
University of Glasgow. And I think for my kids, it'll
travel and go overseas is prettynatural because we traveled so
much as a family. You guys were backpack
travellers, right? Yeah, all.
We go all over the place. I mean it's literally like you
have a backpack. Carry on only, Carry on only.
You don't check anything and we'll go for, you know, weeks

(26:29):
was just carry on and it wasn't the way at first, right?
But then we once we had kids, you realized, wait a second,
Dad's has to lug everything. So we're going to solve this
problem. Everyone gets a backpack and you
take what you can fit and that'sit.
So yeah, we learned how to travel light and yeah, we've
been all over the world. But anyway, that's why so my
kids love being overseas in different cultures and travel.

(26:52):
And so my son end up going to school over there and my
daughter right now is will be a senior Grace.
And so she's looking at going tomiddle school school.
And so she's also looking to go to school over there because
it's very highly ranked medical schools.
Now, ironically, you would think, wow, that's got to be
expensive. It's actually cheaper for them
to go to school over there than it is for me to put them here,

(27:13):
even at Boise State. Oh, yeah, It's almost equivalent
if I put them to Boise State because the government does
subsidized most education over there and they want foreign
students. So the the cost to a foreign
student is very low. And the Bowman David gave
Bowman, you know, scholarships to go there.
So net, net, it's actually almost cheaper for them to go to

(27:34):
school there than it would be tostay here, which is crazy.
And if you start, I know you gotthem on salary.
That was the one strategy that Ihelped you with.
Now it's tax deductible for yourbusiness.
So we have them. So for Bowman, we implemented
strategy there where we're actually paying him right
through through our one of our LLCS.
So we own several like probably 7 or 8 companies all together,

(27:56):
but do one of our my sole prior to LLC we're paying him.
And so there's a tax strategy where I think it was up to like
36. 35 thousand 5000 college, Yeah.
Yeah. And so and then he pays his.
Then he pays the. College then he pays his own
tuition. So you paying the tuition?
Correct. And so it lowers our, what I

(28:18):
should have, could I wish I would have done this like a
couple years earlier, right? We got hit with a huge tax bill
that the other year we actually made too much money and we
didn't realize it. There's not our main core
business. It was our LLCS that we had that
we had no idea how much money they were actually making and we
weren't really playing tax, tax strategies because they're
smaller businesses. You know, when you're doing a
multi $1,000,000 businesses likethat, you're a little 1 making

(28:39):
an extra 200,000 here, 100,000 here.
You know, you don't pay attention to those little
businesses. And then also you're like whoa,
we had way too much income over there that we didn't tax
strategize. So now this year we're really
focused on that. But yeah, thanks to you that
we're doing that with one of those companies for the for the
schooling. We're also putting money into
some of the college funds for both immigration as well to
taking that right off as well too.

(29:01):
Yeah. Then add, you can add Gracie to
or Grace, right? Yeah, you can add Grace at at
15,000 right now. Yeah, for the LLC, you know and
it as long as they're doing workfor the business.
I showed you my upstairs studio and I did a, a Facebook
workshop, tax workshop last weekand I dropped all the, the

(29:22):
coupons. I was doing a live presentation
and I, I just haven't picked it up off the floor.
But the reason those coupons were up there was they're all
pictures of business owners kidson their coupons.
So you know, you get that couponbook in the mail once a month
and it's got like all the local businesses, the HVAC and the the

(29:42):
plumbers and the yard scape landscaping people.
I had taken all of the ones withkids and use that in my workshop
showing this is how you pay yourkids $15,000 a year as a model.
Now in order to do it, you got to have proof your kids were a
model. So thanks to you.

(30:04):
Yeah, thanks to you, we do. So we use the, we use that
strategy. Yeah, and it works in fact.
Have the modeling contract with them, yeah.
Why pay? I mean, these are not loopholes.
These are black and white in thetax code and it's Section 162 A
any, any expenses, ordinary and necessary.
So is it necessary for Joe Vargoto have employees to make your

(30:27):
business work? Yes, yeah.
Is it necessary for you to market and have marketing
expense? Probably, right.
So what? And you can look at many
different studies, business owners that market with a family
and kids, whether it's their kids or not, that customers will

(30:48):
pick that business many more times than someone without the
kids on the appetite. Same thing with dogs.
Yeah, look at how many ads you see with dogs in them now,
especially Goldendoodles, because they're the best dog
ever. So you're a little.
Biased on that one, yeah, Yeah. Yeah, you already know the game
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(31:10):
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(32:12):
son? The other day I went to a coffee
and cars and they were actually doing a powerlifting event.
So it was like a like a little coughing cars flea market thing
in Kuna. So they had all the cars there
and then they had the bank thereand the chiropractors, and then
they had the Idaho State Powerlifting competition and

(32:35):
there were some kids in there lifting, like squatting 550I.
Mean. It was just crazy, yeah.
So Bowman, your son was a power lifter, right?
So yeah, he was ruining the powerlifting and that's another
driver for him to go to the UK because powerlifting over there
is like a mega sport here in theUS.
It's it's sort of underground, not as big, you know.
And yeah, so he got a powerlifting and he did

(32:56):
extremely well. He's taking a little hiatus from
now. He's still lifting, but he
stopped competing right now while he's going to school
because it was just taking too much of his his day that to do
school and powerlifting was hard.
I mean, you know, you're going to be in the gym like 3 hours a
day. And so, so he's taking a little
higher. He's lifting for himself now.
Maintaining powerlifting is a lot, you know, really the, the,

(33:18):
the peak age for powerlifting is28 to 32.
So he's, he has, he's only 19, so he has a long, long time to.
Wait for your bones to like get really strong and dense.
But yeah, so, yeah, so that's good.
So yeah, he's off to college andGracie's looking over the next
year. And, and part of that is one of
the reasons why we're going to exit one of our, our main
business, the wireless business is if they're both over there,

(33:38):
we want to be able to travel a lot more, spend time with them,
you know, and so we'll probably live part time over in Europe
and then, you know, part time here.
That's why I know you travel a lot.
That's why when you texted me the other day that you were on
your way to AUS, I was like, Australia, what do you.
Oh, yeah. Because I know you also do
concerts. And there was the Black Sabbath
concert. I was just talking to someone

(34:00):
and they're like, hey, do you know somebody can get me tickets
to Black Sabbath? And then the next day you'd
texted me and said I'm on my wayto AUS.
And I was like, is he going to the Black Sabbath concert?
Yeah. Now you meant Austin.
We, we, we love, yeah, we love concerts as a family travel.
We went to there's a couple years ago.
My family loves Coldplay, you know, things called we all do,

(34:21):
you know, my wife and kids. And Bowman at a time said it is
during COVID, but he goes, hey, they came out with a new album
and they're going to be touring.Can when they tour if COVID is
done, can we go see them somewhere?
And I said, you know, to me, Cooke Cole plays a big stadium
band, right? The the best live.
They're way better live than they are recorded.
And they're really great in a big stadium.

(34:41):
You know, their presence is phenomenal.
And so I said, yeah, absolutely.But only one condition.
It's got to be somewhere overseas.
It's got to be foreign because they go really big on the
foreign tour. And so sure enough, they
announced they were going to play Berlin in the old Olympic
Stadium, the one that Hitler built, like the historic back in
War 2 built in the 30s and whichis a, you know, unique in itself

(35:03):
just that stadium. But I was like, wow, that'd be a
phenomenal sequel play play there.
So I bought tickets, but COVID was still on.
So at that point, there was no travel.
So we didn't know if it was going to happen or not.
And sure enough, probably about two months before the concert
date, they lifted the ban on COVID.
All right. And especially over there.
And so. So yeah, so we flew to Europe

(35:24):
and Germany and toured Germany for a little bit when it took
Gene up the wine country and toured that.
We stayed in some castles and and then we went to see Coldplay
play in Berlin, but a long way. We had a couple days to kill
them. They just happened to find out
that Ed Sheeran was playing about, you know, 3 hours away.
So we're like, I got online, bought some tickets, I'm like

(35:44):
let's hop on the train, let's gosee Ed Sheeran too.
So we squeezed that one in in inbetween.
So yeah, it's pretty fun. Did you get a chance to go to
Post Malone when you were? We did.
And how was that? That was phenomenal, probably
one of the biggest things ever hit.
Idaho. It was actually the biggest
concert ever in Idaho. Yeah, it was, it was the they
put on a phenomenal show, went way over, like an hour over.

(36:05):
Oh, wow. Yeah.
And but it was a phenomenal crowd.
I mean, he was welcomed very well here.
And, you know, I I want to see Jelly Roll.
I like Jelly Roll a lot. I think he's just got an
Angelical voice. Yeah, the guy's just really
phenomenal. And he was awesome.
And then Post Malone was awesome, as you know, he's, he's

(36:25):
living, moving here. Yeah, he just bought a house
down the street from. Yeah, yeah.
I think it's right around this area and so, but yeah, that was
a good, good show. So the whole family went.
But it was it was fun. I was thinking about something
back up a little bit to Germany.What was that like living in
Germany during the Cold War, especially with your MLS?
So I was watching FUBAR the other day.

(36:47):
It's a silly show on Netflix with Arnold Schwarzenegger and
their CIA spies and the last episode there taking apart a
nuclear bomb. Yeah, and it made me think of
you because you actually know how to take part.
Nuclear bombs. That's that's what we did, yeah.
So, yeah, it was fascinating. My my MSI worked on the Pershing
to nuclear system. And so we're small special OPS

(37:09):
group because we're self-contained.
So we did everything. We had our own special forces
group. And so we did all of our own
security, everything from the motor pool to, you know, food,
everything, logistics. But yeah, I worked on the
missile. I was the guy that would fire
the thing. And so it was it was pretty
interesting during that time. It was the height of the Cold
War. And also too is the height of

(37:30):
really the anti nuclear movementwas massive, right?
And everyone at that point thought it was just a matter of
minutes before we're going to have a full scale nuclear attack
And and there was a lot of heat going on.
You know, there's a lot of stuffgoing on at the time with the
Soviet Union. And so technically, really it's
when President Reagan and Gorbachev signed a kind of

(37:53):
treaty was due to my, my job. So we actually, I got a
presidential citation for President Reagan.
It was our unit that basically ended the Cold War.
And it was all, but it was all hush, hush, right.
No one really knew. They, they said it was
protesters and it was all these other million things that ended
the Cold War economics. And while it was economics, we
outspent them, you know, President Reagan put a lot of

(38:16):
money into our unit and we were,we were, we had the latest,
greatest everything. And we were deployed non-stop
around the clock. And because of that, we sort of
stalemated them. And literally I was there when
the yeah, when the wall came down.
And but I, yeah, because the security clearance and stuff
like that, at that time, I couldnever go to Berlin.
I was never allowed anywhere near the Eastern blocs countries
at all. Because the security.

(38:37):
Clearance, if I got kidnapped orsomething like that, or
approached by spy, we got approached by spies all the
time. People trying to like get
information offer you this and offer you that.
And so. But when So going to Berlin and
see Coldplay was another thing for me to go actually go see,
see that where the wall was because it was sort of like that
was my thing. But I never got a chance to ever

(38:57):
really physically see it. So yeah.
So you you did that and then youhave Alpha and Omega Wireless,
you're getting ready to sell that in the next couple of
years. You have a new business that you
are promoting 'cause you got a little bored.
That's what we do. We get bored in business,
especially in this 22 years. You know, in this one here, this
one here is really probably the most excited about anything I've

(39:20):
ever been. And the reason being is I get to
work with entrepreneurs and business owners.
So it's like I don't have my ownbusiness.
I'm working with all these otherbusinesses and helping them with
their businesses. So it's Aptive index.
It's the psychometrics technology that it's a game
changer. It's a game changer in how
businesses hire, how they work with their teams, how they build

(39:42):
their leadership and how they run their companies.
Quite honestly, psychometrics have been around for a long
time. And I, I got involved in
psychometrics back in, in my other company right then.
So people that don't know psychometrics is if you heard a
disc or Briggs Meyer right, or aworking genius and, and cultural
index and predictive index. Those are all psychometric

(40:03):
tools. So they've been around for
decades and decades. And you know, disk is probably
one of the most famous ones thatpeople ever wear.
But it's very simple. People are either DEI or S or C
They, they sort of categorize this group of people into the
sort of quadrant. And it's helpful, right?
It's very helpful to understand sort of where someone is.
A lot of people think of these as personality assessments,

(40:24):
right? But psychometrics has evolved
dramatically. So even probably one of the
greatest ones out there now thata lot of business owners are
using this called cultural indexor predictive index.
Those two are sort of bigger andlot more detailed, but over 20
years old. None of the science in those
have changed in over 20 years and it's sort of limited now.

(40:47):
I mean, think about now. So we're Aptive, the founder of
Aptive, brilliant guy and entrepreneur himself had had
company that he, you know, grew and sold and he was using
cultural index and I've used. So we started using cultural
index in our company. Yeah, we use it.
We used it as well. Yeah.
And we, it's basically a hiring assessment, right?
So you can really understand whoa person is, what your

(41:09):
behavioral traits are, and know if they're really a fit for the
role that you're hiring for. So psychometrics are great from
that aspect, but all the ones that were out there, the problem
that we found after using it fora decade, it wasn't solving all
of our problems. Even people that we hired using
it, we end up firing and becausethey weren't performing the way
we thought they were going to perform.

(41:32):
And so the owner of Aptiv, when he had capital, he went really
got scientists who developed thepsychometric behind cultural
index and predictive index. And you know, here you got these
PhD people that have 20 years more knowledge, right?
So when you think of that, that's huge, right?
As far as the accuracy now, so when you take an assessment, the
accuracy and what we measure on people is completely different,

(41:56):
so. Now people are different.
People are different. Right with with cell phones,
just with all of it can mention this is a if think of it as a
technology culture index is a 20year old technology.
Correct. Think about the phone back.
And so if you go back to 2005 right now, which phone were you
using? Right, I don't think.

(42:17):
I know you didn't have that beautiful eye.
It wasn't a watch. On No, I did not have that watch
on either. Right.
I mean. Yeah, I think it was a flip
phone. Right.
I think people weren't even getting Lasik eye surgery back
then, you know, I mean, it was just starting to come out like
that was a. Because the iPhone wasn't even
out then. No, I think it was a razor.
Yeah, I think that's what it wasbecause I I think.
I had the Motorola flip. I think they had the, I think

(42:38):
they were razors because it was the first one you could do video
on. It was 2005 if I remember right.
But anyway, yeah. So, so the technology of
psychometrics is is exponentially have changed,
right. I mean, you can imagine even the
last five years with technology,what, what has changed, right?
Last five minutes. It's, it's crazy.
So, so the owner of Aptive brought any scientists and they

(42:59):
redid it and you know, you're they, it was like a gift to them
to be able to say we got all this 20 years and all that we
want to update. And so he took that and had them
develop Aptive. But on top of that is we used
AI. He embraced AI like crazy.
And you know, the, the value of AI in this is, is, is a game

(43:19):
changer. So we have an AI platform built
on top of the psychometrics. So the psychometrics that we
measure is, is not a behavioral thing that we measure, right,
like some of the older ones did.This is really measuring the
innate needs of a person, their innate drivers, right?
Is what we say, what really drives a person naturally.

(43:40):
And knowing that tells you an awful lot about how a person is
going to show up and perform, right?
How they behave in a in a work environment, how they can
perform in a work environment, in any environment really.
But you know, we use it towards business, so it, it's a really
game changer. So like the other ones, we use
it for hiring. It is, I'll say, like the other
ones, maybe 60% accurate based on what we know now, where after

(44:03):
is about 98% accurate. It adds a lot more different
layers that we can never measurebefore, right?
And so you take the assessment and and it gives all AT
attributes of someone and it also tells you about the
pairings of it all. But before you know you'd get
these results, right, create your disc, your ID.

(44:23):
So what does that mean? Right now when we look at it, we
do have categories we sort of can group people into, right,
based on whether they're visionary or they're more, you
know, quantitative, objective, you know, experiential, those
type of things. But everyone has sort of a
unique profile. So it's almost like a
fingerprint. And so now we can really dole

(44:43):
down someone's just not AD, but we can actually tell take a
group of 10 D people disc and wecan show you how different they
really are. They're completely different
and. I've noticed that 'cause I did
disk training with the, I boughta real estate franchise and they
it was a requirement that we hadto do a five day FBI, FBI agent
came in and trained us on personality profiling and we

(45:06):
used disk primarily. Back then, that was, that was.
Yeah, that was, that was 2005, actually 2005 and it was use
disk. So when you interview for
potential real estate agents that you're going to hire, these
are the type of personalities todo really well with real estate,
which ones don't. And so that's why we spent five

(45:27):
days learning about this. I did the test, the Aptiv test
and it was eye opening because I've been studying personality
profiling for 20 plus years now I'll.
Tell you what, when I saw your profile, I knew more about you
than you knew about yourself. Probably.
Yeah, Really, Really. And then I think once we start
telling you about it, you're like, you know, you can look at

(45:47):
it and say, wow, that is me. That's, you know, and it's it's
not like say it's not behavioralassessment.
It's it's a, you know, what drives people, right?
And they drives behind you. And knowing that, you know, I
say it's like this, it doesn't mean you can't do something
right or be someone you could doany job you really want.
People can can do things if they're educated in it.

(46:10):
If they have, they really want to do it right by call it your
energy vampires, you know, thinkabout there's certain things
that you do. They just come completely
natural. You're in your flow state.
There's things you can do that just you can do it 24 hours a
day and you would have all the energy in the world.
This comes natural to you. Things that, you know, just some
people have certain skills. It just seemed like so easy for

(46:31):
them. And then there's other trades,
things that you do that you can do, but it they suck the life
out of you. That's what I was doing one of
those things this morning, right?
And you know, and so a lot of times, you know, we hire people
for a position and they think they want to do that position.
You know, maybe it's the money that's driving them, or maybe
it's the title or it sounds likea good career.
So they do it and but it goes really against their natural

(46:54):
tendencies, right? So when you put someone in that
type of position, you're lucky to get about 40% efficiency out
of them, right? Versus if you put someone in
that's their natural flow state,you're probably going to get
closer to 70 to 80%. So you think about that.
That's double. The productivity.
Double right? Yeah.
Same person, double the same pay, but double the production.

(47:15):
So think about a sales person. You bring in a sales person that
literally and trust me, I, I, I look at sales people all the
time and they think they like sales.
And I can tell you right off thebat with this index that no,
they've there's certain types ofsales too, that maybe they're
product sales or maybe they're they can inbound calls, but they
can't go get you new business. Now if you get someone who's out
there grinding it and maybe doing 40% effort right, get

(47:36):
efficiency out of them versus you put someone that's 80%,
let's double your revenue off ofthe same same.
Position. Same guy.
Same thing. And so it's a great hiring tool
and that's what we use it for. But the owner of Aptive, you
know, the thing that you know, after doing cultural index for
10 years and I did cultural index for 10 years is we always
had that. Now what you know, there's a lot

(47:59):
of still unknown. Like I said, I had to fire
people that I hired off of it. And that's what the problem he
solved. And by bringing these scientists
and then using AI platform, we're able to really dig in.
So really 30% value of Aptive is, is in the hiring phase just
like everything else. But then it has a whole 70% more
that the other ones don't solve.And the greatest thing I think

(48:20):
in it is really sort of the teamoptimization and conflict
resolution that it provides you.So here's the difference.
I can take your profile, my profile and I can ask the AI.
And it's literally like having these signs.
These guys have like combined hundreds of years of science
behind them and, you know, and having Tony Robbins and Brené
Brown put them all together and shake them up in a blender.
And you can ask the AI about howold Joe and Ronnie work

(48:42):
together. Now they both have very in, in,
in a disc. We both are Heidi's and and
after we were called Eagles. We're in this high vision, very
objective sort of area, but it'll tell us you and I are very
different. There's still a lot of
differences in there. And AI will tell you literally
what our strengths combined are,how we should work together and
where our conflicts are going tobe, because we will have

(49:02):
conflicts working together. And it'll give you a framework
on what positions the role should we both have to work well
together. It's it's really fascinating
psychometric tool. When I found out about it, you
know, I wanted to use a program business.
I was like, I this is a game changer.
I got to forget culture index, forget all the other ones I'm
going to pay for, for active index.

(49:23):
And then the, the owner found out that I was sort of the same
boat with him on the understanding psychometrics and
my passion for it. And, and he was like, you got to
come on board. You got to help me with this
thing because it's, you get it, you understand it, you got a
passion for it. So now you know, I get to work
with entrepreneurs and business owners to really help them
really grow their business. You know, it's rather than
trying to make a, you know, you're starting at the hiring

(49:45):
decision and, and making a mistake.
And then now you're coaching people through a problem, right?
And that's what we do as business owners, right?
We have a team of people and we spend most of our time just sort
of trying to work on our business, coach our people, get
our teams right, get our processes right, so that people
can follow the processes. You know, what if you had a tool
that actually, you could put theright people in place that

(50:07):
they're doing it for you, They're they're automatically
doing this and you don't have tospend that time focusing on
this, right? So the team optimization piece
is fascinating. I'll, I'll give you a great
example. Even on my own company, I used
it in one of my companies and wehad a team where we took, we
have technicians to do the wireless to go out and build,
climb towers and do this work. We took one of our A players.

(50:27):
This guy was great. Man.
If we could just duplicate him and all of our employees like
him, we'd have super soldiers and it would be phenomenal,
right? That's what we did.
We went out and hired a bunch ofpeople using the other indexes.
At the time, they were identicalto this person and put them out
on the team and they failed miserably.
Yeah. All of a sudden our jobs are
going days over. We went over budget, everything

(50:50):
was going down South, morale wasbad and we couldn't figure out.
But we hired all these right people.
Fast forward to Aptive. We put them in Aptive and we
realized that we asked the AI and the AI said this is a
disaster basically, right, Because you have too many people
in the same system that are going to clash.

(51:10):
There's going to be so much conflict with this team that
they're not going to be productive.
And so so I asked basically based on this, our teams, what
type of profile should I really have on this team?
Matter of fact, here's a list ofmy employees who should be in a
team. These people right here should
be in a team together. And you put those people on a
team together and all of a sudden jobs are getting done

(51:32):
days prior, way under budget, they're flowing that they're
having fun. It changed the culture of our
company. And so you know that this is
where where the power of psychometrics work and the power
of AI of when you can really sitthere and look at the
psychometrics of a person, you know what their core attributes
are and, and their stand alone attributes.
And it's really pair them in theright environment based on what

(51:54):
that environment is. Yeah, I was looking at it with
my team and I already implemented some of it.
And I, what I do as a tax strategist is I can come in,
reduce anyone's, any business owner's tax by 50%.
And so I that's why I love doingit.
It's because I'm working with business owners and
entrepreneurs and I can immediately day one cut their

(52:17):
taxes in half now with Aptiv, which is why I was pushing you
so much to get you to come on the podcast so I could share
this with the world. Is not only can we fix now the
tax problem, but then bring you in and use Aptiv to profile
everybody or do the, the, what'sit called?
Psychometrics, Psychometrics andthen see if the people in the

(52:39):
right seat. Because what I found was I had
someone doing paperwork. So when I changed the corporate
structure, it's about 1000 pagesof paperwork.
And I had this one person doing it 'cause that's what they've
always done was the printing andthe documents and all that.
And then I found out that's not her strength.
She should not be doing that. So I moved it to another team

(53:01):
member who absolutely loves doing it.
Absolutely, yeah. So, and now I'm getting like you
said, instead of getting 40% productivity out of these two
employees, which is really good,if you can get 40% now, I'm
probably getting 70 to 80% out of each one.
And they both love what they're doing now and they both have
energy now and then. Allows me to focus on what I

(53:22):
want to do, which is none of thepaperwork stuff.
Well, you know, you know, so it's funny.
A good friend of ours, Shannon, started using Aptiv.
And to be honest with you, he was a little skeptical.
First. He was like, OK, hand it off to
my people below. Let them do it.
And like I said, no, you need to, you need to be using this.
I want you trained. I want you to know this.

(53:43):
And he did. And we looked at his people and
stuff like that. And it was funny because he has
one guy that it was like light bulbs went off.
He was like, you know, this guy,we had him in the office doing a
certain role and, you know, cornactive, his social ability.
He this guy needed to be around people, right.
And they had, you know, you put him in the corner office to do a
project manager role. Yeah, probably getting 40% of

(54:06):
the guy. Yeah, because he's not around
people. He's.
A great guy, right? You hire him because they're the
right person. They fit culturally.
You love them, man. They just gel with everybody on
the team. But it said this is the guy that
you need out in a bunch of cubicles because he's the guy
that's going to lean on the cubicles and talk all day.
So what do they do? They move into an out outside
position and construction as a supervisor.
So now he's dealing with subcontractors and clients and

(54:29):
everybody all day long. And the guy loves it and he
loves it. When they had him in the corner
office, they didn't realize there was times that he would.
He told me this, we would be like, where is this guy?
He's not in the office. Where did he go?
And they call him and he'd be down at Starbucks.
Oh, I just had to go to the coffee real quick.
I'll be right back. He just needed to be around
people. It didn't matter what people.
He just he was like driving stircrazy, you know, And then he

(54:50):
also used the aptitudes for his EA position and this was a game
changer because you know, you say, well, right, needed an EA
and this is sort of what typicalpersonality Tracer say, this is
what you need. And we used Aptive and we ran it
and the person he had was not a fit for him that he thought was
a fit, was going to be a fit, I should say.

(55:11):
And so we created a job profile and people interviewed that you
put them in there and it'll tellyou by percentage how close of a
hit they really are. And this person was a much
better hit. And he says right now this is
the greatest thing, but the traits were different than what
he. So we put him in, in the AI and
they said based on this person, based on Shannon, what would be
an executive assistant profile that would be right for him and

(55:34):
based on this is what he needs them to do.
And it literally said that one person, he added, said no,
wasn't even a 50% hit, and this is exactly the profile you want.
So we created that profile, and that's what he interviewed
against. And sure enough, it worked.
My last, my last executive assistant was she was amazing.
And I remember we did Culture Index and the guy that the

(55:55):
trainer was like, oh, this is the perfect executive assistant.
She's going to be amazing. But here's the thing, I couldn't
stand talking to her. Yeah, like I just, she was
amazing person who would do everything, but there was just
something between her and I thatI just didn't want to
communicate with her, which is not what you want with your
executive assistant. And she would do the work, but

(56:17):
there was just something disconnected in there with the.
Between her knowing your profile, I'll tell you right
now, I don't know her profile, but I guarantee if we did to
her, I'd be probably like 98% accurate on this.
You know, you have a very intense personality and you're
very visionary as well too. And you're very fast-paced,
right? And so for you having something

(56:39):
that you could just say, hey, this is when you done and to be
able to walk away and have some of that could be independent,
say, all right, Ronnie, I got you.
I'll go do it. They'll either know how to do it
or they'll go figure it out, right?
It's probably perfect for you, but it's someone that you have
to give detailed instructions step by step of saying, I need
this done this way, this, this way.
It's going to go against your grain, right?
And eventually drive you nutty because you're like, I'll just

(57:01):
do it myself. And that's what happened was I
started after explaining what I needed her to do, I would have
to go figure it out to tell her what to do.
And by the time I'd figured it out, I'm like, I'm just going to
do this. I'm.
Just going to do it myself. So I I had one of my friends
hire her and he's, she's doing great with him.
Yeah, yeah. And that's Mike.
Taylor hired her. Oh yeah, yeah.

(57:22):
So, so psychometric can really help out.
You know, it's funny talking about Mike too.
We're doing a lot with coaches right now.
And matter of fact, you, you introduce a very high level
business coach to me. And it's amazing how many
coaches I'm talking to, they're using this now getting their
clients to sign on to Aptiv because it gives the coach now a
playbook on who they are coaching.

(57:44):
We, we have one that you know who he is too, but he has a, a
firm he's working with and he's,he's struggling.
He knows what they need to do. He knows these are the
processes, these are the tools they need to be doing, but
they're just not doing it right.And it's like they're paying me
to tell them this, but they're not.
I can't get them to, to do it. And so I said, well, let's run

(58:05):
them through Aptiv. And so we ran a board on Aptiv.
And it was funny before he, I, Idon't know who any of these
people who are, I just got theirassessments.
I had them in a folder. So I knew that it was his
client. And I, I sent him a text.
I said, hey, by any chances these two people have conflict
with these two people on the board.
And I knew this because I ran a,a profile.
I just asked Aptiv AI, which is called Aria.

(58:28):
And I asked Aria. I said, Aria, these people are
part of a board of this type of firm.
Can you tell me, give me a jet overview profile assessment of
them. And it literally told me, here's
your key strengths of the board.Here's some of the, and here's
some conflicts. As a matter of fact, these two
people are going to have conflict with these two people
specifically. And so I texted the coach and

(58:48):
said, hey, and he was like, these two, I don't know about
for sure, but this person, that person absolutely.
And they're partners. They're the partners of the
firm. And it was like, and he was
like, how in the world did you know that?
And I, I, I've never talked to these people.
And I said, well, because this is what psychometrics allows to
do. And it was easy enough.
Said that one was more of a visionary fast mover.

(59:10):
He wants to make decision, do fast, 8080% accuracy is good
enough. Let's make him pull the chair,
move the other person, his partner is very more objective
and wants to be really more thoughtful about what's going on
and much slower, more deliberate.
And so this one part would come with these great ideas at the
board meeting like this is what we got to implement.
Do Mike told us we got to do this tool.
Let's do it. Let's rod and run 2 walls.

(59:31):
And the other person would be like, well, hold on a second.
And then the other person is like, why, why are you going
against me on every decision I'mtrying to make here?
And the person and the other person was saying, you know, why
are you pushing you? Why don't you let me, you know,
do the due diligence on this thing?
And so then we threw it in there.
So Mike's what I do about this now.
And I said, well, let's ask Aria.
So I asked the psychometric, youknow, and again, you have all

(59:52):
this data and then, you know, and it went through and it said
literally this is what you got to do.
Just sitting down. Make sure they understand each
each other's profiles and have the one person be the visionary
for for the decision making and let the other person then to go
implement. And give them more time, let
them let them tell you what the time frame's going to be and be
good with it, right? And so then the other person was

(01:00:13):
like, fine, I sure I'm cool withthat.
You know, they're both like, great.
Now all of a sudden you have a game plan as a coach to now
coach them and hold them accountable for that.
Yeah, I saw that with my last business partner.
He was with me for 6 1/2 years and I was like, let's get it
done now. Let's it wasn't ever.
It wasn't soon enough and he was, I want to drag this out,

(01:00:36):
not not to drag it out. He want to make sure it was
perfect. I don't care about perfect.
I want it at 80% and then we canadjust from there.
And that's same thing with him and I and we'd figured it out
like I knew that how his personality worked and how mine
worked and we'd figured out likeyou can't do it fast enough.
So that that's the cool thing with adaptive Aptive rather, and

(01:00:59):
how that works with getting 80% out of your employees, which
could be double the productivity, making sure the
employees are in the right seat.So now they're happier at work,
you're happier everybody else. As soon as you said you hired
all the same personality, put them on the same team, I was
like, oh, that didn't work. But if you move them so they
have other people on the team, of course it's going to work.

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(01:02:03):
fortressu.com. I have another client that has
people that are all sort of in that grouping that I told my
God, you have too many of the same people and you know, you
need to put someone to have somevision in or to lead this group.
You know, last example I'll giveyou is, you know, you build a

(01:02:23):
team that and if they're all oneof the traits we can tell is a
pro social trait that we could tell that people all need
conformity, right, the consensus.
So you put five people together and if they all need consensus,
you got a problem. They're never going to get
anything done right. They're going to take too long
to to make a decision. They're not.
It's just like putting, you know, just think about you, you
in a significant other, you know, you want to go out to

(01:02:44):
dinner and you say, well, you know, honey, what do you want to
go eat? And she's like, well, I don't
know, just I'm open to anything.What about you?
And you're like, well, you know,I'm open to anything too, but I
want you to be happy. So where do you want to go?
You know how that story goes? It doesn't go anywhere, right?
To the point where you end up saying, well, how about pizza?
Then you're like, well, no, that's not what I was thinking.
OK, well, you said anything. OK, what about, you know, what
do you want? Well, how about salad?
Well, that's not what I was thinking.

(01:03:05):
And then you end up getting a point like, well, well, well,
screw it, we're just going to make whatever's in the fridge.
Let's just stay home, right? There goes our date night.
Same thing with people on team that build want to build
consensus. They just, until they all agree
upon something and then they're probably not going to make the
best decision because they're going to pick the weakest
decision that they can all just agree upon the least common
denominator. After we'll tell you that you
need to have someone that has more vision on that team to pull

(01:03:27):
the trigger and say be the rule breaker and say no, this is what
we need and this is this is a tool that we're able to do.
How much do you think entrepreneurs lose by just
hiring the wrong people? Probably about a third of their
net bottom line. Third of their net bottom line
because you know they you hire someone and then it takes

(01:03:50):
months, potentially months to train them so you got all that
money invested in them great people just the wrong person for
that job I'll. I'll tell you, financially, we
made it. We had a situation in my my
company where we didn't use the psychometrics and we hired
someone. He cost me over 500 grand in six
months and it took us about two years then because now we're

(01:04:10):
down negative as you know, now we got to make up that ground.
So it's not, it's not just make back 500 grand, but we're
starting off 500 grand in the hole.
So you got to make that up before you start to make a
profit again, right? And it was because a person was
the wrong type of person. And then what he do, he go out
and hired and his 6 digit salaryas an opera.
My I hired him as a COO and he went out and hired.

(01:04:33):
What would he do? Five other people that were 6
digit salaries that were all badhires.
And literally within six months we were 500 grand.
Not only that, no, that's what we spent on salaries, but
that's. And then the losses on top of
that. On top of that.
And then you then you got to make back twice as.
Much so we probably lost probably about $2,000,000 by
that bad one, bad hire. Just one bad hire and it wasn't

(01:04:55):
a bad person. I mean that guy was a rock star
otherwise you wouldn't have hired him for six figure salary.
You know, for The funny thing ishe did that role for a company
in our industry. So everything on his resume was
perfect, right? Interviewing him, I love the
guy. It was like we got along great.
The vision was there, but there were certain things that we just

(01:05:16):
missed that we didn't see and ifI were to use Aptive it, it
would have been a no hire. Do you think Aptive would would
help the CEO come up with questions, ask people that to
promote them? Thanks for logging us up on me.
So I read that I just recently hired the the head of sales for
my new for one of my companies and I literally asked Apted.

(01:05:39):
I said, hey, what interview question should I ask him?
Oh wow. But what even better, what I
thought was even cooler. I was like this.
You start geeking out on the stuff.
I said what question should I ask his references about him
that will cut film the blind spots that I have.
And it literally said here's thequestions that you should get
qualified on his references. So I talked to his references

(01:06:01):
and I asked specifically these questions and it was a game
changer. The responses I got, I was like,
OK, give me so much more confidence in hiring the person.
I didn't even think about that because that's the problem with
references is there's so many things you'd like to ask but
can't. Yeah.
So I I would assume that becausethey know that's what it's for,
they would write a question thatyou could legally ask.

(01:06:21):
Absolutely. And based on his profile, based
on the position, it knows the position that I want and it
gave, it gives you everything. Exactly.
Just think about interviewing. It's really crazy.
We ask the same damn questions every same person, but we expect
different results, right? And that's like behavioral
interviewing. You know, we'll ask a sales
person the same questions we asked a factory line worker and

(01:06:42):
it doesn't work, right? So think about now if you can
ask what questions should I ask based on this guy's profile.
So maybe I interview 5 people, it making me different questions
to ask these five different people.
You know, I wonder if you could do 'cause I'm thinking of the,
the coaching business. So I have a lot of clients, tax
clients that are coaches, like the one that I sent over to you.
You know, it'd be interesting ifyou could, because when I took

(01:07:04):
the test, I was expecting something to be really
complicated. And when I got done with the
test, I was like, well, when arethey complicated?
I feel like that's going. To show up because and the, the
a lot of these profiling tests that you take, there's words you
don't, I don't even know what they mean.
You have no idea what it means. And that's the 20 years

(01:07:26):
outdated. Problem.
Yeah. And with aptiv it was like, wow,
that was easy. I wonder how you could use that
because it's so easy and simple with potential customers if you
can run customers through it. So I do so so so here here's a
great thing. So because I want them to
understand it, right. It's not that I'm trying to pull

(01:07:46):
Jedi mind trick behind him a sales tactic.
But you know, if I'm selling to a business coach, let's say I if
I get there, I always get their profile first.
They take it so I can show you. So it helps me show them what it
looks like right. I showed the portal where here
you just click on it and it's going to tell you.
But once I show them the AI piece of it, they flip out,
right? But I said, you know, like for
this coach, I said, you know, this coach wants to I want this

(01:08:10):
coach to start having his clients buy it.
And it basically based on this coach's profile, here's what you
need to explain to the coach so he understands Aptive the best.
And then based on and I can run it on you.
Like if you have a client and ifI had their profile, I could
say, you know, you know, how should Ronnie, Randy, excuse me,
Randy sell to this client, right?

(01:08:31):
To convince them that what he the value that he brings.
And because client's skeptical and it'll analyze and of course
the client's skeptical because of this, because of their
profile, right? And this is the, this is the
tonnage that Ronnie needs to useor even senses start your pitch
this way so you can use it absolutely in sales if you know
your client. I used it ironically recently.

(01:08:55):
I'll give you one example. It's sort of similar, though.
We had a guy that was up for hisquarterly review, one of my All
Star players in my California office.
And it was like the guy that I cannot lose, right?
And 30 minutes before his quarterly review and another
employee told the supervisor that he's going to quit because
of money. I'm like, what?

(01:09:16):
There's no flipping away. We cannot let this guy go.
This, this is insane. And knowing my personality way I
wouldn't normally approach. I said, let me be on this
quarterly review. I'm taking charge here.
My profile and I, I probably would have cornered the guy
right away and said, you know, tell me about the money, what's
going on. You know, you can't make that
elsewhere. I you know, I would have tried
to done whatever I could do to salvage it.

(01:09:39):
I asked, I took his profile and I asked Aptive how this is the
situation. My top employee.
Here's his profile. He's my lead tech as a foreman.
This, this is what he's making. This is why I was told by
another employee that this is that.
Lily came back and said the chances are being about money is
probably not true. Based on his profile.
He probably has something else going on in his personal life.

(01:10:01):
Be sure to start the quarterly review with this because your
profile, Joe, do not start the way you would normally tell me,
Lily, don't say what you're going to say.
Here's what you say. Lucky was on a team's call, so
it was remote and I literally read because he couldn't see me.
I read what it told me to say 30minutes later.
It had nothing to do about money.
We gave him up. Of course we took care of him

(01:10:21):
finance. We gave him he he had some
financial debt that we allowed him to pay off and we took care
of for him because he he earned it.
But it ended up being about his wife of him not being home
enough for their kids events because we had him traveling so
much. Oh wow.
And so at the end of the day, I,I just came out because of what,
what I was, why do you know, I was typing in the app, you know,

(01:10:43):
this is what he's telling me now.
And it kept saying, OK, well, then this is the situation based
on this is what he's feeling. This is how you acknowledge what
he's feeling and, or what he's going through.
And I did. And literally the next day, I,
you know, his, his wife basically told us.
I got a message from his wife saying he's now your most loyal
employee that you ever have, right?
Because he went home and told his wife about how great this
quarterly review went. And so you know that that saved

(01:11:07):
me. I can't even put a financial
price tag. Yeah.
I mean, that could be millions of dollars, you know, could be
millions. Put this.
Price tag on that one, yeah. But people are using it.
We're using it now for a companyin Austin to look at maybe
rebuilding their sales team, right, 'cause it's easy to run
and say, look, there's, there's conflict on this team.
Yeah, right. What?
What's the investment for a business owner to get started

(01:11:27):
with this? You know it it one hire pays for
itself to ROI and I don't care how big of a company you are
starting off, you know, we sort of scale it and we're very
fluent about it. We charge a one time fee to
train everybody and we train whether it's just you or your
whole team. We don't care for 1000 bucks,
it's $999. The one time training fee.
It only takes about four hours to train someone because it's so

(01:11:49):
intuitive that once they have the portal and the AI and they
learn how to use that, they can go and ask their own questions.
One company right now is asked what is the training going to be
like? And we're like about four hours
and they're like, wow, we thought it'd be weeks of
training and. We're like, that's the other.
The other company was like 2 1/2days.
Yeah, 2 days. Culture Index charges $2000 a
person. And then I got to memorize
everything that they know over 20.

(01:12:10):
Years two to four people. There's no portal.
There's no portal, right? Wow, right.
So all. Right, so 4 hours I get a portal
with. It and then we say well just use
the AI to train everybody, yeah.You know.
It's it'll literally teach it right.
So so we do that to get people going.
If you're from like 0 to 25 people, I don't the exact dollar
amount, but it's it's like just over $5000 for the year.

(01:12:34):
So right there 111 higher and you can screen as many people.
You screen 1000 people. We don't care, right.
So you if you run an ad, you canscreen 1000 people.
We don't care. We based on the number of
employees you have in your currently in your company,
because again, the big value of it is the now one right now that
I got these 20 employees. How do I make my teams function?
Who should be in what role, right?
What coaching, so you can ask Ronnie's my employee here and

(01:12:57):
he's my top sales guy, but what coaching should I do for him?
And it'll say this is where things that would really get
Ronnie excited and this is what you should be doing far as
you're coaching to Ronnie, make him even better and help him
grow. So that's 70%.
So we based on number of employees, I think from 26 to 50
people, it's about eight, $8800 for the year, which is again,

(01:13:21):
way below 1 higher. And then it sort of scales up
even up to like 100 employees. It's like 12,000 a year.
And it's on our website. We're, we, we're the only ones
that disclose it right up front.And but the value, you know, is,
is 20. So I have one person, a friend
of ours that has a company, about 150 people.
And he was like, OK, I was usingculture index for years.

(01:13:42):
Actually I turned them on two years ago because I was so
excited about it. And he's like, you know, but
this is going to cost me like 5 grand more a year.
And I'm like, are you kidding me?
You have 150 employees. So you're talking about this is
like $1.40 more an employee a month, right?
And, and I said, look at this and I, I broke it down.
Simple. How many times do people come
into your knock on your door, call you during the day?

(01:14:04):
Employees called, this is half my day, right?
Like he was laughed. He has the first time he shuts
off the phone so he can actuallyget work done.
He was at least half my day. And I said, OK, when these
employees come to you, what are they coming to you about?
It's other employees, the peoplethey supervise, right?
They're usually upper managers or supervisors deal with a
problem internal, right? Maybe it's a client issue, but a

(01:14:26):
lot of times they can figure outclient issues.
It's mostly internal stuff. And I said, let's take I took
some of his profiles. Just one person in your company.
What if this person could have access to his team?
So you can stuff where they haveaccess only to their team,
people they supervise. He can go in there to to Aria
and ask the AI I'm having whatever the problem is with

(01:14:47):
this one person, what should I do about it and have AI
basically give them the tools necessary to go take care of
this this person that he's supervising, right?
And it's not just a tool. I mean, you're talking again,
the top scientists in the world putting this together, throwing
Tony Robbins, throwing, you know, Brené Brown coaching you
now to go talk to this employee to now fix whatever you need

(01:15:08):
fixing or help, whatever conflict may be going on between
two employees. I said, so now this, this
employee is not coming to you. Now, what do you chart?
What do you think your net worthis?
A is a Minnesota per hour, right?
You've done this a lot, right, to help people figure out what
they're worth per hour. And you know, we figured out
he's probably worth about 350 to400 bucks an hour of his time
right to the company. So if you eliminate half your

(01:15:29):
day now at 3400, but how much inone day are you saving?
And he was like, oh crap, I'd beliterally saving about 3 grand a
day, right? And that's conservative.
We're like this and that's probably conservative.
That's OK. 3 grand a day and you're worried about 5 grand
more a year. And he was like, sign me up.
This, this is, this is the greatest thing I've ever seen.
So. I would when you were saying

(01:15:51):
that, I was thinking if I could get, if you have your spouse go
through it, then you could go toAria and say, hey, my spouse
says this. How do I respond to her or him?
OK, so disclaimer, we're not going to push us as a dating
device software, but it is funny'cause my wife actually works

(01:16:16):
with me and so we actually use it on each other.
Like how do we better communicate with each other in
business and whatever and how can we, you know, who should do
what role 'cause she's involved in abdomen too.
This is our our what we're doingfull time now.
And so it's for her, you know, for us and what who should do
what role and help. And I did do it, though.
It's funny. I'll just say how accurate it

(01:16:36):
is. Again, again, disclaimer, this
is not a a marital advice software platform is for
business. But a friend, a friend that we
know has, you know, was having some problems with no problems,
but, you know, just done dynamics with the family, with
the kids, especially the mother and the child was it was just
really not John the way that he was, you know, hoping for.

(01:16:57):
And as we ran it and I was actually at the Post Malone
concert. And the cool thing with this is
the the the mobile version of itlooks just like the porn on the
website. So I I use the phone probably
more than I do my computer, but I was on it during Post Malone.
And I was like, well, here's theprofiles.
I asked Arya, here's this person's a dad, this person's a

(01:17:18):
mom, this person's a child. Tell me about the family
dynamics. And I sent it to him.
And he was like, I shared it with my wife.
And we were both like, this is insane.
This is like, wow, you know, probably just saved them two
years of counselling, right? Yeah.
Could've saved their marriage. Probably, but it's it's really
I, I and I wanted his feedback. I said, do you think this is
accurate? He was dead, dead on.

(01:17:39):
Yeah, this is great. He was.
If we would have known this, this is what I needed to know
and this is all we needed to know.
And it just said, well, how do they, how do they solve their
conflicts then? And it said, this is what the
mom needs to do. Here's what the child needs to
do. And this is the respect or what
they have to do. And so it you can use it like
that. I'm not going to push it for
that. Well, I was just saying it like
just with Amanda. I mean, we get along really,

(01:18:00):
really well. You're 2 PS in a pod, but
there's one personal trait that the cultural index would not.
All the other ones will tell youguys are identical.
Yeah, this may here. Because you're friends of ours,
you know, you allowed us to, youknow, review it.
And there is one personal trait that makes you too tick.
What's that where you're both the yin and the Yang and stuff
like that. So it's.
You know a lot of. Lot of it's very true.
I'd have to pull it out, but it was really in, in some of the

(01:18:21):
intensity and the pro social. So there's, there's and that's
where this goes a lot deeper active.
Again, the founder who, who developed it was, I love the
guy. He's so intelligent.
But the, the how it breaks down.You have 4 primary attributes.
You have some secondary attributes.
And then it does the pairing of how if you have this one
attribute, this attribute based on where they're at.

(01:18:43):
What does that mean? And this is just something that
the other stuff never tells you.And so there's this one click
that you guys are so much like, but there's this one thing that
you complete the opposite on that allows the sort of yin and
Yang sort of connection. Yeah, I remember when I first
did disk because, you know, Amanda's AD.
I'm AD. Yeah, it'll.
Tell you, you guys are? Identical and you know, they're
always like 2DS should not get together like that is gas and

(01:19:07):
fire, gasoline and fire, you know, and but it was just I was
just thinking about it because Amanda and I had a discussion
about something a couple weeks ago and I just didn't know how
to communicate it and I'm thinking of like I could
actually use this to communicatewith her better, you know, you
know in certain ways so. Gina and I so Gina and I know

(01:19:28):
we're, we're not only love of mylife, you know, we're, we're
going on 22 years coming up here.
Our marriage, I'll, I'll say ourmarriage is one of the
healthiest I've ever seen. Doesn't mean we don't have
conflict, doesn't mean we don't have arguments doesn't mean my
snoring doesn't drive her up thewall and their corks drive me up
the wall and all these differentthings.

(01:19:48):
But I'm really grateful and blessed for my marriage.
And but she is a lot like me too.
She, she's very intense. So her Italian side comes out
and earn. But she's, she's a true
visionary just like I am. We both have high intensity.
You look at our charts and we have a lot of similarities, but
we have some differences too. And so we leverage those

(01:20:10):
differences as that's the personthat balances you out, right.
And I think now understanding each other too, some of the
things that I do. It would probably she would have
probably left me years ago. I would have drove her up the
wall. But now she understands me.
She's like, I get that that's Joe, but I know how to respond
to that now too. I don't know where, where I
would take it one way. I know what he really means,

(01:20:30):
right, because of who he is. And I can do the same thing with
her and with some of her innate needs, right and traits that she
has. And it's like, I get it, you
know? And so you stop holding that
against the person or you start celebrating it almost, you know?
So, yeah. But it's funny, 'cause not only
are we married, but we actually worked together for the last 20
years. Yeah.

(01:20:50):
And, and then the culture index person that we had when we first
did it, he said there's no way in hell you guys are going to
last. This is insane.
And and he was blown away how well we, it actually became a
great tool for us. Yeah.
So we we got a special link for anybody who wants to try it out
and that's ronnielambert.com/aptive.
So APTIVE. So just the website,

(01:21:14):
ronnielambert.com/aptive APTIBE.Yeah, when they go there,
they're gonna be able to take a test, a sample test on this.
What's gonna happen is they'll be able to take a free
assessment, right? So there's link that's just for
your audience alone that we'll be able to get that we'll know
their your audience and I will send them the actual profile of,

(01:21:34):
of themselves. And with that too, I'll give
them a free, they can call and we can accept.
I'll give a link to like they'llget a response with a calendar
link. They can get 15 minutes of my
time and, and we'll explain it to them.
We'll go over with them. I highly encourage anyone that
is either an executive in a business or decision level maker
in a business or that owns a business or is an entrepreneur,

(01:21:56):
go ahead and give it to your whole leadership team.
If they want, they, they can do it.
And if they take it, if they have the same domain, I'll be
able to tell who they are. If not, I can find out once I
have a conversation with them. But for free, what we're going
to do is allow them to give likeso if someone's an entrepreneur
and they have a board of 10 people or leadership team of
maybe 5 to 10 people, go and have your whole team take it.

(01:22:19):
And we'll put together 30 minutecall and I'll blow your mind.
I will probably, I'll give you enough Nuggets that'll probably
change your business moving forward.
Absolutely guaranteed for free, you know, and then you can see
if there's value there for you to continually use it.
But that's how, how it is, you know, I'm going to let your
team, your people will see it. So.
Very cool. Yeah, I'm, I'm excited about

(01:22:39):
using that for my clients as well because they're all
business owners. And then having them go on
because that will help me communicate with them better in
a way that they understand. And then also to help their
client. I mean, their business, 'cause
that's main reason they're hiring me is to save money on
taxes so they can scale their business faster.
So it just it's, it's perfect. Fit.

(01:23:01):
But what if you can help them scale their business by 40% more
efficiency? I know, that's what I'm saying.
Within three months, yeah, that's insane.
Like. And then then they'll then
they'll really appreciate me, appreciate me with it.
So yeah, Joe, it's been so much fun.
I could go another couple hours,but I know you have a lot of
stuff to do today. Well, I appreciate it, you know,
I appreciate what you're doing too, because I know it's a

(01:23:21):
passion for you. But it's almost hard not to talk
to you about stuff every time I see you.
But you blow my mind every time of what you come up with.
I hope someday you shared your two cent stamp story that that.
OK so your audience if you haven't heard this please DM him
and ask him about the 2 cent stamp.
That thing blew my mind and I can't stop talking about it.

(01:23:43):
It's the funniest thing I've ever heard in my life.
But you literally people could save hundreds of thousands of
dollars on postage. It's saving me $10,000 a month
in postage right now through my credit repair company.
And we just did a test. So I have a, A, a Pitney Bowes
postage machine. So I wanted to test it to see if
I could stamp two cents through my little red stamp through the

(01:24:05):
machine. If it work, it's working.
We're getting, I got a message this morning that we mailed
something Monday and today is Thursday.
So this morning it took four days to go across the country
with a 2 penny stamp through a postage.
Machine. Well, you, you sent me something
like we got like the next day for maybe 2.
Days, yeah, it was a couple days.

(01:24:25):
But on yours I put actual 21 penny stamps, so I put $0.02 on
it. I wanted to see if it worked
through a postage machine because, you know, that's
registered under our business through the post office and it
worked it, it, it. So we're getting ready to send
out over 100 of them to, to friends and people to.
Your your wealth of knowledge and you come up with some of the

(01:24:45):
the greatest stuff and you know,I always check on everything
you're telling me and it validates and I'm like, this is
insane. Why am I not working with one of
you? Like this is stupid.
I mean. I was at the post office the
other day and when I handed it to her, she goes, there's only
two one cent stamps on there. I said I know she goes it's 77
or you need $0.77 more or something like that.

(01:25:07):
I'm like, just mail it the way it is.
And so I explained it to her. She goes, she works at the post
office. She goes, I've been here 30
years, I've never heard of this.So, so my dad's a new mismatist,
right? So he, he deals in like gold and
coins and, and, and rare coins and collectibles like stamps.
So he, you know, he's big in stamps and stuff like that.

(01:25:27):
Every time he emails me something and I got all these
like a whole poster board of these crazy stamps that are, you
know, worked with their with this day on them to me that
collectors love them. But I told him about this and he
didn't even know about it. I'm like, dad, how do you not
know about this? And he was like, that's the he
goes. I got to look this up and he
came back. He said crap is true.

(01:25:47):
So what it is, is when politicians create laws,
lawmakers, when they create laws, they generally don't
revoke the law, which is why theaverage American commits 7
felonies a day because there's things that were felonies 100
years ago or 200 years ago that are no longer, they're just

(01:26:11):
common practice. So in 1863, they create what's
called the Pony Express Act and it allowed they, the government
through the Pony Express, could not charge more than one and a
half cents to deliver mail. Well, they never repealed that
act. It's still into effect today,

(01:26:33):
but you have to put the zip codein brackets because the zip
code, the zone improvement, I don't remember what the P stands
for, Zone improvement parcel. So that is part of the United
States Postal Service, the zip code, the city and state.

(01:26:53):
Back in the Pony Express days, there was no zip code.
So that's why if you look at that letter I sent you, the zip
code was in. Brackets.
Yeah, I'll have to. Look at that.
And so as long as you put the zip code in brackets and then
there's a little language you put on there notifying the
postmaster, that is a federal offense to request more postage.
That's why that was written on there.

(01:27:14):
It is a federal offense under USC, blah, blah, blah to request
more postage. So the Pony Express Act of 1863
said you can't charge more than 1.5 cents for postage.
Well, it's still in effect today.
It's crazy. And so that's how we're mailing
letters all over the US for 2 pennies.
Versus and Can you imagine people that mail like 10s of

(01:27:37):
thousands of mailers? Like I just like real estate
agents, yeah, right. To mail out stuff like crazy.
You know, well that's what we were for our credit repair
business. We had 2000 active clients that
and we would send on average 10 letters per month per client.
So that's 20,000 letters at almost $0.80 a letter.
That's crazy. $16,000 and now it's a few $100 worth of

(01:28:01):
postage, so that's awesome. Alright, anyway, sorry I decided
to, but that was that was a fun fact.
I think your audience had to hadto learn Yeah, that I still talk
about that one. Yeah, but, but thank you for
everything and thanks for havingme on and hopefully your
audience will get something especially out of the Aptive the
second. Oh, I can't wait to to see how
many people come through. But again, it's Rondi

(01:28:22):
lambert.com/aptive APTIVE. You're going to go on there,
you're going to take this is forbusiness owners and business
owners only. So if you're not a business
owner or don't, don't take this.If you're an executive at a
business, maybe you're CEO or COO or CFO of a business, go

(01:28:42):
ahead and take it right. Go and take it because you.
Don't have to be the business owner in that case if you're an
executive because there's large,large, we just don't want
employees doing it because it's you don't have any power to do
anything about it. So and so if you're a business
owner or an executive member of a business, go to
ronnielambert.com/aptive APTIVE and then you're going to allow

(01:29:06):
them to take the test free, schedule a 15 minute phone call
with you and you'll go over thatwith their entire team.
And it could literally help themmake an extra couple $1,000,000
or more, especially if they got 150 employees that got one.
You don't get at least 30 to 40%better efficiency out of your
current. So again, just in hiring you
guys in costumes there or versuseven just taking your existing

(01:29:27):
team. Yeah, you're just in leadership
and empowering your leadership on how to utilize real quick.
I do one thing there's another feedback in there called 360
feedback loop that you can do internally as leaders.
So as a whole component about for leaders to become better
leaders, how to lead better. And so yeah, so it the money is
invaluable for. It Yeah, well, I can't wait to
to have my team go through it and do some more stuff with it.

(01:29:49):
So, Joe, thanks so much for coming on the podcast.
Thanks for having me. See you later.

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