October 1, 2025 • 43 mins
👉 Feeling stuck in the grind of running your business? You’re not alone.
In this episode, Brandon sits down with Justin Lund, entrepreneur, operator, and the brains behind Propel, to talk about what it really takes to scale without sacrificing your sanity.
Justin’s story isn’t your typical business bio. He’s built companies, sold them, lost tens of millions in a legal storm, and came back stronger. His personal journey through addiction recovery and professional reinvention makes this conversation raw, real, and ridiculously insightful.
We cover:
✅ Why financial strategy isn’t just about numbers—it’s about freedom
✅ The “Freedom Flywheel”: mindset, systems, and delegation as the keys to scaling
✅ Smart ways to protect your business legally before disaster strikes
✅ How to build systems before hiring, so delegation doesn’t turn into chaos
✅ The role of limiting beliefs in holding you back (and how to break through them)
✅ Real examples of entrepreneurs who transformed their businesses with leverage and playbooks
Whether you’re scaling a startup, rebuilding after a hit, or just tired of doing everything yourself, this episode is packed with gold.
00:00 Introduction to Wealth Wisdom Financial
00:52 Meet Justin Lund: Entrepreneurial Journey
03:00 Overcoming Addiction and Personal Struggles
05:57 Building a Business from Rock Bottom
11:48 The Importance of Systems and Mindset
22:45 Optimizing Time and Wealth
23:19 The STILL Method Explained
25:18 Transformative Success Stories
30:14 Mindset and Systems for Entrepreneurs
33:14 Financial Systems and AI
36:56 Connecting and Resources
41:43 Final Thoughts and Encouragement
Watch on YouTube: https://youtu.be/Ebr5RpUCVGQ
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Hey guys.
Welcome to Wealth Wisdom FinancialPodcast, YouTube channel,
uh, you know, all the things.
So, uh, you know, we havebeen doing some amazing stuff.
We are, are building our own custom TPT.
We have done some financialnervous system diagnostic tools.
You can see those in the links, uh, below.
(00:22):
Uh, the tools that we'vecreated, we have been.
Piloting it, seeing how it works and,and really just figuring it out in this
new world of artificial intelligence,ai, uh, chat, everything is changing
and we need to be a part of it, andyou need to understand that too.
So we are testing it for you.
Wanting to know that your system,your financial system, needs to
(00:45):
be in check before you can moveinto all kinds of other things.
Now, today, I'm not gonna talk about that.
I'm gonna talk about, uh, with Justina, a new friend of mine now, Justin.
Uh, his name's Justin Lund.
He has been down the road ofentrepreneurship, and this is
why we bring people on is becausethey have powerful stories.
(01:07):
They probably got punched in theface a few times, and he has, uh,
he has a pretty powerful story.
He's built and exited companieskinda like David C. Barnett
as we talked with him before.
Uh, he's also done this throughaddiction recovery and lost not just
millions, but tens of millions inlegal battles, and those experiences
(01:31):
shaped how he approaches business.
Life.
He helped people break through theircapacity ceiling, uh, invisible walls
where they hustle stops working,and the freedom to build more.
Uh, he teaches mindset shifts,smart systems like Profit First
and how to delegate so businessowners can finally step back
(01:54):
without everything falling apart.
That's again, what you'll know.
This is what we like to thinkabout, is you shouldn't be the, um.
The thing that if, if you don't showup to work, the whole thing falls.
Um, you know, and, and that's somethingthat he's passionate about and, uh,
has some really amazing systems.
That's it.
Justin, thanks for joining us.
(02:15):
Thanks for having me, Brandon.
Okay.
On the intro.
Yeah, no, that's good.
Uh, as I read some of that, I'mlike, oh, wait, I, I, this feels
like me, feels like my story.
I'm sure I didn't lose tens ofmillions, but I, I'm sure going
through that kind of scenario mm-hmm.
Um, probably put you intosome, some depressing things.
(02:40):
Oh, yeah.
Anxiety, like mm-hmm.
Like, take us back to Okay.
You were doing, you were at high,high doing all the amazing things, and
then this crash happens, like Yeah.
One is you had money to, to grow it.
So, so you got up there mm-hmm.
And lost it.
So, so take us up to growing it.
Sure.
And what changed?
Sure.
(03:00):
So, um, just a, a small part of thebackstory is that I had, I was in
sales prior to starting a business.
Mm-hmm.
I dabbled in things that never worked andalways had a reason why they didn't work.
There's always some excuse thatthat was out there, somebody
else involved and whatnot.
Um, in sales, I got into some substanceabuse 'cause that was kinda prevalent in
(03:21):
the sales floor environment that I was in.
Mm-hmm.
And, um.
That was kind of my launchpadinto this next phase of life.
I've had several turning points in lifethat were very, you know, maybe three
or four that were really big kind of.
Major milestones, and that was one of 'em.
I was arrested.
I had to go into rehab as aresult of that just to hopefully
(03:43):
not go to jail long term.
Yeah.
And it was there that I wasjust, I, enough was enough.
I tried to get off of these thingsbefore as pain pills, and I tried to
quit the, the habit many times andcouldn't white knuckle through it.
It was just a brutal situation.
How old?
24 ish.
(04:04):
Yeah.
Um, young family had a wifeand a child at the time.
Um.
Second child was just enteringthe, the scene right about then.
And, um, in rehab, I really getto dive deep into my psychology.
I love psychology and Tony Robbinsand motivational speaking and all that
stuff was just, I liked it, lit me up.
(04:25):
I used it in my sales pitch.
Um, I loved speaking and thinkingand reading those things, but.
It was there in that facility, thatplace that I had good doctors and such
a great team that just poured intome and taught me how to dig into my
head and figure out what made me tick.
Not generally, but very specifically.
And that's when I started tocreate and, and understand models.
(04:49):
Systems.
Mm-hmm.
You know, and, and it made sense becauseof reading the Tony Robbins stuff and NLP
and all the things that he talks about.
It's like, okay, I have a stimulus.
I have this, I have this input coming in.
Now there's a moment of decision.
You know, it's not just automatic.
And I could learn how to route thingsdifferent ways based on that stimulus.
And as I began to learnthat and became aware.
(05:10):
And you know, I'm just kind of aknuckleheaded kid at 24, 25 years old.
I was just growing into like amature, aware young man at that point.
So the timing was good for me to getthat kind of education, and it just
taught me that there are, you can createscalable systems in a lot of things.
So getting out of that.
Society and my family and everybodythought that I was, you know,
(05:32):
rightfully so, thought I was not.
I mean, I, I'd had a few years ofa bad run, so I, there was a lot of
people with bad taste in their mouth.
Um, and so I was committed andconvinced that I was gonna try to
build something on my own and show theworld that, uh, I'm not totally worth
and myself show myself that I wasn'tworthless and that I can do something.
And so I really poured.
(05:54):
All my energy and focus almostexclusively into a business.
And, uh, it was a year that Iwas sleeping on my mother's floor
with my wife and two children.
Now I'm literally sleeping on theliving room floor of her tiny little
house, and that's not a good situationto be in with a young married family.
Yeah, yeah.
But through that process began to seesome, some gains and started to get,
(06:17):
you know, a little bit of revenueand a little more revenue, and got
at the end of that year, bringing in,uh, a good, probably getting ready
to crack about seven figures, ifI remember right, that first year.
Um, and then from there justbegan to kind of, the hockey stick
kind of shot up, uh, after that.
So, so how old are you now?
Uh, 30, no, sorry.
(06:38):
46. Alright.
I was thinking, I was like, I waslike, you're about my age and, and
uh, I remember I feel 32 so I dunno.
Yeah, there you go.
Yeah.
About, about 36.
Right.
Um, so I remember back in, in sametimeframe I used to work for in the
music industry and just trying tolearn myself and I was in the Marine
(06:59):
Corps, uh, previous and then was inthe music industry and worked for
some of the biggest celebrities and.
Uh, um, r Kelly and Ministry weresome of those people, so I can
even picture myself of, oh yeah.
Uh, heroin addiction, crackcocaine, and now I do this.
Uh, not, not me.
(07:19):
I wasn't on those things, but, um, butI know you can get, you can go there.
Yeah, I can go there.
I can see.
You know, but I knew how to takebeer outta the vending machines.
Um, and, and so learning that andthen coming into these kind of places,
but, but now you went into that thingand, and I believe those, those.
(07:43):
Those parts of our life are whatreally lead us into where we're at now.
Alright.
And so if you didn't go through thatpain, you wouldn't be who you are today.
Absolutely.
Yeah.
But at the same time, we don't haveto go through, we as, as somebody
are, listen, listening to this, theydon't have to go through addiction
(08:03):
and, you know, being homeless andall of that to experience that.
So what would you tellsomebody they, they.
R 24, they're listening to this and,and they're, they're, you know, as us.
Us being dads.
Mm-hmm.
Now and talking to our younger self.
What would you tell your younger self?
Would your younger self listen andif you were talking to that, you
(08:28):
know, that does that My younger self,unfortunately didn't listen very much.
Um, so, you know, that's, that'skind of comes with the turf and the
territory of that age, uh, to anextent and a certain personality types.
Um, what I would say.
Most, like if you're struggling throughaddictions and things like that.
I would say that the rehabis scary and as terrifying.
(08:51):
I know what that feels like.
It's so not that bad.
In fact, I would, I think we shouldall go there for like 3, 4, 5
weeks a year, maybe every otheryear because it's still good to.
Disconnect from reality from the outsideworlds and pressures and just focus on
what's going on, what makes you tick.
(09:12):
And I, I actually tried to go back,not full on check into rehab, but I
would go back to my counselors andtherapists and try to hire them privately
after like a year or two after that.
And they.
They took my money for a while and theneventually said, get the hell outta here.
What are you doing?
Like we have people that need help.
You're just being a dumb ass.
Get up.
(09:33):
So, because I just loved it.
I love, I honestlythose, that's true story.
You know, I loved theimmersion, I loved the clarity.
I loved finding that new.
Feeling of health and and peacethat came compared to what
the life that I was used to.
You know, I had all this energy that wasgoing into keeping a lot of lies up in
(09:53):
the air to juggling, robbing Peter to payPaul, you know, the money side of it, you
know, and trying to balance and have thisimage like, here's a nice house and where
everything's cool and I go to church.
Yeah.
And I have kids and it's all great to,you know, buying heroin a little bit
later, you know, and trying to keep that.
Facade alive.
Uh, when I could shut all that downand deploy my energy and focus wholly
(10:16):
healthily into something productive.
I mean, honestly, I just started, Idon't wanna sound like I'm bragging
too much, but it just startedkicking ass really fast, you know?
Yeah.
Like, and it was just because there'sall this stuff that was weighing me down
that I no longer had to, I, I didn'thave any of that to take care of anymore.
(10:36):
And it was just about.
And having a focus and getting alignedin that focus, and it was fantastic.
So if anybody's out therethat's in those shoes.
Call me, come and talk to me.
It's not that bad, like a few weeks away.
It's like going to aretreat and it's fantastic.
So, so this is what I'm, I'm findinginteresting is, is people love to
(10:58):
play the blame game, the trauma thing.
Mm-hmm.
And, and right now every, it'salways somebody else's fault.
Uh, and, and human health.
Uh, addiction's going up.
Uh, people are getting less, moredepressed and, and all of this,
and they'll blame somebody else.
And also inflation and everythingelse right is happening.
(11:21):
So what would you tell somebodyor how would we help somebody,
um, when they're in that place?
And, and what was the difference?
And I already, I kind of have a feelingand I know me and you, um, but, but.
Was the spark that really said,okay, I'm not gonna be that guy.
And why is everybody likethat guy all the time?
(11:43):
And, and, and when arewe gonna all wake up?
Like, I don't know.
Well, you know, when I coach people now,which is what I do with entrepreneurs
and founders and try to help them, likeyou mentioned in the introduction, you
know, there's a, I call it a capacityceiling, and there's this thing
that usually it's like a thermostat.
Some people describe it as, you know,you're, there's a certain level of
cold that you're willing to tolerate.
(12:05):
And a heat that you'rewilling to tolerate.
And that's kind of our comfort zonewhere we live and we kind of go like
this in between that comfort zone.
Yeah.
But there's some people that burst rightthrough that comfort zone and they blast
into the next level and the next level.
The next level.
Yeah.
And there are the, thereason that they hit that.
Spot is because going forwardis painful and they don't
(12:27):
know how to address that pain.
Mm-hmm.
And so back to your question of what youdescribed, like why are people like that?
Why do people want to complainor blame is because it's taking
a new level of responsibility.
Now you, you gotta, you're going fromthis block to this block and there's
a transition that has to take place.
So in the business world.
(12:47):
I work with a lot of guys fromthe trades, for instance, like
plumbers and electricians and HVACcompany owners and things like that.
So they start their business becausethey're very good at their craft, right?
Their trade.
They know how to, to plumbthese pipes, to run these wires.
They know how electricity worksand all that way more than I do.
Yeah.
And so they go and hang a shingle out andsay, okay, I'm gonna do this on my own.
(13:09):
That.
Enthusiasm and expertise in thetrade is what gets them started.
They get going from that, they buildgoodwill and they start to go from
this ground level in the thermostatagain, ground level up to here.
They reach a certain pointand that's where they kind
of start to come back down.
Oftentimes that happens because theproblems that exist in level two.
(13:30):
Have nothing to do with electricity.
They have nothing to do with running.
A hundred percent.
Yeah.
So nobody ever tells them as they'reclimbing this ladder, as they're going
up this escalator about to hit their headon the ceiling of level number one, that,
oh, you need to start reallocating time.
You need to take some of thetime that you're spending
plumbing houses or running.
(13:52):
Heating and air conditioning ducts andyou need to set an hour or two aside a
week and start thinking about profit.
You need to start thinkingabout human management.
You need to start thinkingabout tax strategy.
And then those three words, thosethree terms right there will probably
scare the shit outta half the peoplelistening, you know, that are in that,
that block hitting that first level.
But it's not, it's, it'slike rehab, you know?
(14:14):
It's not, the, the perceptionof it is what is scary.
Yeah.
And so many of the guys and gals that Italk to think that, to talk about numbers,
they need a master's degree in accounting.
No, I'm not that smart.
You know, it's, it's copy and paste.
Like, can you learn a little, canyou take what somebody else has
and just implement one thing like.
(14:35):
One of the things I like to tell people,Brandon, in my, when I get going with
'em, if this is one of their blockers, youknow, they're hitting their head and it's
always comes back to numbers or something.
I say, okay, simple assignment numberone, call your CPA If you don't have one,
I got a playbook for how to go find one.
Okay.
Just I'll send you that.
But call your CPA and schedule fourmeetings over the next 12 months.
Do not schedule a meeting inthe middle of March or April.
(14:58):
Okay.
Yeah, yeah, yeah.
Make them more timely to.
Not line up with critical deadlinesthat professional is going to be facing.
So talk to them in June and in August andin November, because those are times that
they, they're gonna be just chilling,you know, they've got their feet up.
There's not a lot going on.
But most people respond to mewith, well, what would I say?
(15:20):
I, I mean, what, what would I, they'reexpensive and what am I gonna talk about?
So.
That's like, that's hack number one.
Like the first system to implement is,if you're bad with numbers, is to set up
that call with your accountant so thatthere's some awareness with your CPA
on what your business in life is like.
And I've told the story of I, I do this.
(15:40):
Okay.
'cause I'm not great with the numbers.
That's not my strong suit.
You don't see me hangingout in spreadsheets for fun.
All I can promise you.
Okay.
Yeah.
But I have the call set up withmy accountant and I was talking
to him several years ago.
And I'm telling him a story aboutlike my wife running into a mailbox.
On the first snow, there was thismuch snow came down and it, we hadn't
changed the snow tires over yet.
(16:02):
She just lost control for a minute anddid like $18,000 of damage on a car.
We were gonna turn back in.
It was a lease.
We're gonna turn backin in just a few weeks.
He didn't hear any of the storythat I was telling he heard.
Wait, so you're gonna get a new carand it's almost the end of the year.
Can you buy a half ton orbigger truck like right now?
Yeah.
(16:22):
Um, I didn't know what he was talkingabout, and then he began to tell me
the accelerated depreciation clauseyou can now deduct, like right
now, you can accelerate all of it.
A hundred percent of the purchaseprice can come off of your tax bill.
So yeah, if you're gonna buy a truck inJanuary, go buy it now, get in December,
hurry this year, because now next yearit'll only be 80% or, you know, something.
(16:44):
It was like a reductionin the acceleration.
Yeah.
So I went and bought a new truck.
So just by having a conversation,and I mean, I'm, it wasn't like.
What is my tax strategy gonna be?
I was like, Paul, you'renot gonna believe this shit.
My wife is driving.
I'm just telling a story.
And the result was $57,000 of accelerateddepreciation came right off the top of
(17:06):
my tax bill, dropped my marginal rateon everything else to a lower bracket,
saved me tens of thousands of dollarsbecause I was telling him a story
about what happened the week before.
And I think that is huge.
Like, again, as I do our work andpeople want to, they want to avoid
us because I do life insuranceand I talk about profit first.
(17:29):
Um, and so with the life insurance,they're like, oh no, he is just a life.
I'm like, no, you can actually buy apolicy that you could then leverage
and use and build and save on taxes.
Yep.
And it's not just about lifeinsurance, it's about the tax.
Efficiency way.
And, and then if you're profitableand you need to be profitable, uh, we
(17:51):
wanna make sure we're saving money.
Yeah.
Now, oftentimes in coaching orin business, we go after the
sales and we say, well, if I makemore sales, then I'll be good.
Mm-hmm.
And, and what I, what I've beenthinking about a lot is, okay.
Making money is important.
Keeping money is just as important.
(18:12):
Right.
And understanding how that flows.
Because you can make a crap ton ofmoney and Uncle Sam takes half of it.
Yeah.
Uh, and so how do we best position?
And so as you've led with peopleand they're like, Hey, I can sell.
I can sell.
Yeah.
How do you bridge them intoYes, but you need to keep.
Yep.
Brandon, I would tell you Iwould even re rearrange your
(18:35):
priorities and what you just said.
I would say that selling is critical,but if you've already proven that.
If you haven't, then that'syour priority number one.
Mm-hmm.
But if you've already proven thatyou know how to do that, then your
first priority needs to shift 'causeyou've already proven the one.
And now priority numberone needs to be keep it.
Because I had a mentor once teach methis concept like it's easy to make
(18:56):
money, it's very hard to keep it.
And I was like, what thehell are you talking about?
'cause I did not think that was the case.
But I quickly learned and I can.
I, I got a PhD in the lessonover time, but it's true because
as soon as you begin to make.
Substantial money.
You have Uncle Sam.
(19:16):
I mean, they have the power tolevy, they have the power to
take what they want from you.
You have friends, family,employees, taxes, licenses like.
There's so much of a grab thatcomes in to some to money.
And so if you've already proventhat you know how to make sales your
priorities, and now we're talking likemaybe level two, level three, not level
(19:39):
one to two, but your priority needsto shift entirely to, okay, I'm gonna
keep making sales, but before thatI need to spend a real good chunk of
my time learning and understanding.
What do I gotta do?
Yeah, to keep what I've made and topreserve that and not get crazy about
it and be like, you know, all nuts thatyou're worried about it all day long.
(20:00):
But definitely proactive,definitely making a plan.
So your question was how doyou, how do you bridge that gap?
How do you get somebody from wherethey are to understanding some of this?
Mm-hmm.
My, I have what I callthe freedom flywheel.
Okay.
And this is kind of the.
The crux of how I coach people andentrepreneurs through this process.
And there's threepillars to this flywheel.
There's three major components.
(20:20):
Yeah.
That just keep turning and then itpicks up speed and it iterates and
turns again and again and again.
And it kind of repeats.
And the first is mindset.
Like we work on limiting beliefs andblockers so that we know as we're
approaching this ceiling, watch out.
It's gonna feel weird,it's gonna get different.
We gotta burst through the,with Li we gotta understand
what the limiting beliefs are.
And then we get into the systems.
So a lot of people make hiring mistakes.
(20:44):
Because they feel that pressure ofhitting their head and stubbing their toe
and going up and down and up and down.
And so they, they, they're romanticentrepreneurs, you know, they think they
can solve any problem, which they can.
Mm-hmm.
Um, I think entrepreneurs are the best.
They're probably the bestest segmentof our, of our society, but they
sometimes are too much like MacGyver,you know, the guy that he can solve
(21:08):
anything with a paperclip, someduct tape, and a stick of gum.
And so they look at.
Hiring A COO or they bring in somebodyafter this up and down cycle for
a while, but they have no systems.
They have no processes.
They have no, they justthink there's some magic.
Creature Unicorn is gonna come inand like, okay, that's my operator.
I'm gonna be the visionary.
(21:28):
Woo-hoo.
Yep.
What happens in six monthsof high payroll later?
The only change that has reallyhappened is on their balance sheet.
They have less money now.
Yep.
And now they think, well, that sucked.
See, everything's back on me.
I gotta do it all.
What they missed was just, theyjust got a little bit ahead
of themselves in this process.
Mm-hmm.
They need to create systemswith some system development.
(21:51):
They can then start to lookat delegation effectively.
Delegation without micromanagement.
That's the key, you know?
'cause a lot of people will just, they'llgo out and hire a bunch of people and now.
They're bitching about alltheir people, you know?
So they jumped ahead in that processof the flywheel of, whoa, I got
so much, I gotta just delegate it.
And there's no thought as tohow they're not inspecting
(22:13):
what they expect of the people.
They don't have any processesor systems documented to
determine a particular outcome.
And again, it comes backto see everything's on me.
Yeah.
And that narrative kind of justkeeps driving the bus the whole time.
So if you work on those three, that'show you start to bridge that gap.
Because when you go through allthree of them, then you can level up
(22:36):
into level two, and that's when youstart thinking, okay, so I do that by
helping people get a little time back.
That's the first focus, right?
If I can help an entrepreneur get.
2, 3, 5, 7 hours in a week thatthey're same level of income, right?
They're, they're doing all the thingsthe same, but we just optimize.
We develop some rhythms and somepatterns and look for efficiencies.
(22:56):
That takes quite a bit of pressure off.
Now I've got some, it's like, like, like.
That I can shape now and say,okay, now we have this time.
What are we gonna do with it?
Let's put a little bit intosome profit first ideas.
You know, let's put a little bitinto the concept of preserving
some of this wealth that you have.
And that's when I can startkind of slowly going This Yeah.
(23:18):
Flattering up.
Yeah.
I, I think it, this is why I lovedwanting to have you on here, right?
So we are systems people.
And, and I'm a, I'm a big fan ofProfit First and I'm a big fan of,
um, this guy named Perry Marshall,who wrote 80 20 Sales and Marketing.
Mm-hmm.
Um, and he's on, on like the Patoprinciple and all of that 80 20 rule.
(23:40):
So Perry's a good friend ofours, we're part of his, his
community, and part of Mike's, um.
And, and we also came up with thisacronym and our reverse of the acronym
is Chaos, confusion, haphazard,anxious, overwhelming, and Stressful.
Okay, chaos.
That is, that is the tax code,but we need to go into still.
(24:04):
And our method is called the still method.
And so it's set your sights.
If you don't know where you'regoing, you, you know, yeah.
Wait for somebody elseto tell you where to go.
And so setting your sites, trackingyour in and out, inspecting your
progress, looking for micro adjustmentsand living deliberately, and then
you do it again, the flywheel.
(24:24):
And we keep going for that.
And that's, yeah, but, butif you don't have a goal.
Then you're gonna be aimless.
And then having the right teams,the right players that can help
say, Hey, by the way, did you noticeyou're hitting this, this ceiling?
Uh, or did you noticethat you're being stupid?
(24:46):
Mm-hmm.
Um, I think is important.
Right to, to tell peoplelike, Hey, honestly, like when
are you gonna go over that?
And so probably in your even life,um, you probably were being stupid.
And then you, you saw, uh, TonyRobbins or somebody else that said,
Hey, how they pulled you out of it.
I bet you there's other people thatweren't just Tony Robbins on the stage.
(25:09):
Oh, a hundred percent.
And, and so having those peoplethat can help and say, you
know, all right, let's move up.
Let's take that one step.
Absolutely.
Um, what have been some of the,the power plays that you've seen
that you're like, oh my gosh, Inever thought that guy would do it.
Um, and you look back and you're like.
Wow.
Besides you, you know, um, um, so thequestion is like, who or what have I seen?
(25:33):
Yeah.
Stories, stories of people thatyou're just like, they went through
this and because they, they wentfrom sales or this whole, like,
I can just take it over mm-hmm.
To, to these other systems.
What are some of those things thatyou're like, wow, they, they switched.
Mm-hmm.
Something switched in them.
Oh, boy, there's, I have so many ofthem, you know, and that it's usually.
(25:58):
The, the beginnings part of the story isvery much the same from person to person.
I mean, there's little nuances and detailsyou swap out of there, but they're,
they're kind of stuck in the mire, right?
They're just, they'reevery day feels the same.
They're not making any progress.
And the first part of it is, uh,just identifying where they're
wasting their time, you know, andthat usually comes back to see if
(26:21):
I can put this into individuals.
Um.
You know, I was once part of a companythat, uh, I was an owner and I, that was
kind of as I was rebuilding after someof these tumultuous times in my life.
I wanted, I, I no longer was goingto trade time for money, right?
I realized that's foolish andtime is one thing that I can't get
(26:43):
back, money I can make more of.
So where can I get leverage?
Where can I bring my experience to bear?
In this process of growing a business,building wealth, making investments, um,
and so getting involved in businesseswas, those were good assets to have.
'cause if there was a goodbusiness and if I could lend some
expertise, um, some of those earlyones before I really knew how to.
(27:06):
Set the right expectations.
I would get involved with companiesand after a little while, maybe six
months to a year, the board wouldseem to think that I was absent.
You know, I other people arethere kinda like grinding it out.
I'm like, there's nothing in our contractthat says I'm there to be grinding it out.
I mean, that was, that was crystal clear.
It says quite the opposite that I'm,I show up for the Christmas party.
That's about it.
I can, I can, I mean, I'm more thanhappy to help and participate, but
(27:30):
one of those, I remember there wasone of the leads in that company that.
Was just, they were spending time doingthe work of the business, you know,
and as a software development company.
And they were developing code, theywere writing code, they were trying
to deal with customers, they woulddeal with customer service problems,
they would deal with delivery.
And it was installing, um,essentially it was some systems
(27:53):
and then an executive assistant.
So worked on the mindset becausethere was this thought that.
I can't really do it.
We need somebody to come in and managesales or manage this or manage that.
And what it really was is just yougotta learn how to let go a little bit.
We gotta work on that because if you canget out of X, Y, or Z and save yourself
a little time on each one of thosecategories, that gives you more time.
(28:17):
That time you can now put into documentingsome of the processes that you work on.
Yeah.
And so we took that company from.
Um, by making that transition and helpingthat founder shift his mindset, he brought
in an executive assistant after somedocumenting, and that assistant now runs,
I mean, most of his life, to be honest.
(28:38):
Yeah.
That company went from $400,000,kind of just stuck for a couple
of years at about the same levelto the next year, $1.5 million.
Um, he has started a separate business, asecond business now, because now he has.
Like the tool belts, you know, heknows how to go out there and do
that, and his assistant can run onthe inbox and the calendar and the
commitments and the interviews.
(28:58):
And this guy who's a softwaredeveloper that was kind of shy and
felt like, you know, he couldn't geton sales calls, realized he just needs
somebody to book the call and show up.
And if it's on his calendar, hedidn't show up and talk about
all the details, you know?
Yeah.
And so those, and there's achiropractor that I worked with.
It was kind of the sameway there when you.
(29:19):
I, I tell, I sometimes talk about it ina, to me this sounds like a good visual.
It's like there's a, there'speople that make cookies.
And they start a business becausetheir cookies are so good, right?
Yeah.
If somebody makes a really goodcookie, my sister-in-law is
actually one of those people.
She makes cookies and she would take 'emto neighbors and after a while, like all
these neighbors told their neighbors,and pretty soon people wanna buy them.
(29:42):
And then some of the littlelocal shops wanna put them in
their store on the counter.
So she's like, wow, this, thiscould actually turn into a business.
Yeah.
It doesn't take long before.
At first, she's thinking about flour andsugar and shortening and you know, all
that kind of stuff that's in the kitchen.
Then she has to start thinking abouthelp space time, you know, like
these other problems that are notkitchen based and kitchen oriented.
(30:06):
So yeah, that transitionis where you really start.
You need to get leverage and so.
I think back to your question, kindof the key issue that that has been
transformative for me and that kindof unlocks a new level for almost
everybody that I work with is, what'sthe one thing that you could do today?
(30:28):
Yeah.
Would move the needle the most to, foryou to create the life, that vision
that you have, the place you want to go.
If you don't have one, we gottawork on it, like you said, but if
you have it, what's the one thingthat you could do and rarely do they
say, get my books up to date, or.
Work on this spreadsheet or, uh,think about how to train or do a
(30:51):
company training on this HR policythat we're going to roll out.
You know, it's usually making sales,developing the product, delivering
the product, serving the customer.
So if that's where your impact ishighest, then you have to start looking
at ways to get that other stuff.
Off of your plate, it doesn'tmean you can ignore it.
Yeah.
And that's sometimes what people do.
(31:12):
They're like, okay, I'm gonna focuson this thing that's so important.
And they just forget and, and abandonthe things that they didn't want to do.
That's called head in the Sand.
That's not a strategy,that's a bad technique.
So if you can focus on what isthe one thing that I need to do?
And then start to work on developingthe systems and the, and that's
(31:33):
a system is anything that savesyourself time, energy, and money.
S-Y-S-T-E-M, right?
That's, yeah.
It doesn't have to becomplicated, but people think.
Ah, more of the visionary.
I'm more of this, and that's, that'swhat I wanna convey to people.
Well, and uh, again, goingback to the systems, and I
just thought about this, right?
So we, we are literally creating thefinancial nervous system diagnostic tool.
(31:58):
Mm-hmm.
Which is a financial system andunderstanding how our money plays into us.
And a lot of times, um, even probably in,in addiction, we go against our system.
We know what we wanna do,but we do the wrong thing.
Do do something else becausesomething else overrides it.
Right.
Yeah.
And you're like, oh, I overridmy system even though I said
(32:19):
this until it becomes a habit.
Yeah.
Right.
Yeah.
And, and I just trust in my gut,and so understanding our financial
systems and all these other.
Other systems and, and again,we've been building this and
thinking about this a lot.
'cause people are like, I'mafraid about life insurance.
I'm afraid about profit or whatever.
(32:40):
Yeah.
But, but our financial core systemis important because if you have
money and you have good systems.
You can then deploy it in the right place.
Right?
For sure.
And, and hire maybe A-C-C-F-O or otherpeople that can help you, uh, grow.
Um, but a lot of times we're just saying,well, I just, I, this is how I make money.
(33:03):
This is how I do it.
And we, we push throughhard, hard charging.
I, I'm speaking to myself, right?
And, and we're saying, alright, well.
Uh, how do we do this?
And this is the power that I'm,I'm curious about this for you,
is we're now in a, a totallydifferent world with this AI stuff.
Mm-hmm.
Systems can be built in a second.
(33:25):
Yes.
It's awesome.
Why are people against systems sometimes?
Like, why do they just want tokeep going down the other way?
Uh, because they've skipped themindset part of the flywheel.
Like they, you've gotta, you'vegotta put the mindset part.
Into it because without that, you know,you've got limiting beliefs and sometimes
(33:45):
people don't really know what that means.
Like a limiting belief is anythingthat happens between your ears
that prevents you or changes theaction that you're gonna take.
Yeah.
That is, that's the definitionof a limiting belief.
So if there's things that arekeeping you from taking action, you
just gotta inspect what that is.
You know, I heard my son talkingabout something the other day.
I, I was talking about a tryoutfor a sports team and I asked,
(34:07):
oh, is your friend blank, blank.
Gonna try out.
So, no, he knows he is not gonna make it.
I'm like, did you talk to himabout that limiting belief?
And because that's, so there's, thoseare all around entrepreneurs when
it comes to bookkeeping, finances,life insurance, other plans.
And again, it's this visual that we have.
(34:28):
It's the thought that we have.
We've gotta understand andbe expert at all of it.
Because again, think of the mindsetof the The electrician, right?
Or the cookie baker.
Yeah.
They started in business because they'redamn good at that thing that they do.
You bring in life insurance and it'slike they don't know anything about it.
So not only.
You bringing up thiswhole series of issues.
(34:50):
Mm-hmm.
And fears and complexities.
They also have this fear that maybethey're gonna get taken advantage of too.
Yeah.
'cause they don't knowwhat they're talking about.
Yeah.
And that when I coach people, that'swhy we work on the mindset first.
We just think, get into that andsay, what is holding you back?
What's limiting you here?
How can we begin to break that downa little and usually with little,
(35:12):
little bit of awareness aroundthe, the mindset and then assist.
That's why my first rotation,this iteration around the
flywheel is pretty quick.
It's like, let's break down something.
Let's see what's going on.
Let's put a system in place.
If it's numbers, let'slike, let's talk about it.
Let's see what's kind of scaring you.
Put a meeting with your CPA everyquarter, and then let's work on what
we can delegate from that process.
(35:32):
So I, I help them set up a GoogleDoc that attaches to the calendar
appointment that is with the CPA.
And then as they think of shit as theygo throughout the next quarter, it's
like, oh, I'm gonna ask my calendar.
Oh yeah, I got a meetingwith them in like six weeks.
I'm just gonna go open thecalendar and put it right there.
Now they have some systems,they have a process.
It's not that complicated.
But it makes them feel likeI can handle that well.
(35:54):
Exactly.
Exactly.
You know, if I were trying to go wirea house to put electricity into it, I,
I mean, we're all in trouble, you know?
I don't even know where to begin.
Yeah.
So I'm not gonna just say,I'll just put candles in.
No.
I'm gonna find somebody who knowshow to deal with the electricity.
And do what they tell me to do, andI'm gonna do my best and I'm gonna
(36:14):
understand what I need to understand.
And if I'm afraid of being taken advantageof, I'm gonna get three or four or five
bids and compare 'em against one another.
I'm gonna check their reputation.
You know, there's thingsyou can do head in the.
Is the worst.
And I think a lot of people that headin the sand and that's why we're in our
retirement crisis and all kinds of stuff.
Yep.
So, um, and I am not creatingpeople in my son when he says this.
(36:37):
I'm like, yeah, you're Neely.
Um, we are not doing this.
Um, and this is what you are about.
This is what we do.
Hard things.
Uh, this is, this is our family dynamics.
And so.
He's only seven, so, okay.
Yeah.
Good.
You got him good.
You got him good.
Um, but, but he, he definitelysometimes, so this is your website?
(37:00):
Yeah.
Uh, I wanted to makesure that people know.
How do they find you?
Like where do we go here?
Yeah.
Uh, thanks for bringing that up.
That is our website.
Um, you can check that out.
It's propel your.com.
The best way to get ahold of meis probably through Instagram or
TikTok or LinkedIn or one of thesocials in my, uh, the, the handle.
Our username is the same across all ofthem, and it's at, it's Justin Lund and.
(37:24):
I'll say if there's any, you know, any ofthese, anybody listening out there that
is an entrepreneur that has any blockson these topics, you know, um, whether
it's hiring people, whether it's, uh,finding a CPA, because you don't even
have one to call four times a year.
Like I have a playbook.
I'm probably, I dunno, hundreds,maybe a thousand playbooks that.
(37:47):
Oh, I've developed over the last 20 yearsand that I've developed for the clients
that we coach and that whole library.
I won't dump the whole libraryon somebody, but if there's
something that you're strugglingwith, all I ask for is a follow.
Just I'm trying to build our following.
Follow us on Instagram, tell uswhat you're struggling with and
I'll share that playbook with you.
No email, no sign up, no nothing.
(38:08):
Just just come and say hi andwe will send what you need.
So.
Cool.
Well, thanks again for being here.
I, I know that, uh, our listeners, uh,a lot of 'em are business owners, uh,
entrepreneurs, uh, and they a lot oftimes are having those limiting beliefs
and they're, they're stopping themselves.
(38:29):
Yeah.
And so, uh, it's always challenging'cause I'm like, dude, I do this.
And they're like, yeah, I just need sales.
I'm like.
You know, you need a system.
Yeah.
Um, and, and it's usually that easy.
Um, and I appreciate somebody who'sa system thinker, and I appreciate
your open and honesty towards, uh,what you went through to get to here.
Mm-hmm.
And the amount of playbooks.
I'm like, my, my wife createsthem like all the time.
(38:51):
I'm like, I don't need another playbook.
I need, uh, but, but, um.
That's just me and my wife.
But sometimes it unlocks, you'reright, you can, you can get over, like
you can get carried away for sure.
Um, but if there's something thatyou're struggling with or mm-hmm.
You're, if you need employeesand that just drains you because
you're focused on wiring houses.
You know, I had an electrician just DM methe other day and he's, he needs to bring
(39:14):
20 people in over the next six months.
I'm like, man, how, howgood are you at hiring?
He is like, not good at all.
And I gave him a playbook and then wentback to him a week ago and he is like,
that thing, I spent an hour, we've got.
Interviews lined up all next week.
Like it just works, you know?
And so by, by following, I've spent inthe last 15 years, probably around $5
(39:38):
million for coaching, consulting, and.
Money you can get back,but time you cannot.
So if there is a way, you know, and thatplaybook was developed from the same
example that I was talking to you aboutin the software development company.
That was another one of thosechallenges that the, the board thought
that maybe I should get involvedin hiring could be something I did.
(39:59):
So I hired a, a software developer, which.
I dunno anything aboutsoftware development.
So I'm like, you wantme to hire a programmer?
What am I ha, I don't even know howthe first time I did it, it took
me about 50 hours to get one guy.
That guy wasn't there four weeks later.
And I was like, what the.
I waste of my time.
What a waste.
So then it came up again,another about a quarter later,
(40:22):
like, Hey, we need another guy.
And I'm like, I'm not doing that again.
So I created a playbook tooptimize and to automate all
the functions of that process.
That sucked.
I deployed that playbook in about 30minutes and then I went downstairs and
I had dinner with my wife and kids.
After dinner, I checked my phone.
And I can see that therewere 16 interviews scheduled.
(40:43):
The time in between me coming downstairsto have dinner and checking my phone.
And that was, so there, there's justthings like if there's somebody that's
experienced the problem before thatyou're facing and you can have, if you
can follow in those footsteps, like youmay find a better way than them even,
but at least start where they left off.
Yeah.
Right.
And this whole area of trial and errorthat you're kind of fumbling through now.
(41:07):
So that you can get alittle faster result.
Yeah.
And I had, I was in a room where AndyElliot, he's kind of a, he's, he's a
fun animated guy to listen to sometimes.
Yeah, he's a little bit crazy.
Um, but he said, alwayswrite the check for speed.
And I, I totally agree with that concept.
I don't agree with everything he says.
But with that, I do for sure, because.
If you can get a result faster andyou know how to go out into the
(41:28):
marketplace and bring a return.
Mm-hmm.
How to make those sales thatyou were talking about, Brandon.
Yeah.
Then other things you can payfor and get that speed quickly.
Now your time can be turned aroundand deployed back into the marketplace
to bring in more revenue and so.
That's the one I, I again,Justin, I love this and, uh, we
(41:48):
could talk all day long on this.
Uh, we love systems.
We, we've taken our coffee shopwhen we had the coffee shop and Yep.
And used the same playbook and just a.
Changed it a little bit forlife insurance of course.
Mm-hmm.
And what we do in, in this world.
But, but hiring was very similar.
Uh, whether it's a barista or an Yeah.
An assistant.
(42:09):
Yep.
And, and they're like, oh,that's people dynamics.
Uh, and so understanding andbuilding those systems and, um,
as you guys are listening, makesure you reach out to Justin.
Like, I mean, again.
He has some of these playbooks,uh, get, get one of them.
Um, and don't, you don't haveto repeat the same problems.
Yeah, for sure.
(42:29):
Or, or create.
You don't have to start from scratch.
Not everything has to start from scratch.
I know we're entrepreneurs and welove to start everything from scratch.
You don't have to.
Um, yep, for sure.
But learn from each other and,and, uh, as we're going, um,
thanks Justin for being here.
Uh, yeah, my pleasure.
Thanks for having me being,being a part of this and how
(42:51):
you encourage business owners.
'cause we need more business ownersto thrive, not just barely survive.
Yeah, for sure.
Uh, we need to make it so, um, yeah.
Any closing thoughts?
No, thanks for having me.
I appreciate it.
It's been fun and I look forwardto more collaboration with you
and, and helping people to put somepop profit in their pocket first.
Oh, for sure.
Good concept.
(43:12):
Awesome.
Thanks.
Thanks Justin.
Appreciate it.
Thanks.
Hey guys.
Welcome to Wealth Wisdom FinancialPodcast, YouTube channel,
uh, you know, all the things.
So, uh, you know, we havebeen doing some amazing stuff.
We are, are building our own custom TPT.
We have done some financialnervous system diagnostic tools.
You can see those in the links, uh, below.
(00:22):
Uh, the tools that we'vecreated, we have been.
Piloting it, seeing how it works and,and really just figuring it out in this
new world of artificial intelligence,ai, uh, chat, everything is changing
and we need to be a part of it, andyou need to understand that too.
So we are testing it for you.
Wanting to know that your system,your financial system, needs to
(00:45):
be in check before you can moveinto all kinds of other things.
Now, today, I'm not gonna talk about that.
I'm gonna talk about, uh, with Justina, a new friend of mine now, Justin.
Uh, his name's Justin Lund.
He has been down the road ofentrepreneurship, and this is
why we bring people on is becausethey have powerful stories.
(01:07):
They probably got punched in theface a few times, and he has, uh,
he has a pretty powerful story.
He's built and exited companieskinda like David C. Barnett
as we talked with him before.
Uh, he's also done this throughaddiction recovery and lost not just
millions, but tens of millions inlegal battles, and those experiences
(01:31):
shaped how he approaches business.
Life.
He helped people break through theircapacity ceiling, uh, invisible walls
where they hustle stops working,and the freedom to build more.
Uh, he teaches mindset shifts,smart systems like Profit First
and how to delegate so businessowners can finally step back
(01:54):
without everything falling apart.
That's again, what you'll know.
This is what we like to thinkabout, is you shouldn't be the, um.
The thing that if, if you don't showup to work, the whole thing falls.
Um, you know, and, and that's somethingthat he's passionate about and, uh,
has some really amazing systems.
That's it.
Justin, thanks for joining us.
(02:15):
Thanks for having me, Brandon.
Okay.
On the intro.
Yeah, no, that's good.
Uh, as I read some of that, I'mlike, oh, wait, I, I, this feels
like me, feels like my story.
I'm sure I didn't lose tens ofmillions, but I, I'm sure going
through that kind of scenario mm-hmm.
Um, probably put you intosome, some depressing things.
(02:40):
Oh, yeah.
Anxiety, like mm-hmm.
Like, take us back to Okay.
You were doing, you were at high,high doing all the amazing things, and
then this crash happens, like Yeah.
One is you had money to, to grow it.
So, so you got up there mm-hmm.
And lost it.
So, so take us up to growing it.
Sure.
And what changed?
Sure.
(03:00):
So, um, just a, a small part of thebackstory is that I had, I was in
sales prior to starting a business.
Mm-hmm.
I dabbled in things that never worked andalways had a reason why they didn't work.
There's always some excuse thatthat was out there, somebody
else involved and whatnot.
Um, in sales, I got into some substanceabuse 'cause that was kinda prevalent in
(03:21):
the sales floor environment that I was in.
Mm-hmm.
And, um.
That was kind of my launchpadinto this next phase of life.
I've had several turning points in lifethat were very, you know, maybe three
or four that were really big kind of.
Major milestones, and that was one of 'em.
I was arrested.
I had to go into rehab as aresult of that just to hopefully
(03:43):
not go to jail long term.
Yeah.
And it was there that I wasjust, I, enough was enough.
I tried to get off of these thingsbefore as pain pills, and I tried to
quit the, the habit many times andcouldn't white knuckle through it.
It was just a brutal situation.
How old?
24 ish.
(04:04):
Yeah.
Um, young family had a wifeand a child at the time.
Um.
Second child was just enteringthe, the scene right about then.
And, um, in rehab, I really getto dive deep into my psychology.
I love psychology and Tony Robbinsand motivational speaking and all that
stuff was just, I liked it, lit me up.
(04:25):
I used it in my sales pitch.
Um, I loved speaking and thinkingand reading those things, but.
It was there in that facility, thatplace that I had good doctors and such
a great team that just poured intome and taught me how to dig into my
head and figure out what made me tick.
Not generally, but very specifically.
And that's when I started tocreate and, and understand models.
(04:49):
Systems.
Mm-hmm.
You know, and, and it made sense becauseof reading the Tony Robbins stuff and NLP
and all the things that he talks about.
It's like, okay, I have a stimulus.
I have this, I have this input coming in.
Now there's a moment of decision.
You know, it's not just automatic.
And I could learn how to route thingsdifferent ways based on that stimulus.
And as I began to learnthat and became aware.
(05:10):
And you know, I'm just kind of aknuckleheaded kid at 24, 25 years old.
I was just growing into like amature, aware young man at that point.
So the timing was good for me to getthat kind of education, and it just
taught me that there are, you can createscalable systems in a lot of things.
So getting out of that.
Society and my family and everybodythought that I was, you know,
(05:32):
rightfully so, thought I was not.
I mean, I, I'd had a few years ofa bad run, so I, there was a lot of
people with bad taste in their mouth.
Um, and so I was committed andconvinced that I was gonna try to
build something on my own and show theworld that, uh, I'm not totally worth
and myself show myself that I wasn'tworthless and that I can do something.
And so I really poured.
(05:54):
All my energy and focus almostexclusively into a business.
And, uh, it was a year that Iwas sleeping on my mother's floor
with my wife and two children.
Now I'm literally sleeping on theliving room floor of her tiny little
house, and that's not a good situationto be in with a young married family.
Yeah, yeah.
But through that process began to seesome, some gains and started to get,
(06:17):
you know, a little bit of revenueand a little more revenue, and got
at the end of that year, bringing in,uh, a good, probably getting ready
to crack about seven figures, ifI remember right, that first year.
Um, and then from there justbegan to kind of, the hockey stick
kind of shot up, uh, after that.
So, so how old are you now?
Uh, 30, no, sorry.
(06:38):
46. Alright.
I was thinking, I was like, I waslike, you're about my age and, and
uh, I remember I feel 32 so I dunno.
Yeah, there you go.
Yeah.
About, about 36.
Right.
Um, so I remember back in, in sametimeframe I used to work for in the
music industry and just trying tolearn myself and I was in the Marine
(06:59):
Corps, uh, previous and then was inthe music industry and worked for
some of the biggest celebrities and.
Uh, um, r Kelly and Ministry weresome of those people, so I can
even picture myself of, oh yeah.
Uh, heroin addiction, crackcocaine, and now I do this.
Uh, not, not me.
(07:19):
I wasn't on those things, but, um, butI know you can get, you can go there.
Yeah, I can go there.
I can see.
You know, but I knew how to takebeer outta the vending machines.
Um, and, and so learning that andthen coming into these kind of places,
but, but now you went into that thingand, and I believe those, those.
(07:43):
Those parts of our life are whatreally lead us into where we're at now.
Alright.
And so if you didn't go through thatpain, you wouldn't be who you are today.
Absolutely.
Yeah.
But at the same time, we don't haveto go through, we as, as somebody
are, listen, listening to this, theydon't have to go through addiction
(08:03):
and, you know, being homeless andall of that to experience that.
So what would you tellsomebody they, they.
R 24, they're listening to this and,and they're, they're, you know, as us.
Us being dads.
Mm-hmm.
Now and talking to our younger self.
What would you tell your younger self?
Would your younger self listen andif you were talking to that, you
(08:28):
know, that does that My younger self,unfortunately didn't listen very much.
Um, so, you know, that's, that'skind of comes with the turf and the
territory of that age, uh, to anextent and a certain personality types.
Um, what I would say.
Most, like if you're struggling throughaddictions and things like that.
I would say that the rehabis scary and as terrifying.
(08:51):
I know what that feels like.
It's so not that bad.
In fact, I would, I think we shouldall go there for like 3, 4, 5
weeks a year, maybe every otheryear because it's still good to.
Disconnect from reality from the outsideworlds and pressures and just focus on
what's going on, what makes you tick.
(09:12):
And I, I actually tried to go back,not full on check into rehab, but I
would go back to my counselors andtherapists and try to hire them privately
after like a year or two after that.
And they.
They took my money for a while and theneventually said, get the hell outta here.
What are you doing?
Like we have people that need help.
You're just being a dumb ass.
Get up.
(09:33):
So, because I just loved it.
I love, I honestlythose, that's true story.
You know, I loved theimmersion, I loved the clarity.
I loved finding that new.
Feeling of health and and peacethat came compared to what
the life that I was used to.
You know, I had all this energy that wasgoing into keeping a lot of lies up in
(09:53):
the air to juggling, robbing Peter to payPaul, you know, the money side of it, you
know, and trying to balance and have thisimage like, here's a nice house and where
everything's cool and I go to church.
Yeah.
And I have kids and it's all great to,you know, buying heroin a little bit
later, you know, and trying to keep that.
Facade alive.
Uh, when I could shut all that downand deploy my energy and focus wholly
(10:16):
healthily into something productive.
I mean, honestly, I just started, Idon't wanna sound like I'm bragging
too much, but it just startedkicking ass really fast, you know?
Yeah.
Like, and it was just because there'sall this stuff that was weighing me down
that I no longer had to, I, I didn'thave any of that to take care of anymore.
(10:36):
And it was just about.
And having a focus and getting alignedin that focus, and it was fantastic.
So if anybody's out therethat's in those shoes.
Call me, come and talk to me.
It's not that bad, like a few weeks away.
It's like going to aretreat and it's fantastic.
So, so this is what I'm, I'm findinginteresting is, is people love to
(10:58):
play the blame game, the trauma thing.
Mm-hmm.
And, and right now every, it'salways somebody else's fault.
Uh, and, and human health.
Uh, addiction's going up.
Uh, people are getting less, moredepressed and, and all of this,
and they'll blame somebody else.
And also inflation and everythingelse right is happening.
(11:21):
So what would you tell somebodyor how would we help somebody,
um, when they're in that place?
And, and what was the difference?
And I already, I kind of have a feelingand I know me and you, um, but, but.
Was the spark that really said,okay, I'm not gonna be that guy.
And why is everybody likethat guy all the time?
(11:43):
And, and, and when arewe gonna all wake up?
Like, I don't know.
Well, you know, when I coach people now,which is what I do with entrepreneurs
and founders and try to help them, likeyou mentioned in the introduction, you
know, there's a, I call it a capacityceiling, and there's this thing
that usually it's like a thermostat.
Some people describe it as, you know,you're, there's a certain level of
cold that you're willing to tolerate.
(12:05):
And a heat that you'rewilling to tolerate.
And that's kind of our comfort zonewhere we live and we kind of go like
this in between that comfort zone.
Yeah.
But there's some people that burst rightthrough that comfort zone and they blast
into the next level and the next level.
The next level.
Yeah.
And there are the, thereason that they hit that.
Spot is because going forwardis painful and they don't
(12:27):
know how to address that pain.
Mm-hmm.
And so back to your question of what youdescribed, like why are people like that?
Why do people want to complainor blame is because it's taking
a new level of responsibility.
Now you, you gotta, you're going fromthis block to this block and there's
a transition that has to take place.
So in the business world.
(12:47):
I work with a lot of guys fromthe trades, for instance, like
plumbers and electricians and HVACcompany owners and things like that.
So they start their business becausethey're very good at their craft, right?
Their trade.
They know how to, to plumbthese pipes, to run these wires.
They know how electricity worksand all that way more than I do.
Yeah.
And so they go and hang a shingle out andsay, okay, I'm gonna do this on my own.
(13:09):
That.
Enthusiasm and expertise in thetrade is what gets them started.
They get going from that, they buildgoodwill and they start to go from
this ground level in the thermostatagain, ground level up to here.
They reach a certain pointand that's where they kind
of start to come back down.
Oftentimes that happens because theproblems that exist in level two.
(13:30):
Have nothing to do with electricity.
They have nothing to do with running.
A hundred percent.
Yeah.
So nobody ever tells them as they'reclimbing this ladder, as they're going
up this escalator about to hit their headon the ceiling of level number one, that,
oh, you need to start reallocating time.
You need to take some of thetime that you're spending
plumbing houses or running.
(13:52):
Heating and air conditioning ducts andyou need to set an hour or two aside a
week and start thinking about profit.
You need to start thinkingabout human management.
You need to start thinkingabout tax strategy.
And then those three words, thosethree terms right there will probably
scare the shit outta half the peoplelistening, you know, that are in that,
that block hitting that first level.
But it's not, it's, it'slike rehab, you know?
(14:14):
It's not, the, the perceptionof it is what is scary.
Yeah.
And so many of the guys and gals that Italk to think that, to talk about numbers,
they need a master's degree in accounting.
No, I'm not that smart.
You know, it's, it's copy and paste.
Like, can you learn a little, canyou take what somebody else has
and just implement one thing like.
(14:35):
One of the things I like to tell people,Brandon, in my, when I get going with
'em, if this is one of their blockers, youknow, they're hitting their head and it's
always comes back to numbers or something.
I say, okay, simple assignment numberone, call your CPA If you don't have one,
I got a playbook for how to go find one.
Okay.
Just I'll send you that.
But call your CPA and schedule fourmeetings over the next 12 months.
Do not schedule a meeting inthe middle of March or April.
(14:58):
Okay.
Yeah, yeah, yeah.
Make them more timely to.
Not line up with critical deadlinesthat professional is going to be facing.
So talk to them in June and in August andin November, because those are times that
they, they're gonna be just chilling,you know, they've got their feet up.
There's not a lot going on.
But most people respond to mewith, well, what would I say?
(15:20):
I, I mean, what, what would I, they'reexpensive and what am I gonna talk about?
So.
That's like, that's hack number one.
Like the first system to implement is,if you're bad with numbers, is to set up
that call with your accountant so thatthere's some awareness with your CPA
on what your business in life is like.
And I've told the story of I, I do this.
(15:40):
Okay.
'cause I'm not great with the numbers.
That's not my strong suit.
You don't see me hangingout in spreadsheets for fun.
All I can promise you.
Okay.
Yeah.
But I have the call set up withmy accountant and I was talking
to him several years ago.
And I'm telling him a story aboutlike my wife running into a mailbox.
On the first snow, there was thismuch snow came down and it, we hadn't
changed the snow tires over yet.
(16:02):
She just lost control for a minute anddid like $18,000 of damage on a car.
We were gonna turn back in.
It was a lease.
We're gonna turn backin in just a few weeks.
He didn't hear any of the storythat I was telling he heard.
Wait, so you're gonna get a new carand it's almost the end of the year.
Can you buy a half ton orbigger truck like right now?
Yeah.
(16:22):
Um, I didn't know what he was talkingabout, and then he began to tell me
the accelerated depreciation clauseyou can now deduct, like right
now, you can accelerate all of it.
A hundred percent of the purchaseprice can come off of your tax bill.
So yeah, if you're gonna buy a truck inJanuary, go buy it now, get in December,
hurry this year, because now next yearit'll only be 80% or, you know, something.
(16:44):
It was like a reductionin the acceleration.
Yeah.
So I went and bought a new truck.
So just by having a conversation,and I mean, I'm, it wasn't like.
What is my tax strategy gonna be?
I was like, Paul, you'renot gonna believe this shit.
My wife is driving.
I'm just telling a story.
And the result was $57,000 of accelerateddepreciation came right off the top of
(17:06):
my tax bill, dropped my marginal rateon everything else to a lower bracket,
saved me tens of thousands of dollarsbecause I was telling him a story
about what happened the week before.
And I think that is huge.
Like, again, as I do our work andpeople want to, they want to avoid
us because I do life insuranceand I talk about profit first.
(17:29):
Um, and so with the life insurance,they're like, oh no, he is just a life.
I'm like, no, you can actually buy apolicy that you could then leverage
and use and build and save on taxes.
Yep.
And it's not just about lifeinsurance, it's about the tax.
Efficiency way.
And, and then if you're profitableand you need to be profitable, uh, we
(17:51):
wanna make sure we're saving money.
Yeah.
Now, oftentimes in coaching orin business, we go after the
sales and we say, well, if I makemore sales, then I'll be good.
Mm-hmm.
And, and what I, what I've beenthinking about a lot is, okay.
Making money is important.
Keeping money is just as important.
(18:12):
Right.
And understanding how that flows.
Because you can make a crap ton ofmoney and Uncle Sam takes half of it.
Yeah.
Uh, and so how do we best position?
And so as you've led with peopleand they're like, Hey, I can sell.
I can sell.
Yeah.
How do you bridge them intoYes, but you need to keep.
Yep.
Brandon, I would tell you Iwould even re rearrange your
(18:35):
priorities and what you just said.
I would say that selling is critical,but if you've already proven that.
If you haven't, then that'syour priority number one.
Mm-hmm.
But if you've already proven thatyou know how to do that, then your
first priority needs to shift 'causeyou've already proven the one.
And now priority numberone needs to be keep it.
Because I had a mentor once teach methis concept like it's easy to make
(18:56):
money, it's very hard to keep it.
And I was like, what thehell are you talking about?
'cause I did not think that was the case.
But I quickly learned and I can.
I, I got a PhD in the lessonover time, but it's true because
as soon as you begin to make.
Substantial money.
You have Uncle Sam.
(19:16):
I mean, they have the power tolevy, they have the power to
take what they want from you.
You have friends, family,employees, taxes, licenses like.
There's so much of a grab thatcomes in to some to money.
And so if you've already proventhat you know how to make sales your
priorities, and now we're talking likemaybe level two, level three, not level
(19:39):
one to two, but your priority needsto shift entirely to, okay, I'm gonna
keep making sales, but before thatI need to spend a real good chunk of
my time learning and understanding.
What do I gotta do?
Yeah, to keep what I've made and topreserve that and not get crazy about
it and be like, you know, all nuts thatyou're worried about it all day long.
(20:00):
But definitely proactive,definitely making a plan.
So your question was how doyou, how do you bridge that gap?
How do you get somebody from wherethey are to understanding some of this?
Mm-hmm.
My, I have what I callthe freedom flywheel.
Okay.
And this is kind of the.
The crux of how I coach people andentrepreneurs through this process.
And there's threepillars to this flywheel.
There's three major components.
(20:20):
Yeah.
That just keep turning and then itpicks up speed and it iterates and
turns again and again and again.
And it kind of repeats.
And the first is mindset.
Like we work on limiting beliefs andblockers so that we know as we're
approaching this ceiling, watch out.
It's gonna feel weird,it's gonna get different.
We gotta burst through the,with Li we gotta understand
what the limiting beliefs are.
And then we get into the systems.
So a lot of people make hiring mistakes.
(20:44):
Because they feel that pressure ofhitting their head and stubbing their toe
and going up and down and up and down.
And so they, they, they're romanticentrepreneurs, you know, they think they
can solve any problem, which they can.
Mm-hmm.
Um, I think entrepreneurs are the best.
They're probably the bestest segmentof our, of our society, but they
sometimes are too much like MacGyver,you know, the guy that he can solve
(21:08):
anything with a paperclip, someduct tape, and a stick of gum.
And so they look at.
Hiring A COO or they bring in somebodyafter this up and down cycle for
a while, but they have no systems.
They have no processes.
They have no, they justthink there's some magic.
Creature Unicorn is gonna come inand like, okay, that's my operator.
I'm gonna be the visionary.
(21:28):
Woo-hoo.
Yep.
What happens in six monthsof high payroll later?
The only change that has reallyhappened is on their balance sheet.
They have less money now.
Yep.
And now they think, well, that sucked.
See, everything's back on me.
I gotta do it all.
What they missed was just, theyjust got a little bit ahead
of themselves in this process.
Mm-hmm.
They need to create systemswith some system development.
(21:51):
They can then start to lookat delegation effectively.
Delegation without micromanagement.
That's the key, you know?
'cause a lot of people will just, they'llgo out and hire a bunch of people and now.
They're bitching about alltheir people, you know?
So they jumped ahead in that processof the flywheel of, whoa, I got
so much, I gotta just delegate it.
And there's no thought as tohow they're not inspecting
(22:13):
what they expect of the people.
They don't have any processesor systems documented to
determine a particular outcome.
And again, it comes backto see everything's on me.
Yeah.
And that narrative kind of justkeeps driving the bus the whole time.
So if you work on those three, that'show you start to bridge that gap.
Because when you go through allthree of them, then you can level up
(22:36):
into level two, and that's when youstart thinking, okay, so I do that by
helping people get a little time back.
That's the first focus, right?
If I can help an entrepreneur get.
2, 3, 5, 7 hours in a week thatthey're same level of income, right?
They're, they're doing all the thingsthe same, but we just optimize.
We develop some rhythms and somepatterns and look for efficiencies.
(22:56):
That takes quite a bit of pressure off.
Now I've got some, it's like, like, like.
That I can shape now and say,okay, now we have this time.
What are we gonna do with it?
Let's put a little bit intosome profit first ideas.
You know, let's put a little bitinto the concept of preserving
some of this wealth that you have.
And that's when I can startkind of slowly going This Yeah.
(23:18):
Flattering up.
Yeah.
I, I think it, this is why I lovedwanting to have you on here, right?
So we are systems people.
And, and I'm a, I'm a big fan ofProfit First and I'm a big fan of,
um, this guy named Perry Marshall,who wrote 80 20 Sales and Marketing.
Mm-hmm.
Um, and he's on, on like the Patoprinciple and all of that 80 20 rule.
(23:40):
So Perry's a good friend ofours, we're part of his, his
community, and part of Mike's, um.
And, and we also came up with thisacronym and our reverse of the acronym
is Chaos, confusion, haphazard,anxious, overwhelming, and Stressful.
Okay, chaos.
That is, that is the tax code,but we need to go into still.
(24:04):
And our method is called the still method.
And so it's set your sights.
If you don't know where you'regoing, you, you know, yeah.
Wait for somebody elseto tell you where to go.
And so setting your sites, trackingyour in and out, inspecting your
progress, looking for micro adjustmentsand living deliberately, and then
you do it again, the flywheel.
(24:24):
And we keep going for that.
And that's, yeah, but, butif you don't have a goal.
Then you're gonna be aimless.
And then having the right teams,the right players that can help
say, Hey, by the way, did you noticeyou're hitting this, this ceiling?
Uh, or did you noticethat you're being stupid?
(24:46):
Mm-hmm.
Um, I think is important.
Right to, to tell peoplelike, Hey, honestly, like when
are you gonna go over that?
And so probably in your even life,um, you probably were being stupid.
And then you, you saw, uh, TonyRobbins or somebody else that said,
Hey, how they pulled you out of it.
I bet you there's other people thatweren't just Tony Robbins on the stage.
(25:09):
Oh, a hundred percent.
And, and so having those peoplethat can help and say, you
know, all right, let's move up.
Let's take that one step.
Absolutely.
Um, what have been some of the,the power plays that you've seen
that you're like, oh my gosh, Inever thought that guy would do it.
Um, and you look back and you're like.
Wow.
Besides you, you know, um, um, so thequestion is like, who or what have I seen?
(25:33):
Yeah.
Stories, stories of people thatyou're just like, they went through
this and because they, they wentfrom sales or this whole, like,
I can just take it over mm-hmm.
To, to these other systems.
What are some of those things thatyou're like, wow, they, they switched.
Mm-hmm.
Something switched in them.
Oh, boy, there's, I have so many ofthem, you know, and that it's usually.
(25:58):
The, the beginnings part of the story isvery much the same from person to person.
I mean, there's little nuances and detailsyou swap out of there, but they're,
they're kind of stuck in the mire, right?
They're just, they'reevery day feels the same.
They're not making any progress.
And the first part of it is, uh,just identifying where they're
wasting their time, you know, andthat usually comes back to see if
(26:21):
I can put this into individuals.
Um.
You know, I was once part of a companythat, uh, I was an owner and I, that was
kind of as I was rebuilding after someof these tumultuous times in my life.
I wanted, I, I no longer was goingto trade time for money, right?
I realized that's foolish andtime is one thing that I can't get
(26:43):
back, money I can make more of.
So where can I get leverage?
Where can I bring my experience to bear?
In this process of growing a business,building wealth, making investments, um,
and so getting involved in businesseswas, those were good assets to have.
'cause if there was a goodbusiness and if I could lend some
expertise, um, some of those earlyones before I really knew how to.
(27:06):
Set the right expectations.
I would get involved with companiesand after a little while, maybe six
months to a year, the board wouldseem to think that I was absent.
You know, I other people arethere kinda like grinding it out.
I'm like, there's nothing in our contractthat says I'm there to be grinding it out.
I mean, that was, that was crystal clear.
It says quite the opposite that I'm,I show up for the Christmas party.
That's about it.
I can, I can, I mean, I'm more thanhappy to help and participate, but
(27:30):
one of those, I remember there wasone of the leads in that company that.
Was just, they were spending time doingthe work of the business, you know,
and as a software development company.
And they were developing code, theywere writing code, they were trying
to deal with customers, they woulddeal with customer service problems,
they would deal with delivery.
And it was installing, um,essentially it was some systems
(27:53):
and then an executive assistant.
So worked on the mindset becausethere was this thought that.
I can't really do it.
We need somebody to come in and managesales or manage this or manage that.
And what it really was is just yougotta learn how to let go a little bit.
We gotta work on that because if you canget out of X, Y, or Z and save yourself
a little time on each one of thosecategories, that gives you more time.
(28:17):
That time you can now put into documentingsome of the processes that you work on.
Yeah.
And so we took that company from.
Um, by making that transition and helpingthat founder shift his mindset, he brought
in an executive assistant after somedocumenting, and that assistant now runs,
I mean, most of his life, to be honest.
(28:38):
Yeah.
That company went from $400,000,kind of just stuck for a couple
of years at about the same levelto the next year, $1.5 million.
Um, he has started a separate business, asecond business now, because now he has.
Like the tool belts, you know, heknows how to go out there and do
that, and his assistant can run onthe inbox and the calendar and the
commitments and the interviews.
(28:58):
And this guy who's a softwaredeveloper that was kind of shy and
felt like, you know, he couldn't geton sales calls, realized he just needs
somebody to book the call and show up.
And if it's on his calendar, hedidn't show up and talk about
all the details, you know?
Yeah.
And so those, and there's achiropractor that I worked with.
It was kind of the sameway there when you.
(29:19):
I, I tell, I sometimes talk about it ina, to me this sounds like a good visual.
It's like there's a, there'speople that make cookies.
And they start a business becausetheir cookies are so good, right?
Yeah.
If somebody makes a really goodcookie, my sister-in-law is
actually one of those people.
She makes cookies and she would take 'emto neighbors and after a while, like all
these neighbors told their neighbors,and pretty soon people wanna buy them.
(29:42):
And then some of the littlelocal shops wanna put them in
their store on the counter.
So she's like, wow, this, thiscould actually turn into a business.
Yeah.
It doesn't take long before.
At first, she's thinking about flour andsugar and shortening and you know, all
that kind of stuff that's in the kitchen.
Then she has to start thinking abouthelp space time, you know, like
these other problems that are notkitchen based and kitchen oriented.
(30:06):
So yeah, that transitionis where you really start.
You need to get leverage and so.
I think back to your question, kindof the key issue that that has been
transformative for me and that kindof unlocks a new level for almost
everybody that I work with is, what'sthe one thing that you could do today?
(30:28):
Yeah.
Would move the needle the most to, foryou to create the life, that vision
that you have, the place you want to go.
If you don't have one, we gottawork on it, like you said, but if
you have it, what's the one thingthat you could do and rarely do they
say, get my books up to date, or.
Work on this spreadsheet or, uh,think about how to train or do a
(30:51):
company training on this HR policythat we're going to roll out.
You know, it's usually making sales,developing the product, delivering
the product, serving the customer.
So if that's where your impact ishighest, then you have to start looking
at ways to get that other stuff.
Off of your plate, it doesn'tmean you can ignore it.
Yeah.
And that's sometimes what people do.
(31:12):
They're like, okay, I'm gonna focuson this thing that's so important.
And they just forget and, and abandonthe things that they didn't want to do.
That's called head in the Sand.
That's not a strategy,that's a bad technique.
So if you can focus on what isthe one thing that I need to do?
And then start to work on developingthe systems and the, and that's
(31:33):
a system is anything that savesyourself time, energy, and money.
S-Y-S-T-E-M, right?
That's, yeah.
It doesn't have to becomplicated, but people think.
Ah, more of the visionary.
I'm more of this, and that's, that'swhat I wanna convey to people.
Well, and uh, again, goingback to the systems, and I
just thought about this, right?
So we, we are literally creating thefinancial nervous system diagnostic tool.
(31:58):
Mm-hmm.
Which is a financial system andunderstanding how our money plays into us.
And a lot of times, um, even probably in,in addiction, we go against our system.
We know what we wanna do,but we do the wrong thing.
Do do something else becausesomething else overrides it.
Right.
Yeah.
And you're like, oh, I overridmy system even though I said
(32:19):
this until it becomes a habit.
Yeah.
Right.
Yeah.
And, and I just trust in my gut,and so understanding our financial
systems and all these other.
Other systems and, and again,we've been building this and
thinking about this a lot.
'cause people are like, I'mafraid about life insurance.
I'm afraid about profit or whatever.
(32:40):
Yeah.
But, but our financial core systemis important because if you have
money and you have good systems.
You can then deploy it in the right place.
Right?
For sure.
And, and hire maybe A-C-C-F-O or otherpeople that can help you, uh, grow.
Um, but a lot of times we're just saying,well, I just, I, this is how I make money.
(33:03):
This is how I do it.
And we, we push throughhard, hard charging.
I, I'm speaking to myself, right?
And, and we're saying, alright, well.
Uh, how do we do this?
And this is the power that I'm,I'm curious about this for you,
is we're now in a, a totallydifferent world with this AI stuff.
Mm-hmm.
Systems can be built in a second.
(33:25):
Yes.
It's awesome.
Why are people against systems sometimes?
Like, why do they just want tokeep going down the other way?
Uh, because they've skipped themindset part of the flywheel.
Like they, you've gotta, you'vegotta put the mindset part.
Into it because without that, you know,you've got limiting beliefs and sometimes
(33:45):
people don't really know what that means.
Like a limiting belief is anythingthat happens between your ears
that prevents you or changes theaction that you're gonna take.
Yeah.
That is, that's the definitionof a limiting belief.
So if there's things that arekeeping you from taking action, you
just gotta inspect what that is.
You know, I heard my son talkingabout something the other day.
I, I was talking about a tryoutfor a sports team and I asked,
(34:07):
oh, is your friend blank, blank.
Gonna try out.
So, no, he knows he is not gonna make it.
I'm like, did you talk to himabout that limiting belief?
And because that's, so there's, thoseare all around entrepreneurs when
it comes to bookkeeping, finances,life insurance, other plans.
And again, it's this visual that we have.
(34:28):
It's the thought that we have.
We've gotta understand andbe expert at all of it.
Because again, think of the mindsetof the The electrician, right?
Or the cookie baker.
Yeah.
They started in business because they'redamn good at that thing that they do.
You bring in life insurance and it'slike they don't know anything about it.
So not only.
You bringing up thiswhole series of issues.
(34:50):
Mm-hmm.
And fears and complexities.
They also have this fear that maybethey're gonna get taken advantage of too.
Yeah.
'cause they don't knowwhat they're talking about.
Yeah.
And that when I coach people, that'swhy we work on the mindset first.
We just think, get into that andsay, what is holding you back?
What's limiting you here?
How can we begin to break that downa little and usually with little,
(35:12):
little bit of awareness aroundthe, the mindset and then assist.
That's why my first rotation,this iteration around the
flywheel is pretty quick.
It's like, let's break down something.
Let's see what's going on.
Let's put a system in place.
If it's numbers, let'slike, let's talk about it.
Let's see what's kind of scaring you.
Put a meeting with your CPA everyquarter, and then let's work on what
we can delegate from that process.
(35:32):
So I, I help them set up a GoogleDoc that attaches to the calendar
appointment that is with the CPA.
And then as they think of shit as theygo throughout the next quarter, it's
like, oh, I'm gonna ask my calendar.
Oh yeah, I got a meetingwith them in like six weeks.
I'm just gonna go open thecalendar and put it right there.
Now they have some systems,they have a process.
It's not that complicated.
But it makes them feel likeI can handle that well.
(35:54):
Exactly.
Exactly.
You know, if I were trying to go wirea house to put electricity into it, I,
I mean, we're all in trouble, you know?
I don't even know where to begin.
Yeah.
So I'm not gonna just say,I'll just put candles in.
No.
I'm gonna find somebody who knowshow to deal with the electricity.
And do what they tell me to do, andI'm gonna do my best and I'm gonna
(36:14):
understand what I need to understand.
And if I'm afraid of being taken advantageof, I'm gonna get three or four or five
bids and compare 'em against one another.
I'm gonna check their reputation.
You know, there's thingsyou can do head in the.
Is the worst.
And I think a lot of people that headin the sand and that's why we're in our
retirement crisis and all kinds of stuff.
Yep.
So, um, and I am not creatingpeople in my son when he says this.
(36:37):
I'm like, yeah, you're Neely.
Um, we are not doing this.
Um, and this is what you are about.
This is what we do.
Hard things.
Uh, this is, this is our family dynamics.
And so.
He's only seven, so, okay.
Yeah.
Good.
You got him good.
You got him good.
Um, but, but he, he definitelysometimes, so this is your website?
(37:00):
Yeah.
Uh, I wanted to makesure that people know.
How do they find you?
Like where do we go here?
Yeah.
Uh, thanks for bringing that up.
That is our website.
Um, you can check that out.
It's propel your.com.
The best way to get ahold of meis probably through Instagram or
TikTok or LinkedIn or one of thesocials in my, uh, the, the handle.
Our username is the same across all ofthem, and it's at, it's Justin Lund and.
(37:24):
I'll say if there's any, you know, any ofthese, anybody listening out there that
is an entrepreneur that has any blockson these topics, you know, um, whether
it's hiring people, whether it's, uh,finding a CPA, because you don't even
have one to call four times a year.
Like I have a playbook.
I'm probably, I dunno, hundreds,maybe a thousand playbooks that.
(37:47):
Oh, I've developed over the last 20 yearsand that I've developed for the clients
that we coach and that whole library.
I won't dump the whole libraryon somebody, but if there's
something that you're strugglingwith, all I ask for is a follow.
Just I'm trying to build our following.
Follow us on Instagram, tell uswhat you're struggling with and
I'll share that playbook with you.
No email, no sign up, no nothing.
(38:08):
Just just come and say hi andwe will send what you need.
So.
Cool.
Well, thanks again for being here.
I, I know that, uh, our listeners, uh,a lot of 'em are business owners, uh,
entrepreneurs, uh, and they a lot oftimes are having those limiting beliefs
and they're, they're stopping themselves.
(38:29):
Yeah.
And so, uh, it's always challenging'cause I'm like, dude, I do this.
And they're like, yeah, I just need sales.
I'm like.
You know, you need a system.
Yeah.
Um, and, and it's usually that easy.
Um, and I appreciate somebody who'sa system thinker, and I appreciate
your open and honesty towards, uh,what you went through to get to here.
Mm-hmm.
And the amount of playbooks.
I'm like, my, my wife createsthem like all the time.
(38:51):
I'm like, I don't need another playbook.
I need, uh, but, but, um.
That's just me and my wife.
But sometimes it unlocks, you'reright, you can, you can get over, like
you can get carried away for sure.
Um, but if there's something thatyou're struggling with or mm-hmm.
You're, if you need employeesand that just drains you because
you're focused on wiring houses.
You know, I had an electrician just DM methe other day and he's, he needs to bring
(39:14):
20 people in over the next six months.
I'm like, man, how, howgood are you at hiring?
He is like, not good at all.
And I gave him a playbook and then wentback to him a week ago and he is like,
that thing, I spent an hour, we've got.
Interviews lined up all next week.
Like it just works, you know?
And so by, by following, I've spent inthe last 15 years, probably around $5
(39:38):
million for coaching, consulting, and.
Money you can get back,but time you cannot.
So if there is a way, you know, and thatplaybook was developed from the same
example that I was talking to you aboutin the software development company.
That was another one of thosechallenges that the, the board thought
that maybe I should get involvedin hiring could be something I did.
(39:59):
So I hired a, a software developer, which.
I dunno anything aboutsoftware development.
So I'm like, you wantme to hire a programmer?
What am I ha, I don't even know howthe first time I did it, it took
me about 50 hours to get one guy.
That guy wasn't there four weeks later.
And I was like, what the.
I waste of my time.
What a waste.
So then it came up again,another about a quarter later,
(40:22):
like, Hey, we need another guy.
And I'm like, I'm not doing that again.
So I created a playbook tooptimize and to automate all
the functions of that process.
That sucked.
I deployed that playbook in about 30minutes and then I went downstairs and
I had dinner with my wife and kids.
After dinner, I checked my phone.
And I can see that therewere 16 interviews scheduled.
(40:43):
The time in between me coming downstairsto have dinner and checking my phone.
And that was, so there, there's justthings like if there's somebody that's
experienced the problem before thatyou're facing and you can have, if you
can follow in those footsteps, like youmay find a better way than them even,
but at least start where they left off.
Yeah.
Right.
And this whole area of trial and errorthat you're kind of fumbling through now.
(41:07):
So that you can get alittle faster result.
Yeah.
And I had, I was in a room where AndyElliot, he's kind of a, he's, he's a
fun animated guy to listen to sometimes.
Yeah, he's a little bit crazy.
Um, but he said, alwayswrite the check for speed.
And I, I totally agree with that concept.
I don't agree with everything he says.
But with that, I do for sure, because.
If you can get a result faster andyou know how to go out into the
(41:28):
marketplace and bring a return.
Mm-hmm.
How to make those sales thatyou were talking about, Brandon.
Yeah.
Then other things you can payfor and get that speed quickly.
Now your time can be turned aroundand deployed back into the marketplace
to bring in more revenue and so.
That's the one I, I again,Justin, I love this and, uh, we
(41:48):
could talk all day long on this.
Uh, we love systems.
We, we've taken our coffee shopwhen we had the coffee shop and Yep.
And used the same playbook and just a.
Changed it a little bit forlife insurance of course.
Mm-hmm.
And what we do in, in this world.
But, but hiring was very similar.
Uh, whether it's a barista or an Yeah.
An assistant.
(42:09):
Yep.
And, and they're like, oh,that's people dynamics.
Uh, and so understanding andbuilding those systems and, um,
as you guys are listening, makesure you reach out to Justin.
Like, I mean, again.
He has some of these playbooks,uh, get, get one of them.
Um, and don't, you don't haveto repeat the same problems.
Yeah, for sure.
(42:29):
Or, or create.
You don't have to start from scratch.
Not everything has to start from scratch.
I know we're entrepreneurs and welove to start everything from scratch.
You don't have to.
Um, yep, for sure.
But learn from each other and,and, uh, as we're going, um,
thanks Justin for being here.
Uh, yeah, my pleasure.
Thanks for having me being,being a part of this and how
(42:51):
you encourage business owners.
'cause we need more business ownersto thrive, not just barely survive.
Yeah, for sure.
Uh, we need to make it so, um, yeah.
Any closing thoughts?
No, thanks for having me.
I appreciate it.
It's been fun and I look forwardto more collaboration with you
and, and helping people to put somepop profit in their pocket first.
Oh, for sure.
Good concept.
(43:12):
Awesome.
Thanks.
Thanks Justin.
Appreciate it.
Thanks.
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