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November 28, 2024 34 mins
In this episode of From Crisis to Justice, Parag Amin sits down with Paul and Letitia Montelongo, seasoned investors, business owners, and the dynamic duo behind Montelongo Capital. With over $150 million in revenue and a mission to help entrepreneurial couples harmonize personal and professional lives, Paul and Letitia share valuable insights for navigating the complexities of business and relationships.
 
Together, they explore strategies for success in entrepreneurship, real estate investing, and building powerful partnerships. Whether you’re scaling your business or seeking balance between work and personal life, this episode provides actionable advice to help you thrive.
 
Key topics include:
1. Longevity in Entrepreneurship: Staying adaptable and finding opportunities in your core skillset.
2. Choosing the Right Partners: Why aligning values and skillsets is critical for success.
3. Blending Business and Life: How couples can navigate conflicts and achieve harmony in work and relationships.
4. Scaling with Strategy: The value of diversification and keeping pace with new technologies.
 
Learn more about Paul and Letitia’s work and retreats at https://www.montelongocapital.com/.
 
Learn more about Parag's business law firm: https://www.lawpla.com/
Discover more about Parag: https://www.paraglamin.com/
 
 
 
Join Our Newsletter for Business Law Insights and Updates: https://tinyurl.com/LawPLAsignup
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Transcript

Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hi, I'm Parag Amin.
Welcome to my podcast.
From Crisis to Justice.
As a lawyer and entrepreneur, I'mpassionate about helping small business
owners successfully navigate situationsthat can kill a business.
As a kid, I watched my dad's dreamsof being an entrepreneur were destroyed
by an unethical businessman, and I don'twant that to happen to you or your family.

(00:22):
That's why I started my law firm.
I want to protect and defend businessowners and their legacies from crisis.
Welcome to From Crisis to Justice.
Welcome back, everyone.
To the From Crisis to Justice podcast.
I'm your host, Parag Amin.

(00:43):
And today,I'm joined by two very special guests.
Paul and Leticia, not too long ago,Paul and Latisha are seasoned
investors, business owners and real estateinvestors.
Together, they built, owned and operatedmultiple successful ventures,
generating over $150 million in revenue

(01:03):
and have employed over a thousand people.
Recently, they've expanded their focus
to include their includetheir new brand high velocity couples.
And the mission there is to redefinehow entrepreneurial couples
integrate their personaland professional lives.
They help guide entrepreneurial couplesthat achieve greatness and transformation

(01:26):
by fostering a harmoniousand high performing partnership at home
and in business.
Thank youboth so much for joining us today.
Glad to be here. Thank you.
Good to be here with you.
Very excited to be on your show.
Yeah.
And listen,I appreciate you taking the time.
I know you guys are running inbetween a couple of meetings and so

(01:47):
appreciate you taking the timeto be with us here today.
You bet. Yeah.
Most of our appointmentsare done in the car,
so we thought we'd just show youwhere we're at most of the time
and listen to all of us. There you go.
Investments like the Lincoln lawyer,but like the Lincoln investors, you know?
Yeah.
Now, we've closeda lot of deals on the road, though.

(02:09):
Got to keep moving. So, you know, tell me.
Tell us a little bit about whatyou two think are some of the keys
to being a successful entrepreneur.
I think at this point in my life, the
the standard is longevity.

(02:31):
And it's it's years and years of being in
in the game yearsand years of being an entrepreneur
and moving from one venture to the nextand moving
from one opportunity to the next,and always seeking opportunities
and being
fluid, not getting outside of your,you know,

(02:53):
your skill sets unless you want to developsome new skill sets.
But staying in your skill set,staying in your path that way,
but always looking for opportunitieswithin that path.
And I think after a while, you know,you pick up traction, you pick up
experience, you gained a reputation,you have a degree of wisdom.
And so at this point in our lives,that seems to be

(03:16):
the real secret sauce to being
to doing what we do as entrepreneurs.
Yeah,
I would agree.
And I think lots of consistency, right?
Just being consistent every dayand what you're doing and never giving up
then, regardless of how hard it isbecause there's so many bumps in the road
on everyone's journey, right?
So just really being consistentand being very much able to come back

(03:40):
from any of those bumps in the roadto staying on your back.
That's what's worked for us.
Okay, good.
So so let me ask you this with Paul.
One of your quotes is
leaving the comfort of your pastfeels the excitement of your future.
So how does somebody know when it's timeto leave the comfort of the past
and make make roomor make a change for something?

(04:02):
Now, if you don't feel challenged,if you don't feel excited,
if you feel lazy, if you're distracted,if you're,
you know, it feels likeyou're not getting things done
the way that you've been usedto getting them
done, all of those are symptomsthat it's time for you to expand.
And the nice thing about it is if you have

(04:23):
a mentality of expansion,you don't feel those things too often.
In fact, you feel the other thing,which is the discomfort of the growth
and the discomfort of the expansion.
So if you're in a place ofand I don't mean pain painful,
but I mean, like it's just something'sdying at you that you've got to remedy.

(04:43):
And that's a sign to me,that's a symptom that it's time to grow.
It's time to move into somethingnew and expand,
even if you're doing the exact same thingthat you've been doing for years.
But there's a little different way to doit, or there's a new technology or new
do network or some some little nuancethat's different.

(05:04):
That is a sign to expand, to grow.
Yeah.
And if you have businesses todaythat the changes and all of the tools out
there, you better be looking for areasto change right?
Because everyone else is out theredoing the same business you're doing
that they're going to move ahead of youif you don't start looking at everything
that is available to youand the new technology that is

(05:25):
that is growing every every day.
So we even see that in our business. Now,
if yeah, I agree.
If you tell somebodythat you can do that in your sleep,
whatever it is, your skill set,I can do that in my sleep.
It's probably time to grow.
Mm Yeah. And expand.
And so there's got to.

(05:46):
So in terms of the game,there's a couple different ways to do it.
One, you could play the same gamein a bigger way
or you could completely change the game.
So do you suggest that entrepreneurslook at the future of the current game
they're playing to see what that future isand if they're excited about it?
Or do you suggest they look at itdifferently, and if so, how?

(06:07):
I would say if you are.
So we're we're commercial real estateinvestors, right?
So we invest in multifamily propertiesand we've just started looking at storage
and we're building a 500 unit storagein San Antonio.
We just are like a yearand a half into it.
We've bought the property,we're doing all of the engineering.
We just received our permit,so we should have a shovel in the ground

(06:29):
in the summer.
That's something that we decideda couple of years ago.
Multifamily is a great wayto a great place to put your money,
but it has its ups and downsright in the marketplace.
So we thought, let's be safe and diversifyour portfolio.
Well, since then, we've learnedso much more from going to conferences
and just meeting and lookingand seeing what other people are doing

(06:50):
that we are continuing to change ourour mindset around
what we should be putting our money in.
We will always spend it in real estate,but we also in looking at other things,
oil and gas investing, and we're lookingat buying different businesses. Now.
A lot of that is due to the factthat there's so many baby boomers
that will be retiringselling their businesses,
and there are huge opportunitiesto go in and buy these businesses

(07:13):
at a significant reductionand really put technology in there
so that you can maximizeyour returns on them.
So we're always looking for the nextbig thing, but always keeping real estate
is our core piece so that we can continueto receive cash flow on that
and seeing what else is out there.
We see you as entrepreneurs,as entrepreneurs, where

(07:38):
real estate is our
vehicle, but we are actually when we buyan apartment complex
or a storage complex,we are actually buying someone's business.
So we're buying another businessand we're renovating that business
to fit our styleand our methodology of doing business. So
being an entrepreneur is an identity.

(08:00):
You know,it is a title, but it's also an identity.
And if you consider yourself a real true
entrepreneur, then you're always in searchfor the business.
The thing, the thing that is that you cangrow, you can put your imprint
on the thing that can help a communityor employ people,
something that you can create valuewith or out of.

(08:23):
That's being an entrepreneur.
Yeah, And part of that,a big part of entrepreneurship
is building the right teams and havingthe right people around you, especially
in terms of guidance for for areasyou might not have dealt with before.
So for example,just adding a little bit deeper
into the storage projectthat you two or working

(08:44):
on, is this the first storage buildingyou two have built?
It is, yeah.
And so what we've done withthat is that we have put a person
on our general partnership teamthat has existing self storage.
So we're looking at someonewho's already done this before.
It's will be a great benefitto their portfolio,
but it's also going to help uson the experience side.

(09:05):
So as we start this project
and get through it,
if we do have any bumps in the road, it'snot like we're starting out
by ourselves, right?
We have somebody on the team that cantroubleshoot anything with us on that.
So and that's what we kind of look at.
We look at people that we can grow with,
and wealso look at people who have really great
skill setsthat we can leverage along the way.

(09:26):
Yeah, And to that point,
the right people can makeor break your business.
And so what guidance do you have forentrepreneurs to our listeners
about how to surround yourselfwith the right people?
I would say yeah.
I would say how we did is we first makesure that they have the same core values

(09:48):
that we have. It's just people, right?
We want them to be hardworking, loving,easy going.
We want them to work really hard,but we really want them to have like
the things that you would just thinkpeople would normally have.
But people don't always look for this,
and other people want them to be honestand trustworthy and have great family
values and are very much like we areand kind of like to do the same things

(10:08):
we do because we work a lot,but we also play a lot.
So we like to blend those two together.
So we really like people
that just kind of want to do stuffthat this go on vacations,
you know, kind of have a work life balanceif you're working all the time.
It's great to be aroundpeople that have similar interests.
So we look for those things.
Yeah, look, we're going to be aroundthese people for a long time,

(10:29):
so we've got to like themand they've got to like us.
Or at least we think they like us.
Yeah, it's funny.
So we made like a very conscious decisiontwo years ago.
You only have to go through this one timeand the people that are not like you
for you to decide like,
Yeah, if I'm ever doing this again,I'm going to pick people that I like
and that are fun to be around because,you know, work should be really fun.

(10:52):
So yeah, thatwe did make a conscious decision
two years agothat if we don't like somebody,
we don't carehow much money we could make with them.
We're not going to go into businesswith them.
Yeah, and the other thing is to to addto that from a technical perspective
is what skill sets that they havethat that can complement our skill sets.
We don't know everything.
She mentioned the,
you know, the partner that we havethat is helping us with the storage.

(11:14):
You know,there's a man who has inside information
about the particular asset classthat we're moving into.
Great. So
that to me, that's being an entrepreneur.
There have been many, many successful,
very successful entrepreneurswho who've written about it.
And, you know, they've been interviewedand their main thing is hire people
that are smarter than you, hire peoplethat know something different than you.

(11:36):
And that's very, really true.
And that helps you move the ball down
the field that much quicker.
Yeah.
And, you know, part of it isthere's also the distinction between
bringing on a partner.
Somebody's got equity in the companyversus
hiring somebody, hiring for the talent.

(11:58):
What are your thoughts on how you knowthat you should partner with somebody
versussimply hiring help in hiring the talent
while the hiring piece comes in?
When you have systems and processes,methodologies that need to be implemented,
the partnering,the equity, the skin in the game comes in
with someone who's goingto hold themselves equally as responsible

(12:21):
or proportionately as responsibleas you are in the transaction.
So something goes wrong.
So we see alluded to it a minute ago.
We've had a couple of partners here andthere that really weren't all in with us.
And when it came time, you know,when when the house was on fire,
so to speak, you know, they weren't there.

(12:43):
We were standing alone in whatever stormit was that we were
experiencing at the time.
So they were in the foxholewith us. Right.
So the difference between the two is
your your partners have
emotional skin in the gameas well as financial skin in the game.

(13:03):
And they bear the same responsibilityas we do for the projects that we do.
Those are the people that we really like.
It's it's like there'sno there's no competition within.
It's like we're moving forwardto handle this situation.
Whatever the situation is.
Yeah.

(13:23):
And, you know, I'd like to openthat box a little bit about
the, the decision that you made
a couple of years agoabout working with people that
you believethat you would enjoy being around.
And was that was that decisionbased on something, a partnership or
a business deal that that had gone southand then it was a hard learned lesson?

(13:46):
Well, it was based on a
a partnership that when a certain event
got really, really tough,they weren't there.
And they like they literally didn'teven show up.
No meetings or even on the conferencecalls on a conference call,
like what happened.
You know, we begged and pleaded.

(14:06):
And I remember being,
you know, at a certain placeand just imploring
this individual, you've got toyou know, you've got to pull your weight.
And so that that choice,by the way, is on me.
And so I made that decision.
So, you know, that's my learning curve.
And so we're

(14:27):
and this is not you know,I've been in business a very long time
and I've had the majority of the partnersand collaborations
that I've had have been great, like by farthe majority, you know,
But there's an occasional oneor two here and there.
And if I look at what's
what's common, you know,I am the common denominator.

(14:49):
And so there was something thatthat I didn't want to face or something
that I didn't want to look at at the timethat made me choose this individual.
And so, you know, I paid the price.
And that's I don'tI don't mind saying that
because, you know,that helps me refine the next decision.

(15:10):
Yeah. And thoseand that's the great thing about it.
So when you look atwhen you look at a situation
like that, you're like,how did we get into this?
Okay, we wanted to do a deal.
This is the person we were doingthe deal with.
If we would have thought about it right,
instead of just we want this dealso bad, right?
We now are like,we don't really care about the deals.
That's not the most important thing to us.

(15:30):
The most important thing is
that we are very happyand that we have great deals,
that we're doing themwith people that we like.
And that has been a huge game changerfor us.
We're just happier, right?
Yeah, absolutely. Yeah.
That's a thingwe don't have to worry about.
Yeah.
So, you know, who caresif you work 60 hours a week?
It's the people that you like, right?

(15:51):
And the more successthat you have with that, then
the more you want to continue to grow.
Because everybody'shaving a great time, right?
And and that's kind ofhow our retreat has come to be, too.
We're having a retreat in November,and we had our first one last year
and it started being like,we're doing these great things.
We're doing a lot of educationon what we're doing

(16:12):
and people are startingto become aligned with us.
And because we say things like we want towork with people that are similar to us,
we value people who are trustworthyand honest and hard workers.
Then what do you know?The next thing you turn around in?
There's a whole bunch of people like thatdon't want to work with you
because they want to workwith people like us too.
And so we've created this whole ecosystemof really go getter people

(16:35):
that want to succeed,that want to work really hard.
It kind of put family first.
And so that has kind of evolvedinto our retreats that we're having.
So it's it's been great.
Yeah, I love that.
Yeah.
As I saythat your vibe attracts your tribe.
And so I'm glad I'm glad that thingsare working out with with better partners,

(16:57):
if I can, with, with miningsome of the lessons you could have
maybe seen ahead of time with a partnerthat didn't work out.
I don't like to ask the question, Well,
what would you have done thenif you knew then what you know now?
Because I think it's an unfair questionbecause you didn't know then what

(17:17):
you know now.
There's maybe the opportunity of youcould have maybe learned
what you know Now that and into thatthat's a different question,
which is what could I have done thento learn what I know now?
But are there
are there
were there any red flags
or maybe yellow flags or signsthat you think that you could
or should have spotted at that pointthat would have indicated to you

(17:39):
at a very early stagebefore you got into this business
deal with this person, that maybethis person isn't the right fit for me.
Maybe this person won't show upin times of need or when things get hard.
You know, I think just vocalizinglike this is what we're going to do.
Because before like if you'reif you're doing a deal
and you meet people on different callsand they're invited to different events,

(18:00):
you usually just say,
Yeah, I didn't get a good vibe from him,but if you do, you're just like, Yeah,
that guy wasn't all that great,but then he has this to offer.
But if you, if you've had it, thenyou've like now I'm setting the attention
that I'm never going to do this againunless I'm 100% good with this person.
You've already createdlike a rule for your company, right?

(18:21):
Whereas before it'sjust like each one in retrospect,
you said, Oh man, I should'velistened to my gut on that one.
Right.
But if you make itpart of your business plan
and part of how you dobusiness is I don't do that.
And you is the minutethat you have that conversation with me.
Yeah, I'm not doing that because we'vewritten this down in our business plan
that we're not doing businesswith people like that.

(18:43):
So I think it's just the awarenessmore than anything else.
I've said this on other podcastsand that is,
if you will,just listen to what people say.
They will tell you everythingyou need to know about them.
So rather than me trying to think abouthow I'm going to respond to rebut
what you're saying or jump in on youor offer my opinion, if I just listen

(19:06):
and listen with intuition and intention,
you'll let me know everythingthat I need to know about you.
Nine times out of ten, 99 timesout of 100, I'll get I'll get it right.
And then you respond to your
then you respond to your wisdomand you respond to your intuition
and it's funny, when I look back on, I'mthinking, now you've got me thinking like

(19:27):
maybe if three situations in my careerand I'm thinking,
I knew, I knew, I just ignored.
I knew.
And so I had a learning experience, right?
Yeah, 100%.
And part of it, I think, is many times
we do have that intuitive senseif something is off,

(19:50):
but then the logical brainwill try to justify it
and say, Well,this is a potentially great deal.
If everything works out, this could openup new opportunities for me.
It could be both.
It could take me and my businessto the next level if everything works out.
So you ignore that intuitionand you kind of roll the dice

(20:11):
despite the intuitionbased on some potential future payoff.
Right.
Here's the here's the interestinginteresting that develops,
and that is when you refindthat part of your intuition,
the part that makes you step awayfrom someone or something,
when you refine that, it actually sharpens
your intuition from the other waywhere you take quicker action.

(20:34):
Oh, that's a great opportunity.
Oh, that's a great individual.
Oh, that human is is is a good human.
Oh, that,you know that deal is a good deal.
So when you've sharpenedyour, your insights from negative,
you know, or from learning experiences,your insights for the positive things

(20:55):
are that much quicker, that much sharper,you can pull the trigger much quicker.
And as a business person,so much of what we do is about timing
and and taking advantage of opportunities
when they're set in front of you.
Yeah.And so as it relates to intuition and
trusting your gut, are you saying that

(21:17):
the more you trust yourselfand the decision you're making,
the faster your decisions becomeand the better your decisions become?
Are you saying something differently?
No. Absolutely. 100%.
100%. It's a muscle.
You know, the more you exercise,the stronger it gets.
And sometimes you just say nofaster, right?
Yeah. Yeah, that's true.
Yeah.
In our in
our opinion of that is like there's300 million people out here in the world.

(21:40):
There's plenty of people to do businesswith, right.
I mean in the States. Yeah.
So there's plenty of people.
So we are good, right.
And so let me ask you this becausebecause a big part of business. Yes.
Is intuition.
Obviously making the right decisionsfar more than the wrong decisions.
Balancing your downsidewith the potential upside.
But there's also a big component of

(22:03):
being able to see your blind spots.
So a good partner,
whether it's a romantic partneror a business partner, can help you spot
your your blind spots, but also reading,learning, that kind of thing.
So what are your thoughtson balancing your intuition with,
hey, maybe it's just a blind spotthat I haven't seen yet,
and I'm so confident that I'm rightthat I might be missing a blind spot.

(22:28):
Well, blind spots are a blind spot
for me.
Blind.
Sorry.
It's as honest as it gets.
Everybody's favorite thing. But.
Okay,so there's a blend here between confidence
and egotism.

(22:50):
So confidence is developed
with the with a lot of the mixtureof successes and failures.
So that'swhere your confidence is developed.
But yes, do you have to be in
in constant search of
of who you are,what motivates you, your values?

(23:11):
Yes, I believe so.
I mean, that's the age old question,
answering the age old question ofwhy are we here?
So we are here to do
or be whatever your definition is.
And so in defining that,you're always in, you know, evaluating,
did I treat that person correctly?
Was that situationthe best that it could have been?

(23:32):
Did I respond to itthe best that I could have?
Could I have changed something else?
Could we have done somethingtotally different
to achieve a totally different outcome?
The the evaluate.
Okay, back up one step.
If you own a flower shopover here on Broadway Street,

(23:53):
you're always evaluatinghow to sell more flowers.
So you're always in the evaluation phase.
Well,the same thing is with us as individuals.
We should alwaysbe in the evaluation stage.
I think of our personalityand our way, our way of being.
I love that.
And so as you two areworking together, you know,

(24:17):
being together
and that's somethingthat I think a lot of couples either
strive to do or others say, Look,that I could never make that work.
It would just be too challenging.
So what are your thoughts onshould all couples work together
and what are some of the signsthat they should or should?
I think that people should dowhat they want to do.

(24:38):
Yeah.
You know, when we very first started
working together, it wasn't super easy.
You know,we've only been married five years.
So when we first started, when we firstgot married, we didn't work at all.
I guess kind of taking it easy.
And then we decided to start workingand then it happened.
So we kind of got delayedin that whole process.
So we started working togetherand I think at first it was a little bumpy

(25:03):
only because we thought that we couldtransfer like our relationship
at home into like a business relationshipand it's not like that.
So we kind of went through some bumps,
but then we sat downand we figured out how to work together.
And I think the most important thingwas really kind of figuring out
whose roles, what we were each going to doin our business.
So we were constantlytrying to do the same thing because,

(25:26):
you know, I came from a background.
I worked in corporate Americafor a long time. I had a great job.
Paul owned all these businesses.
He was very successful.
So it was two very successfulpeople wanting to be the boss
in a business, right?
And so
we had to really sit down and write like,What are you going to do in this company?
What are you going to do?
And how can we complement each other?
And once we decided to get that frameworktogether, it's been fantastic.

(25:50):
And we have actually writtenwhat we call business vows
and our retreat in Novemberthat we're going to be having.
And that's that'swhy it's a couples retreat,
because we're really going to helpcouples and partners
sit down and write out their business vowsso they can have a really badass
business in marriage and family lifeby marrying those two together.
So they're very harmonious

(26:10):
and they reach their goalsin both of those parts of their lives. So
yeah, that's what we're doing.
I don't think being in businessas a couple is for everybody.
Yeah, I can do itand there's nothing wrong with that.
Not a thing in the world wrong with that.
But if it is for you,
then you can't really mail it in.

(26:33):
You have to go all inand you have to set up some parameters.
And like she said, our where we started
was, okay, what are you good at,What am I good at?
Where is your lane? What is my lane?
Let's do the bestwe can to stay in our lanes.
So the end goal of havinga better business, you know, more

(26:56):
real estate, those kinds of thingsget accomplished. Mhm.
And so this is a formal planning processthat you two have gone through, right.
Oh yeah.
Oh yeah, yeah, yeah, yeah.
And we've codified it and this is whatwe will be, we share with couples
and we will be sharing with couplesat the retreat as well.

(27:20):
And I think a big part of this,so a big part of my practice
as a lawyer is handlingpartnership disputes.
And I will say nine times out of ten, it'sthe failure to have those difficult
conversations,to formalize those conversations,
even if they had those difficultconversations,
which many times they haven't,but also then formalizing them,

(27:41):
having them in ain a written format, it's clear
that everybody is agreedupon and signed off on.
That creates a lot of the partnershipproblems and then partnership disputes.
And as far as couplesgo that work together,
that's a rarity that I've heard that
that they've they've really sat downand formalized a thought through it

(28:04):
and have something in writing about whattheir respective liens are,
how much, how much time have youhave you both spent on that,
and what other insights doyou have on that?
We are stillwe have spent a lot of time on it.
Yeah. How many more time than Paul? Once,
but he doesn't like it so much.
I love it because I'm on goalfor his goals and plan.

(28:25):
So the plans are What are we doing?How are we doing it?
I'm doing that.
I'm like, All right, pedal to the metal.
Let's go. Whoever,whoever wins, let's get it done.
Yeah, but what's funny?
Yeah, yeah, funnyis that we actually have a licensed
marriage and family therapist comeshere, couples coach coming to our retreat
because the number one problemthat people have is conflict.

(28:47):
And everybody is scared of conflict,right?
She's just written a book.
She's going to be coming to our retreatand talking about
how to have the best fight of your life,how you can take the things that are wrong
in your relationship, your partnership,and really take that conflict
and put it into something very beautifuland something that you can really grow in.

(29:07):
Right.
And like you said thisby most of your people
because they just didn'twant to do the conflict.
It was just like too uncomfortablefor them.
What we're going to teach peoplehow to get really comfortable
with conflict and see it as it really is,that is the path to go to
to get to what you want.
So we're super pumped about that.
Good.
Yeah, I might save a number ofrelationships, marriages and businesses.

(29:31):
Yeah, we think so. Yeah.
You know,if two people if two people come together
that are romantic.
Okay, so obviously we're in a romanticrelationship, we're husband and wife.
And if two people in that situationcome together,
they can really be a force.

(29:52):
They can be a powerful force in the worldand for good in their community
and their business and their industryin their chosen field, they can really be,
you know, some somesomeone that can make an impact.
And I think that that's one thingthat we've done is we've said, okay,
one of our big purposeshere is we want to make an impact.

(30:15):
And as long as as long as we keepthat at the forefront,
that's a thingthat we're always looking at,
then that right there helps us resolve
a lot of the conflictsthat could potentially happen.
It's like, okay,that doesn't fit into the bigger picture.
Let's keep the eye on the prize.
The bigger picture isand then that that right

(30:37):
immediately squashesany kind of argument that could surface.
But it's not like let's let's be frankhere.
It's not that we don't have tusslesright now last very long, you know.
Yeah, that's the other thing, you know,no time for all that.
They don't last very long.
But you know thatlike literally sometimes between
you know from the kitchento the living room, they're gone.

(30:59):
Okay. So
which, which is part of what?
We made a choice about A lot of companies,
a lot of people have a mission statement,a vision statement.
They have theiryou know, they have their goals set out.
But do they also have non-negotiables?
So like, what would we not stand forand what were we

(31:20):
One thing that we will not stand foris letting the air be thick
for a long time about,you know, stupid stuff.
So because at the end of the day,it's usually stupid stuff.
And so that's likea non-negotiable for us.
And so there are,you know, non-negotiables like we talked
a little bit about earlier,about working with the right people.

(31:42):
Okay.
So a non-negotiable for us in lifeand in business is
we're not going to work with peoplethat we don't like,
that we can't vacationwith, that we can't have our kids around
that wecan't, you know, have meals with that.
That's that's a non-negotiable for us.
As an example, yeah,we did some iOS training.

(32:04):
You know, it's so funny.
Everybody put on the stuffthat was most important and mine was like,
We're going to have funor we can have fun at work.
I'm not working here, sobut it was like a real things like,
how do we have fun at workevery day, right?
So I don't want to wait to go onvacation, have fun.
I want to have fun every day.
And Paul and I, when we met each other,we did a list of like what we wanted

(32:25):
and another person that we foundand what we love to do with ourselves.
And at the top of both of our listwas adventure.
So if I can't have adventure in my life,I don't want to do something with you.
Like if you're not the person
that can bring me adventure,then I'm not interested.
No, thank you.
So and we pretty much live that.
I think so, Yeah,

(32:47):
I like that.
The CEO, the Chief Adventure Officer. Yes.
Hey, let's go. All these enterprises.
I you. That's your role. You got it.
I do.
I do.
Yeah. That's your role.
So, politician,where can our listeners find you?
Where can they learnmore about your retreat or your retreats?

(33:07):
If they're looking for more informationa month along, go Capital Scout
So it might a long ago capital economyyou'll have our social media links,
you'll have our events tab,you'll have our mentoring tab,
you'll have our portfolio tab, waysto invest
with us, ways to do businesswith us, ways to follow us on socials
because we offer lots of educationfor free on social.

(33:31):
So everything is held at MonteLongo, capital dot com.
There's also ways to book
discovery calls with us and meetingsyou know with us
if if you've got a dealthat looks really juicy
and you want to talk to somebody about it.
So MONTEALEGRE,capitalism is the place to go.
Got it.
And maybe you want to spell thatfor the listeners just in the case that

(33:54):
somebody doesn't spellperfectly m0ntelongo
capital dot com.
And I have no doubtthe listeners would have gotten it
because they're excellent spellerswho listen to this podcast too.
But just in case a little whileto learn it too.
Yeah.

(34:14):
And to the listeners,thank you so much for joining us today.
If you haven't already, make sure you likeand subscribe so you can hear
when the next episode dropswith excellent guests,
knowledgeable guests like Paul Leticianot too long ago.
Thank you all so much for joining metoday.
PoliticianThank you both for joining me today
and giving ussome of your tips, tricks and

(34:36):
hacks
along this entrepreneurshipand relationship journey.
Good to be with you.Thank you so much. Have a great day.
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