How to Build a Business That Runs Without You - Aaron Young - Hustle & Flowchart: Mastering Business & Enjoying the Journey

Episode Transcript
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(00:00):
What's the real outcome that you'rebuilding towards in your business?
So my guest today is Aaron Young,and he says that most founders
never stop to answer that question.
What's the real outcome that you'rebuilding towards in your business?
And you know, if they don't answerthis question, it's why people
end up in this overworked andunderpaid cycle in their business.

(00:22):
I know I've been there before.
Can you relate?
So today Aaron is gonna break down how todesign a company that runs without you.
It creates freedom and itscales well beyond what your
own personal time and energy is.
And this works for people who are juststarting companies or if you have one
that has been established, he's gonnalay out exactly what the principles

(00:44):
are, how to do it, and back it up withtons of stories, including one where
he was actually forced, literallyforced to go away for 14 months and one
week, and he ended up making almost amillion dollars in take home revenue.
Without even being able to lift afinger and write an email that's
business related or phone calls.
So like, just think about that.

(01:05):
It's all possible.
Aaron's gonna break it down.
Enjoy it.
Let's dive in.
Aaron, how are you doing, my friend?
Thanks for joining me
Yeah, Joe, always, it's reallyfun to be here with you.
I'm looking forward to this conversation.
Yeah, yeah.
I mean, we've been chattingand we met recently at a local
event at a shout out Greg Reid.

(01:26):
Thank you Greg
yeah, he was, Greg was just on, yep.
Scott Duffy made it happen too.
So a couple people that werejust on this, uh, podcast, so
people are probably familiar with
Oh, good.
Yeah, well, I've known, um, Greg andScott, I met them both in, I think 2011.
So I've known them for some timeand I've had, uh, uh, numerous

(01:49):
interesting experiences and, andlots of referrals back and forth.
And, you know, it's fun to bearound movers and shakers, which
is why I'm glad to be with you.
that's right, man.
And, and thank you.
Yeah, I'm, I'm happy to be includedin that because that's in that
room that Greg put together,you know, his prosperity camp.
If anybody want to, uh, peek at it,uh, it's tough to get in though,
so I can't make any promises.

(02:11):
But yeah, talk about movers andshakers in that room and you know,
everybody just doing fascinatingthings and different aspects too.
Not all the same, but, but definitelylaser focused in on whatever
it is and, and there to help.
And, you know, you and I connectedthere, but also had a good hour
chat, I think it was last week,and I was just like, oh my gosh.

(02:31):
There's so many cool stories that youhave your mindset of, I mean, the whole
unshackled owner and this unshackledconcept that you champion is kind of like
the ethos of what I have on this podcast.
Just like, Hey, it's up to you if youwanna shackle yourself to your business.
Um, but if you don't want to and youstill want to thrive and scale something

(02:51):
awesome, then this is your man right here,
Yeah.
You know, a lot of people, the thingabout the, the book and there it is over
my shoulder, and hopefully you got acopy of it when we did the book signing.
I
I didn't, I missed your, the signing.
Yeah, we were on the
well, we'll make
it's all good.
I'll, I'll get
the, the, the point is, um.
I'm not, I didn't create that bookto say, you, if you want to be, um,

(03:17):
a real leader, if you wanna be a realsuccess, then you need to be unshackled.
And that was not the point.
The point was, if you are a trueentrepreneur, especially, right?
And you've got a million ideas andopportunities are always coming at you
and you're trying to figure out how doI figure out what to do with my time?

(03:40):
This, if you, if you can get one thinggoing well and, and, uh, and you know,
you've got, you've got predictablerevenue, you've got, uh, you've, if you
can build systems, if you can build ateam, um, that ha that are capable of
operating without you being there tolook over everybody's shoulders, right?

(04:04):
Mm-hmm.
If the team and the systemis built and the culture.
Exists that this is how we do things here.
Think about Disney, you know, for years,when they got to a critical moment,
they would say, what would Walt do?
Even though Walt was long dead, right?
Because the culture was a certain way.

(04:24):
So the idea of the book and the, andthe training course that came before
it, um, uh, this is the simplifiedversion of the training course.
Uh, because the training, thetraining course, uh, well, well,
I won't go into that right now.
The point is, I, I built it.
Say, if you want to be able to go onextended trips, if you want to have

(04:47):
something that's easily sellable, ifyou want to have something that you can
pass down, if you wanna have somethingthat can make you a lot of money without
taking a lot of time, then here'sa, here's my formula for doing it.
I'm not saying it's the formula.
I'm saying it's myformula that has worked.

(05:07):
Three dozen times on companiesin all different industries.
Um, this is possible.
So unshackled doesn't meanretired, but it can, unshackled
doesn't mean unemployed could,
If you wanna
just own and not work.
You could own stuff and not work there.
Or it could be, I only wanna do thisone little sliver of my business.

(05:31):
I don't want to have to beresponsible for everything.
I wanna stay where I'm great.
That's what the course is all about.
And, and thankfully, thousandsof people have let me know
that it was working for them.
And it's everybody from smallcompanies, 2, 3, 4 employees to big,
big companies, public, big, publiclytraded, uh, household name companies.

(05:54):
Um, and it's, uh, it's good.
And it just proves that once youlearn a formula, it, uh, I, I
always say about same rules apply.
You know, once you know a formula, itcan usually apply it all over the place.
So anyway, that's a long answer towhat's the deal with, uh, you know, or
what's unshackled what's the concept?

(06:15):
And the concept is you be in charge ofyou instead of the company owning you.
that's a big piece.
'cause that's where I feel like mostentrepreneurs get in that trap of, of you
are now owned by this machine you built,whatever it is, whatever flavor, size.
I mean, you mentioned Disney,and obviously most people
aren't running a Disney company.
But how does this relate to someonethat's like, I wouldn't say just

(06:37):
starting out, but maybe that too.
But you know, the, the smallerteams that Smaller companies,
well, first of all, I've been, um,chastised by a lot of my readers or
people that have taken the coursethat I, I always say this is really
for companies with employees.
And I've had solopreneurs take the classand go, why do you keep saying this?

(06:57):
This is really helping me.
Organize my one person business, so pleasequit saying it's not for individuals.
You know, solopreneurs.
Cool.
what I will tell you is as you grow,if you have two or three people, or 10
people, or 20 or 50 or a thousand, thethe, the more these tools are implemented

(07:20):
in these very dynamic in, in, um, thesecompanies that are, that have lots of
teams and so on, um, you can by, bygetting some boundaries around stuff
and getting a common language and acommon reporting and a common, um,
outcome amongst the, the dynamic and andlarge group, you see rapid improvement

(07:45):
Mm-hmm.
in those companies where for anindividual it's, it's harder to
change an individual's in nature.
Sure.
So you can teach them good principles.
You can show them a a, a, here's,here's a recipe to use, but if,
if it doesn't change their natureof how they want to do stuff, it's

(08:06):
harder also in a one person company'sdifficult to be accountable to anybody.
that's true.
That's very true.
Yeah.
it's just me, right?
So there's nobody looking at it.
It's only did it work or not work?
Did I make money, not make money?
Did I get my job doneor not get my job done?
So the way, but as it applies to bigor small companies, to answer your

(08:28):
question, um, so funny, I didn't knowwe were gonna end up talking about this,
but I'm, I, I love talking about it.
Um, when, when you have, okay.
The most important thing somebody canlearn that almost nobody does, almost
everybody ignores or is unaware of
Hmm
what I consider to be.

(08:50):
The single most important thingin starting or growing a company,
the, the one most importantthing is what's the outcome?
Like, what am I trying to get from this?
Why am I putting my money into this?
Why am I getting investor money?
Why am I putting all my time in?
Why am I taking on all this liability?

(09:10):
Why am I hiring people?
Why am I signing contracts?
Like, why am I doing this?
What is it I hope to get out of this deal?
What's the outcome I'm, I'm makingeffort toward and taking risk with?
Like, why, you know, how manypeople work their butts off and
they're not making any money?

(09:31):
Yeah, that's true.
They're, They're, just doing to yeah.
Or they're just putting all theirtime in 'cause well, I gotta make
payroll, gotta pay my employees.
Well, I've got, I've made allthese commitments to clients
and I'm gonna finish it.
Or I've spent and years developing this.
This, these books or this systemor this software, and I'm damn
well going to get it out there.

(09:53):
And nobody's buying it.
Nobody wants it.
Right?
Nobody wants it.
And people will beat theirhit against the wall.
We, at that same event you and I wereat, Brian, Tracy was there and he
gave an, um, a different example thanI've heard him give, but I heard him
many times over the years, say the oldTurkish proverb is, no matter how far

(10:15):
you go, down the wrong road, turn back.
Mm-hmm.
Still gonna be the wrong road.
Yeah.
And I look at people that are going,but I'm making such good time.
You know, but they're making no money.
There's zero money, but they'reworking their butts off.
And to what end?
They end up becoming a slave.
What?
They become shackled.
They become indentured to the business.

(10:38):
And, um, I was neverwilling to live that life.
how do you feel like, uh, because Ifeel like, uh, yeah, starting is, of
course, it's probably easier to figureout what the outcome is 'cause it's a
little fresher and with less momentum.
But let's talk to the people rightnow who are in the middle of this.
They're feeling a littleshackled to their business, to

(10:58):
exactly what you just described.
Like, how would you, howwould you lead them right now?
good question Mo and most people who endup, now I wanna be clear to your audience.
I'm not a consultant.
I'm a guy who's been buying companiesfor, um, 30 years, over 30 years.
Uh, I was starting companies beforethat and I had one big in a three year

(11:20):
period between 29 and 32 years old.
Had a, a big, uh, economic boost.
And about 32, 32 and a half Istarted buying businesses and I
owned Laughlin Associates 'causeI bought it, it was 29 years old.
Ferry Company.
Yeah, 29 years old when I bought it.
Right.

(11:41):
So it wasn't new.
And whenever, any, any day, any day, nomatter where you are in the continuum
of your business, you can say, okay,hold on, let's evaluate for a second.
What was Steve Jobs?
He, he said that, um, if he, if he threeor four days in a row, would look in

(12:04):
the mirror and think, I'm not lookingforward to what I'm gonna do today,
he would say, then I knew I was off track.
If I'm not enjoying this, if I'mnot having fun, if I'm not excited
about this, then something's wrong.
And most business owners I knowand that I come in contact with
are just kind of showing up again.

(12:25):
It's like they're, they're,they're not a business owner.
Oh, this is a good designation.
They're not a business owner.
They are self-employed.
Mm-hmm.
Right?
They have a job.
They're the boss, but if they don'tshow up and do the work, there's
no business, there's no money.
They don't get an income.
It's like the box I'm, I'm visualizingit's like, oh, are you employed self?

(12:49):
It's like, or do you wantto put something else there?
You know?
Is there
I mean, is your business yourjob, or is your business an
asset that makes money for you?
Right.
Are you the goose laying, laying thegolden eggs, or do you have a whole
flock of geese that lay golden eggs?
I have a flock of geese.
Yeah.
It's a
I'm not the one doing the work.

(13:10):
Right.
Other
than
doing things.
like, in the middle of it, it's, itsounds like it's a shift mentally, right?
So it's a mind, it's, it's a, you gottaobviously shift with the mind and, and
I guess your heart too, and connect theperson, you know, you as the leader.
But how, um, like are there parts ofthis, you know, because you mentioned,
you know, if there's predictable revenue,it's tough to turn off sometimes.

(13:33):
Or even if you feel like you'repretty shackled, I would imagine,
you know, you have systems.
I don't know if there'd beenough systems going on.
I'm just thinking where is, um, wouldyou start in one area of the business
well, you're gonna probably start inthe, in the area of the business where
there's the greatest lack, right?
So if you don't have systems, ifyou're good at selling, you're good

(13:54):
at transactions, but you're not goodat building systems that make that
start to, um, make it possible to domore transactions and service more
people, then if you're really good atsales, but you have no systems, then
you need to look at your systems.
If you're really good at systems.
You're really good at sales, butyou have no customers, then you

(14:15):
need to look at marketing, right?
If, if you have tons of clients comingat you and you've got systems, but you
can't afford to hire people to bearthe, the burden of the work, we're
doing that right now at Laughlin.
I went out, found a great, um, contactfor us, uh, set up a really good with

(14:37):
my team, a really good affiliationwith a really successful company, and
we find ourselves now buried in work.
We're scrambling.
I've got the president of the companydoing client intake calls, right?
it's, it's definitely buried then.
And so, and we're rapidly trying tohire, but because we're so buried,

(14:58):
because we all of a sudden went todouble the amount of work in, in one day.
It just turned on the faucet, right?
Yeah.
so now we're hiring and we'regoing, but who's gonna train?
Because everybody's onthe phone working, right?
So what you always want to do ismake, always want to do is make sure,

(15:20):
and this is gonna seem me a littlecounterintuitive to what I just said.
Hmm.
So take three steps back and letme tell you how you get ready to
deal with a windfall like that.
How you get ready to shift a littlebit where you're gonna go or identify
this new target or a specific target,and you're gonna start going toward it.
First thing I ask people, um,I have, I don't know, at least

(15:42):
a dozen companies that I own,somewhere between five and 20% of,
and those are things I didn't start.
They've come to me andsaid, will you help us?
And we'll give you equity inthe company for helping us and
we'll pay you for helping us.
Um, when I first look at, I would saya hundred percent of these companies.

(16:03):
The first thing I, I look at and I go,okay, you don't have any surplus money,
but I see that your, your, um, books show.
When I look at three years offinancials or 12 months of financials
or whatever they've got, I see thatyour, you're taking a significant share
or all of the profit of the company,
mm-hmm.

(16:23):
does that sound familiar to asmall entrepreneurial business?
Absolutely.
Oh, we just got some money andfinally I can pay myself back,
or I can get an nicer car.
I'm gonna give myself a raise,or I'm gonna take that $20,000
that's just sitting there andpay down some debt or whatever.
Right?
Okay.
That's cool.
That's fine.
But if you don't have anything leftover, if you're just cash flowing it

(16:47):
right, how do you hire somebody to be.
Um, kind of, uh, every bit as goodas you, but in a complimentary side.
So I'm great at sales, but you'regood at operations and I need you,
but I have no money to pay you.
So my first question to those owners isalways, are you ready to take a pay cut?

(17:09):
Mm-hmm.
Are you willing to take a pay cut?
You know what?
They always say no.
They always say no.
And they wonder why they're treadingwater because they can't grow because
they're, they're, they haven't leftany meat on the bone for somebody else.
Mm-hmm.
Mm-hmm.
And so you're gonna, what you end updoing is going into a death spiral

(17:31):
down because you pretty soon can'tfulfill the, the sales you've made,
you can't fulfill them as easily.
You're not doing a goodjob with customer service.
You're not renewing that customer ayear later or whenever their, their
engagement with you is over 'causeyou're so busy with other stuff.
You are.
Um.

(17:51):
You started out strong, but overthe time you got less and less
communicative because you were busydealing with other problems, right?
Or New, New, yeah, newnew clients coming in.
So you're forgetting about the old,
yeah.
You bite off more than you can chew andyou can't afford to get the help you
need, so you end up actually getting aworse reputation in the market instead

(18:13):
of being this glowing success story.
So the first thing is, if you, if you'retoday and you're going, okay, well I've
been treading water, or I haven't beengrowing the way I want to grow, and
something Aaron May have said, madethe hair go up on the back of my neck
a little bit, like, uh, that was me.
Then I would say the first thing youdo is say, what, what sacrifice are you

(18:35):
willing to make for a short time to leavesome money in the company to go, okay,
what is the next thing I need in orderto move up in, in the, you know, revenue?
Move up in profit, uh, move up inadding another affiliate or adding a
new, um, you know, demographic to whoI'm trying to attract, whatever it is.

(19:00):
What, what am I willing to do?
Am I willing to sell mynice car or turn it back in?
Or when the lease is up, I'm not gonnaget another one and I'll go get a
five or 6-year-old car or 10-year-oldcar that's still nice and, um, not
have a payment on it, have lowerinsurance, um, and, and leave an extra

(19:21):
thousand bucks a month in the company.
Am I able to not have this fancy office?
I had this beautiful office one time,beautiful, half of a floor of the
largest office building, 26th floor.
I had half and PrudentialSecurities had half, they had
all these people in cubicles.
I had like seven people andhalf of a freaking floor.

(19:45):
You could sit there and, and you know.
Put
across the,
game.
you can.
It was, and it was thestupidest ego thing I ever did.
'cause I always wanted to have myname on the big old door come up
way up in the tower and get off.
And there's the company, there's abeautiful reception and a beautiful

(20:06):
receptionist sitting by the desk.
And guess what?
I got all of it.
I got all of it.
My name on the door, this beautifulyoung woman, Kylie, I remember this.
She looked like a model.
Super cool girl, 20 years old orsomething, answering the phones,
greeting people when they came in.
Then they'd come in.
I had this giant office witha conference table in it and

(20:27):
the, you know, the whole wall.
Huge.
I mean, a big room, all windows lookingout at the mountains and the cityscape.
Well, it was, it was absolutelystupid that I did that.
Yeah.
What did it get you?
Nothing got me a big old bill, gotme a big fat lease bill every month.
And, um, about three years into it,I thought, what the hell am I doing?

(20:50):
I, I checked the box, I had my nameon the door, I had the whole setup
and we ended up, um, subletting thespace, getting out from under it.
And from then on I thought,I never need that again.
And look where I'm sitting, I'msitting in my beach house, you know,
in our little library here with
the pig and
Where you live, right?
Like it's not, yeah.
Yeah.
We've, this has been, we built thishouse here at the beach 24 years

(21:14):
ago and, um, and always had a, ahouse in town, well in the suburbs.
And then we'd come here and hangout for a month at a time or
a week at a time or whatever.
Matter of fact, the ideafor unshackled came here.
'cause we stayed forsix weeks, one summer.
And after a while people weregoing, how are you still there?
How can you still be there?

(21:34):
Well that's what I want to get at is like,
let's go for it.
I'm telling stories and maybeI'm not getting to your meat.
no, no, you're great.
Because I think this is, it'srelating to what people experience
and I think that's the big thing.
'cause you definitely have, you know,I want to talk about some of the,
you know, the bits of, of maybe theframeworks that count, but I want
to make sure that, uh, you also godeeper into how this proves out.

(21:56):
You know, you said theultimate proof of concept.
You have an interesting story there.
Beach.
Beach House is, six weeks is one thing,but how about 14 months and a week?
Oh yeah.
Well, if you wanna go, if you wanna gothere right now, I can definitely do it.
So let me just say this, Ihad had this long run of, of
pretty good successes, right?
And, and, um, we, we'd purchasedLaughlin, um, in August of 2001, we

(22:25):
had purchased the land that this housesits on, um, in 2001, got the permits.
I designed the house on a yellow pad,then gave it to an architect to do it,
but I said, here's the house we want.
Cool.
Cool,
Um, they built the house.
Now it's, it's December, 2002 andwe had a tradition for many, many,

(22:48):
many years of renting a house andcoming down on Christmas afternoon.
So later in the day on December25th and staying for as many days
as we could afford or justify.
You started out early in our marriage.
Two, two or three nights, andthen it kind of got to be like
at four or five or six nights.

(23:08):
And uh, so anyway, we were stayingtwo doors up and uh, I woke up on the
morning of the 26th and I came outside.
This was when I bought it and therewas the land, and we bought the land,
and now it's the next Christmas,
Mm-hmm.
First time staying in our beach house.

(23:29):
We just got the keys, it's done.
And I'm standing upstairs, lookingout at the ocean, December 27th, 2002.
And I get a call from thereceptionist at Prudential Securities
'cause my big office downtown.
And she says, Erin, call your office.

(23:49):
And I thought, well that'snever happened before.
I knew the lady, shewas a super nice lady.
Um, call your office.
So I said, okay.
I said, what's the matter?
She goes, just call.
So I call and instead of Kylie, thatyoung woman I just described a minute
ago, I get special agent in charge,somebody from the FBI answering the
phone and I said, what's going on?

(24:12):
And they said, we'reexercising a search warrant.
Um, I said, is it aboutme or my companies?
Nope.
It's about this customer of yoursthat you've been doing business with.
You.
We used to do business, we hadn'tfor two years at that point.
We'd stopped working withthem on the last day of 1999.
So now it's almost 2003.

(24:33):
So we've gone all of 2000,2001, 2002, not working.
So three years.
Um, and the reason I'd stoppedworking with him is 'cause I
had concerns about some of hisactivities that I was observing.
Um, I never saw anything illegal,but I saw stuff that was sneaky
and I thought, eh, maybe it'stime to just back off of this.

(24:54):
I still really liked him.
I admired him, but justthought we better back off.
And, um, still like himto this day actually.
So I haven't talked to him for years, butI still think he's an interesting guy.
Anyway, um, they wanted to drill the safe.
They were, they wanted meto give him the combination.

(25:15):
I, I said I didn't want togive him the combination.
They said, we'll just drill it.
I said, well, am I, am I part of this?
No, not at all.
So gimme two hours.
I'll drive into town andI'll open it for you.
Which we did.
And my wife to her creditsaid, don't call your lawyer.
I'm like, it's not about us.
This is, I, I am not surprised thatthis is happening and it's not about me.

(25:40):
We haven't done anything wrong.
If I go talk to the people, open the safe.
They're very polite, very apologetic.
We have very limited conversation.
They did ask me two or three questionsabout, do you know this logo?
Do you know this signature?
Do you know who this person is?
And they were all his generalmanager, his company's logo, you

(26:01):
know, whatever that it's like nothing.
Four months later I get indicted onconspiracy and in a conspiracy charge.
I thought it meant we conspired.
The government explained no conspiracyis you had to have materially assisted,
even if you didn't know about a crime,if you did something that in some way.

(26:22):
Helped then you can beindicted on conspiracy.
That's so broad.
Yeah.
Yeah.
And we had formed companies for lawfirms who were, he was working with
for their clients, Nevada companies.
Nothing illegal.
The judge said that throughoutthe case, but there's nothing
illegal about that is there.
But the government especially, and thiswas an IRS case, so it's the DOJ, the

(26:47):
the FBI and, and the criminal enforcementof the IRS doing the investigation.
We fought the case three and a half years.
Um, ran outta money, spent about $2million in legal fees, ran outta money.
The lawyers tried to get out of thecase, my lawyers and, um, the judge

(27:07):
said, no, no, you can't get out.
Yeah.
And they said, well, you can't pay us.
We're like, too bad you're in.
So that was where I got the clever ideato then play chicken with the government.
Just say, we're going to trial.
We're going to trial.
Nope, no, no plea bargain.
I'm going to trial.

(27:28):
Now, before that, I was consideringplea offers that I thought were too
big, and they started at seven yearsand were trying to work their way down.
Finally, I said, I'm gonna go to trial.
I don't care.
I don't care how long it takes.
I didn't do anything wrong.
Mm-hmm.
And, um, scared to death.
Freaking out.
Freaking out inside, tryingto be tough outside, like a

(27:50):
total disaster area inside.
Anyway, that got everybody's attention.
All of a sudden, DOJ, you know, wentdown and said, how about 36 months?
And I thought, okay, at this point,36 months, you end up doing like
a little less than 30 months.

(28:12):
You know, because of good timeand the way they calculate so
that we just need to end this.
It's taking over my whole life.
Can't focus on anything.
They didn't want my business.
They didn't want, they never frozebank accounts, never took a passport.
There was no fraud.
There was no restitution.
Nobody lost any money.
It was just this weird deal.

(28:33):
So we did the plea bargain.
We went sentencing.
The judge reduced it down even furtherto 18 months, which means you actually
serve 14 months in a week in minimum.
Security is what it, and thenyou have a little halfway house
time and then you're done.
Hmm.
There's way more to the story, but forthe interest of time, I will just say this

(28:54):
off, I went and so did my business partnerfor 14 months and change to prison.
You can't have one phonecall about business.
Can't talk business at all.
Can't write letters about business.
Uh, there was no email at that point.
Um, there is now, but eventhen, everything's monitored.
No business, you cannot do any business.

(29:15):
Wow.
I didn't know that.
no phone call, no, nomeetings, no nothing.
No nothing.
If your system doesn't workwithout you, it'll all just die.
Thankfully, the same principles thatI teach about we do in our companies,
it's not this fluffy, conceptual thing.
This is what I've been doingfor 40 years in business.

(29:38):
Right?
And so
you said ultimate proof ofconcept when you can go to prison.
And my take home pay for that fullyear I was in prison was $974,000.
So if you can do that now, I'm notsaying this just magically happened.

(29:59):
We had a team of people in place.
We left my wife as the, as the president.
mm-hmm.
Speaks volumes about my wifebecause we had the founder of WebMD
and the CFO of Intel, who are myfriend and my partner's friend.
Um, both say they would be, they wouldlook over the company for us, take
care of it, didn't want any money, justas a solidarity thing would help us.

(30:23):
My partner said the person I wouldmost like to be left in charge,
if she's willing, was my stayat home wife, stay at home mom,
wife with a bunch of little kids.
Yeah.
Yeah.
And she did.
And to her credit, um, she did avery good job of keeping track of
stuff and making some hard decisionsagainst very challenging odds.

(30:46):
Yeah.
The point is the sy, shedidn't know how to need to know
everything about the company.
'cause the system was built.
The team was built.
She just had to be there to go.
You know, who's gonna signthe big check to the IRS?
We had a tax bill, and I remember hertalking to me on the prison phone and
saying, it's like, you know, $400,000.

(31:09):
I mean, does that sound rightbefore I signed this check?
You know,
That's pretty important.
you know, um, but she was, she had thepresence of mind and the maturity and
the intelligence to look at things andgo, that seems like maybe we could change
this, or, I don't think they're actuallydoing what they're supposed to be doing.

(31:31):
You know?
'cause the system was built and shewas smart enough to be able to read
the, read the, the, the documentsand understand what's going on.
So I did, I'm not saying thatI magically did this alone,
but if you leave all your peopleand you've been the only one with
the keys to the kingdom, you're theone, you've always been the end, the

(31:51):
last word, you're, you're machinecan fall apart very quickly or.
Get stolen away from you.
Right.
Yeah.
So I mean, you, it had to beset up prior to all of this, and
I mean, it's just fascinating.
Yeah.
Just the fact that you literallyhad your hands tied, you know,
all in all ways, and you had no.

(32:14):
Wait, the fact that it all ran andit's still around it, you were Yeah.
Over
$900,000 take
didn't get ruined.
The marriage didn't get ruined,the employees stayed on.
I had two, my two vicepresidents threatened.
You can either be a witness oryou could be a co-conspirator.
They were both threatened withjail time by grand juries.
They still work for metoday, all these years later.

(32:36):
Interesting.
Wow.
Yeah.
Um, the law firms, the account, we didn'tlose anybody 'cause we'd built a good
reputation, but the system had to work.
And I know we're getting short on time.
Um, do you have any, anyclarifying questions or do you
want any specific bullet points?
yeah.
I'm curious on, um, well, I'm thinking oflike with that 14 months in a week, like

(32:57):
what, did you have any big aha thing?
I mean, I figured you just had so muchtime to kind of just, you know, marinate
on what has been, but did anythingnew, fresh come out, um, that, that
you're applying to your life still?
well let me give you the downer message.
okay
That's okay too.
Yeah,
I wasn't afraid to drive in thatday in 2002 'cause I believed

(33:22):
that my behavior had been legal inalignment, not in the gray areas.
Actually bending over backwards totell people, these are the rules.
You know, you're doing this thingand here's a white paper that
talks about this is after tax, orthis is how you have to report, or
here's a form you need to fill out.
Right.

(33:42):
I, we did all that stuff and it wasall in the 400 boxes of discovery.
Um, the downer thing I learned therewas, um, I learned that I couldn't
just trust my government anymore, thatI needed to be, um, that, that was
another angle that I hadn't consideredthat could come after me or hurt me

(34:05):
for things that even they said, weknow you didn't know about the crime.
It is just part of the system, right?
It's just
And yeah.
And it was never about this man,this human, it was a file that
was moving on a conveyor belt.
Nobody was trying to be mean to me.
It was, I was a name with,connected to a thing in a file.

(34:26):
The file had to be completed.
The completion put meinto a, a place, and,
Mm-hmm.
and then when it was over, theywere like, Hey, we're glad, you
know, glad you landed on your feet.
Glad everything worked out okay.
You know, and, and so thatwas the big thing I learned.
The other thing I learned was, um, whenyou, when you've done the work to get

(34:49):
yourself organized, to not only have agood team, but empower the team, let them,
even if they don't have legal ownership,have emotional ownership and a say so
that they become creative and innovativeand collaborative with one another so
that they, they, they want to give you.

(35:10):
I heard a guy named Keith Cunningham sayone time we've done some work together.
And he said, he said, when you hirepeople, you hire their arms and legs.
The goal is to win theirheads and their hearts.
And I've strived to do that.
That's why our average tenure ofour employees is over 14 years.

(35:31):
People stay working for us.
I've got my, my VP of operationsbeen almost 36 years with us.
Dang, that says something right
and he's brilliant andhe keeps giving his all.
He's not bored.
He's not marking time because heknows, he has tremendous freedom
to, to do things, to innovate.

(35:52):
And, and when you have people thattrust each other, they come up with
their own ideas and they figure outthings you would've never thought of.
And they come back tosay, what about this?
And you go, I love it.
What do you want me to do?
Do this.
Okay, cool.
Let's go.
You know?
And, um, when you have that kind of anenvironment, it can, it can survive, even

(36:14):
thrive through all the ups and downs.
Just at Laughlin, I've hadthe.com bubble bursting.
I've had the real estate growth, youknow, from all the, all the incentives,
low interest rates that happened afterthe.com bubble burst, then the real
estate marketing burst I had, um, I justhad come off of Y 2K with all my other

(36:35):
companies, you know, 'cause I've beendoing this since 90, um, seven, right?
So I'd gone through Black Monday.
I've been through all that stuff.
I've been through the COVID, I'vebeen through, I've been through
all this stuff over the years.
And you know what, if you havea good system and you have good
people, you'll just ride the waves.

(36:57):
And the other thing I'llleave for your listeners,
Yeah.
part of what I've decided was I'mgonna be the biggest recipient of
value from these things I build.
I'm gonna get Rich doing this.
And I have, I have done that.
And when we had the um oh eight crash.

(37:17):
Yeah.
We looked at, we lost about twothirds of our revenue in in a year.
Hmm.
My partner and I were by far thehighest paid people in the company.
We made a decision totake a 75% pay cut, right?
And not fire anybody.
Not let anybody go.

(37:38):
Wow.
Cool.
We quit doing the match on the 401k,but we kept, but we kept paying
health insurance, kept doing all that.
We both ended up short selling our homes,
Hmm.
right?
'cause we took a big pay cut.
Everybody was down in nine, 10, the endof eight, nine and 10 were bad years

(37:59):
in business unless you had a bunch ofcash and you were buying everything.
But for people like us who werecounting on all these business owners
that we did services for, we just wentlike somebody turned off the spigot.
Right?
Um.
But guess what happened in 11?
Business started coming back and theteam was there and could receive.
And you know what people that you holdonto and they know the revenues in the

(38:22):
toilet, but you keep them employed,
Hmm.
do you think those people feel loyal?
Oh,
Oh, man.
Yeah.
Oh
And when that businesscomes in, they're ready.
And if they need to work late orcome in on a Saturday, they do it.
And, and as things came back,we took more money again.
And, you know, if, if you treat yourteam, your company, not as your, um,

(38:52):
like your obligation or your, yourpain in the butt responsibility, but
as important assets that you like amachine, that you're gonna keep it
oiled up and you're gonna keep it,ma, you're gonna do maintenance on
it, you're gonna make sure it works.
You treat your employees like yourmost important asset in the company.
Um.
You'll, you'll be ableto survive over years.

(39:14):
I'm now,
how many years?
40. I started in 1983, so 42years of making a payroll.
There you go,
That's real employees.
That's not me selling some.
That's me with employees on W2 paychecks.
You can
right.
That's not just working for yourself
you can do it over time.
Hmm.

(39:35):
Right systems, rightmindset, right partners.
My life partner and my businesspartner have been great.
And, and, um, work towardsa specific outcome.
If you know where you're going,it's much easier to get there.
If you kind of know generally where youwant to go, you end up groping around.

(39:56):
Blind in the forest
Someone else is probablyleading you, right?
no, I'm saying if youdon't, well, you might be.
Blown around by different ideas.
But if you know, if you know whatthe outcome is, that's what I said
earlier in this interview, know whatthe outcome is, why are you doing it,
and what's the reward you plan to get?
Not just then, but along the way.

(40:17):
What's the reward you getfor the risk you're taking?
If you, if you think that way, you'll makevery rapid progress toward the outcome.
'cause you know exactlywhere you're going.
You don't even look at othercrap that gets in the way.
You don't worry aboutall the extraneous ideas.
I've got this big idea.
No, no, no.
You're here, you're focused.

(40:38):
And when this thing works like a Swisswatch, it's just, it's a machine.
Then you can go, if you're set upright with like unshackled, now
you can do this the next thing.
And once you have thisone working where you're.
Foundation is solid.
You can get involved in all kinds of coolstuff and take more risk because your

(41:00):
foundation is taken care of and peopleget too diverted by too many things.
I always say get one thing reallyworking well before you do the next one.
So is that why you, you refer to Laughlin?
Because it is that one thing, right?
It's that one that you've kind of hadfor, what'd you say, 29 years, 30 years?
Uh,
I bought it 29 years.

(41:21):
I've had it for 24 years
almost.
Exactly.
'cause we bought it in August, so Ithink next week it'll be the 24th year.
Cool.
So yeah.
And that's the one consistentthing, but you also own
percentages of all these other
Oh.
I make money from a lot of companies.
Um, and I, and I make a lot of moneyspeaking and so I'm, Laughlin is

(41:45):
the thing most people know me for.
Uh, it's not always my mostvaluable thing I'm doing.
Mm-hmm.
But it is, but it is solid and Iget to meet a lot of cool people.
You know, I met, uh, Duffy and,and, and Greg Reid, Scott Duffy and
Greg Reid because I was out speakingon behalf of Laughlin at an event.
All three of us were speakers.

(42:06):
That's how I met them.
And so that's the thing, it'slike, yeah, if you can generate
or you know, create one thing thatthen almost creates its own little
ecosystem of referrals and networks.
'cause I know you're a big referralguide, deal maker, and, but then like
it presents opportunities, like yousaid, you're given equity percentage.
And, uh, what you play, you saidyou call yourself, you're always

(42:28):
in the chairman role, right?
Or something that's not on the org chart.
Like you're not, you'renot being called on day to
I am at the top of the org chart.
I'm the chairman of the board.
Yep.
We always have to have a president or,or general manager, whoever the boss is.
You're reporting, they'rereporting to you, right?

(42:49):
Then the, you have your lieutenants,or your generals, whatever you wanna
call 'em, and then you have yourorg chart by, let me, do you have
time for me to give you a couplethings for people to take away?
Please.
Yeah.
Let's, let's do
it
right.
Let me just give you, let megive you the seven critical
steps that I teach in unshackled.
Okay?
The first one is, beginwith the end in mind.
Define in, in nauseating detailexactly what life will be for

(43:16):
you when you hit the that goal.
I mean, where do you live?
How much money's in the bank?
Who are you hanging out with?
What does the company look like?
Just what is it?
And you'll, if you keep your eye onthat and you read that vision statement
every day, you gotta keep it short.
Keep it to one page, record it soyou can hear the whole thing in

(43:37):
two and a half minutes, you know?
But it, your subconscious will live there.
Your, your subconscious doesn't know thedifference between real and imagined.
Right.
That's why we, we, we jump when theshark comes up and jaws right, we're
in a movie theater in our house.
We know there's no shark logically,but our subconscious is in the moment

(44:02):
and believes the shark is real.
So we react.
If you can keep your subconscious mindjust fixed every day on this outcome,
you will start getting it very fast.
Number two, what am I greatat and what do I suck at?
Okay?
So I'm only gonna do stuff I'm good at.
Anything I'm crummy at, I gottaget somebody else to do it.

(44:25):
And maybe it's part-time, maybe it's aconsultant, maybe it's a va, I don't know.
But stay in your freaking lane.
'cause if you try to do a bunch of stuffyou suck at, you're, you are gonna quit
doing what you're good at and you'regonna probably make a lot of mistakes
with things you should never be touching.
Like I should never touch accountingor information, you know it.

(44:46):
I should never touch it.
I should not try to mess with my, Ishouldn't set up my email in my computer.
I suck at this stuff, butI know where I'm great.
I'm a good presenter, I'm a good speaker,I'm a good, uh, I make good deals.
I'm good at biz dev.
I'm good at that.
I'm good at seeing the big picture.
Stay there.
That's where I stay.

(45:07):
That's number two.
Three is design the company on anorg chart so that it, it describes,
it demonstrates the company atthe time of hitting the goal.
Not what it is today, but it's like ifyou're gonna set up a baseball team,
you know, you need atleast nine players, right?

(45:30):
So if you say, well, okay, I havea pitcher, that's what I've, or
I've got a right fielder, okay.
Put them on there.
But I know I need a pitcher, acatcher, first, second, third,
shortstop, and I, and I need leftand center field as well, right?
I need these nine things.
I only have one of them right now.
So then as I'm going along, I'mgonna go, okay, of the nine or

(45:50):
the eight missing pieces, what'sthe most important one to add now?
Hm.
Mm-hmm.
then you fill that.
So you're always looking at going, I knowI'm gonna need basically this thing, and I
only have these three pieces of these 20.
What's the next Right hire?
What's the next right?
Move When you, I had the guyrunning m and a for Boeing

(46:13):
Uh huh
who took the course, and he said,Aaron, I learned about org charts in
high school, in undergrad, in gradschool, and I used them every day buying
and selling companies with Boeing.
Nobody ever taught me how touse an org chart like that.
Wow.
It makes perfect sense.
You're starting with the endinggoal or in in mind, so build

(46:33):
Everything is leading to the outcome.
It's all number three is use aformula that Steven Covey taught me.
Um, D-G-R-A-C.
Desired results, guidelines, resources,accountability, and Consequences.
If your job description is, here's thedesired result, here are your guidelines,

(46:54):
here are the resources we provide, here'show you're gonna show accountability,
reports, meetings, whatever, and here'sconsequences for success and failure.
Then anytime you're dealing withyour, your team member, you go, let's
go back to your job description.
Read it to me.
Where, what's going on based on what I'mseeing and what's in the job description.
Oh, yeah, right there.

(47:15):
Okay.
So what do you, what doyou need to do about that?
Now, I'm not gonna tell you what to do.
What are you going todo about this problem?
yeah.
Oh, I'm gonna do this.
Okay, that's acceptable.
Consequences for successcould be more money.
Title, promotion, consequencesof failure could be retraining,
repositioning in the company could bereplacing them, could be firing them.

(47:36):
Yep.
Number four, you want to talk about havingscoreboards so that everybody on the whole
team knows every day how we're doing.
We always know individually andcollectively how we're doing.
Number five, we talk aboutbuilding an intentional
culture, not an organic culture.
Organic culture will always goto the lowest common denominator.

(47:58):
It'll be the worst.
Complainer, gossiper, painin the ass in the company.
You will go down if youhave an intentional culture.
This is how we do it.
This is why we do it.
This is how we treat each other.
This is how we treat the client.
This is why what we do matters.
This, and we get the, get the employeesinvolved in it and demonstrating it and

(48:19):
giving awards and giving acknowledgement.
Um, based on our culture.
It, I'll tell you what, peoplethat come into the culture and
are not a good fit will leave.
It doesn't matter how goodthey're at the job, they'll leave.
They won't feel comfortable.
Once you build the culture, you don'tneed to be there anymore because the
team goes, well, that's not how we do it.

(48:42):
We do it like this.
We talk to each other like this.
We show up for the client like this.
We use words like this.
We fulfill our promises like this.
You don't need to babysit itanymore because it's ingrained
and the people that are there wantto be there 'cause they like it,
Right?
Then you need to understand yourfinancials, your balance sheet, your

(49:03):
statement of cash flow, and your pand l, and you need two p and Ls.
One that's the regular p and l that you'reusing for taxes, and one is the reality
check p and l that shows all the belowthe line stuff that you as the owner get
your cell phone, you know, your loans,your car allowance, you know the cash that
you travel, all the things you're gettingand benefiting from, that you really love

(49:26):
that you're getting from the company.
But you need a reality check that you lookat and go, Hmm, am I taking too much out?
Yeah.
So, so when you're ready for thatwindfall right, you have the cash
flow back to what you said earlier.
the last part is empowering yourmanagement team so that they
can function without you alwaysknocking 'em off at the knees.

(49:47):
You know, if you cut 'em off at the kneesall the time, pretty soon they will just
wait for you to tell 'em what to do.
Hmm.
If you celebrate risk, celebratemistakes, learn from the mistakes.
Don't keep repeating them over and over,but have a, a culture that says, Hey, I'm
so glad you tried something different.

(50:07):
Um, remember this folks, theonly way to give exceptional
service is to make exceptions.
Yeah.
That means your team has to havethe permission to make an exception.
mm-hmm.
Right.
Think about that.
yeah.
Most companies don't let their pothey, they, if you don't follow
the process, the SOP or whatever.

(50:29):
You're in trouble.
I'm like, no.
If you can solve aproblem right now, do it.
If I don't like your solution,we'll go back and evaluate, was
your solution better than mine?
Maybe we should change our process orprocedure, or, thanks for doing that.
Here's why I want to keep it this way.

(50:50):
Here's some of the results thatcould, could happen from the
choice, but good for you for trying.
Good for you for solving the problem.
Let's evaluate, talk about it,make it into a learning moment for
everybody of how we can improve.
Either change our processesor reinforce our processes.
And, but if you're too, um, egotisticalto think you're the only one that

(51:14):
knows what the hell's going on, you'renever gonna have good people with you.
You're always gonna have a crummy group.
And that's where yougotta get that longevity.
Like you said, they're gonna go with youon the ups and downs throughout it all.
Like, like, uh, the personyou have there for what, 37
years.
36 years.
36? There you
he's our chief strategy guy.
He's the one that, all the lawyers,all the accountants, all the investment

(51:37):
funds, everybody's like, I know I havethis rep, but I can still talk to Brent.
Right.
it.
You need to have multipleof those, but at least one.
I mean, that just shows theculture's tight and, um, yeah,
can weather literally any storm?
So I think, uh, Aaron,this is, this is awesome.
I'm gonna be, I'm gonna deep diveinto Unshackled, um, get the book

(52:00):
by the way, and actually how, howdo people get the book and then
also go deeper with what you got.
The, my encouragement would be, um, youcould certainly go to Amazon and buy it.
I always encourage people to go toBarnes and Noble and the, and that's for.
Maybe a silly reason.
I think it's cool that we still have atleast one major book chain out there that

(52:20):
you can go in and look at books and flipthrough stuff and, um, and you're gonna
probably pay two or three more dollars atBarnes and Noble than you will at Amazon.
I love Amazon.
I work with Amazon.
Amazon uses the software based onunshackled in their, um, medical division.
That's one of my, their chief medicalofficers, one of our students.

(52:42):
Um,
but, but, um, so I love Amazon buy fromAmazon, but I like Barnes Noble Plus.
Barnes and Noble has me ona book tour right now, so I
want, I wanna support them.
I like that they're the last companystanding as a major bookseller.
Major book.
Yeah.
So go in there if you wannasee some books, touch books.
Yeah.
Um, get it in Barnes Noble.

(53:03):
Cool.
Um, what's your, what's yourwebsite though, just so people
They can go to Laughlin USA and ifthey want to connect with me or the
team or ask a question or find outabout the course or find out about
what other services, 'cause we're a,we're a major asset protection company.
You know, we're, we're, we've been allthese years helping people not only start

(53:24):
a business about protect their business.
And, um, so then just write tome at aaronYoung@laughlinusa.com.
Cool.
Aaron, this is, this is so cool, andthanks for being so open too, and, and
giving with stories, lessons and all that.
Uh, last thing, like what areyou, what are you most excited
for in like, the years to come?
And we'll just like kind of wrap on this.

(53:46):
I am very involved with severalcompanies, uh, in crypto, in
ai, and in advanced wound care.
And I'm working at very, very highlevels on all three of those industries.
And, um, I am so excited to see, to bewitnessing and your, of course, your ai.

(54:08):
Right?
So, you know, this, um, I'm so excitedto be witness to a fundamental shift
and how the world is gonna work, howmoney works, how businesses grow,
how information is a, a accessed anddistributed, um, quantum computing.

(54:29):
I'm not involved with that, but I'mthrilled that the industries I'm involved
in will all be significantly impactedby quantum computing that I'm 61, my
dad and mom both died at 80 years old.
Hmm.
Mm-hmm.
My doctor just told me, he said,unless you step out in front of a
bus or do some crazy, get in someterrible accident, the odds of you

(54:53):
living a very highly productive.
Active life over a hundred years oldis, is in your, you are gonna have
that if you just don't do somethingso dumb that you kill yourself.
But health wise, we are goingto be, cancer will be cured.
All these, you know, heart disease,all this stuff is, they'll be able

(55:16):
to drop microbots in and fix things.
You're not gonna have to cut yourbody open for most kind of repairs.
I mean, the world is such an excitingplace and if you've, if you position
yourself where you become successfulenough to get invited into rooms where
a higher level of conversation is takingplace, and then if you're successful

(55:39):
enough there to go to the next level.
You know, right now I have two goodfriends who are part of the World
Economic Forum who've built massivemulti-billion dollar companies and.
I'm not invited to that room yet,but I'm hanging out with them, right.
And I'm, I see opportunities whereI'm gonna get into that even higher

(56:00):
level conversation to, it startsby getting something, working well
enough that you get freedom and youhave some, a little bit of money.
You don't need to be real rich.
You need to have enough curiosityabout the world and enough money
to be able to leave day to day anddo something else that you start to
elevate and the world becomes muchmore interesting and much smaller.

(56:25):
And the people that you know, wherethere's big crossover, you know, um,
when I entered, introduced the chiefmedical officer at Amazon, one of the
big, the biggest seller in the world,one of the biggest companies, to the guy
that created telemedicine and built hiscompany to $34 billion and annual revenue.
When I was able to put those two guystogether, and they were both going.

(56:48):
You know him, you know him.
I'm like, I do know him.
And the only reason isbecause I got my act together.
So I had time to go do other moreinteresting things, meet interesting
people, get out into the me into theworld, show up in front of humans.
Don't just be online all the time.

(57:08):
It's how I know you.
'cause we both went somewhere and stoodface to face, eye to eye and talked.
that's
if I could give one piece of encouragementis what my dad always taught me.
My dad was a great sales guy and beloved.
And I said, what's the trick allthese people respect you so much, dad?
And he said, you gotta getout and see the people.

(57:29):
Mm-hmm.
Go out there with something to say,something to offer in the conversation.
You'll be amazed at how big your life gets
Yeah.
Aint that the truth?
That's how I created my businessfrom the very beginning.
It was like, I'm just gonna go toconferences and start talking with people.
And that's literally all I did.
And, you know, went into debt for it.

(57:50):
Always the goal was to, I justwanna break even on this trip.
Get one client, whatever it might be.
You know, it's, that was mytarget and just kept stacking.
Uh, but to this day, yeah, youcan't live behind your computers.
They all, and with ai, you know, it getsso easy to just get all the information,
but you know, the human connection, that'swhat I'm talking about all the time,
And you've gotta, and you've gottachallenge what you got from ai.

(58:12):
Is this, because I've had two differentmagazines, write articles about me.
90% of it was right.
10% of it was like, whoare they talking about?
That's
not me.
That's somebody else.
That's, they're not, they're saying,I did this, I did not do that.
That had nothing to, and I'm talkingabout started this company or
went to school here or whatever.
It's like there, there's a, um.

(58:34):
If there's a father and son, Aaron Youngout there who are both in prison for the
rest of their lives, for murder, there's,um, a football player named Aaron Young.
There's a musician named Aaron Young.
Um, there's a lot of people named AaronYoung who if AI just goes out and gathered
stuff that seems like it would be me,
Yeah.

(58:54):
you know?
So I'm not knocking ai.
I use it every single day.
I believe in it.
I love it.
it's not perfect.
uh, but it's, but there, there issomething about looking somebody in the
eye, having a human conversation withthem, creating your notes, and then if
you want AI to clean 'em up, if you'vegot a really good idea and you want AI to,
you know, expound on it or expand on it,

(59:16):
mm-hmm.
Yeah, yeah,
But don't, don't, don't abdicate yourown thinking to a machine because then
you'll become the slave of the machine,instead of the machine being the
magnifier of the things you are doing.
And that's how I look atAI as a way to magnify.
My goals
Absolutely.
It makes you super human and what you'rebest at, what you know, and enhances that.

(59:40):
Yeah.
Versus a shortcut to not have to think.
Mm-hmm.
And I, yeah, that's where I worry,where there's a lot of other, probably
not us listening to the show poyou know, but you know, the people
looking for the shortcuts, the nothaving to really use their minds.
There's definitely gonna be an interestinghandful of years ahead of us where
there's probably a split happening.

(01:00:02):
Um, I don't know.
It's gonna be interesting.
That's a whole nother conversation.
It'll be, it'll be a, it'll be obviousstuff until it becomes not obvious at all.
It becomes so built intothe fabric of what we do.
We're no longer thinking, oh, I'm gonnapick up chat GPT and ask, you know, posit
some question or give an assignment.

(01:00:22):
Yeah.
just, I, it'll become justbuilt into everything.
yeah, yeah.
Uh, and we will not have the chanceto influence the way we can now.
Now is the time,
Now is the time and you'reat the cutting edge.
So I'm delighted you would bring meon to a such a progressive program
with such a cool company and tellyou about my ideas of just how to

(01:00:43):
structurally build the foundation.
Doesn't matter how, how bigof a company you wanna build.
If you do these things, your oddsof success just go up exponentially.
Absolutely.
It's timeless.
Yeah.
Thank you, Aaron.
I appreciate you being so open, man.
So we'll, we'll connect again and,and, uh, let's go on this radio
together, you know, it's gonna be

(01:01:04):
I love it.
I love it.
All right,
Have a good, one.
Thank you.
Thank you too.

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How to Build a Business That Runs Without You - Aaron Young

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