September 29, 2025 • 27 mins
Bobby Mesmer is the CEO of RMG Erectors & Constructors, LLC, the world’s largest Pre-Engineered Metal Building Erector Company. He also leads Iron Will Racing, LLC, a professional prototype racing team, and RMG Luxury Services, LLC, a startup offering black car and luxury jet services nationwide. Known for his strategic vision and hands-on leadership, Mesmer has grown RMG into a $4 billion company with locations in the U.S. and Costa Rica, erecting over 5 million square feet of steel buildings annually—more than any competitor worldwide.
Born and raised in Southern New Jersey, Mesmer launched his first construction firm in 2000. After being defrauded by a major client in 2016 and losing millions, he pivoted to steel building erection. Starting with a single project in Oregon, he rebuilt from the ground up by personally training crews and focusing on sustainable growth. His disciplined, chess-like approach to business transformed RMG into an industry leader through vertical integration and unmatched quality control. A two-time Titan 100 honoree and Inc. 5000 recipient, Mesmer remains at the forefront of business development and operations. He brings a unique blend of grit, strategy, and innovation to every venture—qualities that have defined his entrepreneurial journey.
During the show we discussed:
- Key mindset shifts for scaling effectively
- Focusing on long-term value over short-term gains
- Strategies for deliberate, sustainable growth
- Importance of building and training a strong team
- Risks of scaling too fast and how to prevent them
- Adversity’s role in building resilience
- Maintaining culture and quality while growing
- Essential systems for sustainable scaling
- Measuring success beyond revenue
- Habits to stay focused and prevent burnout
- Using mission and purpose for better decisions
- How vertical integration supports scalability
- Common scaling mistakes and how to avoid them
Resources:
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
(Transcribed by TurboScribe.ai. Go Unlimited to remove this message.) Welcome to the Business Credit and Financing Show.
Each week, we talk about the growth strategies
that matter most to entrepreneurs.
Listen in as we discuss the secrets to
getting credit and money to start and grow
your business.
And enjoy as we talk with seasoned business
owners, coaches, and industry leaders on a variety
(00:22):
of topics from advertising and marketing to the
nuts and bolts of running a highly successful
business.
And now, to introduce the host of our
show, financial expert and award-winning author, Ty
Crandall.
Hello, and thanks for joining us today.
Look, if you wanna scale, mindset's probably one
of the most important things you really need
(00:42):
to understand and really conquer because if you
get your mindset right, well then, a lot
of it's just not as hard to be
able, as hard as you think it would
be to actually be able to succeed.
And with us today is somebody that's built
seven-figure, eight-figure, nine-figure businesses, knowing
exactly what it takes to get your mindset
and the strategies behind really setting your business
up for sustainable growth.
So, with us today is Bobby Mesmer.
(01:04):
Now, Bobby's the CEO of RMG Electors and
Constructors LLC, the world's largest pro-engineered metal
-building elector company.
Now, he also leads Iron Will Racing LLC,
a professional prototype racing team, and RMG Luxury
Services LLC, a startup offering black car and
luxury jet services nationwide.
(01:25):
So, he's actually known for his strategic vision
and his hands-on leadership.
Mesmer has grown RMG into a $4 billion
company with locations in the U.S. and
Costa Rica, erecting over 5 million square foot
of steel buildings annually, more than any competitor
worldwide.
Now, he was born and raised in Southern
New Jersey.
He launched his first construction company in 2000,
(01:48):
and after being defrauded by a major client
in 2016 and losing millions, he pivoted to
steel-building erection.
Now, starting with a single project in Oregon,
he rebuilt from the ground up by personally
training crews and focusing on sustainable growth.
His disciplined, chess-like approach to business transformed
RMG into an industry leader through vertical integration
(02:09):
and unmatched quality control.
He's actually a two-time Titan 100 honoree
and Inc.
5000 recipient.
Bobby remains at the forefront of business development
and operations.
He brings a unique blend of grit, strategy,
and innovation to every venture.
Qualities have defined his entrepreneur journey.
Bobby, what's up, man?
You're doing a lot of cool things.
(02:29):
Hi, man.
Thanks for having me.
Yeah, I appreciate it, man.
That's a great intro, man.
You make me sound really good.
Yeah.
Well, you've done some pretty good things and
you're building multi-billion dollar companies and then
doing it across multiple different industries.
So congratulations, man, and kudos to your success.
What do you think behind everything with the
success you've had?
Because it's hard to do what you've done
in even one industry, let alone do it
in multiple industries.
(02:50):
So what do you think is some of
the keys to your success with having the
accomplishments that you've had across multiple industries?
I think the key for anybody to take
away from is resilience, right?
You're gonna face heartache.
You're gonna face a lot of uphill battle
in anything that you do, in life, in
business, in family, in anything, right?
(03:11):
But you gotta have the resilience.
You gotta have the willingness to really kind
of pick yourself up, move yourself forward, and
really, and fight through whatever it is that
you're dealing with.
That's the hard part.
And most people, like, they wanna, when they
face hardship, especially in business, they wanna stop,
and they wanna be like, ah, I can't
do this, this is too difficult, this is
too hard.
Or what you gotta do is, is you
(03:31):
speak into existence what it is that you're,
what's gonna happen to you, right?
So if you're saying, I can't do this,
I can't do this, and you're constantly the
woe is me, you're gonna, you're not gonna
do it.
But if you're saying to yourself, you know
what, this is just a, this is just
a problem right now, and I need to
move myself past this, and I'm gonna do
better, and what am I gonna learn from
what I'm dealing with right now?
Then you're gonna succeed.
(03:52):
And that's really the crux of it.
Yeah, I love that.
And I think people often ask me, what's
the one trait, if any, that you need?
And I'd say, I'm the same way as
you, is resilience.
Like, if you look at Rocky, like, he
was a horrible fighter.
Like, the guy was bad.
But he just kept getting up, and up,
and up, and up, and he just outlasted
his competition.
And I think about that a lot.
That's kind of how I see business.
(04:12):
What about mindset?
I mean, when you look at mindset shifts,
what are some of the mindset shifts that
you see entrepreneurs make where they go from
not being successful to being really, start to
become really, really successful and build a sustainable,
growable business?
I think the one key factor in that
is the mindset of focusing on the work
(04:33):
and not the money.
A lot of entrepreneurs really focus on money,
right?
Like, they go into business, and obviously, you're
going into business because you wanna make more
money.
That's why people start a business.
Most of the time, when you say to
somebody, why'd you start the business?
Because I wanna make more money, not because
I wanna make a difference.
When they realize that I wanna make a
difference, I wanna do something different, and they
start focusing on the work, the money just
(04:54):
shows up.
It's an inherent trait of the hard work.
So the mind shift comes when you see
the entrepreneur who's focusing more on their business
every day than they are on their bank
account.
And that's hard to find because everybody these
days are focused on bank account.
You can't go on social media without somebody
bragging about how much money they made today
or whatever they did.
And what they gotta do is you gotta
(05:14):
get away from that because it's all lies,
it's all bullcrap.
Those people on there aren't making that kind
of money.
Are they making money?
Yes, not the kind of money that they're
saying they're making.
And so people get caught up in that.
And as an entrepreneur, you get caught up
in that because they're getting caught up in
the venture capital that could be potentially out
there, the funding that's potentially out there.
And that is starts to downfall of people
(05:34):
because in my opinion, I think the people
that the entrepreneurs that bootstrap their businesses and
they do the organic growth and they green
field a little bit more than just going
out there and taking money from somebody are
going to be more successful entrepreneurs because you
learn how to balance your finances.
You learn how to balance your business.
You're making decisions daily and you're forecasting daily
(05:55):
on the money that you have and the
money that you have coming in.
That's gonna make you a stronger business owner.
That's gonna make you more relevant in the
business and the decisions that you're doing.
Any idiot can take a hundred million dollars
and be successful.
But also look at any idiot over the
last couple of years, all the idiots who
have taken hundreds of millions of dollars and
bankrupted in 24 months, just because you have
a good idea doesn't mean you're a good
(06:16):
business person.
And so the mind shift that you're talking
about comes from believing in yourself, being in
the grind and really, again, focus on the
work.
The money will show up if you do
that.
So if you're focusing on the business, you're
focusing on the work, not the money, what
part of the business do you really focus
on?
Like, does it make sense?
Are you really focusing on solving the main
problem that you solve, for example, for a
(06:38):
client?
Well, yeah, I think you gotta, as a
business owner, you have to focus on everything,
right?
So whatever that problem is, you gotta take
it on, face it head first, and then
resolve the issue and come up with a
solution to it.
Don't be scared to make a decision and
figure out what the client needs and move
it forward.
But as a business owner, a lot of
it too, like a lot of business owners
(06:58):
I see or that I consult with, I
do a lot of mentoring and coaching.
And these guys that I'm talking to, or
girls, sometimes they're one trick ponies and it
doesn't take anything away from them, but they
only focus on one piece of the business.
Well, you have all these other pieces.
What about those?
Oh, I don't know about those.
Well, how do you not know about those
as a business owner?
You're leaving them hanging out there on their
(07:19):
own, flying in the wind with no support,
no help.
And you, as the leader that they're supposed
to be looking up to, you're not providing
them the feedback that they need, saying, look,
here's how I want you to do it.
Here's how you should do it.
What do you think about this?
Getting feedback from them and being ingrained and
entrenched in every piece of the business.
A good leader in any business knows every
piece of the business.
I say it all the time.
(07:40):
You have like all these CEOs that are
running around out over there for these Fortune
500 and bigger companies.
A lot of these guys are paper CEOs.
They don't know what the hell they're doing
in any aspect of that entire company, but
they look good on paper for the shareholders.
And that's why they get put in place
over there because they think that it builds
the morale and it doesn't.
You're better off promoting the person who worked
(08:01):
their way up from being the janitor of
the company as now a top executive and
promote that person to as being the CEO
because you're gonna have buy-in.
He knows the culture of the business.
He knows every aspect of every department of
that business because he's worked his way up
through it to get to that point.
That's what's gonna make a better successful CEO.
So what do you think are some of
the strategies when you're talking to those that
(08:22):
you coach that you find are the most
effective for them to get on the right
track and start building the business where it's
growing deliberately, intentionally, and sustainably?
Yeah, I think, so a couple of the
key points that I push on is dig
into each of your departments, number one, understand
what they're doing, what they need, and where
(08:42):
they're hurting.
And then create a plan, create process and
procedure.
Most companies I find don't have a good,
accurate process and procedure through their different divisions
or through their different departments of the company.
Create that process and procedure, but don't do
it from the top.
Do it from the bottom.
Ask the people in that department, what would
you like to see in these processes and
(09:03):
procedures?
What do you think works?
And then you migrate it and that's where
you build a culture.
Concentrate on culture, concentrate on employee buy-in.
That's another thing.
How do you get there?
Some people are so disconnected, you have to
reintroduce that and how they do it.
And sometimes it takes the leaders to roll
up their sleeves and get in it with
them.
And I tell them that, roll up your
sleeves, get down and dirty inside those departments.
(09:26):
With if, again, back to something as simple
as a janitor, pick up a broom and
go sweep the floor with the janitor.
Like, you're not too good for that.
Nobody's too good for that.
And so like that, and so there's that
piece.
There's the piece of trying to understand where
the company's going.
Too many companies don't have a vision.
And when they do, it's in the leader's
minds or the top upper echelon's minds, but
(09:46):
the rest of the people don't know where
the company's going.
And so what you're doing is you're alienating
all the people around you because they see
the company going in a direction and because
they don't understand, because you didn't advise them
as to where you're trying to go with
the company, you can't get the buy-in.
So everybody creates miserableness.
Like people don't wanna be a part of
that.
So those are kind of some of the
key things.
(10:08):
And then take a look at operations in
total.
Like I look at operations and I say,
what are you doing there?
Like, how is your operations affecting?
Where are you bleeding out money?
And then the last thing, the last thing
is really, is telling your people, don't be
afraid to fail.
I think that's a big one.
Too many executives, too many top level, C
level executives, they expect perfection out of all
(10:29):
their employees.
But if your employees are operating perfectly, then
how are you learning and how are you
growing as an organization?
You have to fail to grow.
You have to fail to propel forward.
So have an understanding, set a tone of
failure is okay.
It's okay if you make a mistake.
You're not gonna get fired.
I'm not gonna, but here's the thing.
We're gonna talk about it.
(10:49):
What did we learn?
And you have to learn from it.
Reflect on the mistake that you made.
And then how do we change the company
or change what you're doing in that position
and move forward?
If people inherently wanna do good, people inherently
wanna do good for their companies and their
employers.
So you have to work on that as
a C level person to be able to
pull out of that person.
And it's okay for them to fail because
(11:10):
the failure shows growth.
When you were a baby and you started
walking, how many times did you fall learning
how to walk?
It's the same scenario.
Eventually you learn how to walk because you
learn what not to do.
So perfection is wrong.
Everybody strives for perfection.
I throw perfection out the window.
So those are just some of the key
factors that we start with.
And I love that you're using these to
grow as quickly as what you've been able
(11:31):
to do and help others do it.
When you're doing that, what are some of
the risks of growing too quickly?
And like, what have you found in growing
the businesses you've had fairly quick to get
that success and mitigate those risks?
I think some of the failures are just
pushing money out too quick in the wrong
spots.
I think smaller businesses, people get into that
acquisition mode.
They start making a little bit of money.
(11:52):
They start their business.
They make $5 million a year.
They got some money left over and they
go out and they buy a boat or
they buy a new bigger house or they
buy all those things.
That's definitely a failure point.
I mean, that's a problem with growth.
Reinvest the money back into the company.
If you want a bigger company and you
wanna make more revenues, keep the money reinvesting
back in.
Stop pulling all the money out of the
(12:13):
business because it's not gonna do anything for
you.
You have to show a rate of return.
The banks wanna see that, people that are
financing you if you need to go get
a credit line, whatever.
They need this.
You gotta show retained earnings, right?
You know that, like it's a very simple
thing.
It sucks that you gotta pay taxes on
it, but it is what it is.
So don't go out there and just spend
like crazy.
And I see it all the time.
(12:33):
Million dollar boat, $200,000 cars.
And like, I'm like, dude, you only made
$3 million this year.
Like you got gross as a business.
You have to pay your expenses.
You made a few hundred thousand dollars.
What are you doing?
You just bought a car that's crazy.
So I see that a lot of stumble
is not also like when you're growing quick,
you hire people cause you need to hire,
right?
So hiring is hard.
(12:54):
It's hard.
It's a problem.
I hate it.
People that do it every day, I give
a lot of kudos to, but in the
same sense, the hiring becomes an issue because
you have to hire, you wanna hire the
right people.
You wanna hire the people that are pertinent
for the position and that are gonna fit
in with the company culture and do the
right job.
But people tend to not wanna get rid
(13:15):
of people who aren't doing that job.
And as a leader, you have not just
that one person.
Everybody focuses on that one person.
Stop focusing on that one person who's not
doing their job.
Get rid of them because you're creating a
problem for all the other people that work
within your organization because you don't wanna fire
the one person who's a problem.
So I think the point there is get
over it.
(13:36):
If somebody is not doing what they're supposed
to be doing.
And now a quick break to hear from
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(13:59):
.com forward slash consult to see how much
money you can get approved for today.
Do an action plan, try to work them
up.
If they don't work up, you gotta get
rid of them and move on.
And people hold on to that too long
and then it creates a poison.
So, and then just finding a lot of
times two people, they build their business on
one customer or two customers.
But you gotta diversify yourself out there.
(14:20):
You have to be willing to extend yourself
a little bit more.
If you have one or two customers, one
customer is a death wish as far as
I'm concerned.
If you're running business and you have one
prime customer who is more, who is literally,
if they're just one customer, that that's a
problem because the second they don't pay you,
you're out of business.
It doesn't matter.
And it will happen.
It's going to happen.
I don't care what anybody says, it is
(14:41):
going to happen.
They're either gonna slow pay you or not
pay you for some reason.
If you only have a couple customers and
one of those customers is more than 50
% of your annual revenue in business, you've
gotta change your business model because they're gonna
hurt you.
You're putting yourself in a position to have
that customer, they have too much what they
call power of the pen.
So the second that they don't do right,
(15:02):
the second that you do something wrong or
they perceive that you do something wrong, they're
not gonna pay you.
And now, and when they don't pay you,
it ain't for that one task that you're
doing.
They're not gonna pay you for all the
tasks that you're doing.
And next thing, too many eggs in one
basket and you're gonna be bankrupt and you're
gonna be in a very bad position.
You talked a lot about and I appreciate
(15:22):
everything you just said.
You talked a lot about entrepreneurs oftentimes sometimes
measure their success based on their car or
their plane or their whatever it may be.
What do you think they should look at?
Like, what do you think that aren't vanity
metrics?
Like what should entrepreneurs really be looking at
in a business to measure what true success
is?
Yeah, I think that's a good question.
I think for everybody it's different, but the
(15:43):
metric that I look at for other people
or through other businesses is a couple key
things.
I think it's number one, what are you
doing in your industry that's different than anybody
else?
That's number one.
Are you differentiating yourself from your competition?
So like I know for us, we are
different than everybody else in our industry.
Nobody does it the way that we do.
(16:03):
And that's key.
So if you're doing that, you're doing something
different.
The other metric is company culture.
Are the people happy?
What do people say about you as a
business?
Like not just you as a person, what
do they say about the business?
Are they happy to be there?
Are they happy to show up?
Do they love the business?
Are they ride or dies for the company?
That's a key metric in my mind.
(16:24):
That's a key thing that people overlook.
It's because like everybody wants to focus on
how much money, right?
We talked about that.
How much money did the company make?
How much money did I make and what
am I doing?
Those are all bad metrics in my mind
because you could have a company that does
$100 million a year in business, but if
all your employees are miserable and don't wanna
be there, you don't have a business.
You don't have nothing because the second that
(16:46):
one person starts to flee, you have more
people start to flee and your $100 million
business is gone.
The metrics that you should be focusing on
is your company culture, your employee happiness, pay
your people more.
I'm a big advocate of that.
We try to pay our people well over
and above what the standard should be.
From our field employees all the way up
to our executive level people.
And we do that not just for retention,
(17:08):
but we do that because the people are
happy to go the extra mile.
And it's a hard line to cross, but
how much are you paying your people?
That's a metric to look at.
Those are the key things because that's what
makes your business.
Recognize the fact that the people who are
making you money.
Yeah, I may be the CEO and the
buck does stop with me and I'm the
one who sets the tone for the business,
(17:28):
but everybody else are the people that are
getting it done every day.
They're in the weeds.
Yes, I'm charged with making the business decisions
and guiding everybody to where it needs to
go.
But I can tell you that all the
people that are within my organization are very
happy to be here.
The rider dies for the company.
They love the culture of the company and
you'll be dragging them out of the door
(17:49):
as opposed to them wanting to flee.
And that's what you wanna focus on.
You focus on those things, you will be
successful.
You mentioned in that systems and processes too
is something you've mentioned.
What do you think entrepreneurs should be focusing
on?
Like when you coach people, you help them,
like what systems and processes are they typically
ignoring that you've gotta come in and go
like get this right before you can even
(18:09):
get to a point where you can really
grow and scale?
Yeah, mainly it's operational.
That's the big thing.
I tout myself as an operational expert and
only because I can walk into any company,
give me a short period of time, let
me analyze the company, let me look through
the finances and I can tell you operationally
where you have a problem.
And it doesn't mean that maybe you're heavy
or you need to get rid of people.
It means that you're just not operating operationally
(18:31):
efficient, right?
How many times have you walked past like
let's, I'm gonna pick on DOT guys right
now.
How many times you walk past the DOT
traffic site and there's 50 guys standing around
and one guy working, right?
That's operational inefficiency.
There is no reason for that.
And there's five miles of cones set up
on the road for two pieces of equipment
working with all of those guys standing around.
(18:52):
That is operational inefficiency.
So it's, in my mind, it starts there.
And the best leaders are operational guys.
So you take a guy like, as an
example, take a guy like Elon Musk, right?
Elon is successful because Elon digs into the
operations of his business.
He's known for that.
Like he's in it with his people.
He's not the rocket scientist.
He's not any of those things.
(19:12):
He's an extremely smart guy, but he digs
in it with them.
He's there.
He's on the floor when the things are
going together and he's understanding it and he's
looking and he's in it with the people.
So to that point, in any business that
you're doing, you have to have your operations
very tied in because your operations are what
are gonna make or break you in any
business.
Doesn't matter what you are.
If you're an accounting firm or a legal
(19:33):
firm, operations of that firm are what's key.
How you're operating, how you're billing, how the
things are moving in and out through the
firm.
If your operations are lagging, you're gonna be
bleeding money, you're gonna be inefficient and you're
gonna see your bottom line go down and
then you're gonna start losing customers and it
starts to snowball from there, right?
So any person in any business, you gotta
(19:53):
have your operations down, even if you don't
know it.
Some people are like, well, I hire an
expert for that cause I don't know it.
I understand that.
I hire experts for the things too.
But at the end of the day, like
I'm involved, right?
Like talk about like podcast room.
Like, I don't know what I'm doing with
any of this technical equipment in over here,
but I'm in it with my guy, Justin,
hanging the TV on the wall and understanding
(20:14):
and the setup and operationally in it.
So it's being done efficiently.
He gets what I want out of it.
I take his input of what it should
be.
And now he's happy and he's especially happy
because here I am the CEO of a
company working right alongside with him, hanging a
TV on the wall at seven o'clock
(20:34):
last night.
That's what makes you efficient in a business.
What about habits and routines?
What are some of the habits and routines
that you think are important for an entrepreneur
to have?
Yeah, that's a good one.
I think everybody goes, there's a lot of
cliche in that side, right?
In that question.
But I do think that it's relevant that
number one, I think taking care of yourself
(20:54):
as a person, I think that's really important.
You are a reflection of what people want.
If you're a sloppy kind of person, I
don't know how else to say it, but
if you're a sloppy kind of person and
you're not taking care of yourself, that's a
reflection of the business and what people are
going to want in that business, right?
So I think that that's number one.
I think number two, I think it's reading,
(21:18):
having an understanding of what's, having an understanding
of just knowledge of the world.
Basically go in and read.
I'm constantly reading books.
I probably read two or three books a
week without even thinking about it.
So I think doing that, being up on
current events, understanding what's going on in the
world, staying out of little things like, staying
out of the little things like the politics.
(21:40):
You can have your side and your sway
on either side, but you shouldn't vocalize it
too much.
Keep it kind of to yourself, in my
opinion.
I think also too, being active outside, giving
back, I think is a big thing.
I think you definitely want to give back
to society, donate your time, donate all of
(22:01):
your, donate some money, be part of causes
that are important to you.
And I think all that's important as well.
I love everything that you've went over today.
And I like how you're taking everything you've
learned and you're applying it to use so
many, to help so many other entrepreneurs.
When you're helping entrepreneurs, what are some of
the biggest roadblocks you see?
I mean, outside of what we've kind of
talked about today, what are some just the
(22:22):
blockers that they see?
Because sometimes I find that you're so in
your business that it's hard to see things
from like a different lens.
And sometimes the problems aren't that hard to
fix, but you're so close to it that
you can't even see anything other than what
you see.
Like those biases are there kind of keeping
your mindset focused the same way it always
has.
So what are some of the obstacles that
you, the biggest ones that you see that
(22:43):
you help people overcome and get out of
that mindset of being too close to things
and seeing it from an outside perspective where
they could better basically come up with concepts
to be able to grow and scale more
sustainably?
Yeah, I think the biggest roadblock is people,
especially high-end entrepreneurs, their success makes them
believe that they know everything and that they're
(23:05):
experts at everything.
And that's a lie.
And like, I look at it, like I
love to listen to people, no matter at
what level you are.
It doesn't matter how much money I have.
I wanna listen to people.
I wanna take and absorb.
I listen to everything that you say.
I listen to everything that you're doing and
I absorb from you.
And if I have questions, I like to
ask.
And too many entrepreneurs, they don't do that.
(23:26):
They wanna, they think they know everything.
So they're like, I don't need your advice.
I don't need this.
That's the roadblocks.
I think what you're doing is all you're
doing is holding yourself back.
Have a willingness, have a willingness to stop
and to put yourself out there and to
listen to people.
And it doesn't matter what level they are.
It doesn't matter, again, I go back to
the janitor scenario.
It doesn't matter if they're the janitor.
There are things that the janitor knows that
(23:47):
you don't know.
So why not learn it?
I use this as an example.
I know a lot of high-level CEOs
who think they know everything, but can't hang
a TV on the wall in their own
house.
Well, guess what?
You're not everything that you think you should
be because that manliness that you're supposed to
have to be able to do things around
the house for your wife and your kids
(24:08):
and be able to build a toy or
whatever.
If you can't do that, you're not everything.
You're just a guy that makes a lot
of money.
That's all that you are.
So be well-rounded and take the advice
of people.
Listen to people.
Don't think you're smartest person in the room.
I know that that, again, cliche, but at
the same time, it is true.
A lot of guys like to just over
(24:29):
-talk the room as opposed to sitting back,
listening, and taking it all in as to
what everybody's doing.
I think that's right there.
That's the biggest one.
Yeah, I love that.
It's a common theme I'm starting to hear
more of is that, you know, as entrepreneurs,
like if you build a successful business, you
kind of get this ego that you think
it's easy.
And then this is what I love about
you.
Like you've done this multiple businesses, but then
if you go to try to build a
second business, like you forget how hard it
(24:51):
really is to be able to do.
We just kind of overestimate our abilities.
I think if you're able to succeed even
one time.
Bobby, I love everything you've said today, but
we've really just scratched the surface.
I mean, you're such a smart guy.
You've done such amazing things across multiple industries
and built billions of dollars in worth in
these businesses.
So those that are watching this, where can
(25:11):
they go to be able to learn more?
You mentioned you do some mentorship at CoachE2.
Where can they go to dive in to
learn more about you and get some of
these access to these ongoing trainings and then
learn a little bit more about working with
you as well?
Yeah, I appreciate that.
So bobbymesmer.com is my website.
They can go there.
Bobby Mesmer on Instagram, Facebook and TikTok, go
(25:32):
there.
You can message us.
My team will get back to you.
And we'd love to work with anybody who
has questions, love to just talk.
You can also find me.
I do a lot of live broadcasting on
LinkedIn as well.
So you can find us there, but yeah,
hit us up.
We're happy to help.
We love the talking.
I love giving back to the people.
That's the big thing.
I've got so much.
(25:52):
We say, I say it like this and
this isn't my slogan, but it's the best
slogan.
I've already paid the dummy tax.
So if I can allow you not to
pay the dummy tax because I can help
you, then that's a win for everybody.
I love it.
Bobby, thanks again for coming on with us
today.
Ty, thank you so much.
Appreciate you.
All right, so listen, if you're watching this,
go to bobbymesmer.com.
That's B-O-B-B-Y-M-E
(26:13):
-S-M-E-R, bobbymesmer.com.
And there, you're able to go to the
bottom of the page.
You're able to just fill out a form
to talk a little bit more, to talk
to Bobby's team about what's involved with working
with them.
And then above that, you're able to find
just a bunch of training.
There's just so much stuff there.
You can read about all different types of
things about him and his companies in the
press.
You're also able to see other podcast interviews
they've done and just a lot of good
(26:34):
informative information.
And it's all at bobbymesmer.com.
So make sure you check it out.
And while you're at bobbymesmer.com, get that
form in the bottom and just fill it
out to have a quick talk with his
team to see what's possible.
Because again, as he said, like skip the
dummy tax, we all go through that.
Sometimes that could cost us years of being
in a stale business that's not growing or
not generating the profits or financial freedom we
(26:55):
want.
And it's not that hard to overcome if
you get with somebody else that's already been
there and done it across multiple industries and
build the kind of thing that you probably
love to build.
So you can make that happen by just
filling out that form at the bottom of
bobbymesmer.com.
So thank you very much for tuning in.
Take care, have a great day.
(27:17):
You've been listening to The Business Credit and
Financing Show with your host, Ty Crandall.
Watch for our next episode to get even
more insight on financing and growing your business.
And don't forget to check us out online
at creditsuite.com for even more business growth
strategies.
(Transcribed by TurboScribe.ai. Go Unlimited to remove this message.) Welcome to the Business Credit and Financing Show.
Each week, we talk about the growth strategies
that matter most to entrepreneurs.
Listen in as we discuss the secrets to
getting credit and money to start and grow
your business.
And enjoy as we talk with seasoned business
owners, coaches, and industry leaders on a variety
(00:22):
of topics from advertising and marketing to the
nuts and bolts of running a highly successful
business.
And now, to introduce the host of our
show, financial expert and award-winning author, Ty
Crandall.
Hello, and thanks for joining us today.
Look, if you wanna scale, mindset's probably one
of the most important things you really need
(00:42):
to understand and really conquer because if you
get your mindset right, well then, a lot
of it's just not as hard to be
able, as hard as you think it would
be to actually be able to succeed.
And with us today is somebody that's built
seven-figure, eight-figure, nine-figure businesses, knowing
exactly what it takes to get your mindset
and the strategies behind really setting your business
up for sustainable growth.
So, with us today is Bobby Mesmer.
(01:04):
Now, Bobby's the CEO of RMG Electors and
Constructors LLC, the world's largest pro-engineered metal
-building elector company.
Now, he also leads Iron Will Racing LLC,
a professional prototype racing team, and RMG Luxury
Services LLC, a startup offering black car and
luxury jet services nationwide.
(01:25):
So, he's actually known for his strategic vision
and his hands-on leadership.
Mesmer has grown RMG into a $4 billion
company with locations in the U.S. and
Costa Rica, erecting over 5 million square foot
of steel buildings annually, more than any competitor
worldwide.
Now, he was born and raised in Southern
New Jersey.
He launched his first construction company in 2000,
(01:48):
and after being defrauded by a major client
in 2016 and losing millions, he pivoted to
steel-building erection.
Now, starting with a single project in Oregon,
he rebuilt from the ground up by personally
training crews and focusing on sustainable growth.
His disciplined, chess-like approach to business transformed
RMG into an industry leader through vertical integration
(02:09):
and unmatched quality control.
He's actually a two-time Titan 100 honoree
and Inc.
5000 recipient.
Bobby remains at the forefront of business development
and operations.
He brings a unique blend of grit, strategy,
and innovation to every venture.
Qualities have defined his entrepreneur journey.
Bobby, what's up, man?
You're doing a lot of cool things.
(02:29):
Hi, man.
Thanks for having me.
Yeah, I appreciate it, man.
That's a great intro, man.
You make me sound really good.
Yeah.
Well, you've done some pretty good things and
you're building multi-billion dollar companies and then
doing it across multiple different industries.
So congratulations, man, and kudos to your success.
What do you think behind everything with the
success you've had?
Because it's hard to do what you've done
in even one industry, let alone do it
in multiple industries.
(02:50):
So what do you think is some of
the keys to your success with having the
accomplishments that you've had across multiple industries?
I think the key for anybody to take
away from is resilience, right?
You're gonna face heartache.
You're gonna face a lot of uphill battle
in anything that you do, in life, in
business, in family, in anything, right?
(03:11):
But you gotta have the resilience.
You gotta have the willingness to really kind
of pick yourself up, move yourself forward, and
really, and fight through whatever it is that
you're dealing with.
That's the hard part.
And most people, like, they wanna, when they
face hardship, especially in business, they wanna stop,
and they wanna be like, ah, I can't
do this, this is too difficult, this is
too hard.
Or what you gotta do is, is you
(03:31):
speak into existence what it is that you're,
what's gonna happen to you, right?
So if you're saying, I can't do this,
I can't do this, and you're constantly the
woe is me, you're gonna, you're not gonna
do it.
But if you're saying to yourself, you know
what, this is just a, this is just
a problem right now, and I need to
move myself past this, and I'm gonna do
better, and what am I gonna learn from
what I'm dealing with right now?
Then you're gonna succeed.
(03:52):
And that's really the crux of it.
Yeah, I love that.
And I think people often ask me, what's
the one trait, if any, that you need?
And I'd say, I'm the same way as
you, is resilience.
Like, if you look at Rocky, like, he
was a horrible fighter.
Like, the guy was bad.
But he just kept getting up, and up,
and up, and up, and he just outlasted
his competition.
And I think about that a lot.
That's kind of how I see business.
(04:12):
What about mindset?
I mean, when you look at mindset shifts,
what are some of the mindset shifts that
you see entrepreneurs make where they go from
not being successful to being really, start to
become really, really successful and build a sustainable,
growable business?
I think the one key factor in that
is the mindset of focusing on the work
(04:33):
and not the money.
A lot of entrepreneurs really focus on money,
right?
Like, they go into business, and obviously, you're
going into business because you wanna make more
money.
That's why people start a business.
Most of the time, when you say to
somebody, why'd you start the business?
Because I wanna make more money, not because
I wanna make a difference.
When they realize that I wanna make a
difference, I wanna do something different, and they
start focusing on the work, the money just
(04:54):
shows up.
It's an inherent trait of the hard work.
So the mind shift comes when you see
the entrepreneur who's focusing more on their business
every day than they are on their bank
account.
And that's hard to find because everybody these
days are focused on bank account.
You can't go on social media without somebody
bragging about how much money they made today
or whatever they did.
And what they gotta do is you gotta
(05:14):
get away from that because it's all lies,
it's all bullcrap.
Those people on there aren't making that kind
of money.
Are they making money?
Yes, not the kind of money that they're
saying they're making.
And so people get caught up in that.
And as an entrepreneur, you get caught up
in that because they're getting caught up in
the venture capital that could be potentially out
there, the funding that's potentially out there.
And that is starts to downfall of people
(05:34):
because in my opinion, I think the people
that the entrepreneurs that bootstrap their businesses and
they do the organic growth and they green
field a little bit more than just going
out there and taking money from somebody are
going to be more successful entrepreneurs because you
learn how to balance your finances.
You learn how to balance your business.
You're making decisions daily and you're forecasting daily
(05:55):
on the money that you have and the
money that you have coming in.
That's gonna make you a stronger business owner.
That's gonna make you more relevant in the
business and the decisions that you're doing.
Any idiot can take a hundred million dollars
and be successful.
But also look at any idiot over the
last couple of years, all the idiots who
have taken hundreds of millions of dollars and
bankrupted in 24 months, just because you have
a good idea doesn't mean you're a good
(06:16):
business person.
And so the mind shift that you're talking
about comes from believing in yourself, being in
the grind and really, again, focus on the
work.
The money will show up if you do
that.
So if you're focusing on the business, you're
focusing on the work, not the money, what
part of the business do you really focus
on?
Like, does it make sense?
Are you really focusing on solving the main
problem that you solve, for example, for a
(06:38):
client?
Well, yeah, I think you gotta, as a
business owner, you have to focus on everything,
right?
So whatever that problem is, you gotta take
it on, face it head first, and then
resolve the issue and come up with a
solution to it.
Don't be scared to make a decision and
figure out what the client needs and move
it forward.
But as a business owner, a lot of
it too, like a lot of business owners
(06:58):
I see or that I consult with, I
do a lot of mentoring and coaching.
And these guys that I'm talking to, or
girls, sometimes they're one trick ponies and it
doesn't take anything away from them, but they
only focus on one piece of the business.
Well, you have all these other pieces.
What about those?
Oh, I don't know about those.
Well, how do you not know about those
as a business owner?
You're leaving them hanging out there on their
(07:19):
own, flying in the wind with no support,
no help.
And you, as the leader that they're supposed
to be looking up to, you're not providing
them the feedback that they need, saying, look,
here's how I want you to do it.
Here's how you should do it.
What do you think about this?
Getting feedback from them and being ingrained and
entrenched in every piece of the business.
A good leader in any business knows every
piece of the business.
I say it all the time.
(07:40):
You have like all these CEOs that are
running around out over there for these Fortune
500 and bigger companies.
A lot of these guys are paper CEOs.
They don't know what the hell they're doing
in any aspect of that entire company, but
they look good on paper for the shareholders.
And that's why they get put in place
over there because they think that it builds
the morale and it doesn't.
You're better off promoting the person who worked
(08:01):
their way up from being the janitor of
the company as now a top executive and
promote that person to as being the CEO
because you're gonna have buy-in.
He knows the culture of the business.
He knows every aspect of every department of
that business because he's worked his way up
through it to get to that point.
That's what's gonna make a better successful CEO.
So what do you think are some of
the strategies when you're talking to those that
(08:22):
you coach that you find are the most
effective for them to get on the right
track and start building the business where it's
growing deliberately, intentionally, and sustainably?
Yeah, I think, so a couple of the
key points that I push on is dig
into each of your departments, number one, understand
what they're doing, what they need, and where
(08:42):
they're hurting.
And then create a plan, create process and
procedure.
Most companies I find don't have a good,
accurate process and procedure through their different divisions
or through their different departments of the company.
Create that process and procedure, but don't do
it from the top.
Do it from the bottom.
Ask the people in that department, what would
you like to see in these processes and
(09:03):
procedures?
What do you think works?
And then you migrate it and that's where
you build a culture.
Concentrate on culture, concentrate on employee buy-in.
That's another thing.
How do you get there?
Some people are so disconnected, you have to
reintroduce that and how they do it.
And sometimes it takes the leaders to roll
up their sleeves and get in it with
them.
And I tell them that, roll up your
sleeves, get down and dirty inside those departments.
(09:26):
With if, again, back to something as simple
as a janitor, pick up a broom and
go sweep the floor with the janitor.
Like, you're not too good for that.
Nobody's too good for that.
And so like that, and so there's that
piece.
There's the piece of trying to understand where
the company's going.
Too many companies don't have a vision.
And when they do, it's in the leader's
minds or the top upper echelon's minds, but
(09:46):
the rest of the people don't know where
the company's going.
And so what you're doing is you're alienating
all the people around you because they see
the company going in a direction and because
they don't understand, because you didn't advise them
as to where you're trying to go with
the company, you can't get the buy-in.
So everybody creates miserableness.
Like people don't wanna be a part of
that.
So those are kind of some of the
key things.
(10:08):
And then take a look at operations in
total.
Like I look at operations and I say,
what are you doing there?
Like, how is your operations affecting?
Where are you bleeding out money?
And then the last thing, the last thing
is really, is telling your people, don't be
afraid to fail.
I think that's a big one.
Too many executives, too many top level, C
level executives, they expect perfection out of all
(10:29):
their employees.
But if your employees are operating perfectly, then
how are you learning and how are you
growing as an organization?
You have to fail to grow.
You have to fail to propel forward.
So have an understanding, set a tone of
failure is okay.
It's okay if you make a mistake.
You're not gonna get fired.
I'm not gonna, but here's the thing.
We're gonna talk about it.
(10:49):
What did we learn?
And you have to learn from it.
Reflect on the mistake that you made.
And then how do we change the company
or change what you're doing in that position
and move forward?
If people inherently wanna do good, people inherently
wanna do good for their companies and their
employers.
So you have to work on that as
a C level person to be able to
pull out of that person.
And it's okay for them to fail because
(11:10):
the failure shows growth.
When you were a baby and you started
walking, how many times did you fall learning
how to walk?
It's the same scenario.
Eventually you learn how to walk because you
learn what not to do.
So perfection is wrong.
Everybody strives for perfection.
I throw perfection out the window.
So those are just some of the key
factors that we start with.
And I love that you're using these to
grow as quickly as what you've been able
(11:31):
to do and help others do it.
When you're doing that, what are some of
the risks of growing too quickly?
And like, what have you found in growing
the businesses you've had fairly quick to get
that success and mitigate those risks?
I think some of the failures are just
pushing money out too quick in the wrong
spots.
I think smaller businesses, people get into that
acquisition mode.
They start making a little bit of money.
(11:52):
They start their business.
They make $5 million a year.
They got some money left over and they
go out and they buy a boat or
they buy a new bigger house or they
buy all those things.
That's definitely a failure point.
I mean, that's a problem with growth.
Reinvest the money back into the company.
If you want a bigger company and you
wanna make more revenues, keep the money reinvesting
back in.
Stop pulling all the money out of the
(12:13):
business because it's not gonna do anything for
you.
You have to show a rate of return.
The banks wanna see that, people that are
financing you if you need to go get
a credit line, whatever.
They need this.
You gotta show retained earnings, right?
You know that, like it's a very simple
thing.
It sucks that you gotta pay taxes on
it, but it is what it is.
So don't go out there and just spend
like crazy.
And I see it all the time.
(12:33):
Million dollar boat, $200,000 cars.
And like, I'm like, dude, you only made
$3 million this year.
Like you got gross as a business.
You have to pay your expenses.
You made a few hundred thousand dollars.
What are you doing?
You just bought a car that's crazy.
So I see that a lot of stumble
is not also like when you're growing quick,
you hire people cause you need to hire,
right?
So hiring is hard.
(12:54):
It's hard.
It's a problem.
I hate it.
People that do it every day, I give
a lot of kudos to, but in the
same sense, the hiring becomes an issue because
you have to hire, you wanna hire the
right people.
You wanna hire the people that are pertinent
for the position and that are gonna fit
in with the company culture and do the
right job.
But people tend to not wanna get rid
(13:15):
of people who aren't doing that job.
And as a leader, you have not just
that one person.
Everybody focuses on that one person.
Stop focusing on that one person who's not
doing their job.
Get rid of them because you're creating a
problem for all the other people that work
within your organization because you don't wanna fire
the one person who's a problem.
So I think the point there is get
over it.
(13:36):
If somebody is not doing what they're supposed
to be doing.
And now a quick break to hear from
our sponsor.
Hey, it's Ty Crandall with Credit Suite.
Many of our subscribers wanna get the most
money to grow their business at the best
terms.
Whether you're looking for startup capital, low interest
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can definitely help you.
So give us a call at 877-600
-2487, or schedule your free consultation at creditsuite
(13:59):
.com forward slash consult to see how much
money you can get approved for today.
Do an action plan, try to work them
up.
If they don't work up, you gotta get
rid of them and move on.
And people hold on to that too long
and then it creates a poison.
So, and then just finding a lot of
times two people, they build their business on
one customer or two customers.
But you gotta diversify yourself out there.
(14:20):
You have to be willing to extend yourself
a little bit more.
If you have one or two customers, one
customer is a death wish as far as
I'm concerned.
If you're running business and you have one
prime customer who is more, who is literally,
if they're just one customer, that that's a
problem because the second they don't pay you,
you're out of business.
It doesn't matter.
And it will happen.
It's going to happen.
I don't care what anybody says, it is
(14:41):
going to happen.
They're either gonna slow pay you or not
pay you for some reason.
If you only have a couple customers and
one of those customers is more than 50
% of your annual revenue in business, you've
gotta change your business model because they're gonna
hurt you.
You're putting yourself in a position to have
that customer, they have too much what they
call power of the pen.
So the second that they don't do right,
(15:02):
the second that you do something wrong or
they perceive that you do something wrong, they're
not gonna pay you.
And now, and when they don't pay you,
it ain't for that one task that you're
doing.
They're not gonna pay you for all the
tasks that you're doing.
And next thing, too many eggs in one
basket and you're gonna be bankrupt and you're
gonna be in a very bad position.
You talked a lot about and I appreciate
(15:22):
everything you just said.
You talked a lot about entrepreneurs oftentimes sometimes
measure their success based on their car or
their plane or their whatever it may be.
What do you think they should look at?
Like, what do you think that aren't vanity
metrics?
Like what should entrepreneurs really be looking at
in a business to measure what true success
is?
Yeah, I think that's a good question.
I think for everybody it's different, but the
(15:43):
metric that I look at for other people
or through other businesses is a couple key
things.
I think it's number one, what are you
doing in your industry that's different than anybody
else?
That's number one.
Are you differentiating yourself from your competition?
So like I know for us, we are
different than everybody else in our industry.
Nobody does it the way that we do.
(16:03):
And that's key.
So if you're doing that, you're doing something
different.
The other metric is company culture.
Are the people happy?
What do people say about you as a
business?
Like not just you as a person, what
do they say about the business?
Are they happy to be there?
Are they happy to show up?
Do they love the business?
Are they ride or dies for the company?
That's a key metric in my mind.
(16:24):
That's a key thing that people overlook.
It's because like everybody wants to focus on
how much money, right?
We talked about that.
How much money did the company make?
How much money did I make and what
am I doing?
Those are all bad metrics in my mind
because you could have a company that does
$100 million a year in business, but if
all your employees are miserable and don't wanna
be there, you don't have a business.
You don't have nothing because the second that
(16:46):
one person starts to flee, you have more
people start to flee and your $100 million
business is gone.
The metrics that you should be focusing on
is your company culture, your employee happiness, pay
your people more.
I'm a big advocate of that.
We try to pay our people well over
and above what the standard should be.
From our field employees all the way up
to our executive level people.
And we do that not just for retention,
(17:08):
but we do that because the people are
happy to go the extra mile.
And it's a hard line to cross, but
how much are you paying your people?
That's a metric to look at.
Those are the key things because that's what
makes your business.
Recognize the fact that the people who are
making you money.
Yeah, I may be the CEO and the
buck does stop with me and I'm the
one who sets the tone for the business,
(17:28):
but everybody else are the people that are
getting it done every day.
They're in the weeds.
Yes, I'm charged with making the business decisions
and guiding everybody to where it needs to
go.
But I can tell you that all the
people that are within my organization are very
happy to be here.
The rider dies for the company.
They love the culture of the company and
you'll be dragging them out of the door
(17:49):
as opposed to them wanting to flee.
And that's what you wanna focus on.
You focus on those things, you will be
successful.
You mentioned in that systems and processes too
is something you've mentioned.
What do you think entrepreneurs should be focusing
on?
Like when you coach people, you help them,
like what systems and processes are they typically
ignoring that you've gotta come in and go
like get this right before you can even
(18:09):
get to a point where you can really
grow and scale?
Yeah, mainly it's operational.
That's the big thing.
I tout myself as an operational expert and
only because I can walk into any company,
give me a short period of time, let
me analyze the company, let me look through
the finances and I can tell you operationally
where you have a problem.
And it doesn't mean that maybe you're heavy
or you need to get rid of people.
It means that you're just not operating operationally
(18:31):
efficient, right?
How many times have you walked past like
let's, I'm gonna pick on DOT guys right
now.
How many times you walk past the DOT
traffic site and there's 50 guys standing around
and one guy working, right?
That's operational inefficiency.
There is no reason for that.
And there's five miles of cones set up
on the road for two pieces of equipment
working with all of those guys standing around.
(18:52):
That is operational inefficiency.
So it's, in my mind, it starts there.
And the best leaders are operational guys.
So you take a guy like, as an
example, take a guy like Elon Musk, right?
Elon is successful because Elon digs into the
operations of his business.
He's known for that.
Like he's in it with his people.
He's not the rocket scientist.
He's not any of those things.
(19:12):
He's an extremely smart guy, but he digs
in it with them.
He's there.
He's on the floor when the things are
going together and he's understanding it and he's
looking and he's in it with the people.
So to that point, in any business that
you're doing, you have to have your operations
very tied in because your operations are what
are gonna make or break you in any
business.
Doesn't matter what you are.
If you're an accounting firm or a legal
(19:33):
firm, operations of that firm are what's key.
How you're operating, how you're billing, how the
things are moving in and out through the
firm.
If your operations are lagging, you're gonna be
bleeding money, you're gonna be inefficient and you're
gonna see your bottom line go down and
then you're gonna start losing customers and it
starts to snowball from there, right?
So any person in any business, you gotta
(19:53):
have your operations down, even if you don't
know it.
Some people are like, well, I hire an
expert for that cause I don't know it.
I understand that.
I hire experts for the things too.
But at the end of the day, like
I'm involved, right?
Like talk about like podcast room.
Like, I don't know what I'm doing with
any of this technical equipment in over here,
but I'm in it with my guy, Justin,
hanging the TV on the wall and understanding
(20:14):
and the setup and operationally in it.
So it's being done efficiently.
He gets what I want out of it.
I take his input of what it should
be.
And now he's happy and he's especially happy
because here I am the CEO of a
company working right alongside with him, hanging a
TV on the wall at seven o'clock
(20:34):
last night.
That's what makes you efficient in a business.
What about habits and routines?
What are some of the habits and routines
that you think are important for an entrepreneur
to have?
Yeah, that's a good one.
I think everybody goes, there's a lot of
cliche in that side, right?
In that question.
But I do think that it's relevant that
number one, I think taking care of yourself
(20:54):
as a person, I think that's really important.
You are a reflection of what people want.
If you're a sloppy kind of person, I
don't know how else to say it, but
if you're a sloppy kind of person and
you're not taking care of yourself, that's a
reflection of the business and what people are
going to want in that business, right?
So I think that that's number one.
I think number two, I think it's reading,
(21:18):
having an understanding of what's, having an understanding
of just knowledge of the world.
Basically go in and read.
I'm constantly reading books.
I probably read two or three books a
week without even thinking about it.
So I think doing that, being up on
current events, understanding what's going on in the
world, staying out of little things like, staying
out of the little things like the politics.
(21:40):
You can have your side and your sway
on either side, but you shouldn't vocalize it
too much.
Keep it kind of to yourself, in my
opinion.
I think also too, being active outside, giving
back, I think is a big thing.
I think you definitely want to give back
to society, donate your time, donate all of
(22:01):
your, donate some money, be part of causes
that are important to you.
And I think all that's important as well.
I love everything that you've went over today.
And I like how you're taking everything you've
learned and you're applying it to use so
many, to help so many other entrepreneurs.
When you're helping entrepreneurs, what are some of
the biggest roadblocks you see?
I mean, outside of what we've kind of
talked about today, what are some just the
(22:22):
blockers that they see?
Because sometimes I find that you're so in
your business that it's hard to see things
from like a different lens.
And sometimes the problems aren't that hard to
fix, but you're so close to it that
you can't even see anything other than what
you see.
Like those biases are there kind of keeping
your mindset focused the same way it always
has.
So what are some of the obstacles that
you, the biggest ones that you see that
(22:43):
you help people overcome and get out of
that mindset of being too close to things
and seeing it from an outside perspective where
they could better basically come up with concepts
to be able to grow and scale more
sustainably?
Yeah, I think the biggest roadblock is people,
especially high-end entrepreneurs, their success makes them
believe that they know everything and that they're
(23:05):
experts at everything.
And that's a lie.
And like, I look at it, like I
love to listen to people, no matter at
what level you are.
It doesn't matter how much money I have.
I wanna listen to people.
I wanna take and absorb.
I listen to everything that you say.
I listen to everything that you're doing and
I absorb from you.
And if I have questions, I like to
ask.
And too many entrepreneurs, they don't do that.
(23:26):
They wanna, they think they know everything.
So they're like, I don't need your advice.
I don't need this.
That's the roadblocks.
I think what you're doing is all you're
doing is holding yourself back.
Have a willingness, have a willingness to stop
and to put yourself out there and to
listen to people.
And it doesn't matter what level they are.
It doesn't matter, again, I go back to
the janitor scenario.
It doesn't matter if they're the janitor.
There are things that the janitor knows that
(23:47):
you don't know.
So why not learn it?
I use this as an example.
I know a lot of high-level CEOs
who think they know everything, but can't hang
a TV on the wall in their own
house.
Well, guess what?
You're not everything that you think you should
be because that manliness that you're supposed to
have to be able to do things around
the house for your wife and your kids
(24:08):
and be able to build a toy or
whatever.
If you can't do that, you're not everything.
You're just a guy that makes a lot
of money.
That's all that you are.
So be well-rounded and take the advice
of people.
Listen to people.
Don't think you're smartest person in the room.
I know that that, again, cliche, but at
the same time, it is true.
A lot of guys like to just over
(24:29):
-talk the room as opposed to sitting back,
listening, and taking it all in as to
what everybody's doing.
I think that's right there.
That's the biggest one.
Yeah, I love that.
It's a common theme I'm starting to hear
more of is that, you know, as entrepreneurs,
like if you build a successful business, you
kind of get this ego that you think
it's easy.
And then this is what I love about
you.
Like you've done this multiple businesses, but then
if you go to try to build a
second business, like you forget how hard it
(24:51):
really is to be able to do.
We just kind of overestimate our abilities.
I think if you're able to succeed even
one time.
Bobby, I love everything you've said today, but
we've really just scratched the surface.
I mean, you're such a smart guy.
You've done such amazing things across multiple industries
and built billions of dollars in worth in
these businesses.
So those that are watching this, where can
(25:11):
they go to be able to learn more?
You mentioned you do some mentorship at CoachE2.
Where can they go to dive in to
learn more about you and get some of
these access to these ongoing trainings and then
learn a little bit more about working with
you as well?
Yeah, I appreciate that.
So bobbymesmer.com is my website.
They can go there.
Bobby Mesmer on Instagram, Facebook and TikTok, go
(25:32):
there.
You can message us.
My team will get back to you.
And we'd love to work with anybody who
has questions, love to just talk.
You can also find me.
I do a lot of live broadcasting on
LinkedIn as well.
So you can find us there, but yeah,
hit us up.
We're happy to help.
We love the talking.
I love giving back to the people.
That's the big thing.
I've got so much.
(25:52):
We say, I say it like this and
this isn't my slogan, but it's the best
slogan.
I've already paid the dummy tax.
So if I can allow you not to
pay the dummy tax because I can help
you, then that's a win for everybody.
I love it.
Bobby, thanks again for coming on with us
today.
Ty, thank you so much.
Appreciate you.
All right, so listen, if you're watching this,
go to bobbymesmer.com.
That's B-O-B-B-Y-M-E
(26:13):
-S-M-E-R, bobbymesmer.com.
And there, you're able to go to the
bottom of the page.
You're able to just fill out a form
to talk a little bit more, to talk
to Bobby's team about what's involved with working
with them.
And then above that, you're able to find
just a bunch of training.
There's just so much stuff there.
You can read about all different types of
things about him and his companies in the
press.
You're also able to see other podcast interviews
they've done and just a lot of good
(26:34):
informative information.
And it's all at bobbymesmer.com.
So make sure you check it out.
And while you're at bobbymesmer.com, get that
form in the bottom and just fill it
out to have a quick talk with his
team to see what's possible.
Because again, as he said, like skip the
dummy tax, we all go through that.
Sometimes that could cost us years of being
in a stale business that's not growing or
not generating the profits or financial freedom we
(26:55):
want.
And it's not that hard to overcome if
you get with somebody else that's already been
there and done it across multiple industries and
build the kind of thing that you probably
love to build.
So you can make that happen by just
filling out that form at the bottom of
bobbymesmer.com.
So thank you very much for tuning in.
Take care, have a great day.
(27:17):
You've been listening to The Business Credit and
Financing Show with your host, Ty Crandall.
Watch for our next episode to get even
more insight on financing and growing your business.
And don't forget to check us out online
at creditsuite.com for even more business growth
strategies.
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