Ep. 85 - When to Launch a Business

Thinking of starting a business? Stop waiting for the "perfect moment" because it doesn't exist. That's the core message we tackle head-on in this candid conversation about entrepreneurial timing.

We shatter the myth of first-mover advantage, revealing how second movers often win the game by entering markets where customers already understand their need. Being too early means educating an unaware market, which can be exhausting and expensive. Meanwhile, waiting too long means fighting through a crowded field of established competitors.

One powerful insight we unpack: buying an existing business might be smarter than starting from scratch. Most established businesses suffer from two fixable problems—inefficient processes and poor marketing. With fresh energy and modern approaches like AI implementation, you can transform moderate success into significant profitability without the cold-start customer acquisition struggle.

The conversation takes a philosophical turn as we examine entrepreneurship as a purpose-driven calling rather than merely a financial decision. We share personal reflections on the entrepreneurial mindset—how true entrepreneurs never really "retire" because their drive to create can't be satisfied by leisure alone. This explains why successful founders who experience lucrative exits often launch new ventures instead of riding off into the sunset.

Whether you're contemplating your first business or your fifth, this episode offers practical wisdom about timing, purpose, and the undeniable reality that the best time to start is now. Because tomorrow won't be easier, market conditions won't be perfect, and your preparation will never feel complete. The only question is: are you ready to get nasty and jump in with both feet?

Episode Transcript

Speaker 1 (00:00):
One of the things that I've experienced in
business on the startup is I'vetypically in most often cases,
been too early in the businessthat I started, you know, in
which I think that some peoplemay think that that's a you know
, if they look at it like oh wow, you're really able to see the
future.

Speaker 3 (00:18):
The second mover usually wins the game.
Yeah, exactly, that's true.
Not the first mover, that'sright, Like it's actually I've
had a lot of pain.
You don't want to be the 29thmover, but you don't want to be
the first either.
We're back.
We're back, baby.

(00:39):
Another episode of Big Talkabout small business.

Speaker 1 (00:52):
It's 100% organic listeners every time.

Speaker 3 (00:55):
Eric and I have been going at it already here for
about 10 minutes.

Speaker 1 (00:59):
Hell, we're going at it every day, man.
We're just talking about howwe're just grinding.

Speaker 3 (01:03):
We are I mean even though we're, old.
Yeah, well, I'm even older thanyou.
You, I mean, you're a lot olderthan I am.
But yeah, I'm, I'm tired, butstill you've had a lot of miles
put on.
You know I've been.
If you talk about like worktime, you're probably as old as
me I don't know man, you knowI've.

Speaker 1 (01:22):
I've just been honestly like.
I've always tried to stay upwith you.
Oh God, no, I mean seriously,dude, you're one of the hardest,
fastest workers I've ever metin my life, it's insane.

Speaker 3 (01:32):
Well, you are too.
I mean you are somebody thatjust constantly keeps reaching
out for more.
I mean I think what you'redoing right now with Ed Fury is
absolutely brilliant.
Thanks, man, most people wouldnot do that.
They build this company thatyou did with, you know, white
Spider, and go througheverything you went through, and

(01:53):
then have this great exit andit goes on in a new form and all
, and then, you know, you getright back into it.
Yeah, okay.

Speaker 1 (02:02):
It's nasty time.

Speaker 3 (02:03):
With another one that's got huge potential.
It does.
I mean.
It's just you're so brilliantand you brought your former
partner back.
Yeah, you were lucky to get him, and very lucky.

Speaker 1 (02:13):
Yeah, he's awesome man.
I mean, it's just we have agreat team man.
I mean, the older I get on this, the more I see the value of
team building.
You know, getting the rightpeople on the bus in the right
seats it takes time, it takesinvestment, you know.
But I mean I feel like that.
That company, um, you know,it's just been in existence for
a few months, but I can see nowthe team starting to gel, gel.

Speaker 3 (02:37):
It's a beautiful thing, I mean just being in your
office last week, that place,place has a buzz.
It's like people are back thereworking their ass off Getting
nasty.
I love it.

Speaker 1 (02:48):
Let's get nasty.

Speaker 3 (02:50):
It's so great you see so many small business owners
and entrepreneurs out there orwant to be entrepreneurs, and
they're sitting there right nowand they're griping and I mean
I've been on that boat too aboutthe tariffs or the uncertainty
or the stock market goes downand then consumer confidence
drops.
All those things are real, butyou know what?

(03:10):
So what?
At some point you got to saythose are real, can't do a damn
thing about them.
Now I'm going to get off my assand figure out how to be
successful anyway.

Speaker 1 (03:20):
It's the same premise as personal life.
Right, like I mean, I mean you,you either get at it or get out
of the way.
Yeah, I mean, and I think thatgetting into business it's like
it's exacerbated that, thatentire policy right like that,
where you just you have tofreaking, get on the bus and go.
You can't worry about what youcan't control exactly.

Speaker 3 (03:40):
And the other thing is there's always a risk.
Yes, okay, I mean, look, youand I both, and you know
probably you to a greater extentthan me but we still take our
money and we put it into thingswhere we don't know if we're
going to get it back.
Okay, right, but we do it andthat's how we get ahead.

(04:02):
Other people go oh man, you'relucky, aren't you?
Wow, I can't believe it.
You're so lucky that you gotinto that.
It's not luck no no.
You're willing to take a risk.

Speaker 1 (04:13):
Yeah, and I think you know we've talked about it a
lot of times but that's thedefinition of an entrepreneur
Like this.
One big part of it is that youtake a personal financial risk
Right, that you take a personalfinancial risk.
And that looks like a lot ofdifferent ways.
If you have money, you put itin, you risk the money or you
sacrifice.
Yeah, you take your time andyou sacrifice making it
somewhere else.

Speaker 3 (04:32):
Or you do both, or you do both.

Speaker 1 (04:35):
Or, like in our situation, you're doing all of
your money right.
It's true, but you have to.
I mean, like, and I think that,like you, people want to take
banking policies and apply themto entrepreneurship, and it does
not work out.
Yeah.

Speaker 3 (04:49):
Banks are risk avoiders.

Speaker 1 (04:51):
Their entire business is set up on minimizing risk.

Speaker 3 (04:55):
It has to be.
If you look at what banks theirmargin is so slim I mean the
difference in what they pay forthe money versus what they lend
it out for.
Yeah, they have to cover alltheir overhead, all their people
, all their locations, all theirsoftware, all their marketing,
all their insurance, everything,and then make a profit.
They can't afford to make a baddecision.

Speaker 2 (05:15):
No.

Speaker 3 (05:16):
I always say that to my students.
It's like I'm going to go inthere with my business.
They don't care about yourbusiness plan.

Speaker 1 (05:29):
They want to know have you got assets to secure
this with?
Do you have other incomesources?
That's right.
If I loan you this money, howcan I get paid back in case you
fail, like most people will?
So I'm minimizing my risk and Ithink that there's a lot of.
That's what I think a bigbarrier is.
With a lot of really smartpeople, it's almost like the
smarter you are, the harder itis to be an entrepreneur,
because you have learned tocalculate so much.
You know so much.

(05:50):
You know so much like you'vebeen doing this dog market,
you've been investing here,you're looking at all this stuff
, working with banks, and you'reso elevated and smart You're
going to the Northwest Arkansaseconomic outlook all these smart
, greatly intelligent, sure.
But then you calculate in yourbrain the amount of risk that it
is and if it's worth it.

(06:10):
Yeah, and I would say that inanything that I've ever done,
had I calculated that, I wouldhave never done anything Exactly
.

Speaker 3 (06:18):
I mean, I totally understand A hundred percent.
It's so true.
You'd be like that's a bad idea.
Too much information bombardingyou gives you all the reasons
not to do something.

Speaker 1 (06:30):
You don't just have to be ignorant enough to do it.

Speaker 3 (06:32):
Ignorance is a good trait.

Speaker 1 (06:37):
I mean at this age, I mean, would I do what I did
when I was 22, you know, as anentrepreneur?
I mean I couldn't, I wouldn'tbe able to do it.
You know it.
Or maybe am I doing it again.
It's just even multiplied, Idon't know.

Speaker 3 (06:50):
I hear you yeah it's interesting because I'm I'm
writing an article right nowthat I'm delinquent on for this
weigler.
It's advice to my 30 year oldself and one of the things I was
thinking is like take 10 ofwhat you make and put it in the
stock market.
Never touch it.
Okay, yeah, I know that's goodadvice.
I know it is.
I've tried to do it so manydifferent times when I was young

(07:13):
.

Speaker 2 (07:13):
Yeah.

Speaker 3 (07:14):
But then the reality sets in.
It's like oh my God, I got ahuge tax bill.
Where am I going to get themoney for that?
I know let's hit the 401k.

Speaker 1 (07:28):
Pay.
Know, let's hit the 401k.
Pay the 10 penalty.
Okay, early withdrawal, pay taxon it, got all this safe tucked
away.
Then payroll hits.
You know like oh, do I lose allmy staff or do I keep my little
?

Speaker 3 (07:34):
68 000 this week.
Where am I gonna get that?

Speaker 1 (07:38):
oh, I know oh yeah, I made a good decision five years
ago.

Speaker 3 (07:42):
Yeah, it's time to suck that one out.
People don't understand.
It's like I always find itinteresting when I like talk
with I'll have students that gointo.
You know investment managementor wealth management.
Okay, there's a lot of themthat do that.
You know, they all come fromDallas and there's a lot of
money there and everything right, yeah.
And they're like I, I'm gonnaget into wealth management.

(08:11):
And who are you gonna target?
I'm gonna target entrepreneurs.
I'm like wrong people to target.
Entrepreneurs are not yourtarget, but your.
Your target client should belawyers, doctors, dentists,
people who make a lot of moneyand know nothing about business.
That's right, becauseentrepreneurs will always put
their money in their ownbusiness, where they have
control over it and they know it.
Yeah, there is a.

Speaker 1 (08:32):
I'll look at it.
I feel very isolated a lot oftimes because, you know, if I
work with any advisor or bankersor whatever like, there's this
tension that I'm always havingin every single conversation
that I have, Like nothing thatthey do makes any sense to me
whatsoever.
You need whole life.

Speaker 3 (08:50):
I'm like why?
The last time I bought I didbuy one of those policies.
And then they're like okay, nowwe need 20,000 from you this
week for it to fund this.
You know I'm like 20 grand.
What?
Why?
I don't want to.
And any suggestion they make,you know I'm like 20 grand, what
why?

Speaker 1 (09:04):
I don't want to, and any suggestion they make, you
know, I'm like countering itwith like how does that make any
sense If?
I invest in a company.
How do I maintain liquidity incase I need to?

Speaker 3 (09:13):
pay payroll.
Exactly, that's my number onequestion.
Plus, what's my return oninvested capital in my own
business?
Right, okay, well, that's thething.

Speaker 1 (09:20):
It's like, oh well, you'll make.
You know, maybe you'll make 5%after inflation and you're like
that's terrible.

Speaker 3 (09:26):
It's like my own business.
I never make less than 50% ayear.
I don't know what I've gotinvested.
Yeah, that's right.
It's like they don't understandthat.
Yeah, because they're used tothe fact that a lot of
businesses fail.

Speaker 1 (09:40):
Yeah Well, it's all about securing what you already
have, not going for somethingthat you don't have.
Going for the brass ring right.

Speaker 3 (09:48):
That's right, and just hope when you get through
it.
That's right.
Yeah, well, today we'resupposed to start.
We're supposed to talk abouthow, when's the best time to
start a business?

Speaker 1 (09:59):
Now, exactly, okay we're done with that.

Speaker 2 (10:02):
We're done, that's not the episode Don.

Speaker 3 (10:07):
Exactly okay, we're done with that.
Don't delay.
You want to learn how to do it?
Do it okay, jump in baby.

Speaker 1 (10:10):
Both feet.
Both feet get nasty.
Put everything on the lawn,stress out, wig out, have
sleepless nights, work harderthan you've ever had before in
your life, and just do it yeah,it's.

Speaker 3 (10:22):
You know, I know this is probably this hasn't really
been your strategy necessarilyin your over your course of your
entrepreneurial career, but soyou know, I teach a small
enterprise management class andI'm just wrapping it up right
now my final grades and I readall my final papers turned in by
my students which is probablylike 75 or 80 students this

(10:44):
semester and and they're great.
Okay, I love them.
Um, but one of the mostimportant things they got out of
my class this semester is youdon't have to start a business
to be an entrepreneur.

Speaker 2 (10:58):
You can go buy a business or you can buy a
franchise.

Speaker 3 (11:03):
Okay, and so you know .
This idea that is pounded intopeople's heads that the only way
to become an entrepreneur is todo a cold start, I think is
fundamentally flawed.

Speaker 1 (11:14):
No, it is Agreed.
You know there's a lot of Imean, like it's attractive to me
to think about buying anexisting business and just
improving the processes.
Exactly Right now is actuallythe best time in the world, I'm
telling you.
All these two wills are gettingout.
There's no plan.
And then there's the whole AIscenario.
You can go into about anybusiness that's existing and

(11:38):
improve the efficiency.
I believe that With using AI,workflows and everything else,
just going in there and mappingout and then applying the AI
throughout the entireorganization every nook and
cranny, and you can turn thatthing from somewhat profitable
to extremely profitable andthat's just.

Speaker 3 (11:56):
I mean, that's working on the processes of how
they do what they do.
The other side of it is prettymuch every business that I've
ever looked at has shittymarketing, yeah, or does nothing
.
Yeah, you know, we've talkedabout that before on the show,
but I mean, if you fix theprocesses and then apply some
basic marketing to it, dude, youcan blow that puppy up, man.

(12:18):
It's so true.
I just like taking an existingbusiness because I can see
what's there.
Yeah, you know, when you startfrom scratch it's harder, I
think, in a lot of ways.

Speaker 1 (12:29):
Well, I think the biggest.
Well, it's expensive becausethe cost you can't finance it as
easily as you buy Well, and thecost for new customer
acquisitions, the most expensivething you can do in business.
I mean it all honestly, itreally is.
It really is.
And if you can buy a businessthat has a consistent amount of
clientele that are coming in thedoor, that know about you, that
are calling because they're,yeah, their faucet's broken and

(12:52):
you've been known in theindustry there's this as a
faucet fixer like look, I knowwe've talked about word of mouth
, but there is.
The best form of customerretention is word of mouth and
of course it is, but it it takestime to get there, they've got
to get there.

Speaker 3 (13:05):
Yeah, they've got to try you in the first place.
Yeah, absolutely.
But if you have this word ofmouth, recurring calls like
that's gold man Dude, I justwrote about that in the last
issue of this Weigletter.
I know you probably haven'tread it yet, but it came out on
Monday and it's all on referrals.
Okay, and so you know why do wegive referrals?

(13:26):
I get people call me all thetime.
It's like they want to hirearchitects or engineers or
contractors.
Right, I get calls and emailsand texts almost every day from
somebody and you know I put thatarticle out there and in a 24
hour period, I gave fivereferrals to one provider and I

(13:50):
gave two referrals to anotherprovider and I gave one referral
referral each to two otherproviders.
Wow, now why do I give thereferrals, is the question.

Speaker 1 (14:00):
Because you trust that.
You trust that the contractorwill fulfill your valuable
reputation, that you're beingasked this question and so if
they fail on that job, then it'sgonna it's gonna hurt your
reputation you refer people whoreturn phone calls and emails
promptly.

Speaker 3 (14:18):
Yeah, right, get work done.

Speaker 1 (14:20):
They do what they say .

Speaker 3 (14:21):
They're gonna exactly , it's so simple what they say
they're going to.
Exactly it's so simple whatthey say they're going to do.
So that gets you the referralsthey're they.
They understand what a budgetis and that it's important to
comply.
Okay, they don't createproblems for you down the road.
I mean, there's all thesethings that are really not that

(14:41):
hard to control.
That's right In your businessthat you have to control, that
give you the reputation thatallows your customers and
clients to refer you.

Speaker 2 (14:53):
So yeah, you're right .

Speaker 3 (14:55):
But anyway, today we're talking about the best
time to start a business.
We both agree it's now Right.
Okay, don't fool around, do it.

Speaker 1 (15:09):
So Well, this first bullet like let's, let's use
whatever what our team gives usright, okay, let's structure
yeah, let's do a point.
So first question is what'sshould people wait for the
perfect moment versus takingimmediate action?
And I know we answered thatright out of the gate.
Yeah, but I want to saysomething about waiting for the
perfect moment.
It's the best analogy I have islike saying I'm going to have a

(15:30):
kid at the perfect moment.
I knew you were going to saythat because it came to my mind
too, yeah exactly.
It's like there's no perfectmoment.
You can plan to your freaking50 on how you're going to be the
best parent and the bestcircumstances, but it doesn't
matter.
Like it's about the time youknow, and, and you, you have the
kid and you, just you get on it, man, you, you become a parent,

(15:51):
you do what you got to do, youdo what you got to do, you're
responsible, you move forward.
Yes, you know, you areresponsible.
That's right, that's right.
And so I think that you knowthat perfect moment which kind
of comes in that second oneabout looking for the certain
indicators or favorable time tostart the business.
Right, I mean, there's, youknow there is some.

(16:12):
I think one of the things thatI've experienced in business on
the startup is I've typically,in most often cases, been too
early in the business that Istarted, has been too early in
the business that I started, youknow, in which I think that
some people may think thatthat's a, you know, if they look
at it like oh wow, you'rereally able to see the future.

Speaker 3 (16:32):
The second mover usually wins the game.
Yeah, exactly, not the firstmover, that's right, like it's
actually I've had a lot of pain.
You don't want to be the 29thmover, but you don't want to be
the first either.

Speaker 1 (16:44):
I've been through a lot of pain on being ahead, you
know, and you know it does workout as long as you can push
through.
If you succeed, it's going tobe a big success.
It will be.
Yeah, that's the thing, butdon't expect that it's going to
be an easier ride.

Speaker 3 (17:05):
It's actually a harder ride to be the first
mover.
Well, the reason is because notonly do you have to figure out
how to do what you have to do,but you got to convince people
they need it.
They don't know they need itExactly.
Okay, the second mover.
It's like okay, the market'salready established.
I know that they need it.
Now we need them to select us.

Speaker 1 (17:17):
That's right.

Speaker 3 (17:18):
But the first mover has got to convince them that
they have a need in the firstplace.

Speaker 1 (17:24):
That's a different game and you've got to own the
hell out of it.
Once you get a job you have topush, and push and push and make
sure that you stay in front ofthat.
So there's some advantage inthe sense of where you can get
some of the folks to work withyou first.
But basically what I've seen isthat I just breed competition
by doing that.
Yes, basically what I've seenis that I just breed competition

(17:47):
by doing that.
Yes, you know right, when youlaunch you've got a lot of
doubters and naysayers.
You know not only clientele,but you've got your competitors
out there like.
You know that don't believe in.
You think it's going to doanything, but when you start
getting the jobs, they startgetting jealous and most of the
people that are watching whatyou're doing, if it's innovative
, are bigger companies that havebigger funds that can kind of

(18:10):
come at and they have existingclientele where they can add a
little, adding your service ontop of what they already do is
an easy.

Speaker 3 (18:13):
They've already got the distribution channels yeah,
they're selling stuff to yourtarget clients.
Already exactly you got theserelationships.

Speaker 1 (18:19):
Yeah, you got it and so, and so that's a that's a
huge threat.
Yes, you know, and uh, and, butI mean the thing is is like you
, and then you have this periodof where they come in.
They try to interrupt that, butthen there's a cycle of coming
back to you because they are notable to fulfill with what you
can, but they land, grab it andthey that could cost six months

(18:41):
to a year, year and a half worthof this cycle, to where they.
They basically have caused thismassive distraction between you
and your client originally.

Speaker 3 (18:50):
Yeah, well, you have always been in these things
where you're trying to createsomething all new.
Yes, okay, I mean, and thatyou're going for the home run,
okay.

Speaker 2 (18:58):
Yeah.

Speaker 3 (18:59):
The other startup, if we want to call it that, or new
business when you start is youare one of thousands of existing
providers.
Okay, right, the potential mayseem like it's not as great.
It may not be as great as thefirst mover, new creator, right,
but the risk is a lot lowerbecause the market already knows

(19:20):
it needs, like, trashcollection or whatever.
Yeah, yeah, yeah, and trash isa great industry to get in.
So so you, just you know, allyou got to do is figure out how
you're going to do your trashcollection a little bit better.
Like what do our containerslook better when they sit out in
front of somebody's house?

Speaker 1 (19:34):
Which could be a big deal for people that are.

Speaker 3 (19:37):
In a really nice neighborhood, heck, yeah, like
where you live right now.
I mean, I don't know how thetrash gets collected over there
at Shadow Valley.
You stick your trash out onthis tree.
Yeah, yeah, do you have likerecycling bins?
Yeah, is that a separate?
No, it's a separate.
Another rolling container.

Speaker 1 (19:53):
It's another rolling container.
Okay, well, that looks better.
Yeah, it looks better than.

Speaker 3 (19:57):
In Fayetteville.
So you know, I got to put mytrash out.
So just last night I put mytrash out.
All right, I got two rollingcontainers for trash.
Then I have two bins with lidsfor my two types of recycling.
Yeah, then I had all my leafbags and stuff like that that
are paper.
Yeah, they've been sitting outin the rain.

(20:18):
Yeah, I see.
So I put all that crap out infront of my house.

Speaker 1 (20:23):
Yeah.

Speaker 3 (20:23):
Looks like hell.
When I get back from thispodcast recording session this
morning, I will be picking upcrap out of my front yard.
My recycling bins will betossed out there, the lids will
be tossed out there.
One of my trash cans might befalling over in the street.
The leaf bag where it broke isgoing to leave stuff all over
the curb.

(20:43):
It's going to look like hell.
The curb, yeah, it's going tolook like hell.
So if somebody has a solutionto that and for nice
neighborhoods, they might theymight win a business, yeah it's
just one example.
Sorry to get distracted on youwith that, but but anyway, there
is a difference in a startup inan established market, where
they know they need you and allyou're doing is tweaking things
a little bit, versus these.

(21:04):
Invention is something new,kind of businesses that you've
been known to do, which this onewe're in right now is an
invention yeah, the podcastvideos?
Yeah, really yeah who does that?
Well, create this all thesedifferent studios here and all
the production capabilities andeverything that you have to make
it completely turnkey.

Speaker 1 (21:25):
Yeah, and it's been the same story.
I mean a lot of innovate, a lotof inspiration, education
towards clientele, but it'sstarting to turn, you know.
I mean which probably shouldn'tsay that because now
everybody's going to startjumping in, you know a little
bit, and trying to mimic, butthat's okay, let them come Well
you've got the capitalinvestment.

Speaker 3 (21:43):
I mean, the average person starting a business like
this isn't going to be able todo what you do.
I got the crazy Mark.
They would not invest in thisstudio and this technology that
you have put in place here andalready refined your technology,
One of the most invigoratingthings, though, is when you see
somebody trying to freaking.

Speaker 1 (22:02):
Take a little bit of what you got.

Speaker 3 (22:04):
Yeah, I know I used to hate all energy.
I used to hate all competitors.
I don't necessarily feel likethat anymore.

Speaker 1 (22:14):
I don't either.

Speaker 3 (22:14):
Really I don't hate it, but I love the, I love the,
I love the less sport themthough, yeah, it's a bloodsport,
because I think you know inreality it doesn't have to be,
that it's not a zero-sum game.
The market size is not fixed.
Yes, that's where the flaw isin that thinking, yeah, that the
market's X and you're going toget point something of X and

(22:38):
they're going to get pointsomething of X.
Right, just not like that.
No, it's not.
You could expand the wholemarket.

Speaker 1 (22:44):
There's a lot of room to play right.

Speaker 3 (22:46):
Yes, there is, everybody can have a piece.

Speaker 1 (22:47):
Yes, and it actually.
It's good though, I meanbecause it makes you kind of get
out of any kind of complacencyand a lot of the complacency has
to do with the team, right, butI mean, if they can feel people
biting at their heels, I meanit motivates you.
Yeah, bit extra.
Everything's about the extraright.

Speaker 3 (23:04):
so do you?
I mean, do you when you start abusiness, how much do you
really look at the competitionout there and go, I don't, I
don't gotta do this because thecompetition's doing this.
What I mean?

Speaker 1 (23:17):
I don't know that I do that in any like normal
process?
No, no, not at all like I will.
I really don't look atcompetition because a lot of
times the things that I'm doingpersonally don't really have
competition to begin with.
Right, because you're inventingsomething new, yeah, yeah, I
look for I see a gap in theindustry, you know, in the

(23:38):
market, and I go after that gap.
Then I do start looking atpeople that are somewhat
adjacent to whatever I'm doingand seeing if and kind of watch,
if they're trying to get theirtoes in or how much they've gone
into it, and a lot of times Imean they're not very far into
it and so I kind of just pushthem to the side a little bit.
But I don't do any kind ofmassive competitive analysis.

Speaker 3 (24:01):
I didn't do it either .
To be honest, Never really did.
Not to say I don't know what'sout there.
I'm curious.

Speaker 1 (24:07):
But I mean you can, you can do some quick five
minute research and kind of getwhat you need to know.
You know, I mean I do watch.
If I see somebody come out withsomething that's that's kind of
impeding, then you know, thenyou need to make a counterattack
.
But it's a lot of it's it'slike boxing, right.

Speaker 3 (24:32):
I mean they're you, you know you're getting click
jabs and you punch back and youjust move on.
What what I find is like?
So if I've got a business thatserves a whole lot of small
customers, that's a lot harderfor somebody to come into and
compete with me on.
If I've got like one megacustomer, yeah, then the big
guys they love that.
Okay, because they're alreadydoing business with the mega
customer, their whole businessorientation.
We don't want those little.
If they can't pay us X milliondollars a year, we have no
interest in them okay.

(24:52):
Yep, yep, so they don't foolaround with me.
If I've got this business,that's got a lot of little
clients.
Yeah, we're talking business tobusiness clients.

Speaker 1 (25:02):
And a lot of times I find that favorable.
I like that yeah, I do toobecause the more, the higher
quantity of customers you have,the safer you really are.
Exactly, you're actuallyprotecting yourself.

Speaker 4 (25:12):
Yeah.

Speaker 1 (25:13):
Because if you lose 10%, you're okay, Yep, but if
you lose one client and you havefive big clients, I mean it's
kind of the.
I see that a lot in the ads.
It's client concentration riskit devalues the business.
Yeah, risk it devalues thebusiness, yeah you lose an
account, you have to lay off 20of your staff.
You know, I mean, that's not ayeah and you're living in that
vulnerability the entire time,which makes you a a puppet yeah,

(25:34):
to the client, my oldestbrother, you know.

Speaker 3 (25:36):
He came out of the ad agency business at a big level
and like they had like oneautomaker client that paid him
either one or two billiondollars a year.

Speaker 1 (25:45):
Yeah, gosh, if you lose that you're screwed and
anybody in that organizationthat has a problem with you.

Speaker 3 (25:53):
Any day of the week it's stressful I'm sure their
competitors were just likeaiming at them like crazy trying
to get that a piece of that.
Yeah, but uh, yeah.
So if you start a business andyou serve a lot of small clients
, you're in a better position tofend off competitors.
Right, we agree on that.
So what do you think about,like, what's?

(26:21):
How important is the the legaland financial thinking that goes
into a startup in your opinion?

Speaker 1 (26:32):
Well, I mean it's absolutely critical, I mean as
far as the point of them.
But I think that as far as ifyou're looking at starting a
business, I mean you could,that's where you can kind of
fall in this trap of just whereyou never get anything going
Because you could spend the restof your life digging into the
financial pro forma and analysis.

Speaker 3 (26:54):
I mean like yeah, I don't have six months of free
cash to survive with no income,Right?
That kind of stuff that theyteach in school, sometimes Like
nobody does that, no one hasthat.

Speaker 1 (27:05):
You'll have analysis, paralysis, yeah, so that's true
, yeah, and so I think that youhave to do some diligence on
that.
I mean, obviously, um, but Ithink that it's it's more about
having an instinctual gut thatyou know it's, you know, are
there, is the risk worth thereward, basically, and you just
kind of got to go for it.

(27:25):
Um, you know, and, and then um,because a lot of times it's
more about are you on the phonemaking calls and are you
building a business than it islooking at finances and
financials and legalities allthe time.

Speaker 3 (27:37):
Yeah, I don't know about you, but I always feel
like and not to say I always do,but yes, I probably always do
do is if I know, if I do thework that's required, the
results are going to come 100.
I never feel like, when youreally come down to it now, do I

(27:57):
always feel like doing the work?
No, I don't.
I'll be honest with you.
Sometimes I'm tired or I'm notthat interested in it at that
point in time.
I've been distracted by otheropportunities or whatever.
But I honestly in my gut, Iknow if I do the work that I
have to do and I'm supposed todo, that business is going to
make it.
Yeah, yeah, don't you feel likethat?

(28:19):
Oh yeah.

Speaker 1 (28:19):
Yeah, 100%.
It's like you know, like and Ithink to your point, you know,
like you don't always feel on, Ithink to your point you don't
always feel on.
You shouldn't feel bad forfeeling bad, or for feeling
tired or whatever it might be,or overwhelmed or whatever it is
.

Speaker 3 (28:36):
I guess some people turn to drugs and booze during
those times.

Speaker 2 (28:39):
That was never my tendency.

Speaker 3 (28:41):
I'm going to get through that.
It's not going to last forever,I guess, is what?

Speaker 1 (28:45):
I'm saying, yeah, it doesn't.
It's been amazing, like I think, when I look at the journey,
like there's been some high,there's been a lot of.
I think there's a high quantityof stressful moments, right
that they're kind of acute, theycome in quickly and intensely.
But if you can just but that'swhy you need to know how to go

(29:08):
get your head to head right,like, and sometimes you have to
stop and just go out and do whatyou need to do right, go mow
the yard, do something yes,exactly, get your head out of it
.
But a lot of times, like you,it just kind of happens and for
the most part, things work outfor the better, the people that
have good intentions yeah,exactly if you're, I agree,
there's a hundred percentthere's a different level of
stress.
Imagine if you're unethical oryou're cheating or you're

(29:28):
whatever.

Speaker 3 (29:29):
Yeah, because there's these things that could come
out there and crush you.

Speaker 1 (29:33):
Yes, in the future, yeah, that yeah, and you can
easily get you.
I mean, it's just like anythingelse you can get into a
gambling habit like it startsout kind of fun.
But I'm sure that you that'strue too you would.

Speaker 3 (29:44):
But over time.

Speaker 1 (29:45):
As the entrepreneur, you're like a gambler you are a
certain level you are, and likeI don't think you're doing
anything stupid, though, or riskthat you can't yeah, take but
yeah, but I mean, like, if it istrue, if you, you can get
yourself in a pattern real quick, you know, and we've seen it
happen to people like, I mean,even top executives, you know, I
mean that they can get into abehavior or pattern that was

(30:07):
going to be a one time thing andthe next thing, you know,
they're just built this thingaround them and then they're in
this jeopardy, you know, andwhere they can lose it all it's.

Speaker 3 (30:16):
It's interesting.
You know, even watching thatshow I don't know what it's, on
what channel or anything, but mywife has it about these famous
chefs.
Yeah, have you seen that show?

Speaker 1 (30:24):
yeah.

Speaker 3 (30:25):
Yeah, you know, it's great.
What I love about it where theyjust focus on one at a time and
they get into their whole story.
What I love about it I love anybusiness that combines business
with creativity.
Yeah, I love that.
And art you know where I take myart and I turn it into a
business.
The cooking that they do is art, yeah, okay, oh, yeah, for sure

(30:47):
, but they make it a business.
But my point of all this isit's funny you say that, love,
these people are all obsessedand they all tend to over commit
and over expand.
Yep, it's like they wake up oneday and I got 47 restaurants,
okay, and then the whole thingcrashes down at me.
It's just like you're saying,it's like compulsive pushers and

(31:09):
gamblers.
You can take this thing too far, to where you can't manage it,
yeah, and you can't manage therisk, yeah.

Speaker 1 (31:17):
And a lot of, but you know, it kind of backs up to
you know what is your characteras a person, Because I mean,
like yourself, myself and thepeople that I do business with
are really great people tryingto do really great things, and
they're putting themselves onthe line, they back up what they
say they're going to do yeah,we're not trying to do anything
that like exploits our customers.

(31:39):
Right, exactly, yeah, yeah, andwe're not at it for the money,
right right, we're trying tojust.
We're in it to do what we do.
Yes, you have a purpose in whatyou're doing, not you're just
trying to make money and beflashy and narcissism.
Basically, it's all about you,it's about everyone that's in
your team and I think that ifyou're in that realm, then you

(32:02):
will have struggles and badthings, but most of the times,
that energy or that karmabusiness karma Boy, you're so
right about it.

Speaker 3 (32:11):
You're so much more philosophical than I ever
realized.
Thanks, Mark.
I appreciate that I can seeEvery day I get more respect for
you.

Speaker 1 (32:19):
I appreciate that, but there's been a hundred times
that I can look back and seethat like at wit's end about
something.
But then things start turning.
There's people that come tohelp.

Speaker 3 (32:33):
Exactly Because of your good intentions and the
good things that you've tried todo, people respect that.
Yeah, they want to help man.

Speaker 1 (32:40):
They want to support you.
That's so true, it really is.
And business karma is a realdeal, man.
Oh my God, like I've seen it.
I've seen it, I've seen it inits worst and best.
You've only got one reputation.

Speaker 3 (32:49):
You do, I swear.

Speaker 1 (32:53):
I mean, if you destroy that, you may never
recover.
And that energy, that negative,dark cloud energy, follows
people viciously.
And so I think that you have tokind of trust the invisible,
the intangible and all thisbusiness stuff.
And that's part of the problemof being really smart.
You feel like that it's logical, you feel like that

(33:14):
everything's reasonable and youcan plan to your wits end before
you start a business.
But the problem happens wheneveryou sold a job, you put the
line of credit on there so youcan cover the cash, but then all
of a sudden the client justdoesn't pay at the right time.
Now you've got a problem right,and then the next week they
don't pay.

(33:35):
And so how do you handle thosethings?
In most cases, if you're payingyour bills to your vendors and
you're working and you'rerespecting that and you're
respecting the flow of business,when you have a bad apple in
there, like things just seem tokind of work out for the people
that are doing the good Right,but the bad apples, they start
crashing because they don't paytheir vendors but they also

(33:56):
don't get paid, and then thiskarma, this energy, is negative,
you know.
And so I think that you know,you, you, you can't analyze it
so much.

Speaker 2 (34:07):
Ready to level up your show?
At PodcastVideoscom, we offerindustry-leading recording and
expert marketing to help yourshow reach more listeners, From
creation to distribution.
We've got you covered.
Visit PodcastVideoscom andelevate your podcast today.

Speaker 3 (34:21):
It's funny you talk about paying vendors, because I
just had this discussionrecently with a company that
we're involved with and my goalwith my businesses was always to
be the fastest payer.
Yeah, does it help my cash flowif I string everybody out?
Oh, yeah, sure it helps my cashflow.
The vendors are basicallyfinancing my business.

(34:42):
Do I get people to jump whenthey need to jump?
Do they do me favors when Ineed a favor?
No, okay.
So my strategy is the oppositeof a lot of people.
I want to be the fastest payerthere is in the construction
business.
That was always my thing.
Yep, give me a bill today, I'llpay you today.
Yeah, okay, instantly.

(35:04):
Then they jump, then they wantto help me.

Speaker 1 (35:07):
A lot of people, when they're starting up a business,
they look at how big companiesand big corporations exactly.
It's not the same same game,bro.
Yes, like you cannot implementwhat big corporations in your
small business.
Like.
It's the same principle ofsomebody saying you know, I've
met a few of them, right,they're creative artists or
whatever, and they want tocharge 150 an hour.

(35:28):
Yeah, but they have no otherclients, right, but they want to
charge $150 an hour.
But they have no other clients,right, but they want to charge
you $150 because that's whatother big agencies are doing.
Yeah, so you're trying to levelup your small little business
into a big frame and play thisbig frame game.

Speaker 3 (35:41):
You've got to work your way up, yes, but you have
no freaking overhead.

Speaker 1 (35:45):
You've got to work your way up.
I'm going to take business at$3 an hour.
I went through a long timemaking less than minimum wage.
Man, you know what I'm saying.
But it paid out and then youcalculate it back in, gives you
a chance to demonstrate is whatyou're saying.
It does man Like you can'tapply big business prices,
builder relationships, to areally small business and that's

(36:05):
a big fail.
Amen, and that's a big problemwith folks that have been
working in corporate land.
I mean this kind of comes downto this topic of when do you
start at the best time.
They're so smart, sowell-trained and so analytical.
They try to apply these bigprinciples and organizations
with people and support systemsand resources that they have.

Speaker 3 (36:28):
The small business does not have that.
No, you just don't do it.
I've been on boards ofdirectors of privately held
companies where there'll beanother outside director that
comes in from, like that, fromone of those organizations.
I've been 30 years at abcmegacorp, okay, and then every
meeting, whatever issue comes up, it's like, well, at abc

(36:50):
megacorp we did yada, yada, yadayada.
And like at some point I feellike saying, would you just shut
up, we don't care about abcmegacorp.
Yeah, it's not abc megacorp.
Okay, stop telling us what theydid at abc megacorp.
Okay, we're not that, we're a20 million million company.
They do $200 billion orwhatever they do.

(37:14):
It's irrelevant, whole differentanimal.

Speaker 1 (37:17):
It's so true what you're saying.
You got to, and I think thatyou got to reach and it's
another thing too to start abusiness and that business
starts growing.
Now you're in a differentposition Second phase growth
second stage growth in abusiness is not the same as a
startup.

Speaker 3 (37:36):
Yeah, I know, know.
And then when you start up,people say that all the time,
and then they go well, now Ineed to have professional
management.
Okay, there is some truth tothat.
But where it fails is when theygo now I need professional
management, I don't need theentrepreneur, no, okay, I've
seen that a million times too.
And then it just flattens outand dies.

Speaker 1 (37:51):
That's right, because I think that big companies
don't understand, you know, likeeverybody has to relate of
where that company is at at thatmoment and then make the
decisions based on where thatcompany is at that moment.
If you have a big company buysa small company and they're over
here playing in big land, theydon't understand that that
smaller area has there's somevalue that it has that's not

(38:12):
even relative to what they'redoing on the big side, yeah, and
so they can make decisions thatcrush, yeah, and that destroy
this, this karma that thisbusiness might have oh, they do
that all the time.

Speaker 3 (38:23):
Yeah, but it's, that's the culture or whatever
that they ruin.

Speaker 1 (38:27):
Yeah, and then I don't think it's ever
intentional it's right, it's,but it's the same thing as a
small business starting up Likethere's some big business, like
you have to be able to beflexible as to where that
company is at a certain stageand know what to do with it Then
not trying to apply things thatare outside of a different room
.

Speaker 3 (38:46):
That's what I hate about these books, like good to
great.
I'm sorry, but I mean, eventhough there's a lot of sense in
it, I don't care what they didat Megacorp.
Yeah, you know, here's the, thepractices that they have in my
small privately held company.
It just may not be relevant atall.

Speaker 1 (39:01):
yeah, you know, and it's the same principle if, like
you and I got hired and workedat Walmart in an executive role
I mean like it we cannot come inthere now with our mentality.
There's a whole different levelof in different play playing
field than what I'm used to, youknow, unless we're hard to do
exactly that to be a disruptorcrusher I was.

Speaker 3 (39:25):
it's funny you say that because we all went through
these battery of psychologicaltests in 1985 when I went to
work for one company and and wasat the higher management level
and they basically said I wasunemployable, okay, that I
wouldn't stay there long, whichI didn't, at least there, I was
only there three years, stillbecame my biggest client, though

(39:45):
over time.
Anyway, yeah, but it's so true.
I mean, like I hate that termexecutive applied to like even
my title at the U of A at onepoint was executive in residence
and I said I don't like thattitle, I'm not an executive.
Yeah.

Speaker 1 (40:00):
Never will be.

Speaker 3 (40:01):
You're a dog.

Speaker 1 (40:03):
Yeah, you put that dog in residence.

Speaker 3 (40:07):
I'm an entrepreneur.
There's a difference there andI'm glad you brought that up,
because when it comes time tostart a business, executives may
not have what it takes.
They'd probably be betterserved if they want to make that
adjustment to get out ofcorporate America then go to
work in the industry that theywant to work in in a company and

(40:28):
just get paid.
Yeah, okay, be there for two orthree years, find out how the
little company's doing it, thengo do their own thing.
That adjustment period mayreally change their thinking
about how they're going to dothings.

Speaker 1 (40:44):
Yeah, and I would say too, like the right time to
start a business.
You need to know what kind ofbusiness you're going into.
Your point, right, do you buyan existing one, that one, that
one has a different plan, adifferent timing of what?
Maybe a totally differentindustry?
Yeah, yeah, but I mean likeit's like if I was to buy a
business, like there is a timingfactor that's different than me

(41:07):
to start something that's brandnew, oh yeah, there is.
To something that's different.
If you're going to start asoftware and you know some sort
of or it's your domain, yeah, Imean, like that's a different
type of business that you need.
Your timing is different.
Like, yeah, a lot of times thatis a race.
You know it's a freaking race,but it requires more capital,
more time to get revenue in,versus you buy a business like

(41:31):
it could be more impacted by alittle bit more macro events.
Is it the right time to getinto the plumbing business?
Yeah, you know, but some ofthem don't really matter, like
plumbing or trash, right whereyou always are going to have
that need.

Speaker 3 (41:43):
Yeah, so the time is more about your own personal
life yeah, you know and and howto calculate.

Speaker 1 (41:48):
That is so.
There's so much variety to it.

Speaker 3 (41:51):
Well, let's I mean one.
I'm glad you brought that up,though the personal life issue
is a big issue.
Yeah, you got to have thespouse We've talked about this
before who understands thedifference when you own a
business versus having a job.

Speaker 1 (42:07):
That is probably your biggest timing factor.
That's the biggest.
In all honesty, it really isespecially if you're old as hell
, like we are.
Yeah, and you're married, right?
Yeah, like you know the what mywife would say if I was to
start a new business.
Like she's actually cut me off.
Yeah, I'll start anotherbusiness.
No, I get it I totally get itjust like the other day.

Speaker 3 (42:28):
It's just like okay, we need money in this business,
here we go, boom.
You know, it's like my wife.
Okay, we need money in thisbusiness, here we go, boom.
You know, it's like my wife'slike I want to go to Italy.
I'm like Italy, we're not doingthat now.
Okay, I'll just spend 10 timesthat on something else, but yeah
, we're not doing that right now.
I mean, you know what I meanthough.

Speaker 1 (42:46):
Yeah, if you play this out, though, like, let's
say, that you are a top-levelexecutive or senior manager at a
big corporation and you havethis desire to start up a
business, and you're married andyou've got kids right.

Speaker 3 (43:00):
You're used to bringing home $482,000 a year,
and then you get a bonus at theend of the year for $200,000,
right.

Speaker 1 (43:09):
Yeah, and talk about being philosophical, right, yeah
, and I mean here's and talkabout being philosophical, like
if I was in that situation and Iwent to approach my wife, like
the thing is, is that you, youknow, assuming that you're a guy
, you know, or whatever uh, youknow, I'm sure it'd be different
, you know potentially, but Imean, like anybody, that, like
you, you have to go with thatambition.
Is that this is your purpose?
Like you have a purpose?
Yeah, it's starting thisbusiness.

(43:29):
This is not about finances.
This is your purpose.
Like you have a purpose instarting this business.
This is not about finances,this is about your purpose.
You see a need you've got tofill that need.
It's driving you freaking nuts.

Speaker 3 (43:39):
Thank God my wife truly understands that.
Yeah, it's a big big deal.
Number three, though I willpoint that out again you want
business advice?
Take it from me.
You want marital advice?
You can either think I don'tknow anything at all, or maybe
you know a lot.
Yeah, but wife number three,she doesn't question that.

(43:59):
I mean, if she does, it lastsabout one second, yeah, and then
she's done with it.

Speaker 1 (44:04):
And so your spouse has to believe that it's your
purpose and they support thatpurpose and it's not about you
know.
And then your job of thatpurpose is you have to know that
, like you have to provide, youknow you have to continue, you
still have to do.
Yeah, you got to do your shit.

Speaker 3 (44:18):
Yeah, you can't sit around, you're not daydreaming.
Yeah Well, you got to earncredibility too.
A hundred percent.

Speaker 1 (44:32):
I paydays or whatever .
Then they have a little bitmore respect.
Yeah, and then if you'releaving this trust, if you're
leaving this kind of comfortable, you know, environment.
You're going to dive into theunknown deep abyss of the ocean.
Yeah, and that's a lot of timeswhy people decide not to do it
and maybe they rapidly shouldn't.
Yeah, but you, if you believeit's a market fit that you're
going to go after it and you'reabout to leave this.
You know this secure situation,but it's your purpose and you

(44:53):
can't help but doing it and yourspouse is supporting that.
Then you jump in.
But if you jump in, like you,you need to know that you're the
one rolling that boat man andso, like it's your
responsibility to get back outof it as fast as possible.
If you have to, yeah, but thenif you get back out of it,
you're not freaking depressedand holding your head down.
You're back in the grind, baby,and you're getting back into

(45:15):
your purpose again real quick.

Speaker 3 (45:17):
Yes, I mean, that's so true.
But you know, if you thinkabout it, let's say either of us
had like a big exit from acompany or whatever and we got
enough money that if we werereally and lived with any kind
of reasonableness, we'd neverhave to work again, okay.
So you know we could say, well,you know we could have done
that or we should have done that, or whatever.

(45:38):
But then think what your lifewould really be like.
Let's say you had no businessesat all, okay.
And now you get up every day.
You got somebody out therecutting your grass for you and
somebody out there maintainingyour pool and somebody out there
cleaning your grass for you andsomebody out there maintaining
your pool and somebody out therecleaning your house, all right,
and you take your car to thecar wash and they clean it and
they vacuum it and they cleanyour windows and everything,

(46:00):
because you go to the good carwash.
Yeah, what do you do with yourlife?
I mean, where are we going togo out to eat tonight, honey?
I don't know.
Uh, dude, okay, I'll bevulnerable for should we go to
our house in florida and sitthere for two weeks and do
nothing and think about wherewe're going to go out to eat in
florida?

Speaker 1 (46:20):
being vulnerable.
Like there was a situation thatI had where I didn't have to
work as hard.
Sure, you know I could takethat time, but I was.
I got it only took me about twoweeks to recognize how confused
I got real quick.
Like I like it's.
That was not a fun feeling, youknow, because you've, if you're
are an entrepreneur, you'reliving by purpose.

(46:41):
Yep, right, at least that's howI think.
And so if you take that awayand you and now you don't have a
purpose and you're sitting and,yeah, you might have a lot of
free time, yeah, but justbecause your spouse or whoever
your family's purpose isdifferent than yours, doesn't
mean you can fit into that mold.
Like you cannot do that, likeyou, and so it's like death, it

(47:03):
is.
It's like death is gonna set insoon, it is.
It's depressing really fast,you know, and I've depressing
really fast, you know, and I'veseen a lot of entrepreneurs very
respectfully in our area, youknow.
I mean like nick dozier is agood example of of how he lives
on his purpose, right, I meanlike he has a good exit but then
he's back in the ground becausethat's what he's supposed to do
.
Yeah, and knowing why you'realive and what you're doing,

(47:26):
baby, I mean, that's a, that's,that's the gift of life, that's
what you're doing, man?

Speaker 3 (47:31):
God, you've gotten philosophical, as she calls her.
I just had no idea.
Okay, I mean, you're always alot of fun to work with and we
have a lot of laughs, but I justdidn't know.
You were saying you're deep,you're like Jack Handy Deep
philosophy, deep thoughts.

Speaker 1 (47:48):
You should look at my life book sometimes Deep
thoughts, with eric howerton.
Introspection's a big dealbecause you are on an island.
Yeah, like it's hard to like,that's what, but that's why I
really enjoy the show.
Well is that we can, that I'mable to talk with somebody that
kind of understands a little bitwhat goes in these brain cells.

Speaker 3 (48:10):
You're on an island and soon, though, we're going to
have a coach coming on our show, and I know coaches are
supposed to take you off thatisland.
To a certain extent, a lot ofpeople believe in coaches.
I mean, we just had thatdiscussion in a board meeting
you and I were both in.
The coach can be critical.

(48:31):
I'm skeptical, but some peoplethink it's great, yeah and it
can be helpful, right, I meansometimes you need, you need
somebody to talk to you as yourcoach.

Speaker 1 (48:41):
You need someone to talk, somebody to talk to I mean
you talk about, uh, beingvulnerable.

Speaker 3 (48:48):
I mean there was a time in my life I went to go see
somebody to talk to, but hedied and I never went back.
It was kind of nice, though,just cathartic.

Speaker 4 (49:02):
Just sit there and say yeah, he's got a lesson.

Speaker 3 (49:04):
Uh-huh, uh-huh, uh-huh.
What do you feel about that?
Okay, and then he died on me,and that was the end of that.

Speaker 2 (49:11):
I.
What do you feel about that?
Okay, and then he died on meand that was the end of that.

Speaker 3 (49:15):
I never went back.
It's terrible to say he was agreat guy it was really sudden
and I considered him a friend,yeah, but anyway, well, we got
to wrap it up.

Speaker 1 (49:27):
We flew through this one man.
So I guess, again, the answer,answer, when's the best time?
Is now, yep, to our point inthe very beginning.
I mean, if you see the marketneed you better jump on it.
I mean because there's, it'snot like it's going to get
somebody's going to do it.
Here's the big thing.
It's never going to get easier.
Yeah, right, yep, like so.
You might as well, you might aswell, get in there and get

(49:48):
nasty with it yeah, I mean, Imean, I do agree with that,
truthfully.

Speaker 3 (49:53):
I will say, though if there's things you could do to
reduce your overhead, get yourdebt paid down, have as much
available credit if you need it,those things will help you.
Yeah, okay, yeah, for sure, Imean, there's no doubt about
that.

Speaker 1 (50:07):
I mean, sometimes I look back and go.
I wish I would have sat aroundand read for a few months and
really plan something out.
Yeah, man, at the same time,though again it's like my
mentality there is no such thingas a bad meeting.
There's no such thing as badmarketing.
It always helps, it's alwaysbeneficial.
There is a such thing as speedand acceleration so you just
jump in, you make the decision,you get going.

(50:29):
And acceleration so you justjump in, you make the decision,
you get going.
And there's a huge thing calledFOMO.
Yeah, what's that?
Fear of missing out?
Oh yeah, you know, and thatusually creates a, creates a
market for you.
So, like, sometimes it's justgood to jump in, sometimes it's
good to plan a little bit.

Speaker 3 (50:43):
Yeah, no question about it.
All right, well, this has beena fun episode.
Yeah, as always, we encouragepeople to like and subscribe,
like and subscribe.
Yeah, big talk aboutsmallbusinesscom.
Yeah, we're on every streamingplatform that you can imagine,
as far as I know and and send inyour questions.

Speaker 1 (51:03):
We get questions this is part of one of the questions
too from a listener.
Yeah, you know, we love, welove answering these.

Speaker 3 (51:10):
We love your questions.
We would love for you to be asponsor of the show.
If you spend money on marketingand you're trying to reach
small business owners, currentand aspiring, it's a good place.
Send us your money.
We'll be glad to promote yourproduct or service as long as we
think it's good, yep.
Otherwise we're not interested.

(51:32):
Yep're out, we're out, um,because we don't need to do
anything if we don't want tothank god for you, mr mr, uh,
you know, uh, uh, what, um, whatwas the guy?
Daddy warbucks over therecontinues to fund this show
thanks to his, his podcastvideos for us in our listeners.

(51:54):
But no, at some point we willneed to get some sponsors of
this show.

Speaker 2 (51:58):
Yep.

Speaker 3 (51:59):
But we don't care In the meantime.
So anyway, until next week.
This has been another episodeof big Talk about Small.
Business and Entrepreneurship.

Speaker 4 (52:20):
Thanks for tuning into this episode of Big Talk
about Small Business.
If you have any questions orideas for upcoming shows, be
sure to head over to our website,
wwwbigtalkaboutsmallbusinesscomand click on the ask the host
button for the chance to haveyour questions answered on the
show.
Stay connected with us onLinkedIn at Big Talk About Small

(52:41):
Business and be sure to headover to our website to read
articles, browse episodes andask questions about upcoming
shows.