July 16, 2025 • 29 mins
Cut The Tie Podcast with Jim Wylie
What if everything you believed about the freedom of entrepreneurship was wrong? In this reflective and powerful episode of Cut The Tie, host Thomas Helfrich sits down with Jim Wylie, co-owner of experiential marketing agency Envy Create, to unpack the difference between chasing freedom and choosing responsibility.
A native Scot living in Atlanta, Jim shares the surprising truth behind business ownership, why growth—not escape—is the real goal, and how a support network, humility, and decades of listening have shaped his personal and professional journey. For anyone stuck in the illusion that being self-employed means “doing whatever you want,” this episode is a needed reset.
About Jim Wylie:
Jim Wylie is the co-owner of Envy Create, an experiential marketing firm that helps global brands connect with audiences through both live and digital environments. Born in Scotland and now based in Atlanta, Jim is a husband, father of three, and investor with decades of experience in marketing, operations, and leadership. His work and life philosophy centers on constant personal growth, deep trust, and cutting ties with limiting mindsets.
In this episode, Thomas and Jim discuss:
- Cutting ties with the myth of entrepreneurial freedom
Jim shares why being your own boss doesn’t mean liberation—it means accountability to others, and that's a responsibility you choose. - A forced move into sales—and the fear that changed everything
Pushed into 100% commission, Jim leaned on his father's advice and discovered how listening well is more powerful than selling hard. - Building a business from a gas station conversation
An ordinary stop turned into a defining moment—when Jim and his future co-founder realized they were meant to build something together. - Why support networks are the real startup capital
From trusting clients to a strong family foundation, Jim emphasizes that no one builds anything meaningful alone.
Key Takeaways:
- Self-employment doesn’t equal freedom
It gives you choice—and that’s a different, more demanding kind of responsibility. - Growth—not titles—is the measure of success
If you're not growing personally, professionally, or emotionally, you're standing still. - No one builds alone
Success requires trust, partnership, and a support system that believes in your vision. - Pay yourself first, or you don’t have a business
If your business can’t support you, it won’t support your family—or your future. - You need thoroughbreds, not show ponies
Business is about performance, not flash. Know who to count on when it matters.
Connect with Jim Wylie:
📧 Email: jim@envycreate.com
🌐 Website: www.envycreate.com
💼 LinkedIn: Jim Wylie
Connect with Thomas Helfrich:
🐦 Twitter: @thelfrich
📘 Facebook: Cut the Tie Group
💼 LinkedIn: Thomas Helfrich
🌐 Website: www.cutthetie.com
📧 Email: t@instantlyrelevant.com
🚀 www.InstantlyRelevant.com
Serious about LinkedIn Lead Generation? Stop Guessing what to do on LinkedIn and ignite revenue from relevance with Instantly Relevant Lead System
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to Cut the Tie podcast.
I'm your host, thomas Helfrich.
I am on a mission to help youcut the tie, for whatever it is
holding you back from success,the success that you're defining
for yourself, and today joinedby Jim Wiley.
Jim, how are you doing?
I'm great.
Thank you, thomas, and you.
I always tell people I'mdelicious or tantalizing
Generally.
They'll have to look up whattantalizing means, which is fun.
Speaker 2 (00:25):
Like walk by and get out a.
Speaker 1 (00:26):
GPT.
And you look at it?
Yeah, spelled with a Z, but itdepends on what part of the
world you're in.
It might be an S, exactly Now.
I appreciate you joining today.
You know, haven't we?
Yeah, of course.
Take a moment.
Speaker 2 (00:41):
Introduce who you are and what it is you do.
Yeah, I'm Jim Whaley.
I'm a native Scot braising inAtlanta.
I'm a father of three.
I'm happily married.
I'm one part of ownership teamthat runs an experiential
marketing business, envy Create.
I'm kept busy as a father.
(01:01):
I travel a reasonable amountfor work and in my business life
I also have some privateinvestments that are separate
from what I do with Envy.
But in my business life we helpbig companies spend money.
We work in the experientialfield, so that is about helping
companies with marketingprograms that connect their
(01:22):
product, their service, withaudiences.
That can be media audiences, itcan be partnership audiences,
retail audiences or consumers.
We were natively involved indoing that for them in physical
spaces.
Then the world took a turn inthe spring of 2020 and we were
forced, coerced, into doingthese things on digital
(01:43):
platforms only, and since thenwe've settled into this notion
of living in a hybrid world.
So there's a component of whatwe do that is digital and allows
brands to connect withaudiences on digital platforms,
but the mainstay of what we doremains in the physical
dimension.
It's a great space to be.
We work with some excitingbrands, we meet lots of
(02:07):
wonderful people, we do itinternationally and it helps us
on a path for growth anddevelopment.
Speaker 1 (02:14):
I love it.
I'm offline, I'm going tofollow with you.
We can get the details of that,but our focus of today is
really around your journey andyou know how.
You know what kind of ties, soto to speak metaphorically, you
cut to get that success.
Uh, and you sound very touchinga couple.
Speaker 2 (02:29):
But to take a moment first to define success on your
terms hey, success is a it's aninteresting word, I would say
it's it's growth based umprivate growth as an individual,
and then the demonstration ofgrowth in things that you
influence and things that you'reinfluenced by and things that
(02:51):
you touch um, your first socialunit is your family and looking
at how your family grows andlooking at how they allow you a
platform for growth as anindividual and then within your
circles.
And I feel quite strongly thatif you're not growing, you're
decaying, because such is theevolution and such is the path
(03:12):
of how things constantly moveand father time is constantly on
the move.
If we don't align with that,then we're not growing.
So success to me involvesmaking sure that you're growing
be that mentally, emotionally,developmentally.
if you put it in a businessmetric, then financially.
But starting with theindividual and looking at how
(03:35):
the individual affects a familyunit, how does my relationship
grow with my wife, how do mywife's relationships grow with
our kids?
How do I grow my relationshipsinside my own family and how do
we, as a family unit continue toexperience growth?
And what does that look like?
That, to me, is a metric ofsuccess.
Speaker 1 (03:55):
I love this, the idea of growth.
One of the things I heard someSunday at North Point, where the
church we go to, they said ifyou're not growing, or
differently said, if you'recoasting, you're on the decline.
Yep, you're going downhill andall things achieved are uphill.
And it's so true,metaphorically, like if you're
(04:17):
just kind of coasting next toyou know you've gone a really
long way and haven't really doneanything.
And that's the midlife crisis,that trough when you're like, oh
wow, I can't get any lower.
Some of those things are tied,so to speak, to what we talk
about, which is you haven'tdefined your own success and you
haven't chased that piece justas a simple metric of your own
(04:38):
life.
I love the idea of growth.
So we try to learn something.
Try to lose a little bit ofweight, try to lose a little bit
of weight, try to want lessthings or whatever it is.
Now you define it and then yougo after it and then redefine it
, because when you're youngerit's money, money, money, maybe
a wife, kids, whatever it isbetter bottle of wine.
Later it's I want to mentorpeople, I want to teach somebody
something, I want to leavesomething behind for my kids.
Speaker 2 (04:58):
It just shifts the definition of success I agree
with you 100, I think as well.
When you, you know, you talkedabout being in a younger
person's frame there, um, I usedto say um in my 20s I would.
That was a decade of makingmistakes.
You know respectable mistakes.
In your 30s you need to have agood idea of what you want to do
(05:18):
, and in your 40s you should bein, you should be comfortable
with it where you are andenjoying what you're doing.
And I think that's an issuethat I see with so many of us.
You're kind of defined by whatyou do by the time you're in
your 30s and your 40s, becausethere's a societal sort of
conformist view that you'resupposed to sit with.
And so many of us are definedby what we're doing, but we're
(05:40):
not happy doing it and we're notgrowing in the role.
And so to me, I think successhas to be measured on growth,
and it's not all financialsuccess, um, it can be emotional
growth and it can bedevelopmental growth.
To your earlier point, howwould I know in my 20s the type
of things that would motivate mein my 50s?
So here I am, um, and in abusiness capacity, your role
(06:04):
evolves and your role shifts andyour role changes.
There's no training for that.
You just have to sort of cometo terms with it and figure it
out, and so that, to me, isthat's a measure of success.
Am I better today?
Am I influencing people in away that allows them to be
better?
Am I learning in different waysthan I did previously?
Speaker 1 (06:25):
Yeah, and I'm happy with it.
Before we move forward, I'llleave with this.
In my 40s, I realized Iabsolutely didn't want to work
for somebody.
And then, as I've startedliving this, trying to live,
this cup of tea, idea, healthand this and that, and I started
out the path of addressingadult ADHD I'm like, oh shit, I
could have worked for somebody.
But you don't realize that andit changes your perspective of
(06:50):
oh man.
But my idea of success is mywife and I say listen, we can
help our kids who may have this.
That opens a door for them andthat's the win.
I can't go back in time, but Ican help that future right there
.
Redefining what it is, terms asas you learn it to acquire it as
something that matters issuccess and you're not getting
(07:11):
it at all.
But it's just a matter of youknow showing up in your own
journey.
Let's move forward a little bit.
What's been you know?
Talk about your journey alittle bit.
You know to build your company.
Envy, right, is the name.
What's been the biggest tiethat you got to cut to align the
success as how you defined it?
Speaker 2 (07:30):
The biggest tie that I had to cut, I would say
cutting ties to some degree withwhere you're moored and where
you're anchored.
In a metaphoric sense, if youwant to run a company and you
want to be self-employed,there's all these notions of you
know, pick what you want to do,make sure you love it, and
you'll never work a day in yourlife.
(07:51):
I want to be my own boss, youknow, I want to be defining my
own destiny and I quite oftenfind, retrospectively, that
those codes are written bypeople that may or may not have
done it, and if they have doneit, to what degree did they do
it with any success?
I find the opposite to be true.
I find that when you put youryour neck on the line, you
create a company, create a name.
You do it with people you trustyou are entirely at someone
(08:16):
else's disposal because you'reasking that you be.
So you're sort of cutting tieswith this notion of I don don't
want to be an employee.
You know, I talk about myselfas being gloriously unemployable
.
I don't want to be an employee.
I want to make sure that I'mgoing to be doing things to suit
what I want to do.
But the opposite is true.
You're at somebody else'sbehest.
(08:36):
You're all of a sudden doing so.
You have to cut ties with thenotion that being self-employed
gives you freedom, and it reallydoesn't.
It gives you choice, which isdifferent from freedom.
So I would say that no, and allchoice does is um, help you
lead you on a journey towardsmaking decisions.
You're still going to have tomake the same decisions.
(08:57):
You're just garnered with otherchoices.
It's garnished, rather sorry,with other choices, but I would
say the biggest tie I had to cutis this idea that if you're
self-employed, it brings with itmore freedom.
I don't know that it does,necessarily, because I think
your cell phone has to be on,you're expected to answer emails
and, again, that's, that's thegig, that's what you signed up
(09:18):
for.
So you don't enter yourselfinto those waters with any sort
of resentment.
You do it willingly and you doit openly, and you do it on the
basis that I've put myself infront of you and I'm going to be
available, I'm going to makethings right for you and I'm
going to solve problems that youhave.
So our notion as a company iswe're very, very lucky, very
fortunate, we've got a lot ofsticky clients, but we genuinely
(09:41):
just want to be the first orsecond phone call to a number of
people.
You know, procurementrelationships being what they
are in the modern world and theway that we're brought into
business, there are practiceswhere we're quite often on a
company's procure or a list anda roster of agencies and on
occasion we'll be invited torespond to a particular RFP.
(10:02):
On occasion we'll just see thatbusiness went in a different
direction and then on otheroccasion business might be a fit
for us and we might get that.
But the idea that somebody hasa piece of business to deliver
that they weren't aware of, theyknow they need to do it in six
months time.
They don't quite know exactlywhat it is but they want to do
(10:22):
it with us that's very, veryhumbling.
That's somebody's trust, youknow, and it brings a lot of
responsibility with it.
So, a very long-winded way ofsaying I think you have to cut
the tie as a self-employedindividual, you have to cut the
tie with the notion that it'sgoing to bring freedom, because
it really doesn't.
And the other thing I would sayis you need, because it really
(10:44):
doesn't.
And the other thing I would sayis you need and I perhaps
didn't know how much, howimportant this is.
You need a really strongsupport network around you.
That's family, who are investedin what you do, and you're
really asking somebody to beinvested in your dreams, you
know which is.
Again, that's humbling.
So on the client side, you'vegot people whose trust you've
(11:05):
managed to, to earn, um, andthen on the family side, you've
got people whose absolute trust,unequivocal trust, you've got
which is and on both sides it'svery humbling.
So my responsibility is just towork hard and do the bit in the
middle yeah, the uh.
Speaker 1 (11:19):
That is a fantastic type of cut and I and it's it's
one that's in a stage ofentrepreneurship and I I'm going
to back up.
I'm in the solopreneur earlierstages.
Four years in, I've absolutelycreated a job for myself that I
own.
So marketing services, podcasts, and I'm in that phase of
moving to.
How do I make it?
Let's say humanless, meaning Ican have things run without my
(11:42):
brand.
Do I make it, let's sayhumanless, meaning like I can
have things run without my brain?
The thing I would tell I don'twant to challenge you, I would
say, is a starting point.
Starting around your passion,your potential, your skills and
a problem to solve is the rightplace to start quickly Is like
start around something you loveto do that you can do pretty
well and there's a problemthat's worth people pay for.
It's a really good spot to geton your own, create your own job
(12:05):
, so to speak.
There is freedom in the factthat you can do that, to choose,
so to speak, to do it.
But if you want to build abusiness with lead flow, with
consistent revenue, that's notdependent on you showing up
every day and there's otherpeople that's probably not
always going to be around thepassion.
If it is good word, you're oneof the lucky ones.
If you also have the skills tokind of do a lot of that,
(12:26):
awesome.
But if you can outsource it,the where you're talking is the
next evolution, where I think itdoesn't have to be around your
passion, it has to be aroundsomething that makes money and
you can do your part in that.
Yeah, business, well, and andand I think that's a piece where
I want people to know that youshould start, I think, in that
quadrant of what you're good atto get out.
But you're going to go througha period of I'm going to like
(12:46):
doing that, I'm in a job, so, uh, and I listen, I and I live
that right now I'm, I'm in a I ajob that I've made for myself
and I'm actively going.
Hey, how are we pivoting thisthing out to a new kind of
company, a different kind ofservice or a different kind of
(13:08):
offering?
Um, because it's not what Iwant to do.
I'm 49, I don't want to do that.
10 years now I want to have todo something here and I love
that.
Um, do you remember the momentwhen you're like I am done,
believing that I, I, oh my gosh,I've been living the lie.
I was living the wrong idea.
Speaker 2 (13:16):
It's not freedom, it's choice yes, um, I suppose
there was a couple.
I remember something in my pathwhen I was working with a
company in the same industry andI was in an operational role.
It was post the 2001 recessionand 2003.
(13:37):
Things hadn't really picked upas well in the sector as they
might and the company was goingthrough another round of layoffs
and I was invited quote unquoteto to take on a sales position,
and it was 100 commission andit took me a minute to realize
what that invitation meant.
It meant that if you don't takethis, you know we're getting
you off the payroll unless youcontribute.
(13:58):
And that was quite petrifying.
And I remember phoning myfather, who'd always been in
sales and, um, you know,explaining to him through fear
this is, this is they're goingto move me into sales, it's 100
commission, and I never soldanything in my life.
And he stopped me and he toldme that.
Well, he asked me a couple ofsimple things.
Do you like talking to people?
Can you listen to people?
(14:18):
Do you know how many eyes andears you have versus how many
mouths you have?
And if you're not doing twiceas much listening and watching
as you are talking, then you'realways going to struggle.
And that moment of fear andunknown and trepidation.
I think it served me because Imanaged to grow in a sales role
(14:39):
and I think that then gave methe assertion that I could go
and do this on my own, becauseeffectively in sales you're
dependent on a lot of greatpeople.
Of course you are, but what youcreate is a business unit and
you're aware of the commercialupside or downfall if you don't
get it right.
You need to be conscious ofoverhead, you need to be
(15:00):
conscious of time, you need tobe conscious of value, you need
to be conscious of whatsomebody's prepared to pay, you
need to be conscious of wherethe juice sits, where the profit
sits, and so that moment of himbeing prepared to move into
sales, I think really gave mesort of non-theoretical
learnings in what it's like torun your own business unit.
And so I gave me theretrospective knowledge, having
(15:23):
done it for 18 months, two years, to think I could.
I could do this on my own.
Um, and then um, in my current,with my current business partner
, he and I were realized that wewere kindred spirits.
He was working with one companythat was a prospect of mine, he
was in a sales capacity, I wasclearly in a sales capacity.
Where I was um.
(15:44):
We were at a filling gasstation, um in la on the 10,
having been at the los angelesconvention center, driving out
to santa monica, and we werehaving a conversation in the car
and I stopped to go and fill upthe petrol gas and he got out
and came and joined me at thehose when we were filling up and
(16:04):
at that moment in time he wasin sales, I was in sales.
We both realized that there wasa value to be created and a
business to be had in our sector, um, running companies in a
leaner way.
So I would say two lessons one,the movement into sales, which
I was petrified of, the sort ofsimplification of that from my
father, and then the sort ofrealization that I was in
(16:28):
business with the right, I couldget into business with the
right person, because time justpasses by, you forget what it is
you're doing, because you're sodeep in the conversation and
you're so tied to what it is youwant to do together that
everything else gets in the way,including petrol pumps.
Speaker 1 (16:42):
I love it.
That's fantastic anyway,including petrol pumps.
I love it.
That's fantastic.
What's some of the impact sincethat moment?
Speaker 2 (16:52):
The impact.
I would say you're met withlots of things that you need to
come in front of or get ahead of.
We were very fortunate andwe're still very fortunate with
the client base that we have.
Um, they're internationallyrecognized, strong in class, and
(17:16):
I think that resonates well, Iknow that resonates with me.
I'm humbled by the client basethat we earned or we have, and
the fact that they'll put theirfaith and their trust in in us
and our company and ourindividuals and you know our
community for want of a better.
That always has an impact.
Um, knowing what you're not, Ithink has a great impact and
(17:40):
it's a great reminder to helpyou grow that we.
The other one is the reminderthat I do have a sort of I take
umbrage to the fact when I hearpeople saying, well, he did it
on his own or she did it on hisown and they went and did it on
their own, and I think nobodyever did it on their own, not a
single person.
And so I think the reminder ofthat and, as I said, the the,
(18:02):
the constant um support fromfamily has a huge impact.
I mean on your earlier questionwhen you asked what did you cut
the tie with.
I mean, I moved certainly notthe first person and by no means
the last.
I left the UK, um and cutphysical ties with family, um,
(18:22):
which was way more challengingin retrospect than I thought it
was going to be at the time,because you just that's what you
do, you get on with it.
That has an impact, um, but Ithink, credit to the
relationship that we have.
We've maintained great contact.
We've never let distance becomean obstacle for for
(18:43):
relationship development andrelationship growth and, um,
yeah, I would say those thingshave had a big impact.
Speaker 1 (18:51):
Um, yeah, I mean it's significant, right, uh?
And where you describe a verypositive environment at home or
our close circle.
Not everyone has that and andwhen you know, I tell out there
when these are some of thehardest ties you might need to
cut You'll have to either saythe pain of that to do what I
want far exceeds cutting, versusthis is the hard position which
(19:13):
is going to be more important,and then it's going to get
people behind you or exiting.
Family is a big one Spouses,even kids, and stuff like that.
Those are some of the artistties, and I know you're grateful
and fortunate at the same timein the same stroke to be able to
cut that tie and not have toworry about cutting the one at
(19:35):
home.
It's like you have thefoundation base.
If that leg of that stool isrocky though, I will tell you
that's going to you're going tofeel very alone.
Speaker 2 (19:47):
I can imagine that could be very challenging dude,
listen up, give a.
Speaker 1 (19:51):
Let give a lesson for the listeners.
Like a little bit of advice,give me a short couple lines on.
If you're this person, do thisa short couple of lines.
Speaker 2 (20:00):
I'm reminded of my cousin's wedding, my, my uncle.
It was the father of twodaughters and he was giving his
youngest one away, and he saidthree things that I'll never
forget that his uncle had passedon to him little pearls of
wisdom from a, a sage um, and.
But I think that I think theyresonate and I think they
continue to work.
If you can't take a joke, youshould never have signed up.
(20:22):
You You'll never make a millionworking for wages and never bet
a white horse on a soft track.
And I think those thingsthey're very versatile as
phrases, you know.
I mean you might still be verysuccessful in the corporate
career, so you might get youknow stock compensation and
(20:43):
arguably you're working forwages and so you could be a
highly affluent individual onthe basis that you're an
employee.
Of course you can.
But what it means, I think, isif you're just going to be
transactional with your time andlet somebody else use and or
abuse your time, you're nevergoing to recognize true value.
At least that's what I take fromthat the idea that if you do
take yourself too, the idea thatif you can't, if you do take
(21:04):
yourself too seriously, I thinkyou're going to struggle.
I think you have to be veryprepared to laugh at yourself
and know what you're not and bein good company all the time and
take those lessons very well.
So that's the second one, andthen the third one that you know
never bet a white horse.
That's like you need to beright horses for horses, 100,
(21:25):
and you're going to see peoplethat can show ponies, that can
talk a good game, but you'regoing to need thoroughbreds.
You're just going to needpeople that can do things on a
certain day, on any given day,um, and it's more about
performance than it isappearance, um.
So those are, those are thingsthat I sort of I'm reminded of,
at least weekly, if not daily.
Speaker 1 (21:44):
Love that.
Just quick fire questions here.
Who gives you inspiration?
My kids, I love that.
That's a really good answer.
It's because the lead behindright, the legacy, is what you
do with it and no one gets itright 100%, but you're getting
it exactly how you're supposedto yeah.
I love that.
I want to back up.
(22:04):
You said no one does it alone.
Even Jesus didn't do it alone.
Yep Could have done it,probably right.
Some people don't believe it,but still grab 12 people and say
, hey, I need some elder.
He had his board team.
You may cut that from the plot.
Final, I don't know.
We'll see what's the bestbusiness advice you've ever
received insurance, insurance,insurance, um, I never heard
(22:30):
that one.
Please explain that.
And they are rapid fire to keepthe input.
Speaker 2 (22:34):
You really need them.
You're going to need insuranceand I think it's not just the
the biggest crime to humanityhiding in plain sight.
That is the insurance business.
It's the you know, indecision,decision-making.
You're going to need to thinkthrough that.
You're going to need to yes,you can be impulsive, but you're
going to need to have ensuredthat you're comfortable with the
decisions that you make.
(22:54):
You're going you're going toneed to make sure that, as you
create teams and build teams andfoster teams within teams, that
they've got insurance anddependability in one another.
Um, I would say those yeah, Imean that's.
Speaker 1 (23:12):
I love that, because it's not what most people don't
answer that way, so I'll giveyou credit.
Uh, one point.
Um, it's a dad point.
You can spin them however youlike, sure.
So, dad, you know what I mean.
Yeah, I don't know where youcan spell it.
Yeah, yeah.
Speaker 2 (23:24):
If I can tell my daughter I slayed, then that's a
win for me.
You did slay, slayed.
You got raised.
I got the W, I didn't take theL, you know.
Speaker 1 (23:32):
Right, yeah, that's right.
I bro was all right.
Bro, okay, that's a key point.
Well, is a bro or bra?
And I don't know what they'retalking about.
Speaker 2 (23:49):
Anyway, uh, what's your recommended must read book?
Oh, um, wow, business book orany book, any book.
I can tell you about veryimpactful books.
I always found the Cape Runnera very powerful book.
Speaker 1 (24:07):
High Rock.
Speaker 2 (24:08):
It's a movie.
Yep, and the Richest man inBabylon is probably my simplest
business book.
What's the one thing you gotout of?
Speaker 1 (24:18):
that business book.
Pay yourself first.
I will tell you that is not howI rocked the first two years
and that caused me to shoutyourself first.
I will tell you that is not howI rocked the first two years
and that caused me to shout.
I will leave it at that.
We'll stop there.
You're right, If you can'tbuild a business to pay yourself
, you don't have a businessAnyway.
So there's a difference.
We can get into the detailsoffline on that one.
But if you had to start overtoday, what period in time would
(24:41):
you go to and what would you dodifferently In business or in
life, Anything you like?
These are free, open questions.
Speaker 2 (24:50):
I genuinely believe, as misguided as my life might be
, that this generation right now, these, what are we?
Gen Xers?
Speaker 1 (24:59):
I think it's Gen Y Ron right now coming out of it.
Speaker 2 (25:02):
What am I If I'm born ?
Speaker 1 (25:03):
in 1973, I think I'm a Gen A.
You're a 100% expert Color ofhair.
Gin Lilling you're an expertColor of hair sandy, salt and
pepper.
Speaker 2 (25:12):
I think we've had it as comfortably as any generation
and I'm very comfortable wherewe are.
There was no real threat tolife or enjoyment or critical
threat to existence.
There was great opportunity.
There was a sort of currency ofownership in what you did.
(25:36):
We weren't coddled.
I was smacked as a childthankfully, um, and I was.
I was in a, in a world whereeverybody else was.
There was accountability inwhat we did, but there was great
opportunity, there was greatfun and there wasn't a lot of
things holding us back.
If I was to start a business, Iwouldn't change where or when or
(25:58):
how I did it, because that's adifferent journey and that would
be a different me.
Um, I genuinely think we'reblessed.
Um.
I look at some of the things asparents that you have to
contemplate now.
I know you can never do as aparent is your best right and I
look at some of the things thatour parents had to contemplate.
And they didn't have a digitalgeneration.
(26:21):
They didn't have to think aboutwhere boys going to get roofied
.
They didn't have a digitalgeneration.
They didn't have to think aboutwhere boy is going to get
roofied.
They didn't have to think about, you know, existential threats,
um, but with that, the pace ofcommunication, the ability to
consider a life or conceive alife in a distant part of a
global village.
You know that's the other sideof the coin that we live in
(26:42):
right now and we as parents haveto safeguard against for our
own kids.
So I don't know that I wouldchange much, to be honest.
Speaker 1 (26:51):
It all happened for you instead of to you.
So I love that, that's great,and that's, I mean.
The mindset that I think youcan take away is things happen
for you instead of to you.
You to you.
You're in a good spot to learnfrom, whatever happens.
I think my question if there'sa question I should have asked
you today and didn't what wouldthat question have been and how
do you answer it?
Speaker 2 (27:12):
what am I most thankful for?
Um, and I would say it's the,the life that I've had to date
and the people that are aroundme and the people that believe
in me, um, on a sort of constantbasis.
I'm very, very grateful forthat, very grateful for the
support network that I have, youknow, in family, at work,
(27:35):
within the client base, infriendship.
You know I've spoke a bit aboutcutting the tie from physically
, from friends and family in onelocation.
You carve out relationshipsthat almost become extended
family as you move.
I mean, you'll know that You'vemoved, I'm sure, at different
points and times.
I would say that you never askme what I'm most thankful for,
(27:59):
and I would say it's that, thesupport network that I have
around me that allows me to dowhat I do and pick up the pieces
when I'm not around and let mepick them back up when I am.
I love it.
Speaker 1 (28:11):
I'm going to add that to my list of questions.
That gets a really solid oneand more in line.
So thank you, Jim.
Thank you so much for coming ontoday.
The conversation's awesome andI love that you're a land and
local.
We've actually met in personand I'm sure we'll.
Our paths are going to cross,you know we've who should get a
hold of you how they do it.
Speaker 2 (28:29):
Um, anyone that's interested in catching up for a
coffee?
Um teaching me certain thingsabout how I can continue to grow
and develop?
Um, if there are marketeers outthere, on from a business angle
, who are interested in helpingmarket their business in the
live space or the live eventspace, or even connecting with
(28:50):
audiences through digital means,give us a shout.
You can get me on email,jimwiley at nv-createcom.
I could put that in the chat, Ithink, and that might make it
easier.
That's probably the best way todo it, and I'll put my email
contact details and our businesswebsite address.
We'd be delighted to hear frompeople, like-minded souls,
(29:14):
people who have just got a needor a willingness to want to
catch up.
Speaker 1 (29:19):
Fantastic.
Thank you, by the way, so muchfor coming on here.
All at this banner Get a holdof Jim Wiley at nb-createcom.
Jim, thank you so much forcoming on.
I'll make sure I'll call us andshow you you rock.
I appreciate you.
Speaker 2 (29:32):
My pleasure.
Thank you very much.
Speaker 1 (29:34):
And everybody who's listening.
Get out there.
Go cut a tie to somethingholding you back Anything.
Start with one thing Work at it.
1% math, do it every day.
You're 37.8 times better.
By the end of the year, you get1% worse.
By the way, you're 0.0025 andthe mathematical difference
between getting better and worseis significant.
So get better.
Thanks for listening.
Welcome to Cut the Tie podcast.
I'm your host, thomas Helfrich.
I am on a mission to help youcut the tie, for whatever it is
holding you back from success,the success that you're defining
for yourself, and today joinedby Jim Wiley.
Jim, how are you doing?
I'm great.
Thank you, thomas, and you.
I always tell people I'mdelicious or tantalizing
Generally.
They'll have to look up whattantalizing means, which is fun.
Speaker 2 (00:25):
Like walk by and get out a.
Speaker 1 (00:26):
GPT.
And you look at it?
Yeah, spelled with a Z, but itdepends on what part of the
world you're in.
It might be an S, exactly Now.
I appreciate you joining today.
You know, haven't we?
Yeah, of course.
Take a moment.
Speaker 2 (00:41):
Introduce who you are and what it is you do.
Yeah, I'm Jim Whaley.
I'm a native Scot braising inAtlanta.
I'm a father of three.
I'm happily married.
I'm one part of ownership teamthat runs an experiential
marketing business, envy Create.
I'm kept busy as a father.
(01:01):
I travel a reasonable amountfor work and in my business life
I also have some privateinvestments that are separate
from what I do with Envy.
But in my business life we helpbig companies spend money.
We work in the experientialfield, so that is about helping
companies with marketingprograms that connect their
(01:22):
product, their service, withaudiences.
That can be media audiences, itcan be partnership audiences,
retail audiences or consumers.
We were natively involved indoing that for them in physical
spaces.
Then the world took a turn inthe spring of 2020 and we were
forced, coerced, into doingthese things on digital
(01:43):
platforms only, and since thenwe've settled into this notion
of living in a hybrid world.
So there's a component of whatwe do that is digital and allows
brands to connect withaudiences on digital platforms,
but the mainstay of what we doremains in the physical
dimension.
It's a great space to be.
We work with some excitingbrands, we meet lots of
(02:07):
wonderful people, we do itinternationally and it helps us
on a path for growth anddevelopment.
Speaker 1 (02:14):
I love it.
I'm offline, I'm going tofollow with you.
We can get the details of that,but our focus of today is
really around your journey andyou know how.
You know what kind of ties, soto to speak metaphorically, you
cut to get that success.
Uh, and you sound very touchinga couple.
Speaker 2 (02:29):
But to take a moment first to define success on your
terms hey, success is a it's aninteresting word, I would say
it's it's growth based umprivate growth as an individual,
and then the demonstration ofgrowth in things that you
influence and things that you'reinfluenced by and things that
(02:51):
you touch um, your first socialunit is your family and looking
at how your family grows andlooking at how they allow you a
platform for growth as anindividual and then within your
circles.
And I feel quite strongly thatif you're not growing, you're
decaying, because such is theevolution and such is the path
(03:12):
of how things constantly moveand father time is constantly on
the move.
If we don't align with that,then we're not growing.
So success to me involvesmaking sure that you're growing
be that mentally, emotionally,developmentally.
if you put it in a businessmetric, then financially.
But starting with theindividual and looking at how
(03:35):
the individual affects a familyunit, how does my relationship
grow with my wife, how do mywife's relationships grow with
our kids?
How do I grow my relationshipsinside my own family and how do
we, as a family unit continue toexperience growth?
And what does that look like?
That, to me, is a metric ofsuccess.
Speaker 1 (03:55):
I love this, the idea of growth.
One of the things I heard someSunday at North Point, where the
church we go to, they said ifyou're not growing, or
differently said, if you'recoasting, you're on the decline.
Yep, you're going downhill andall things achieved are uphill.
And it's so true,metaphorically, like if you're
(04:17):
just kind of coasting next toyou know you've gone a really
long way and haven't really doneanything.
And that's the midlife crisis,that trough when you're like, oh
wow, I can't get any lower.
Some of those things are tied,so to speak, to what we talk
about, which is you haven'tdefined your own success and you
haven't chased that piece justas a simple metric of your own
(04:38):
life.
I love the idea of growth.
So we try to learn something.
Try to lose a little bit ofweight, try to lose a little bit
of weight, try to want lessthings or whatever it is.
Now you define it and then yougo after it and then redefine it
, because when you're youngerit's money, money, money, maybe
a wife, kids, whatever it isbetter bottle of wine.
Later it's I want to mentorpeople, I want to teach somebody
something, I want to leavesomething behind for my kids.
Speaker 2 (04:58):
It just shifts the definition of success I agree
with you 100, I think as well.
When you, you know, you talkedabout being in a younger
person's frame there, um, I usedto say um in my 20s I would.
That was a decade of makingmistakes.
You know respectable mistakes.
In your 30s you need to have agood idea of what you want to do
(05:18):
, and in your 40s you should bein, you should be comfortable
with it where you are andenjoying what you're doing.
And I think that's an issuethat I see with so many of us.
You're kind of defined by whatyou do by the time you're in
your 30s and your 40s, becausethere's a societal sort of
conformist view that you'resupposed to sit with.
And so many of us are definedby what we're doing, but we're
(05:40):
not happy doing it and we're notgrowing in the role.
And so to me, I think successhas to be measured on growth,
and it's not all financialsuccess, um, it can be emotional
growth and it can bedevelopmental growth.
To your earlier point, howwould I know in my 20s the type
of things that would motivate mein my 50s?
So here I am, um, and in abusiness capacity, your role
(06:04):
evolves and your role shifts andyour role changes.
There's no training for that.
You just have to sort of cometo terms with it and figure it
out, and so that, to me, isthat's a measure of success.
Am I better today?
Am I influencing people in away that allows them to be
better?
Am I learning in different waysthan I did previously?
Speaker 1 (06:25):
Yeah, and I'm happy with it.
Before we move forward, I'llleave with this.
In my 40s, I realized Iabsolutely didn't want to work
for somebody.
And then, as I've startedliving this, trying to live,
this cup of tea, idea, healthand this and that, and I started
out the path of addressingadult ADHD I'm like, oh shit, I
could have worked for somebody.
But you don't realize that andit changes your perspective of
(06:50):
oh man.
But my idea of success is mywife and I say listen, we can
help our kids who may have this.
That opens a door for them andthat's the win.
I can't go back in time, but Ican help that future right there
.
Redefining what it is, terms asas you learn it to acquire it as
something that matters issuccess and you're not getting
(07:11):
it at all.
But it's just a matter of youknow showing up in your own
journey.
Let's move forward a little bit.
What's been you know?
Talk about your journey alittle bit.
You know to build your company.
Envy, right, is the name.
What's been the biggest tiethat you got to cut to align the
success as how you defined it?
Speaker 2 (07:30):
The biggest tie that I had to cut, I would say
cutting ties to some degree withwhere you're moored and where
you're anchored.
In a metaphoric sense, if youwant to run a company and you
want to be self-employed,there's all these notions of you
know, pick what you want to do,make sure you love it, and
you'll never work a day in yourlife.
(07:51):
I want to be my own boss, youknow, I want to be defining my
own destiny and I quite oftenfind, retrospectively, that
those codes are written bypeople that may or may not have
done it, and if they have doneit, to what degree did they do
it with any success?
I find the opposite to be true.
I find that when you put youryour neck on the line, you
create a company, create a name.
You do it with people you trustyou are entirely at someone
(08:16):
else's disposal because you'reasking that you be.
So you're sort of cutting tieswith this notion of I don don't
want to be an employee.
You know, I talk about myselfas being gloriously unemployable
.
I don't want to be an employee.
I want to make sure that I'mgoing to be doing things to suit
what I want to do.
But the opposite is true.
You're at somebody else'sbehest.
(08:36):
You're all of a sudden doing so.
You have to cut ties with thenotion that being self-employed
gives you freedom, and it reallydoesn't.
It gives you choice, which isdifferent from freedom.
So I would say that no, and allchoice does is um, help you
lead you on a journey towardsmaking decisions.
You're still going to have tomake the same decisions.
(08:57):
You're just garnered with otherchoices.
It's garnished, rather sorry,with other choices, but I would
say the biggest tie I had to cutis this idea that if you're
self-employed, it brings with itmore freedom.
I don't know that it does,necessarily, because I think
your cell phone has to be on,you're expected to answer emails
and, again, that's, that's thegig, that's what you signed up
(09:18):
for.
So you don't enter yourselfinto those waters with any sort
of resentment.
You do it willingly and you doit openly, and you do it on the
basis that I've put myself infront of you and I'm going to be
available, I'm going to makethings right for you and I'm
going to solve problems that youhave.
So our notion as a company iswe're very, very lucky, very
fortunate, we've got a lot ofsticky clients, but we genuinely
(09:41):
just want to be the first orsecond phone call to a number of
people.
You know, procurementrelationships being what they
are in the modern world and theway that we're brought into
business, there are practiceswhere we're quite often on a
company's procure or a list anda roster of agencies and on
occasion we'll be invited torespond to a particular RFP.
(10:02):
On occasion we'll just see thatbusiness went in a different
direction and then on otheroccasion business might be a fit
for us and we might get that.
But the idea that somebody hasa piece of business to deliver
that they weren't aware of, theyknow they need to do it in six
months time.
They don't quite know exactlywhat it is but they want to do
(10:22):
it with us that's very, veryhumbling.
That's somebody's trust, youknow, and it brings a lot of
responsibility with it.
So, a very long-winded way ofsaying I think you have to cut
the tie as a self-employedindividual, you have to cut the
tie with the notion that it'sgoing to bring freedom, because
it really doesn't.
And the other thing I would sayis you need, because it really
(10:44):
doesn't.
And the other thing I would sayis you need and I perhaps
didn't know how much, howimportant this is.
You need a really strongsupport network around you.
That's family, who are investedin what you do, and you're
really asking somebody to beinvested in your dreams, you
know which is.
Again, that's humbling.
So on the client side, you'vegot people whose trust you've
(11:05):
managed to, to earn, um, andthen on the family side, you've
got people whose absolute trust,unequivocal trust, you've got
which is and on both sides it'svery humbling.
So my responsibility is just towork hard and do the bit in the
middle yeah, the uh.
Speaker 1 (11:19):
That is a fantastic type of cut and I and it's it's
one that's in a stage ofentrepreneurship and I I'm going
to back up.
I'm in the solopreneur earlierstages.
Four years in, I've absolutelycreated a job for myself that I
own.
So marketing services, podcasts, and I'm in that phase of
moving to.
How do I make it?
Let's say humanless, meaning Ican have things run without my
(11:42):
brand.
Do I make it, let's sayhumanless, meaning like I can
have things run without my brain?
The thing I would tell I don'twant to challenge you, I would
say, is a starting point.
Starting around your passion,your potential, your skills and
a problem to solve is the rightplace to start quickly Is like
start around something you loveto do that you can do pretty
well and there's a problemthat's worth people pay for.
It's a really good spot to geton your own, create your own job
(12:05):
, so to speak.
There is freedom in the factthat you can do that, to choose,
so to speak, to do it.
But if you want to build abusiness with lead flow, with
consistent revenue, that's notdependent on you showing up
every day and there's otherpeople that's probably not
always going to be around thepassion.
If it is good word, you're oneof the lucky ones.
If you also have the skills tokind of do a lot of that,
(12:26):
awesome.
But if you can outsource it,the where you're talking is the
next evolution, where I think itdoesn't have to be around your
passion, it has to be aroundsomething that makes money and
you can do your part in that.
Yeah, business, well, and andand I think that's a piece where
I want people to know that youshould start, I think, in that
quadrant of what you're good atto get out.
But you're going to go througha period of I'm going to like
(12:46):
doing that, I'm in a job, so, uh, and I listen, I and I live
that right now I'm, I'm in a I ajob that I've made for myself
and I'm actively going.
Hey, how are we pivoting thisthing out to a new kind of
company, a different kind ofservice or a different kind of
(13:08):
offering?
Um, because it's not what Iwant to do.
I'm 49, I don't want to do that.
10 years now I want to have todo something here and I love
that.
Um, do you remember the momentwhen you're like I am done,
believing that I, I, oh my gosh,I've been living the lie.
I was living the wrong idea.
Speaker 2 (13:16):
It's not freedom, it's choice yes, um, I suppose
there was a couple.
I remember something in my pathwhen I was working with a
company in the same industry andI was in an operational role.
It was post the 2001 recessionand 2003.
(13:37):
Things hadn't really picked upas well in the sector as they
might and the company was goingthrough another round of layoffs
and I was invited quote unquoteto to take on a sales position,
and it was 100 commission andit took me a minute to realize
what that invitation meant.
It meant that if you don't takethis, you know we're getting
you off the payroll unless youcontribute.
(13:58):
And that was quite petrifying.
And I remember phoning myfather, who'd always been in
sales and, um, you know,explaining to him through fear
this is, this is they're goingto move me into sales, it's 100
commission, and I never soldanything in my life.
And he stopped me and he toldme that.
Well, he asked me a couple ofsimple things.
Do you like talking to people?
Can you listen to people?
(14:18):
Do you know how many eyes andears you have versus how many
mouths you have?
And if you're not doing twiceas much listening and watching
as you are talking, then you'realways going to struggle.
And that moment of fear andunknown and trepidation.
I think it served me because Imanaged to grow in a sales role
(14:39):
and I think that then gave methe assertion that I could go
and do this on my own, becauseeffectively in sales you're
dependent on a lot of greatpeople.
Of course you are, but what youcreate is a business unit and
you're aware of the commercialupside or downfall if you don't
get it right.
You need to be conscious ofoverhead, you need to be
(15:00):
conscious of time, you need tobe conscious of value, you need
to be conscious of whatsomebody's prepared to pay, you
need to be conscious of wherethe juice sits, where the profit
sits, and so that moment of himbeing prepared to move into
sales, I think really gave mesort of non-theoretical
learnings in what it's like torun your own business unit.
And so I gave me theretrospective knowledge, having
(15:23):
done it for 18 months, two years, to think I could.
I could do this on my own.
Um, and then um, in my current,with my current business partner
, he and I were realized that wewere kindred spirits.
He was working with one companythat was a prospect of mine, he
was in a sales capacity, I wasclearly in a sales capacity.
Where I was um.
(15:44):
We were at a filling gasstation, um in la on the 10,
having been at the los angelesconvention center, driving out
to santa monica, and we werehaving a conversation in the car
and I stopped to go and fill upthe petrol gas and he got out
and came and joined me at thehose when we were filling up and
(16:04):
at that moment in time he wasin sales, I was in sales.
We both realized that there wasa value to be created and a
business to be had in our sector, um, running companies in a
leaner way.
So I would say two lessons one,the movement into sales, which
I was petrified of, the sort ofsimplification of that from my
father, and then the sort ofrealization that I was in
(16:28):
business with the right, I couldget into business with the
right person, because time justpasses by, you forget what it is
you're doing, because you're sodeep in the conversation and
you're so tied to what it is youwant to do together that
everything else gets in the way,including petrol pumps.
Speaker 1 (16:42):
I love it.
That's fantastic anyway,including petrol pumps.
I love it.
That's fantastic.
What's some of the impact sincethat moment?
Speaker 2 (16:52):
The impact.
I would say you're met withlots of things that you need to
come in front of or get ahead of.
We were very fortunate andwe're still very fortunate with
the client base that we have.
Um, they're internationallyrecognized, strong in class, and
(17:16):
I think that resonates well, Iknow that resonates with me.
I'm humbled by the client basethat we earned or we have, and
the fact that they'll put theirfaith and their trust in in us
and our company and ourindividuals and you know our
community for want of a better.
That always has an impact.
Um, knowing what you're not, Ithink has a great impact and
(17:40):
it's a great reminder to helpyou grow that we.
The other one is the reminderthat I do have a sort of I take
umbrage to the fact when I hearpeople saying, well, he did it
on his own or she did it on hisown and they went and did it on
their own, and I think nobodyever did it on their own, not a
single person.
And so I think the reminder ofthat and, as I said, the the,
(18:02):
the constant um support fromfamily has a huge impact.
I mean on your earlier questionwhen you asked what did you cut
the tie with.
I mean, I moved certainly notthe first person and by no means
the last.
I left the UK, um and cutphysical ties with family, um,
(18:22):
which was way more challengingin retrospect than I thought it
was going to be at the time,because you just that's what you
do, you get on with it.
That has an impact, um, but Ithink, credit to the
relationship that we have.
We've maintained great contact.
We've never let distance becomean obstacle for for
(18:43):
relationship development andrelationship growth and, um,
yeah, I would say those thingshave had a big impact.
Speaker 1 (18:51):
Um, yeah, I mean it's significant, right, uh?
And where you describe a verypositive environment at home or
our close circle.
Not everyone has that and andwhen you know, I tell out there
when these are some of thehardest ties you might need to
cut You'll have to either saythe pain of that to do what I
want far exceeds cutting, versusthis is the hard position which
(19:13):
is going to be more important,and then it's going to get
people behind you or exiting.
Family is a big one Spouses,even kids, and stuff like that.
Those are some of the artistties, and I know you're grateful
and fortunate at the same timein the same stroke to be able to
cut that tie and not have toworry about cutting the one at
(19:35):
home.
It's like you have thefoundation base.
If that leg of that stool isrocky though, I will tell you
that's going to you're going tofeel very alone.
Speaker 2 (19:47):
I can imagine that could be very challenging dude,
listen up, give a.
Speaker 1 (19:51):
Let give a lesson for the listeners.
Like a little bit of advice,give me a short couple lines on.
If you're this person, do thisa short couple of lines.
Speaker 2 (20:00):
I'm reminded of my cousin's wedding, my, my uncle.
It was the father of twodaughters and he was giving his
youngest one away, and he saidthree things that I'll never
forget that his uncle had passedon to him little pearls of
wisdom from a, a sage um, and.
But I think that I think theyresonate and I think they
continue to work.
If you can't take a joke, youshould never have signed up.
(20:22):
You You'll never make a millionworking for wages and never bet
a white horse on a soft track.
And I think those thingsthey're very versatile as
phrases, you know.
I mean you might still be verysuccessful in the corporate
career, so you might get youknow stock compensation and
(20:43):
arguably you're working forwages and so you could be a
highly affluent individual onthe basis that you're an
employee.
Of course you can.
But what it means, I think, isif you're just going to be
transactional with your time andlet somebody else use and or
abuse your time, you're nevergoing to recognize true value.
At least that's what I take fromthat the idea that if you do
take yourself too, the idea thatif you can't, if you do take
(21:04):
yourself too seriously, I thinkyou're going to struggle.
I think you have to be veryprepared to laugh at yourself
and know what you're not and bein good company all the time and
take those lessons very well.
So that's the second one, andthen the third one that you know
never bet a white horse.
That's like you need to beright horses for horses, 100,
(21:25):
and you're going to see peoplethat can show ponies, that can
talk a good game, but you'regoing to need thoroughbreds.
You're just going to needpeople that can do things on a
certain day, on any given day,um, and it's more about
performance than it isappearance, um.
So those are, those are thingsthat I sort of I'm reminded of,
at least weekly, if not daily.
Speaker 1 (21:44):
Love that.
Just quick fire questions here.
Who gives you inspiration?
My kids, I love that.
That's a really good answer.
It's because the lead behindright, the legacy, is what you
do with it and no one gets itright 100%, but you're getting
it exactly how you're supposedto yeah.
I love that.
I want to back up.
(22:04):
You said no one does it alone.
Even Jesus didn't do it alone.
Yep Could have done it,probably right.
Some people don't believe it,but still grab 12 people and say
, hey, I need some elder.
He had his board team.
You may cut that from the plot.
Final, I don't know.
We'll see what's the bestbusiness advice you've ever
received insurance, insurance,insurance, um, I never heard
(22:30):
that one.
Please explain that.
And they are rapid fire to keepthe input.
Speaker 2 (22:34):
You really need them.
You're going to need insuranceand I think it's not just the
the biggest crime to humanityhiding in plain sight.
That is the insurance business.
It's the you know, indecision,decision-making.
You're going to need to thinkthrough that.
You're going to need to yes,you can be impulsive, but you're
going to need to have ensuredthat you're comfortable with the
decisions that you make.
(22:54):
You're going you're going toneed to make sure that, as you
create teams and build teams andfoster teams within teams, that
they've got insurance anddependability in one another.
Um, I would say those yeah, Imean that's.
Speaker 1 (23:12):
I love that, because it's not what most people don't
answer that way, so I'll giveyou credit.
Uh, one point.
Um, it's a dad point.
You can spin them however youlike, sure.
So, dad, you know what I mean.
Yeah, I don't know where youcan spell it.
Yeah, yeah.
Speaker 2 (23:24):
If I can tell my daughter I slayed, then that's a
win for me.
You did slay, slayed.
You got raised.
I got the W, I didn't take theL, you know.
Speaker 1 (23:32):
Right, yeah, that's right.
I bro was all right.
Bro, okay, that's a key point.
Well, is a bro or bra?
And I don't know what they'retalking about.
Speaker 2 (23:49):
Anyway, uh, what's your recommended must read book?
Oh, um, wow, business book orany book, any book.
I can tell you about veryimpactful books.
I always found the Cape Runnera very powerful book.
Speaker 1 (24:07):
High Rock.
Speaker 2 (24:08):
It's a movie.
Yep, and the Richest man inBabylon is probably my simplest
business book.
What's the one thing you gotout of?
Speaker 1 (24:18):
that business book.
Pay yourself first.
I will tell you that is not howI rocked the first two years
and that caused me to shoutyourself first.
I will tell you that is not howI rocked the first two years
and that caused me to shout.
I will leave it at that.
We'll stop there.
You're right, If you can'tbuild a business to pay yourself
, you don't have a businessAnyway.
So there's a difference.
We can get into the detailsoffline on that one.
But if you had to start overtoday, what period in time would
(24:41):
you go to and what would you dodifferently In business or in
life, Anything you like?
These are free, open questions.
Speaker 2 (24:50):
I genuinely believe, as misguided as my life might be
, that this generation right now, these, what are we?
Gen Xers?
Speaker 1 (24:59):
I think it's Gen Y Ron right now coming out of it.
Speaker 2 (25:02):
What am I If I'm born ?
Speaker 1 (25:03):
in 1973, I think I'm a Gen A.
You're a 100% expert Color ofhair.
Gin Lilling you're an expertColor of hair sandy, salt and
pepper.
Speaker 2 (25:12):
I think we've had it as comfortably as any generation
and I'm very comfortable wherewe are.
There was no real threat tolife or enjoyment or critical
threat to existence.
There was great opportunity.
There was a sort of currency ofownership in what you did.
(25:36):
We weren't coddled.
I was smacked as a childthankfully, um, and I was.
I was in a, in a world whereeverybody else was.
There was accountability inwhat we did, but there was great
opportunity, there was greatfun and there wasn't a lot of
things holding us back.
If I was to start a business, Iwouldn't change where or when or
(25:58):
how I did it, because that's adifferent journey and that would
be a different me.
Um, I genuinely think we'reblessed.
Um.
I look at some of the things asparents that you have to
contemplate now.
I know you can never do as aparent is your best right and I
look at some of the things thatour parents had to contemplate.
And they didn't have a digitalgeneration.
(26:21):
They didn't have to think aboutwhere boys going to get roofied
.
They didn't have a digitalgeneration.
They didn't have to think aboutwhere boy is going to get
roofied.
They didn't have to think about, you know, existential threats,
um, but with that, the pace ofcommunication, the ability to
consider a life or conceive alife in a distant part of a
global village.
You know that's the other sideof the coin that we live in
(26:42):
right now and we as parents haveto safeguard against for our
own kids.
So I don't know that I wouldchange much, to be honest.
Speaker 1 (26:51):
It all happened for you instead of to you.
So I love that, that's great,and that's, I mean.
The mindset that I think youcan take away is things happen
for you instead of to you.
You to you.
You're in a good spot to learnfrom, whatever happens.
I think my question if there'sa question I should have asked
you today and didn't what wouldthat question have been and how
do you answer it?
Speaker 2 (27:12):
what am I most thankful for?
Um, and I would say it's the,the life that I've had to date
and the people that are aroundme and the people that believe
in me, um, on a sort of constantbasis.
I'm very, very grateful forthat, very grateful for the
support network that I have, youknow, in family, at work,
(27:35):
within the client base, infriendship.
You know I've spoke a bit aboutcutting the tie from physically
, from friends and family in onelocation.
You carve out relationshipsthat almost become extended
family as you move.
I mean, you'll know that You'vemoved, I'm sure, at different
points and times.
I would say that you never askme what I'm most thankful for,
(27:59):
and I would say it's that, thesupport network that I have
around me that allows me to dowhat I do and pick up the pieces
when I'm not around and let mepick them back up when I am.
I love it.
Speaker 1 (28:11):
I'm going to add that to my list of questions.
That gets a really solid oneand more in line.
So thank you, Jim.
Thank you so much for coming ontoday.
The conversation's awesome andI love that you're a land and
local.
We've actually met in personand I'm sure we'll.
Our paths are going to cross,you know we've who should get a
hold of you how they do it.
Speaker 2 (28:29):
Um, anyone that's interested in catching up for a
coffee?
Um teaching me certain thingsabout how I can continue to grow
and develop?
Um, if there are marketeers outthere, on from a business angle
, who are interested in helpingmarket their business in the
live space or the live eventspace, or even connecting with
(28:50):
audiences through digital means,give us a shout.
You can get me on email,jimwiley at nv-createcom.
I could put that in the chat, Ithink, and that might make it
easier.
That's probably the best way todo it, and I'll put my email
contact details and our businesswebsite address.
We'd be delighted to hear frompeople, like-minded souls,
(29:14):
people who have just got a needor a willingness to want to
catch up.
Speaker 1 (29:19):
Fantastic.
Thank you, by the way, so muchfor coming on here.
All at this banner Get a holdof Jim Wiley at nb-createcom.
Jim, thank you so much forcoming on.
I'll make sure I'll call us andshow you you rock.
I appreciate you.
Speaker 2 (29:32):
My pleasure.
Thank you very much.
Speaker 1 (29:34):
And everybody who's listening.
Get out there.
Go cut a tie to somethingholding you back Anything.
Start with one thing Work at it.
1% math, do it every day.
You're 37.8 times better.
By the end of the year, you get1% worse.
By the way, you're 0.0025 andthe mathematical difference
between getting better and worseis significant.
So get better.
Thanks for listening.
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