December 4, 2024 • 31 mins
In this episode we dive into the powerful lessons on employee empowerment, business growth, and creating impactful business cultures. Drawing from a profound experience in e-commerce that generated over $50 million, Mink shares insights on how investing in employees not only fuels their growth but significantly benefits the entire business. Tune in as we discuss the real essence of entrepreneurship, the importance of treating employees like owners, and strategies for building a sustainable business.
Hashtags:
#Entrepreneurship #BusinessGrowth #EmployeeEmpowerment #Leadership #EntitledToNothing
Chapter Markers:
0:00 - Introduction: Why Investing in Employees Matters
0:27 - Story of Empowering Employees for Business Impact
1:08 - Transition from Selfish to Selfless in Business
2:39 - Introduction to the Podcast and Mission Statement
3:03 - Top 10 Lessons from $50 Million in E-commerce Sales
3:57 - Realities of Business Growth and Scaling
5:53 - Importance of Doing the Unscalable
7:03 - Personal Touch in Business: Learning from Richard Branson
8:44 - Brand Over Revenue: Building a Lasting Reputation
10:11 - Employees Over Customers: Building a Supportive Culture
13:06 - Detailed Story of Employee Investment Impact
14:30 - Starting a Business with a Focus on Freedom and Growth
16:01 - Tactical Business Optimizations
17:17 - Retention as a Key Business Strategy
18:37 - The Role of Culture in Business Success
20:13 - Serving Over Selling: Focusing on Customer Needs
21:38 - Building a Tribe and Defining Brand Culture
22:46 - Serving vs. Selling in Building Business Relationships
24:45 - Finding the Right People to Solve Business Problems
26:34 - Founder’s Role in Overcoming Business Challenges
28:37 - Solving Problems as the Core of Entrepreneurship
30:29 - Closing Thoughts: The Infinite Game of Business
Join us in this insightful journey and discover how putting your team first can lead to unprecedented business success. Don't forget to like, subscribe, and share this episode with fellow entrepreneurs who could benefit from these lessons on building a thriving, people-first company environment.
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Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
They were like, can we go to it?
(00:01):
And so we made the investment.
We bought them a plane ticket,sent them out to LA and they
went to this one-day conferenceand I said to them you can go
under one condition you have togo there and you have to write a
report.
And that report has threequestions.
The first question is you haveto answer what was your biggest
(00:21):
takeaway?
The second question is how canyou apply that takeaway to the
business?
And the third question is ifapplied to the business, what is
the business impact?
They said, okay, I'll do it.
They went out.
They came back on fucking fireand I had my customer service
guys going.
(00:42):
If we do this, it's going tocreate more profit.
If we do this, it's going tosave customers.
If we do this, it's going toreduce costs.
They were thinking like owners,because I made an investment
into them as if they were anowner, and so if you can put
your employees first, you willfucking win.
It's powerful.
(01:03):
And ultimately, what I'velearned firsthand is the
business has grown.
When I started business, I didit for one reason I wanted to
make money.
And I wanted to make moneybecause I wanted freedom.
That was it.
I didn't give a shit aboutanything else.
And then what you realize overtime is the selfless or excuse
me, the selfless, or excuse me,the selfish.
Pursuit must become selfless ifit's going to grow beyond you.
(01:29):
And if you want to build abusiness that has the capacity
to grow beyond you and haveother people's dreams and goals
fit within it, you need to makethe investment into them and you
need to find out what they wantand how you can support them.
If you can do that, you canbuild a real big business.
But, more importantly than that, you can build a real great
(01:50):
team of people that really enjoywhat they do, and you can be
one of those rare individualsthat has an organization of
people that actually love andenjoy what they do.
It's very rare in the worldtoday, and I think as founders,
God, it's our moral obligationto provide an environment to our
people that makes them feelsupported, nurtured and cared
(02:15):
for.
I think that's maybe the mostnoble thing we can do as
entrepreneurs is createenvironments that other people
like to be in is createenvironments that other people
like to be in, because there'sso much fucking bullshit in the
world, especially in thecorporate America environment.
So be the type of person whoputs their employees first and
(02:37):
watch what happens.
I won't waste another minute.
No, I won't.
I'm a man on a mission.
I'm a man on a mission.
I don't need no permission.
I'm a man on a mission.
(02:58):
Welcome to Entitled to Nothing,where we believe our life is
our fault.
My name is Mink and today I'mgoing to share with you guys 10
lessons I've learned from $50million in e-commerce sales Over
my 15-year career in thedigital marketing and e-commerce
space.
The businesses and themarketing campaigns that I've
ran have generated over $50million in sales for my
(03:21):
companies, and what I want to dois share with you the top 10
lessons I've learned throughthis process.
But before we dive in, I wantto give you guys the truth about
entrepreneurship, becauseentrepreneurship is really,
really hard, and if you're abusiness owner, you know what
I'm talking about.
But the studies out there showthat in the first year, 20% of
(03:43):
all businesses are going to goout of business.
In the first 10 years, 40% ofall businesses are going to go
out of business.
And in the first 20 years ofbusiness, over 80% of businesses
go out of business.
And what's crazy is you know,you hear these giant numbers,
the hundred million dollar, this, the billion dollar that right,
(04:05):
we're kind of.
We're sold this idea of reallyfast results and big numbers and
scale, but the data tells adifferent story.
You see, only one in 25businesses in the United States
earns over a million dollars ayear in sales.
(04:25):
Only one in 25.
Now there's about 30 millionbusinesses out there, so you
guys can do the math, Um, and ifyou take another step, only one
business in every 250 make over$10 million a year in sales.
And so those numbers are verysobering, because we hear this
(04:49):
idea again of millions andbillions and a hundred million
dollar, this and $200 millionexit.
And there's all of this debateand discord online about growing
fast and making all this money.
And it's possible, but alsoit's not as easy as most people
would lead you to believe.
(05:10):
And I think the truth of lifeis more important than the way
that we wish it was, andentrepreneurship is really,
really hard, but if you committo it and you focus on playing
the long game and not gettingrich quick, but getting rich
forever, right over time, thenyou have an opportunity to win
(05:33):
the game.
And so what I want to do todayis I want to share with you guys
the 10 lessons I've learnedfrom being part of that one in
250, that 0.004%, All right.
Lesson number one is you haveto be willing to do the
unscalable things.
(05:53):
Again, in the world we live in,everybody wants the optimization
, the AI trick.
They want to find somethingthat's automated and scalable,
and I like to zig when everybodyis zagging.
I like to try to go against thetrend at times.
There's a time to go with it,but there's also a time to go in
the opposite direction, and Ithink this is one of those.
And when we started LiveBearded the first two years, we
(06:17):
went live every single day.
We had a private Facebook group.
We were engaging in thatcommunity every day where we
were getting to know customers.
We were building realrelationships.
We were finding ways to addvalue to our customers.
We're getting feedback on ourproduct and ultimately, I can
tell you that Live Bearded hasbecome an eight-figure business
(06:38):
today and done all of thatrevenue, because in the
beginning, we really focused ondoing the unscalable thing and
we've worked on finding ways todo that at every threshold in
the business, whether that'scalling customers and saying
thank you, One of the things Ilove to do, as the CEO is, I
love to look at a list of someof our top customers and call
(07:00):
them periodically and just saythank you.
And then say what feedback wouldyou have for me?
How can I improve?
You know, this is somethingthat I learned from Richard
Branson.
I heard a story about how heused to call randomly
first-class customers fromVirgin Atlantic and just call
them randomly and be like hey,this is Richard from Virgin, I
(07:20):
wanted to see how your flightwas.
And I heard a really funnystory about an entrepreneur who
didn't believe it was him.
He thought he was gettingpranked and so he hung up on him
and then he called back andhe's like dude, it's really me.
Moral of the story here is if,as a business owner, you're
always trying to find thescalable thing, you're going to
(07:42):
miss out on the thing that'sgoing to differentiate you from
everyone else.
Yes, we should be usingtechnology.
Yes, we should be doing all ofthe latest things that people
are doing, whether it's withemail or SMS or video or AI.
We definitely want to leveragetechnology 100%, but I would
(08:03):
challenge you to look at all ofthe ways that you can do the
unscalable as well, Whether it'struly engaging in comments,
whether it's having yourcustomer service team call
people, whether it's you as thefounder calling people.
We sometimes do handwrittennotes and postcards.
We're always looking for anopportunity to create an
experience for someone, andusually an experience is not
(08:26):
scalable.
It's done in a one-to-one orone-to-many basis.
So the first lesson the biggestway that you can differentiate
yourself in a sea of competitionis doing the unscalable thing.
Number two is brand mattersmore than revenue.
Warren Buffett said that ittakes 20 years to build a
(08:47):
reputation and five minutes toruin it.
One of the things I've learnedfirsthand is the brand that you
have is nothing more than yourreputation in the marketplace.
Right, your brand is thedigitization of your reputation,
(09:07):
and so if you think about itlike that, you probably would
want to take a differentapproach to the things that you
say, the things that you do and,ultimately, how you treat your
customers.
And I think, if we put ourconsumer hat on for a minute,
we've all bought something froma company that treated us like
shit, didn't give us a greatexperience, held us hostage to a
refund policy or to a loopholeor some random bullshit, and
(09:32):
there's nothing I hate more asan entrepreneur who ruthlessly
prioritizes customer service andcustomer satisfaction above
most things in the business,there's few things that piss me
off more than dealing with abusiness that treats me like
shit as a paying customer, andso I think we need to change our
(09:52):
brain from reputation or fromrevenue is more important than
reputation to reputation willalways be greater than revenue,
and if you can think that way,this is a long-term approach,
right?
I think the way that you winthe game of business is to play
the long game.
Simon Sinek said business is aninfinite game and the goal of
(10:15):
the game is to continue to play,and so if you genuinely want to
create success in business, ifyou want to create the financial
security, the wealth and thebusiness of your dreams, you
need to play the long game.
You need to play the infinitegame, and the only way you're
going to be around for the longterm is if you really focus on
(10:37):
building a reputation that isbuilt to last and not here today
to generate as much revenue aspossible.
We need both.
We need reputation and revenue,but I think in the hierarchy of
importance, reputation comesfirst, and in that model,
reputation creates way morerevenue for a much longer period
(11:00):
of time.
So focus on the reputation,especially in the beginning.
I know we got to eat right.
I didn't take a dollar out ofLive Bearded.
For two and a half years Ilived off of credit cards and I
went into six figures in debtbuilding this business, because
every dollar that came in weinvested back in the inventory
(11:21):
and back into reputation and weknew that we were building an
asset for the long term.
I'm not telling you that's whatyou have to do, but I am
telling you.
If you want a real businessthat's going to last, reputation
and brand must come first.
All right.
Lesson number three is employeescome first, customers come
(11:41):
second.
There's this idea in themarketplace that the customer is
always right.
I don't know if that's exactlytrue, but what I do know is, as
founders, as executives, we haveto put our employees first.
There's this saying that peopledon't care how much you know
until they know how much youcare.
(12:01):
And I like to think of thatslightly different in business.
And your employees don't reallycare about your business until
they know how much you careabout their success.
And once you show them that youcare about their success, then
they start to care about yoursuccess and it becomes our
success and that's where it getsreally powerful.
(12:23):
And so, I think, creating aculture of employees first and
really finding ways tounderstand what your customer I
keep saying customers, but it'semployees.
And this is like we all fallinto this trap, right, I'm
sitting here telling you thatit's employees, it's employees,
employees.
But we're so conditioned tothink about the customer first
(12:44):
and even I catch myself at times.
So I'm sure we all do to somedegree.
But if you can truly put theemployee first and that means
really investing into theirgrowth, understanding what their
goals and dreams are,understanding why they want to
be a part of your organization,understanding what positions
they would like to grow into,making investments into them.
(13:06):
I just had the opportunity.
My customer service team cameto me and they said there's this
event.
It's a one day customerrelationship, customer
satisfaction event put on by acompany that does customer
service management.
And they were like, can we goto it?
And so we made the investment.
We bought them a plane ticket,sent them out to LA and they
(13:28):
went to this one day conference.
And I said to them you can gounder one condition you have to
go there and you have to write areport, and that report has
three questions.
The first question is you haveto answer what was your biggest
takeaway?
The second question is how canyou apply that takeaway to the
(13:49):
business?
And the third question is ifapplied to the business, what is
the business impact?
They said, okay, I'll do it.
They went out.
They came back on fucking fireand I had my customer service
guys going.
If we do this, it's going tocreate more profit.
If we do this, it's going tosave customers.
If we do this, it's going toreduce costs.
(14:10):
They were thinking like owners,because I made an investment
into them as if they were anowner, and so if you can put
your employees first, you willfucking win.
It's powerful.
And ultimately, what I'velearned firsthand is the
business has grown.
(14:30):
When I started business, I didit for one reason I wanted to
make money.
And I wanted to make moneybecause I wanted freedom.
That was it.
I didn't give a shit aboutanything else.
And then what you realize overtime is the selfless or, excuse
me, the selfish.
Pursuit must become selfless ifit's going to grow beyond you
(14:52):
and if you want to build abusiness that has the capacity
to grow beyond you and haveother people's dreams and goals
fit within it.
You need to make the investmentinto them and you need to find
out what they want and how youcan support them.
If you can do that, you canbuild a real big business.
But, more importantly than that, you can build a real great
(15:12):
team of people that really enjoywhat they do and you can be one
of those rare individuals thathas an organization of people
that actually love and enjoywhat they do.
It's very rare in the worldtoday, and I think, as founders
God, it's our moral obligationto provide an environment to our
people that makes them feelsupported, nurtured and cared
(15:37):
for.
I think that's maybe the mostnoble thing we can do as
entrepreneurs is createenvironments that other people
like to be in, because there'sso much fucking bullshit in the
world, especially in thecorporate America environment,
so be the type of person whoputs their employees first and
(15:59):
watch what happens.
All right.
Number four we're going to gettactical, because, as an
entrepreneur, you have to alwaysbe optimizing.
You've got to optimize, alwaysoptimize, and what that means is
every part of the business,right In your marketing.
You have to optimize ads andcreative sales funnels and
conversion rates.
In your customer service you'vegot to optimize for touch
(16:24):
points and friction points andreducing and solving problems
for customers.
In your OpEx you have tooptimize to create more profit.
One of the biggest lessons welearned and it's super fucking
simple now, but when I gotstarted I had no idea it's like
for every dollar in sales wemake, you know you might keep 20
(16:44):
cents if you're doing reallywell.
For every dollar in expensesyou cut, you keep a dollar right
.
So like optimizing youroperational expenses is an
incredible way to make yourbusiness more profitable right
Optimizing manufacturing costs,renegotiating manufacturing
contracts Every year you shouldgo out and source a couple of
(17:08):
different quotes and competethose guys against each other to
try to create the best overalloperational efficiency possible.
I started out as a marketing guy.
I've become more of a.
Well, actually, I haven'treally become too much of an ops
guy because I got a greatpartner who's more of the
operations guy.
But we strategize a little biton that and I help make very few
(17:29):
decisions in the operationsworld.
But as it comes to operatingthe company, you've got to
always, always optimize and lookfor those efficiencies and the
ways that you can improve.
Through optimization you canmaximize the potential of your
company and the ways that youcan improve through optimization
.
You can maximize the potentialof your company and the
enterprise value of it.
All right, number five isretention is king.
(17:51):
You know, so often in themarketing world we focus on
customer acquisition, drivingawareness, building visibility,
getting as much traffic aspossible, and that's all super
critical.
But I literally just read areport yesterday that said
customer acquisition is five toseven times more expensive than
(18:13):
customer retention.
And one of the things I believeis if you can create a culture
of so going back to putting youremployees first, one of the
amazing things that happens iswhen you really love on your
employees and you put them first, that energy transfers to your
customers and they really loveon your customers and do
everything they can to servethem.
And then that is going to helpwith retention, because
(18:36):
retention is king.
At the end of the day, it iswhat makes or breaks a business.
If you have a super high churnrate and you've got to
constantly be dumping in newleads, new sales, new people and
there's a giant fucking hole inyour boat, then you're always
going to be treading water.
But if you can put adisproportionate amount of
(18:57):
energy on retention for a periodof time and really figure out
how to architect a customerjourney that's going to keep
people around and make them feelnurtured, supported and part of
something, then you can build areally incredible and
successful business.
And if your goal is to exit oneday, if you want to be one of
(19:18):
those success stories thatstarts a business and has the
ability to sell it for seven,eight or nine figures, the
biggest multiple value you'regoing to get is on the retention
revenue that your company has,and I'm really, really proud to
say that our business LiveBearded.
(19:39):
We have anywhere from 45 to 55%of our customers come back and
repeat, simply because of theenergy and the effort that we
put on that, and it fluctuatesbecause of the different sales
campaigns and promotions thatwe're doing.
But retention is king.
You got to focus on it, you gotto emphasize it, you got to
(20:00):
prioritize it and if you canreally maximize your brand's
potential for retention, you'regoing to be a great brand.
You can maximize your brand'spotential for profit, All right.
Number six is culture is queen.
Right, If retention is king,culture is definitely queen,
because those two work hand inhand.
(20:22):
You can't really have onewithout the other.
And I can summarize it verybeautifully from Maya Angelou.
She said people will notremember what you say or do, but
they'll never forget how youmake them feel.
If you can create experiencesfor people, if you can make them
feel a part of something, ifyou can connect with them, if
(20:42):
you can tell the world who youare and not be afraid of pissing
some people off, then you havethe capacity to build a tribe.
We live in a world where peoplevote with their dollars, now
more than ever, and brands notbrands, excuse me.
Customers want to know thevalues of brands.
And so, yeah, we live in thiscrazy divisive climate, but, at
(21:07):
the end of the day, the numberone marketing principle we
should all remember is this Ifyou're for everybody, you're for
nobody.
Okay.
People want to know who you are, they want to know what you
believe, and if you have thecourage to tell them and to
build a culture around who youare, then you will build a tribe
(21:31):
.
And that tribe will love youand support you if they feel
loved by you and supported byyou.
And so, at Live Bearded.
Right, I started Live Beardedwith one of my best friends.
We sat down and we said what dowe want to build this company
on?
We're like well, we've beenfriends for 10 years, let's
build this company on the ideaof friendship and brotherhood,
(21:51):
as cliche and novel as that ideais.
We are like that's what we wantour culture to be.
Okay, well, how do we do that?
We have the most lenientpolicies possible.
We put our customer first inthe exchange in the transaction.
As much as possible.
We put our employees first inthe exchange of the business so
that they feel like they're apart of something right.
(22:14):
We are a masculine, made inAmerica driven brand.
We serve blue collar, whitecollar, no collar If you've got
a fucking beard.
We are your guys.
We're here to champion what itmeans to be a man, to live by
the values of masculinity andmanhood.
And we plant our flag in theground and say this is who we
are and we don't give a fuckwhat anybody says about it.
(22:36):
And that belief in who we areand that clarity in our culture
and what we want to representhas allowed us to have the
success that we have had.
And in the beginning I'll behonest with you guys I was a
little nervous about likepushing that button too hard.
I didn't want to piss anybodyoff, I didn't want to alienate
anybody, but one of the bestexamples of this, honestly, is
(22:57):
black rifle coffee.
Those guys I remember.
I remember one ad they're sucha beautiful example, you should
go watch them from a purely aculture standpoint.
I remember one ad.
They were like you know whatSome people say we cuss too much
.
We say fuck you.
And.
And it was just like such anexample of if you're for
everybody, you're for nobody.
(23:17):
But if you have the courage tobe who you are, you'll build a
tribe of people that'sincredibly loyal, and that's why
black rifle coffee is apublicly traded company worth
hundreds of millions, if notbillions, at this point.
Right, they knew who they were.
There's tons of fucking coffeecompanies in the world, right,
but there was no one that was acoffee company that had that
(23:40):
culture, and that's why theywere successful.
All right.
Number seven is really anextension of culture.
What I believe is serving ismore important and greater than
selling.
You see, if your customers knowthat you have their best
interest in mind and you're notjust trying to sell them all day
, every day, they're going towant to support you.
So if you really want to buildan incredible culture if you've
(24:02):
got to focus more on servingyour community and figuring out
what their true problems andchallenges are?
What are their fears and doubts?
What do they worry about?
Steve Jobs said it's your jobto get as understanding who your
customer is and asking yourselfhow can I serve this individual
(24:37):
, this person, better thananybody else?
And if you can do that, youdon't even have to sell.
They'll want to support youbecause you're serving them.
Number eight who, not how.
This is a lesson I had to learnthe hard way, but ultimately it
can be summarized like this younever have a how problem in
business.
(24:57):
It's always a who problem.
You see, every business problemor challenge that either of us
could have, someone else hasalready solved it.
So you don't have to know howto solve the problem.
You need to go find who knowshow to solve it.
And in life, I think one of thefirst principles of life is
(25:18):
again you don't get what youwant, you get who you are.
As an owner, as a founder, youare going to create a business
that is based on your skill setand your capacity, and if you
want to build a bigger business,you've got to become a greater
entrepreneur, a greaterbusinessman.
So it's who, not how.
(25:38):
Who do you need to bepersonally or who do you need to
hire to solve the currentproblem and constraint that you
have in the business, and bydoing that you can help take the
business to the next level.
And at every new level in thebusiness you're going to have
new problems, new challenges,new things to solve and you're
going to need to either A becomea better version of yourself at
(26:01):
that next level or you need togo find someone that's already
solved that problem.
But it was a huge weight off myshoulder when I realized, damn,
I don't even know how to solveall these problems.
I just need to know how to findsomeone that can solve this
problem.
And if you can find someonethat can solve the problem,
guess what?
You don't have the problemanymore.
(26:23):
You might have the problem ofpaying that person to solve that
problem.
Okay, so that that we candebate, but ultimately the right
person can solve any problem inthe business that you have.
Number nine, you, the founder,are always the issue.
Okay.
So I learned this lesson fromTony Robbins and he said the
success of any business is indirect proportion to the
(26:47):
psychology of the business owner, Meaning your business cannot
grow beyond your capacity tolead it.
If you are leading the companyand this is why you see examples
of the classic example of SteveJobs right, he got kicked off,
kicked out of his CEO positionby the board because they said
we don't think that you can helpgrow this company to the next
(27:10):
level.
You're not the right leader,and they believed at that point
in time that he was thebottleneck that was stopping
Apple from reaching itspotential.
Now we could debate that.
Obviously, we all know thestory.
He came back.
What he did made Apple one ofthe most valuable companies in
the history of the world.
But that's a good example toillustrate that we, as founders,
(27:32):
are always the problem, and ifwe're not getting the results
that we want in any area of thebusiness, the problem has to
start with us meaning you've gotthe wrong person in the job.
Your responsibility to let themgo right.
You don't know how to solvethis problem.
You're responsible to figure itout.
At the end of the day, thepsychology that you have and
(27:54):
what you believe is possible forthe business is the truth, and
so, if the business is going togrow.
You, as the founder, have totake responsibility to grow and
I think we're entitled tonothing and our life is our
fault is a first principle oflife, but it's always, always
present in the business.
You're always at fault in thebusiness.
(28:15):
As the founder, You've alwaysgot to take radical
responsibility and if you can dothat then you can actually
become the greatest asset thecompany has.
Every founder is equally thegreatest asset and the greatest
liability and your job is to tryto reduce your liabilities and
increase your assets and if youcan do that, business is going
(28:36):
to grow All right.
The 10th and final lesson I'velearned is you, the founder
lesson I've learned is you, thefounder, get paid to do one
thing and that's solve problems,and this kind of goes back to
what I was saying in number nine.
But we get paid to solveproblems right.
(29:00):
We get paid revenue from ourcustomers.
When we solve our customers'problems, that revenue comes
into the business and gives usopportunities to grow.
And there's going to be growthconstraints and challenges and
issues in the business.
And when we solve problems forthe business, we're able to turn
that revenue into profit andgrowth.
But at the end of the day,every problem, every challenge,
every obstacle, every frictionpoint in the business is up to
(29:22):
us to lead and manage the teamto learn how to solve.
But I really believe that thefirst principle in business is
you get paid to solve problems.
First, you have to solve theproblems for your customers.
That's how you generate revenue, and then that revenue gives
you problems in the business.
And then, as an executive, youhave to solve the problems in
the business.
But if you can understand thatyou are going to get paid in
(29:45):
direct proportion to the qualityof problems you can solve, then
you're going to be able tounderstand how much money you
have the potential to make.
And a good example of this isElon Musk.
Right?
Why did Elon become the richestman in the world?
Well, he set out to solve someof the biggest problems in the
world, whether it's energy orspace or finances, social media
(30:11):
issues, with censorship.
Now, right, he set out to solvesome of the biggest problems
that had the biggest impact onthe most amount of people and
therefore, by solving those bigproblems, he has become the
wealthiest man in the world onany given day, based on how the
stocks are trading.
But I share all of this with you, guys.
I share these 10 lessons thatI've learned because these are
(30:33):
lessons I've learned the hardway in the trenches of 15 years
in business and over $50 millionin sales.
And you know what, guys?
I love the game of business.
I think business is the game oflife.
Nothing happens in the modernworld until something is sold to
someone by someone forsomething right.
(30:55):
Entrepreneurship touches everyarea of our life.
I think it is the greatest game.
It's an infinite game and Ithink if we can learn from each
other share lessons, ideas,principles, best practices
ultimately that gives us thegreatest potential to defeat the
odds that I talked about in thebeginning with the truth of
(31:16):
entrepreneurship.
With that said, if you are anentrepreneur, a founder, an
executive, or if you're anintrapreneur and someone who is
listening to this and you justwant to get better, I'm here to
help.
Any way.
I can Feel free to reach out tome and shoot me a message.
I would love to hear your storyand learn about your business
and potentially help in any waythat I can.
(31:36):
But, with that said, if you gotvalue from this episode, just
do me one favor and share itwith someone who you think needs
to hear it Until next time.
I hope you guys have anincredible day.
Talk to you soon.
They were like, can we go to it?
(00:01):
And so we made the investment.
We bought them a plane ticket,sent them out to LA and they
went to this one-day conferenceand I said to them you can go
under one condition you have togo there and you have to write a
report.
And that report has threequestions.
The first question is you haveto answer what was your biggest
(00:21):
takeaway?
The second question is how canyou apply that takeaway to the
business?
And the third question is ifapplied to the business, what is
the business impact?
They said, okay, I'll do it.
They went out.
They came back on fucking fireand I had my customer service
guys going.
(00:42):
If we do this, it's going tocreate more profit.
If we do this, it's going tosave customers.
If we do this, it's going toreduce costs.
They were thinking like owners,because I made an investment
into them as if they were anowner, and so if you can put
your employees first, you willfucking win.
It's powerful.
(01:03):
And ultimately, what I'velearned firsthand is the
business has grown.
When I started business, I didit for one reason I wanted to
make money.
And I wanted to make moneybecause I wanted freedom.
That was it.
I didn't give a shit aboutanything else.
And then what you realize overtime is the selfless or excuse
me, the selfless, or excuse me,the selfish.
Pursuit must become selfless ifit's going to grow beyond you.
(01:29):
And if you want to build abusiness that has the capacity
to grow beyond you and haveother people's dreams and goals
fit within it, you need to makethe investment into them and you
need to find out what they wantand how you can support them.
If you can do that, you canbuild a real big business.
But, more importantly than that, you can build a real great
(01:50):
team of people that really enjoywhat they do, and you can be
one of those rare individualsthat has an organization of
people that actually love andenjoy what they do.
It's very rare in the worldtoday, and I think as founders,
God, it's our moral obligationto provide an environment to our
people that makes them feelsupported, nurtured and cared
(02:15):
for.
I think that's maybe the mostnoble thing we can do as
entrepreneurs is createenvironments that other people
like to be in is createenvironments that other people
like to be in, because there'sso much fucking bullshit in the
world, especially in thecorporate America environment.
So be the type of person whoputs their employees first and
(02:37):
watch what happens.
I won't waste another minute.
No, I won't.
I'm a man on a mission.
I'm a man on a mission.
I don't need no permission.
I'm a man on a mission.
(02:58):
Welcome to Entitled to Nothing,where we believe our life is
our fault.
My name is Mink and today I'mgoing to share with you guys 10
lessons I've learned from $50million in e-commerce sales Over
my 15-year career in thedigital marketing and e-commerce
space.
The businesses and themarketing campaigns that I've
ran have generated over $50million in sales for my
(03:21):
companies, and what I want to dois share with you the top 10
lessons I've learned throughthis process.
But before we dive in, I wantto give you guys the truth about
entrepreneurship, becauseentrepreneurship is really,
really hard, and if you're abusiness owner, you know what
I'm talking about.
But the studies out there showthat in the first year, 20% of
(03:43):
all businesses are going to goout of business.
In the first 10 years, 40% ofall businesses are going to go
out of business.
And in the first 20 years ofbusiness, over 80% of businesses
go out of business.
And what's crazy is you know,you hear these giant numbers,
the hundred million dollar, this, the billion dollar that right,
(04:05):
we're kind of.
We're sold this idea of reallyfast results and big numbers and
scale, but the data tells adifferent story.
You see, only one in 25businesses in the United States
earns over a million dollars ayear in sales.
(04:25):
Only one in 25.
Now there's about 30 millionbusinesses out there, so you
guys can do the math, Um, and ifyou take another step, only one
business in every 250 make over$10 million a year in sales.
And so those numbers are verysobering, because we hear this
(04:49):
idea again of millions andbillions and a hundred million
dollar, this and $200 millionexit.
And there's all of this debateand discord online about growing
fast and making all this money.
And it's possible, but alsoit's not as easy as most people
would lead you to believe.
(05:10):
And I think the truth of lifeis more important than the way
that we wish it was, andentrepreneurship is really,
really hard, but if you committo it and you focus on playing
the long game and not gettingrich quick, but getting rich
forever, right over time, thenyou have an opportunity to win
(05:33):
the game.
And so what I want to do todayis I want to share with you guys
the 10 lessons I've learnedfrom being part of that one in
250, that 0.004%, All right.
Lesson number one is you haveto be willing to do the
unscalable things.
(05:53):
Again, in the world we live in,everybody wants the optimization
, the AI trick.
They want to find somethingthat's automated and scalable,
and I like to zig when everybodyis zagging.
I like to try to go against thetrend at times.
There's a time to go with it,but there's also a time to go in
the opposite direction, and Ithink this is one of those.
And when we started LiveBearded the first two years, we
(06:17):
went live every single day.
We had a private Facebook group.
We were engaging in thatcommunity every day where we
were getting to know customers.
We were building realrelationships.
We were finding ways to addvalue to our customers.
We're getting feedback on ourproduct and ultimately, I can
tell you that Live Bearded hasbecome an eight-figure business
(06:38):
today and done all of thatrevenue, because in the
beginning, we really focused ondoing the unscalable thing and
we've worked on finding ways todo that at every threshold in
the business, whether that'scalling customers and saying
thank you, One of the things Ilove to do, as the CEO is, I
love to look at a list of someof our top customers and call
(07:00):
them periodically and just saythank you.
And then say what feedback wouldyou have for me?
How can I improve?
You know, this is somethingthat I learned from Richard
Branson.
I heard a story about how heused to call randomly
first-class customers fromVirgin Atlantic and just call
them randomly and be like hey,this is Richard from Virgin, I
(07:20):
wanted to see how your flightwas.
And I heard a really funnystory about an entrepreneur who
didn't believe it was him.
He thought he was gettingpranked and so he hung up on him
and then he called back andhe's like dude, it's really me.
Moral of the story here is if,as a business owner, you're
always trying to find thescalable thing, you're going to
(07:42):
miss out on the thing that'sgoing to differentiate you from
everyone else.
Yes, we should be usingtechnology.
Yes, we should be doing all ofthe latest things that people
are doing, whether it's withemail or SMS or video or AI.
We definitely want to leveragetechnology 100%, but I would
(08:03):
challenge you to look at all ofthe ways that you can do the
unscalable as well, Whether it'struly engaging in comments,
whether it's having yourcustomer service team call
people, whether it's you as thefounder calling people.
We sometimes do handwrittennotes and postcards.
We're always looking for anopportunity to create an
experience for someone, andusually an experience is not
(08:26):
scalable.
It's done in a one-to-one orone-to-many basis.
So the first lesson the biggestway that you can differentiate
yourself in a sea of competitionis doing the unscalable thing.
Number two is brand mattersmore than revenue.
Warren Buffett said that ittakes 20 years to build a
(08:47):
reputation and five minutes toruin it.
One of the things I've learnedfirsthand is the brand that you
have is nothing more than yourreputation in the marketplace.
Right, your brand is thedigitization of your reputation,
(09:07):
and so if you think about itlike that, you probably would
want to take a differentapproach to the things that you
say, the things that you do and,ultimately, how you treat your
customers.
And I think, if we put ourconsumer hat on for a minute,
we've all bought something froma company that treated us like
shit, didn't give us a greatexperience, held us hostage to a
refund policy or to a loopholeor some random bullshit, and
(09:32):
there's nothing I hate more asan entrepreneur who ruthlessly
prioritizes customer service andcustomer satisfaction above
most things in the business,there's few things that piss me
off more than dealing with abusiness that treats me like
shit as a paying customer, andso I think we need to change our
(09:52):
brain from reputation or fromrevenue is more important than
reputation to reputation willalways be greater than revenue,
and if you can think that way,this is a long-term approach,
right?
I think the way that you winthe game of business is to play
the long game.
Simon Sinek said business is aninfinite game and the goal of
(10:15):
the game is to continue to play,and so if you genuinely want to
create success in business, ifyou want to create the financial
security, the wealth and thebusiness of your dreams, you
need to play the long game.
You need to play the infinitegame, and the only way you're
going to be around for the longterm is if you really focus on
(10:37):
building a reputation that isbuilt to last and not here today
to generate as much revenue aspossible.
We need both.
We need reputation and revenue,but I think in the hierarchy of
importance, reputation comesfirst, and in that model,
reputation creates way morerevenue for a much longer period
(11:00):
of time.
So focus on the reputation,especially in the beginning.
I know we got to eat right.
I didn't take a dollar out ofLive Bearded.
For two and a half years Ilived off of credit cards and I
went into six figures in debtbuilding this business, because
every dollar that came in weinvested back in the inventory
(11:21):
and back into reputation and weknew that we were building an
asset for the long term.
I'm not telling you that's whatyou have to do, but I am
telling you.
If you want a real businessthat's going to last, reputation
and brand must come first.
All right.
Lesson number three is employeescome first, customers come
(11:41):
second.
There's this idea in themarketplace that the customer is
always right.
I don't know if that's exactlytrue, but what I do know is, as
founders, as executives, we haveto put our employees first.
There's this saying that peopledon't care how much you know
until they know how much youcare.
(12:01):
And I like to think of thatslightly different in business.
And your employees don't reallycare about your business until
they know how much you careabout their success.
And once you show them that youcare about their success, then
they start to care about yoursuccess and it becomes our
success and that's where it getsreally powerful.
(12:23):
And so, I think, creating aculture of employees first and
really finding ways tounderstand what your customer I
keep saying customers, but it'semployees.
And this is like we all fallinto this trap, right, I'm
sitting here telling you thatit's employees, it's employees,
employees.
But we're so conditioned tothink about the customer first
(12:44):
and even I catch myself at times.
So I'm sure we all do to somedegree.
But if you can truly put theemployee first and that means
really investing into theirgrowth, understanding what their
goals and dreams are,understanding why they want to
be a part of your organization,understanding what positions
they would like to grow into,making investments into them.
(13:06):
I just had the opportunity.
My customer service team cameto me and they said there's this
event.
It's a one day customerrelationship, customer
satisfaction event put on by acompany that does customer
service management.
And they were like, can we goto it?
And so we made the investment.
We bought them a plane ticket,sent them out to LA and they
(13:28):
went to this one day conference.
And I said to them you can gounder one condition you have to
go there and you have to write areport, and that report has
three questions.
The first question is you haveto answer what was your biggest
takeaway?
The second question is how canyou apply that takeaway to the
(13:49):
business?
And the third question is ifapplied to the business, what is
the business impact?
They said, okay, I'll do it.
They went out.
They came back on fucking fireand I had my customer service
guys going.
If we do this, it's going tocreate more profit.
If we do this, it's going tosave customers.
If we do this, it's going toreduce costs.
(14:10):
They were thinking like owners,because I made an investment
into them as if they were anowner, and so if you can put
your employees first, you willfucking win.
It's powerful.
And ultimately, what I'velearned firsthand is the
business has grown.
(14:30):
When I started business, I didit for one reason I wanted to
make money.
And I wanted to make moneybecause I wanted freedom.
That was it.
I didn't give a shit aboutanything else.
And then what you realize overtime is the selfless or, excuse
me, the selfish.
Pursuit must become selfless ifit's going to grow beyond you
(14:52):
and if you want to build abusiness that has the capacity
to grow beyond you and haveother people's dreams and goals
fit within it.
You need to make the investmentinto them and you need to find
out what they want and how youcan support them.
If you can do that, you canbuild a real big business.
But, more importantly than that, you can build a real great
(15:12):
team of people that really enjoywhat they do and you can be one
of those rare individuals thathas an organization of people
that actually love and enjoywhat they do.
It's very rare in the worldtoday, and I think, as founders
God, it's our moral obligationto provide an environment to our
people that makes them feelsupported, nurtured and cared
(15:37):
for.
I think that's maybe the mostnoble thing we can do as
entrepreneurs is createenvironments that other people
like to be in, because there'sso much fucking bullshit in the
world, especially in thecorporate America environment,
so be the type of person whoputs their employees first and
(15:59):
watch what happens.
All right.
Number four we're going to gettactical, because, as an
entrepreneur, you have to alwaysbe optimizing.
You've got to optimize, alwaysoptimize, and what that means is
every part of the business,right In your marketing.
You have to optimize ads andcreative sales funnels and
conversion rates.
In your customer service you'vegot to optimize for touch
(16:24):
points and friction points andreducing and solving problems
for customers.
In your OpEx you have tooptimize to create more profit.
One of the biggest lessons welearned and it's super fucking
simple now, but when I gotstarted I had no idea it's like
for every dollar in sales wemake, you know you might keep 20
(16:44):
cents if you're doing reallywell.
For every dollar in expensesyou cut, you keep a dollar right
.
So like optimizing youroperational expenses is an
incredible way to make yourbusiness more profitable right
Optimizing manufacturing costs,renegotiating manufacturing
contracts Every year you shouldgo out and source a couple of
(17:08):
different quotes and competethose guys against each other to
try to create the best overalloperational efficiency possible.
I started out as a marketing guy.
I've become more of a.
Well, actually, I haven'treally become too much of an ops
guy because I got a greatpartner who's more of the
operations guy.
But we strategize a little biton that and I help make very few
(17:29):
decisions in the operationsworld.
But as it comes to operatingthe company, you've got to
always, always optimize and lookfor those efficiencies and the
ways that you can improve.
Through optimization you canmaximize the potential of your
company and the ways that youcan improve through optimization
.
You can maximize the potentialof your company and the
enterprise value of it.
All right, number five isretention is king.
(17:51):
You know, so often in themarketing world we focus on
customer acquisition, drivingawareness, building visibility,
getting as much traffic aspossible, and that's all super
critical.
But I literally just read areport yesterday that said
customer acquisition is five toseven times more expensive than
(18:13):
customer retention.
And one of the things I believeis if you can create a culture
of so going back to putting youremployees first, one of the
amazing things that happens iswhen you really love on your
employees and you put them first, that energy transfers to your
customers and they really loveon your customers and do
everything they can to servethem.
And then that is going to helpwith retention, because
(18:36):
retention is king.
At the end of the day, it iswhat makes or breaks a business.
If you have a super high churnrate and you've got to
constantly be dumping in newleads, new sales, new people and
there's a giant fucking hole inyour boat, then you're always
going to be treading water.
But if you can put adisproportionate amount of
(18:57):
energy on retention for a periodof time and really figure out
how to architect a customerjourney that's going to keep
people around and make them feelnurtured, supported and part of
something, then you can build areally incredible and
successful business.
And if your goal is to exit oneday, if you want to be one of
(19:18):
those success stories thatstarts a business and has the
ability to sell it for seven,eight or nine figures, the
biggest multiple value you'regoing to get is on the retention
revenue that your company has,and I'm really, really proud to
say that our business LiveBearded.
(19:39):
We have anywhere from 45 to 55%of our customers come back and
repeat, simply because of theenergy and the effort that we
put on that, and it fluctuatesbecause of the different sales
campaigns and promotions thatwe're doing.
But retention is king.
You got to focus on it, you gotto emphasize it, you got to
(20:00):
prioritize it and if you canreally maximize your brand's
potential for retention, you'regoing to be a great brand.
You can maximize your brand'spotential for profit, All right.
Number six is culture is queen.
Right, If retention is king,culture is definitely queen,
because those two work hand inhand.
(20:22):
You can't really have onewithout the other.
And I can summarize it verybeautifully from Maya Angelou.
She said people will notremember what you say or do, but
they'll never forget how youmake them feel.
If you can create experiencesfor people, if you can make them
feel a part of something, ifyou can connect with them, if
(20:42):
you can tell the world who youare and not be afraid of pissing
some people off, then you havethe capacity to build a tribe.
We live in a world where peoplevote with their dollars, now
more than ever, and brands notbrands, excuse me.
Customers want to know thevalues of brands.
And so, yeah, we live in thiscrazy divisive climate, but, at
(21:07):
the end of the day, the numberone marketing principle we
should all remember is this Ifyou're for everybody, you're for
nobody.
Okay.
People want to know who you are, they want to know what you
believe, and if you have thecourage to tell them and to
build a culture around who youare, then you will build a tribe
(21:31):
.
And that tribe will love youand support you if they feel
loved by you and supported byyou.
And so, at Live Bearded.
Right, I started Live Beardedwith one of my best friends.
We sat down and we said what dowe want to build this company
on?
We're like well, we've beenfriends for 10 years, let's
build this company on the ideaof friendship and brotherhood,
(21:51):
as cliche and novel as that ideais.
We are like that's what we wantour culture to be.
Okay, well, how do we do that?
We have the most lenientpolicies possible.
We put our customer first inthe exchange in the transaction.
As much as possible.
We put our employees first inthe exchange of the business so
that they feel like they're apart of something right.
(22:14):
We are a masculine, made inAmerica driven brand.
We serve blue collar, whitecollar, no collar If you've got
a fucking beard.
We are your guys.
We're here to champion what itmeans to be a man, to live by
the values of masculinity andmanhood.
And we plant our flag in theground and say this is who we
are and we don't give a fuckwhat anybody says about it.
(22:36):
And that belief in who we areand that clarity in our culture
and what we want to representhas allowed us to have the
success that we have had.
And in the beginning I'll behonest with you guys I was a
little nervous about likepushing that button too hard.
I didn't want to piss anybodyoff, I didn't want to alienate
anybody, but one of the bestexamples of this, honestly, is
(22:57):
black rifle coffee.
Those guys I remember.
I remember one ad they're sucha beautiful example, you should
go watch them from a purely aculture standpoint.
I remember one ad.
They were like you know whatSome people say we cuss too much
.
We say fuck you.
And.
And it was just like such anexample of if you're for
everybody, you're for nobody.
(23:17):
But if you have the courage tobe who you are, you'll build a
tribe of people that'sincredibly loyal, and that's why
black rifle coffee is apublicly traded company worth
hundreds of millions, if notbillions, at this point.
Right, they knew who they were.
There's tons of fucking coffeecompanies in the world, right,
but there was no one that was acoffee company that had that
(23:40):
culture, and that's why theywere successful.
All right.
Number seven is really anextension of culture.
What I believe is serving ismore important and greater than
selling.
You see, if your customers knowthat you have their best
interest in mind and you're notjust trying to sell them all day
, every day, they're going towant to support you.
So if you really want to buildan incredible culture if you've
(24:02):
got to focus more on servingyour community and figuring out
what their true problems andchallenges are?
What are their fears and doubts?
What do they worry about?
Steve Jobs said it's your jobto get as understanding who your
customer is and asking yourselfhow can I serve this individual
(24:37):
, this person, better thananybody else?
And if you can do that, youdon't even have to sell.
They'll want to support youbecause you're serving them.
Number eight who, not how.
This is a lesson I had to learnthe hard way, but ultimately it
can be summarized like this younever have a how problem in
business.
(24:57):
It's always a who problem.
You see, every business problemor challenge that either of us
could have, someone else hasalready solved it.
So you don't have to know howto solve the problem.
You need to go find who knowshow to solve it.
And in life, I think one of thefirst principles of life is
(25:18):
again you don't get what youwant, you get who you are.
As an owner, as a founder, youare going to create a business
that is based on your skill setand your capacity, and if you
want to build a bigger business,you've got to become a greater
entrepreneur, a greaterbusinessman.
So it's who, not how.
(25:38):
Who do you need to bepersonally or who do you need to
hire to solve the currentproblem and constraint that you
have in the business, and bydoing that you can help take the
business to the next level.
And at every new level in thebusiness you're going to have
new problems, new challenges,new things to solve and you're
going to need to either A becomea better version of yourself at
(26:01):
that next level or you need togo find someone that's already
solved that problem.
But it was a huge weight off myshoulder when I realized, damn,
I don't even know how to solveall these problems.
I just need to know how to findsomeone that can solve this
problem.
And if you can find someonethat can solve the problem,
guess what?
You don't have the problemanymore.
(26:23):
You might have the problem ofpaying that person to solve that
problem.
Okay, so that that we candebate, but ultimately the right
person can solve any problem inthe business that you have.
Number nine, you, the founder,are always the issue.
Okay.
So I learned this lesson fromTony Robbins and he said the
success of any business is indirect proportion to the
(26:47):
psychology of the business owner, Meaning your business cannot
grow beyond your capacity tolead it.
If you are leading the companyand this is why you see examples
of the classic example of SteveJobs right, he got kicked off,
kicked out of his CEO positionby the board because they said
we don't think that you can helpgrow this company to the next
(27:10):
level.
You're not the right leader,and they believed at that point
in time that he was thebottleneck that was stopping
Apple from reaching itspotential.
Now we could debate that.
Obviously, we all know thestory.
He came back.
What he did made Apple one ofthe most valuable companies in
the history of the world.
But that's a good example toillustrate that we, as founders,
(27:32):
are always the problem, and ifwe're not getting the results
that we want in any area of thebusiness, the problem has to
start with us meaning you've gotthe wrong person in the job.
Your responsibility to let themgo right.
You don't know how to solvethis problem.
You're responsible to figure itout.
At the end of the day, thepsychology that you have and
(27:54):
what you believe is possible forthe business is the truth, and
so, if the business is going togrow.
You, as the founder, have totake responsibility to grow and
I think we're entitled tonothing and our life is our
fault is a first principle oflife, but it's always, always
present in the business.
You're always at fault in thebusiness.
(28:15):
As the founder, You've alwaysgot to take radical
responsibility and if you can dothat then you can actually
become the greatest asset thecompany has.
Every founder is equally thegreatest asset and the greatest
liability and your job is to tryto reduce your liabilities and
increase your assets and if youcan do that, business is going
(28:36):
to grow All right.
The 10th and final lesson I'velearned is you, the founder
lesson I've learned is you, thefounder, get paid to do one
thing and that's solve problems,and this kind of goes back to
what I was saying in number nine.
But we get paid to solveproblems right.
(29:00):
We get paid revenue from ourcustomers.
When we solve our customers'problems, that revenue comes
into the business and gives usopportunities to grow.
And there's going to be growthconstraints and challenges and
issues in the business.
And when we solve problems forthe business, we're able to turn
that revenue into profit andgrowth.
But at the end of the day,every problem, every challenge,
every obstacle, every frictionpoint in the business is up to
(29:22):
us to lead and manage the teamto learn how to solve.
But I really believe that thefirst principle in business is
you get paid to solve problems.
First, you have to solve theproblems for your customers.
That's how you generate revenue, and then that revenue gives
you problems in the business.
And then, as an executive, youhave to solve the problems in
the business.
But if you can understand thatyou are going to get paid in
(29:45):
direct proportion to the qualityof problems you can solve, then
you're going to be able tounderstand how much money you
have the potential to make.
And a good example of this isElon Musk.
Right?
Why did Elon become the richestman in the world?
Well, he set out to solve someof the biggest problems in the
world, whether it's energy orspace or finances, social media
(30:11):
issues, with censorship.
Now, right, he set out to solvesome of the biggest problems
that had the biggest impact onthe most amount of people and
therefore, by solving those bigproblems, he has become the
wealthiest man in the world onany given day, based on how the
stocks are trading.
But I share all of this with you, guys.
I share these 10 lessons thatI've learned because these are
(30:33):
lessons I've learned the hardway in the trenches of 15 years
in business and over $50 millionin sales.
And you know what, guys?
I love the game of business.
I think business is the game oflife.
Nothing happens in the modernworld until something is sold to
someone by someone forsomething right.
(30:55):
Entrepreneurship touches everyarea of our life.
I think it is the greatest game.
It's an infinite game and Ithink if we can learn from each
other share lessons, ideas,principles, best practices
ultimately that gives us thegreatest potential to defeat the
odds that I talked about in thebeginning with the truth of
(31:16):
entrepreneurship.
With that said, if you are anentrepreneur, a founder, an
executive, or if you're anintrapreneur and someone who is
listening to this and you justwant to get better, I'm here to
help.
Any way.
I can Feel free to reach out tome and shoot me a message.
I would love to hear your storyand learn about your business
and potentially help in any waythat I can.
(31:36):
But, with that said, if you gotvalue from this episode, just
do me one favor and share itwith someone who you think needs
to hear it Until next time.
I hope you guys have anincredible day.
Talk to you soon.
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