From Projects to the President: Steve Wilmer's Trailblazing Journey in the Realm of Entrepreneurship

Episode Transcript
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Tim Shoop (00:00):
Nerds on Tap is sponsored by Digital Boardwalk,
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(00:20):
edge marketing services to smallmedium-sized businesses
nationwide.
Brief overview of our episode.
Today we'll be talking to MrSteve Wilmer, sitting right next
to me, and I'll introduce himin just a minute.
We're going to be talking abouthis rise through the ranks,
where we'll learn about hisamazing journey from the

(00:42):
projects to the presidents.
Then we'll go into segment two,technological savvy and
entrepreneurship something thatI know a lot about and I'm
excited to hear Steve's take onit and then the power of public
speaking and writing.
And then we'll wrap it up witha surprise segment regarding
motivational speakers, and thenwe'll get some takeaways.

(01:05):
Ladies and gentlemen, welcometo Nerds on Tap.
I'm your Tim ,Shoop , and Icouldn't be more excited to
embark on this nerdy adventurewith all of you.
So grab your favorite brew,because things are about to get
exciting.
So I met Steve a long time agoand a networking group called

(01:34):
B&I, which-.
Through your wife ThroughKathleen?
Absolutely.
Yeah, I was clueless back then.
I came into this B&I and youhad to stand up and do speak in
front of the group for 40seconds and then 10 minutes, I
think, every few months, andevery time it came around to me
in those early days I got sweatypalms right and I was so

(01:59):
nervous and I would rub my palmson my pant legs before I had to
speak and then I'd get up anddo it.
Yeah, but you did it though.
I did it, and it did two thingsfor me.
It helped me overcome myanxiety, so my audiences were
able to get larger and largerover the years and I finally got
in front of a group of 500people and I wasn't nervous at

(02:21):
all.
There you go, but you know andthat's why I'm so excited to
hear about your public speakinglater in the segment.
So met Steve a long time ago inB&I and we were both part of
that, and when I saw him get upto do his 10 minutes I knew this
guy's going somewhere.
He had the gift to gab, he knewhow to capture an audience and

(02:42):
I was like man, I go.
You know he's going to becomesomething he grew up in the
projects of Pensacola, which Ididn't know about at the time.
Upon graduation, he enlisted inthe Marine Corps.
Let me get a OORA.
I knew I could get him to do it, but See, I'm not natural, we

(03:03):
were I was in the cool branch,the Navy.
Oh God, man, wait, were we yourtaxicab driver?

Steve Wilmer (03:09):
Every time we had a fight, the Navy would always
take us somewhere, so that'spretty cool.

Tim Shoop (03:13):
After eight years of honorable service, he returned
home and spent the next 10 yearsin law enforcement.
Hey guys, hide that moonshine.
Wait, prohibition's over, it'sover.

Okay, we don't have to worry about it then,
because we got beer sittingright in front of us.

Tim Shoop (03:28):
He was later recruited by State Farm and
became a top producing salesagent.
He resigned from State Farm andbegan traveling the country
training other agents how tohave success in sales, and I had
the opportunity to watch one ofhis training sessions recently.
So I think you folks are in foran absolute treat today.
He's also authored four books,which we'll talk about in a

(03:50):
later segment.
He's an expert in writing bookshow to Become a Speaker and
Starting a Business Three of mypassions as well, steve.
Although I haven't released myfirst book yet, his books are
top 10 ways to win in life andbusiness and nobody cares work
harder.
His business is the RiskAdvisor Institute, which

(04:12):
includes all of Steve Speaksmaster classes.
Right, that's part of it.
And, ladies and gentlemen,today I present from the
projects to the president, mrSteve Wilmer.
Welcome to the show, steve.

Thanks, brother.
Listen before we get started.
Man, I just got to tell you howproud of you I am.
This is amazing.
So you talk about seeing myrise.
I remember new vision computers.
Does your audience even knowabout new vision computers?
Probably not.
They don't even know about See,when he was in the networking
group, it wasn't for digitalboardwalk, it was for new vision

(04:45):
computers.
Yeah, digital boardwalk wasjust a thought and an idea To
see where you've come from, froma thought to an idea to where
you are today.
I'm out there.
I see you on Facebook, I seethe commercials and I look on
the wall and I see the Inc 5000.
I see where you guys.
And I remember when you metwith me, we were at Cracker

(05:08):
Barrel.

Suds (05:10):
I remember that.

I remember that.
So we met at .
He's a new vision computers andhe's like man.
I'm thinking abouttransitioning from selling
computers to doing this and this.
He laid it out.
You know, what do you think?
And I don't know anything abouttechnology Nothing.
But I knew the idea was goingto be great, and so you're going
to talk about starting abusiness.
A lot of people have ideas.

(05:32):
A lot of people have ideas, alot of people have vision, but
they never take their idea andtheir vision to fruition, like
what you've done with digitalboardwalks.
I'm telling you, bro, that isabsolutely to be commended.
Congratulations on where youare today.

Tim Shoop (05:49):
Thanks man, I remember those days.
That's a blast from the pastand I got to tell you I you
bring back some memories rightnow.

Yeah, you did it and you're still doing it.
You're not finished yet, you'restill doing it.
Oh, I'm not done.
There you go, I'm not done.

Tim Shoop (06:03):
I don't think, I don't think entrepreneurs ever,
ever feel easy in our own shoes.
Nope.

Tim Schaffer (06:10):
Tim has probably came up to me what 15 times
saying man, you have no idea howmany ideas I have in my head
and look, as long as you executeon them, keep going.

Yep, that's what you got to do and that's what
you're doing.
So thanks for allowing me to behere today and share.
I appreciate that.

Tim Shoop (06:24):
I appreciate you being on the show and taking
time out of your busy schedule.

So when do we drink beer, is that?
Oh, that's next.

Tim Shoop (06:31):
That's next.
So I appreciate that, Steve.
I appreciate you bringing upold memories of the old days
when I had no money and I wasusing every entrepreneur that
starts off.
I was using one credit card topay off another credit card to
pay off another one.

And talking about entrepreneurship everyone.

Tim Shoop (06:50):
And I made a pact.
I made a pact to myself that Iwas never going to.
I was never going to be thatfar in debt again and and try to
get to be debt free and makeevery venture moving forward
debt free.
Yeah, and I've been debt freefor a while now and I'm proud of
that.
But it's every entrepreneur,every entrepreneur's dream to

(07:15):
move forward and excel to thenext level.
Yes, but we're never easy inour own shoes.
We've always thinking ofsomething else and another way
to do things.
Yep.

And an easier way to do thing.
Continue to.
You know how to grow.
Yeah, one of the things aboutentrepreneurship and me is
becoming a leader and bringingother people up as well, which
is really important.
So when I first started off, itwas just me doing all the
teaching, the speaking, thetraveling, but now I've got a
team so I don't have to be onthe call, I don't have to do the

(07:50):
travel this year, in 2023.
I've traveled.
I'm going to say even more thanhalf as much as I, or less, I'm
sorry.
I've traveled less than half asmuch as I traveled last year.
I've got other people doing itand my income has increased.

Tim Shoop (08:07):
So it's not just about working hard, it's about
working smarter as well, andyou're going to leverage not
just, not just people, buttechnology to do that, and we'll
get into that.

I can't wait to get into it.

Tim Shoop (08:17):
Steve speaks.
Ladies and gentlemen, but I gotto.
I'm going to make Steve stopspeaking for a minute so we can
get into a tasty brew to startthe day.
If you'll notice, all the brewsin front of us are lighter
today because Steve requested alighter beer.
There you go.
At least he didn't requestSangria like the guy in our last
show and you have to go backand watch the last show.
It's funny let's take it away.

Suds (08:41):
All right.
Our first beer today is fromthe Funky Buddha Brewery in Boca
Raton.
It's the Funky Buddha Vibin',an American style lager balanced
character with a golden hue,soft moth sweetness and subtle
hop flavor.
Made with pilsner malt, viennamalt, flake corn and a touch of
caramel.

Tim Shoop (08:57):
Yeah, I dig that.

All right, it's good.
Yep, I like that.

Tim Shoop (09:02):
I could hit that on a Friday.

After what, wait a minute, we're hitting it on a
Thursday after work, right now.

Tim Shoop (09:05):
We are.
So we'll sip on that and we'llget into the first segment.
We're going to talk aboutSteve's rise through the ranks,
and this is my favorite part ofany entrepreneur's talk because
it excites me.
I get excited about what, likewhat Steve said, what I've been
able to accomplish, but I moreso love to hear about what other

(09:26):
people have done, where theycame from, where they are now
and where they want to go in thefuture.
So let's get into your earlylife, steve.
Let's talk about your, yourearly life, and maybe take that
into your enlistment and getinto the Marine Corps.

Give me a Hurrah, no no, no, no, no, no, no, no,
no, no, no, no, no, no, no, no,no, no, no, no, no, no, no, no,
no no no, no, no, no, no, no, no, no no no, no, no, no, no, no,
no, no, no, no, no, no, no, no,no, no, no, no, no, no, no, no,
no, no.
So it's a good word for that.
But let me get into this.
It's Hurrah.
There you go One more time.

Tim Shoop (09:53):
Hurrah, there you go.
All right, there you go.
Steve, tell me about yourjourney.

So we're right here at Digital Boardwalk.
You guys are right here at MainCenter, on 9th Avenue, and
South on 9th Avenue, right wherethe water is, there was a
projects called Aragon Court.
Now Aragon is still there, butnow there are million dollars
homes down there.
But that used to be theprojects and that's where I was
born and raised, right here inPensacola, and I graduated from

(10:19):
Pensacola High School Let me saythis, barely graduated from
Pensacola High School, proud ofmy 1.9 GPA, and the reason I'm
proud of it now is because myteachers would always say shut
up, steve, you talk too much,you're never gonna amount to
anything.
Oh, I love that.
And look at me today.
I love that.
Look at me.
Guess what I get paid to doTalk.

(10:40):
You know my doing right now.

Tim Shoop (10:43):
There you go.
My government teacher in highschool sat me down one day in my
senior year and said Tim, youknow, because of me you're not
gonna walk, wow.
And I said you know, let'srephrase that a minute, because
of me, you might have me anotheryear.
Gave me a D minus and passed me.

I walk the rest of history.

Tim Shoop (11:08):
No, I'm serious.
A lot of entrepreneurs weredreamers.
Yeah yeah, and that's why goahead?

Yeah, so I barely graduated with a high school and
I don't wanna talk about theteachers, she said that but I
ended up going into the MarineCorps, and the reason I listened
in the Marine Corps was becauseI was not smart enough to go to
college and become from theprojects.
We didn't have any money tosend me to college.
And, Tim, like you, talk aboutbeing a dreamer.

(11:37):
I knew what I wanted out oflife, but I did not know how I
was going to achieve it Right,and so I figured that the
military would give me a headstart on that.
And people say well, why didyou join the Marine Corps?
Now, you didn't know this.
This would be funny.
I was supposed to join the Navy.

Tim Shoop (11:58):
I know now Right.

A buddy of mine.
We signed up in the delayedentry program and back then it
was called the buddy program,where you and Frank are going to
the military.
So we're signed up, I'msupposed to go into the Navy.
And then, like one day I seeanother Marine and he's like
what are you gonna do whenyou're gonna graduate?
And I said I'm gonna join theNavy.
And here's what he said youbetter join the Navy because you

(12:22):
couldn't make it in the MarineCorps.
Well, it's fighting words it'sfighting words and my buddy was
so mad at me because I calledhim and said hey, I'm not
joining the Navy, I'm joiningthe Marine Corps, and that set
the foundation for where I amtoday.

Tim Shoop (12:37):
That's awesome.
You know, I went in the Navybecause I met with the different
recruiters and mine was allabout who's gonna pay me a
little bit more.

There you go, there you go.
A bonus program that's likethat.

Tim Shoop (12:49):
That was part of it, but that's not why I joined.
I was actually gonna go in theCoast Guard and ended up
choosing the Navy for a lot ofreasons.

Nothing wrong with the Navy.
My wife is a retired Navy chief, 24 years All right.

Very proud of her.

Yeah, very proud, yes, so super weird.

My older brother went to all three branches and
he says out of the three he doesprefer the Navy the most, but
it's probably just because theydidn't have to, let's say, do as
much.

Oh, that's not true.
That's the Air.

Force.

The Navy works.

It's the Air Force .
But that's what.
That's his words, not mine.

Tim Shoop (13:25):
You know we could talk Navy Air Force, army
Marines all day long, becauseyou know it's part of our, it's
part.
Someone said history, yourhistory will always be part of
you.
Yep, but it's not where you'regoing, right.

It was a foundation.
Regardless of me personallythis is just me I believe that
every person that graduates fromhigh school should be required
to spend a couple of years inany military branch or a
technical school or a technicalschool.
Oh, yeah, yeah, yeah, that's mythought.
Yeah, yeah, yeah, absolutely.

Tim Shoop (14:00):
Kathleen and I were talking about that the other day
.

I'm telling you, man, the military.
It allows you to get outsideyour comfort zone.
You get around people youwouldn't normally be around you,
around people from differentcultures, different backgrounds,
different races, differentreligions.
I believe that we would nothave maybe even half the issues
we have in this country, but Istill.
I just had a Marine Corpsreunion right here in Pensacola.

(14:26):
Normally it's up in NorthCarolina.
This year that came down toPensacola.
So imagine this two weekendsago you got a bunch of Marines
here in Pensacola and we'retalking about Marines that I
served with back in the 80s.
We're talking about over 30years ago and we picked back up
just like nothing has happened.
It's a brotherhood.

(14:47):
It is a brotherhood there.
I don't even think you havecolleges that do stuff like that
.
You know what I mean.
So it is an absolutebrotherhood.

Tim Shoop (14:56):
Yeah, I think you make a good point.
I really don't want to take ustoo far down this hole, because
our country does have a problemand I think everybody's trying
to embrace it right now and getus out of that.
But it's really hard witheverything going on.

(15:17):
I'm gonna tell you a littlestory.
I don't want to get too deepinto this, but when I was I
think 11, 11 or 12, I'm an Armybrat joined the Navy, pissed off
my dad Nothing against the Army, but it was just an inside joke
.
And when we moved to Germanylet me tell you something I grew
up in Maryland prior to that, aplace called Middletown.

(15:37):
There weren't any black peoplein that area.
I didn't even know.
And this is early 70, early mid70s.
So we're still in that whole eraof transition, I guess I would
call it, and it's a little sad,but here's the deal.
My mom, old school German,hadn't been.

(16:04):
She really wasn't integratedwith multicultural and all that
stuff.
And we moved to Germany and thefirst kid I brought home from
my baseball team to play in myroom, his name was Terence.
I'll never forget it, black kid, good friend of mine, I mean,
we hung out all the time and Iremember seeing the reaction and

(16:30):
I'm not throwing my mom, my mom, god rest her soul.
Now I'm throwing her in the bus.
But she just came from thatCulture of non-integration,
didn't understand and didn't.
It's like, what are you doing?
Yeah, it's, you know, butthat's where we're coming from
and we're still not out of it.

Yep military.
I'm telling you because youdon't have a choice, and what
you end up finding out Tim, andwe can end it with this what you
end up finding out is thiswe're all really just the same.
We want the same things for ourfamilies, we want the same
things out of our lives, andthere's not much difference from
it.

Tim Shoop (17:02):
You know, this isn't what our show is about today,
folks.
I love that we've brought thisinto the show because it is an
important topic.
So now I'm gonna lighten up theshow a little bit.
We talked beer a little bitearlier.
I wanna ask you a question.
I looked this up the other dayIs there a thing called crayon
beer, and how?

Suds (17:22):
does that?

Tim Shoop (17:22):
wait a minute now.
I've never heard of this.
Apparently, this is a marinething, so I'm gonna bring it up
and I wanna know a little bitmore about it.
You're on a nerds on tap show.
You're gonna have to talk aboutcrayon beer.

So I don't know about crayon beer, but the joke
is marines eat crayons.

Oh, is that right.

That's.
The joke is, you know thatwe're stupid.
We eat crayons, oh, okay, andyou know we kind of take pride
in it.
It's like, yep, red is myfavorite.
You know my favorite flavor?
Oh, that's you know.
Just Well, I'm sorry I broughtit up.
No, don't be okay, it's a jokebetween the branches of service.
So I am 100% okay with it.
And now that you mentioned it,I might try to mix some of my

(18:03):
red crayon with beer.
I would taste.

Tim Shoop (18:05):
Now you don't think I brought that up cause I'm an
old Navy guy, maybe.
I probably you know the MarineCorps the Marine Corps is the
department of the Navy, just soyou know.

So yeah, it's the men's department.

It is beer.
Now, that was a burn.

Tim Shoop (18:23):
All right.
So returning to civilian life,speed, returning to civilian
life, which, you know, justcoming back into civilian life
was tough for me.
It was tough for me totransition into that.
It was a little bit of aliberation, if you will, to a
degree, because I felt, wow, I'mfree, but then we had lack of

(18:44):
structure, so that was tough forme to make that transition.
Let's talk about yourtransition out of military and
how you ended up in lawenforcement.

Yes, that's what I was looking for.
So, military, you transitionand you think to yourself, well,
maybe the police department,paramilitary, the structure, the
rank and different things likethat.
And so when I left the MarineCorps, that was the first thing
that I did is I became a righthere police officer with the

(19:14):
city and then the county and didthat for seven years here
locally and then fast forward,meet my wife we were talking
about there earlier we go toMemphis, we get stationed in
Illinois and then another threeyears at Great Lakes Police
Department up in Illinois.
So total of 10 years, that'swhat we had in the morning.
We had a house in Waukegan.

Tim Shoop (19:35):
Illinois, just to hang out in a little bar called
the Circus Pub just off of.
I got in a lot of trouble there.

I'm not even gonna go into that, but you're right,
that's exactly where we were.
Yeah, but those of you outthere who are thinking about
being an entrepreneur, thinkingabout starting a business, I
know we're gonna get into that.
So I'm gonna say something herethat is 100% true.
Now listen to the words.
It's 100% true, but I'm notsaying that it's 100% right.

(20:00):
And here's what I want you toalways remember you are paid
according to the problem thatyou can solve.
That's good.
You are not paid according tohow important the job is.
I'm not saying that it's right.
I'm saying that it's true.
Whether you like it or not, whenyou solve a big problem, people

(20:24):
pay you more for it.
Okay, so I'll give you anexample.
We just finished talking aboutwhat I do.
I speak, I talk.
Okay, I don't have to put on auniform anymore.
I don't have to run into aburning building.
I don't have to run into thebuilding where a guy has a gun.
I don't have to do any of that.
I would say that being a policeofficer is more important than

(20:48):
what I do.
I would also say even being aUnited States Marine is more
important than what I do, butthat's not how we're paid.
If you can solve a big problem,you get paid.
So think about it.
I know y'all not, you're notgoing to like this, but if
you're going to be a businessowner, you got to think about

(21:09):
the problems that you can solvefor your customers.
The bigger the problem, themore you're paid.
Yeah, so you can watch this.
You can graduate high schooland as long as you do not have a
felony arrest or anything likethat on your record and you can
pass a couple of physical tests,you can go be a police officer.
You can't just graduate highschool and decide I'm going to

(21:34):
be a professional speaker andmake $10 bucks.

Tim Shoop (21:38):
No, I 100% agree with that.
It takes practice.
Digital boardwalk.
Yes, of networking Digitalboardwalk, I would never been
able to do what I do now, 20years ago.

Bro, you're listed in the Inc 5000.

Tim Shoop (21:54):
Hey, that's a five-year straight buddy.

I saw it 18, 19, 20.
Do you think the average personcan do that?
It's harder to do.
Here's my point, team it'sharder to do that than to be a
teacher.
It's harder to do what I dothan to be a police officer.
And so, because we do thethings that are harder to do
that the average person cannotdo, you're paid accordingly,

(22:19):
yeah.

Tim Shoop (22:19):
I think that toughness, dexterity, being able
to have patience for your driveto one day come to fruition I
think that's part of anentrepreneur.
I think it's easy to go take ajob anywhere you can take a job.
I was employed by other people.
We all have been.
The thing is, though, isstarting a company is easy.

It is this contradicts what you said, steve
, no, no, no, starting a companyis easy, because all you gotta
do is get an LLC.
Guess what you got a company.

Tim Shoop (22:52):
But making it last past a year.
Yes, that's the hard thing,because it's more than just
being able to have a credit cardand an idea.
You have to have thedetermination and a very thick
skin to deal with not onerejection, not two rejections,
but a million rejections alongthe way.
I don't care if it's billscoming in that you can't pay or

(23:14):
knocking on that door andsomeone telling you to go, bug
off because they're not buying.
You just got to keep doing itand keep doing it and keep doing
it, and your revenue is a bigpart of it as well.

Again, for me, increasing revenue this is how I
make my living, about what I do.
It's how my wife makes herliving now, by what she does.
So, again, if you're thinkingabout starting a business,
writing a book, whatever thecase may be, here's what I'll
say.
I'm not telling you that itwould be easy, but I'm telling
you that it'll be worth it.
If you can stay true, if youcan stay focused, then I

(23:49):
guarantee you that you're goingto have the success that you're
looking for.

Tim Shoop (23:52):
Don't quit.
That's the biggest thing.
Do not quit.
You know, steve, I watched partof one of your presentations
the other day, like I saidearlier, and the first thing you
did was make some young mancome up on stage and do 10
pushups.
And he was eager to do itbecause he wanted to be a top

(24:12):
producer, and we'll talk aboutthat here in a minute.
We're going to transition intoState Farm and get into that,
but you could tell this youngkid was very ambitious and he's
probably going to end up beingone of the top producers at
State Farm when he gets through.

I hope so.

Tim Shoop (24:29):
Absolutely.
But what I was getting at is Ibet he didn't quit halfway
through those pushups did he no.

And you know, if you remember, I think this was
Chicago, right, yep.
So in that it's only 10 pushups.
So he struggled, I'm going tosay right around seven, but he
pushed through it and I evenmade a comment about afterwards.
I said, you know, in life andsales and business, things are
going to get hard, things aregoing to get difficult.
You're going to struggle.
You may think that you can't doanother one, you can't take

(24:58):
another step, you can't makeanother phone call, you can't
take another note, but if youkeep going and keep moving,
you're going to have the successyou're looking for.
That's it, man.

Tim Shoop (25:07):
I preach, preach man.
Transition to State Farm,becoming a top producer at State
Farm.
What kind of?
What kind of thick skin anddrive did that?
How long did it take?

My goodness it, it's still going.
So how long did it take?
You never stopped learning.
You never stopped developingthat thick skin.
So 2008,.
I started with John Kaziabecause I met John in the same
networking group that we'retalking about.
So I started with John Kazia in2008.
I was with another company andI had gotten a taste of

(25:42):
entrepreneurship.
Okay so transition from thepolice department to the post
office.
A lot of people don't know Iused to be a mailman for three
or four years.

Tim Shoop (25:51):
I didn't know that I have an FU, that's a mailman
Been doing it for like 25 years.

There you go.
I did it seasonal just to seehow it was.
If I liked or not, man, it wastough, way tough, for that I
never imagined.

I carried mail in the Waukegan snow.
Tim.
I carried mail in the Waukegansnow.

All right that's pretty tough, not here in
Florida.
Well, walk outside in Floridamiddle of summer about what Wait
?
What was that timeline?

Tim Shoop (26:19):
that wasn't during that early blizzard of the early
90s that you were, oh no, no,no, that was prior.

Police officers like 2000?
.

Tim Shoop (26:28):
Yeah.

I'm sorry, mailman was 2000, maybe 2001, something
like that.

Tim Shoop (26:32):
I was in Waukegan in the early 90s in this massive
blizzard.

I was here in the early 90s.
That was a police officer.

Tim Shoop (26:38):
So tell me about being a top producer.
What does it take?

Oh, my goodness, it takes what you said earlier.
It does take determination.
It takes not quitting and inorder to do that, always tell
people you got to start withyour why.
When people tell me they wantto be a top producer, the first
thing I ask them and they reallycan't answer a lot of times is
why?
Because if you don't understandyour why, why do you want to

(27:02):
write a book?
Why do you want to be abusiness owner?
Why do you want to be a topproducer?
When the storms come and we allknow that in entrepreneurship,
the storms are coming right butwhen you understand your why,
the obstacle ceases to exist.
Because now you know why you'redoing it.
So let me share this with you.
You heard my story about where Igrew up in Aragon Court, right

(27:25):
down here.
So I had taped to my desk.
At State Farm, being brand new,I had taped to my desk my why
statement.
Cool, all right.
Why do I want to be a topproducer?
Why do I want to make money?
Here's what the statement.
Years and years.
Here's what the statement says.
I refuse to let my children,judah, josiah, joy and Jaina,

(27:47):
grow up in the projects the waythat I did, and I'm willing to
do whatever it takes to makesure they have the opportunities
that I did not have.

Tim Shoop (27:53):
Wow.

Let me say it again yeah, do it.
I refuse to let my children,judah, josiah Joy and Jaina,
do whatever I have to do to makesure they have the
opportunities that I did nothave.
That was taped to my desk.
So if Tim, as a prospect, camein, it didn't matter to me that
he said no.
It didn't matter to me that hegave me all these objections.

(28:16):
It didn't matter to me that hedidn't want to talk about life
insurance or disabilityinsurance.
I refuse to let my children,judah, josiah Joy and Jaina,
do whatever it takes to givethem the opportunities that I
did not have.
It was taped to my desk.
It kept me focused on my why Iwas doing this, to make sure
that I didn't quit.

Tim Shoop (28:36):
Now, did you ever practice verbal exercises
throughout the day where yourepeated that?
Why?
Statement?

I didn't have to, because it was taped to my desk,
so I saw it every day.

Tim Shoop (28:45):
You saw it every day.

Because we talked about fear, we talked about
nervousness, we talked aboutgetting uncomfortable, getting
out of your comfort zone.
So, even though I had been aMarine, even though I had done
the job of being a policeofficer and I mean we're talking
about I've been in shootings,Marine course I mean, oh my
goodness, I was afraid in sales.
Can you imagine that this guywas a police officer as United

(29:12):
States Marine infantry for thoseMarines out there?
We're talking about infantry.
We ain't talking about pushingno paper right.
0311, 22 infantry.

Tim Shoop (29:20):
What was your biggest fear?
What was your biggest fear whenyou sat across the table from
someone and had to sell thatpolicy?

I'm so glad Rejection.
I want to hear it.
You said it, yet you get it.
It's rejection, it's the no, itis the no.

Tim Shoop (29:37):
So something that very few people know is that I
went to California not to go toSilicon Valley and end up back
in IT, which is what ended uphappening.
I went out there to be an actor.
I lived in a tent, I had nomoney, I was technically
homeless.
I went to audition afteraudition after audition and the

(29:58):
rejections wore me down.
I mean, I ended up doing a fewthings, but the rejections wore
me down, yep, and I had no idea.
I had no idea at the time thatwhen I started my first business
, that was prepping me for ityes, I was A, I was stepping
outside of my comfort zone, mylittle box that I had always

(30:18):
been in that box of comfort.
You know what I'm talking about,of course.
You know you sit in that.
We all sit in a comfort boxthat's comfortable to us.
We travel to certainrestaurants that we like to
return to.
All those little things.
The human, the human psychology, the human psyche psyche does
not like change.

(30:39):
We do not like change as humans.
Change is what creates theevolution of your personal
journey, remember.

Now you got me preaching Steve.
Remember, we're talking abouttime travel question and we all
kept picking the past because wedidn't want to go to the future
, because we didn't know what toexpect and we were scared of
whatever possible outcome.
So we picked the safe of thepast.

And the comfort zone.
The comfort zone is a beautifulplace, but nothing ever grows
there.

Tim Shoop (31:13):
So I gotta write that we take away number one.

Repeated this is your first takeaway.
The comfort zone is a beautifulplace, but nothing ever grows
there.
And so you talk about change.
You know I would say thischange is inevitable.
Growth is optional.
Even digital boardwalk haschanged from the first day that
you started.

Tim Shoop (31:35):
Oh yeah, like like every single, every every few
months.
We change, we still change thatyou have to.

I'm looking at your wall and I saw is it woman?
Hmm, what do your wall wow me,wow me wow me?
But a part of it talks aboutinnovation.
Yeah, you got to be innovative,yeah, you got to change in
business.
So I got a, I got a businesspartner.
His name is Tim.
Tim talks and he's talkingabout change and Tim says when

(32:03):
the pace of change in yourindustry outpaces the pace of
change in your business, the endis near.

Tim Shoop (32:12):
You know that that is huge.
There's some change on thehorizon for digital boardwalk
that I can't talk about on thisshow.
There better be.
But the ink is still drying andwhen we talk about it it is
going to create massive changeand massive growth for us.

(32:34):
But I was watching the industryand following everybody and
you're either you're eitherwaffling organically, just kinda
, you know, or you're gettinggobbled up, or you're being
gobbled.
I didn't want any of those, Iwanted to be you know.

(32:55):
Hey, the first thing about anentrepreneur is we don't just
have thick skin, we don't justthink outside of our box, but
we're gamblers.
We gamble, we gamble.
You have to be now Take risk.

What are you saying?
Is we take risk?

Tim Shoop (33:12):
Yeah, well I don't put money into a slot machine
Right right, right right.

Not knowing what the ROI is gonna be, we take
calculated risk.
Yeah, yeah.
That's why I love poker so muchI think.

Tim Shoop (33:22):
That's you know and you calculate risk, is a better
way to say it.
I'm not a word guy, I'm not awordsmith, so I actually create
my own words for anything I askmy CPA.
He's like what?
Oh, I know what you're talkingabout, because we talked about
this earlier.
You talked about roles in acompany and you talked about how
you know we get paid.
We get paid for problems wesolve Right.

(33:44):
Here's the thing.
My title is CEO.
There's two types of CEOs.
There's founder CEOs, which iswhat I am, and then there's CEOs
that are brought in to bigcompanies to run it Correct.
I don't know half of what thosepeople know.
I'm still learning.
One day, I hope to become that.
So I like to say I'm overpaidfor some of the things that I do

(34:07):
, but I'm always learning.
You see all these books behindme.
Your books are going to be uphere too.

Yeah, I got that one, just so you know the busy
leaders hand.

Tim Shoop (34:18):
We use that in here to do round table sessions and
we'll get into that.
But I will tell you somethingBooks are a big part of what I
used to hate reading.
I Read all the time.
Now I'm constantly learning andconstantly bettering my skill
set.
So let's talk about your books,steve.
So I want to wait, I want tostep back.

(34:38):
Tell me how you're trainingthese agents across the country,
and then let's get into yourbooks.

So how am I training the agents across the
country?
We talk about transitionTechnology.

Suds (34:52):
Oh, I love it.

And I fought against technology.
Initially, I fought againsttechnology simply because, I
mean, I'm old school, I don'tknow a lot about technology, and
what happened is I wastraveling the country and I
still love to do this from timeto time but when I first started
, I was traveling the country.
I've been to 49 states.

(35:15):
Only state I have not been tois North Dakota.
So if you're in North Dakota,go ahead and book me so I can
check that off.
And so I'm traveling from cityto city, sometimes Tim two
cities a week.
And then something happened in2020, in about January, february
, march of 2020.
Can anybody remember?

Tim Shoop (35:37):
I don't remember anything about 2020 because, I
don't remember a whole lot about2020 because I think I spent a
lot of time for it.

So think about this.
I'm booked in March.
I might have been booked out tomaybe August or so, and one by
one, because of COVID man, oneby one, I saw things begin to
disappear.
Now, this is how I'm making myliving.
I want you all to listen tothis.
This is how I'm making myliving traveling to cities,
speaking and teaching.

(36:10):
And so what happened is?
It forced me to think outsidethe box.
It forced me to start to usetechnology, and then I started
to do Zoom training.
I started to use technology,and 2020, up until that point,
was the biggest revenue yearwe'd had.

(36:30):
That's awesome.
So, even when things began toslow down 2021, people are
easing back in.
Some people still didn't wantto meet.
Some people are yeah, come outand meet.
We kept the technology piece in2021.
2022, full swing come talk,speak, teach, you know grub.
We kept the technology pieceand now what happened is because

(36:54):
of technology.
It allowed me to not have to bein so many places physically.
As long as I used technology, Iwas able to reach.
So I haven't physically been toNorth Dakota, but I've trained
people using technology in NorthDakota.
Get them on a Zoom call.

Tim Shoop (37:13):
Yes, yeah, it's changed the entire landscape of
how we work.
And you know, heading into 2020, I remember how scared I was
when we had to move everybodyremote.
And you've got to rememberwe're not just removing all our
employees remote, we're movingall of our customers remote
because we are a technologycompany.

(37:33):
So I was scared to death.
The good news is I wasn'tscared for our customers because
we were already prepped.
We already had all the tools inplace, with all of our customer
infrastructures, to basicallyturn a key and they were remote.
It was so easy for our customersto work remote.
It was for us too, but I neverhad employees working remote.

(37:54):
The good news is I had alreadybuilt a multitude probably about
10 or 15 dashboards that manageKPIs and metrics and those
things.
And this is what I noticed,folks, and this is a good
takeaway when we moved all ofour employees remote, within 90
days, I saw an uptick in all ofour metrics as far as

(38:16):
efficiencies go, and I went waita minute, how can this be
happening?
They're all remote.
I know they're taking breaks,that's fine, but efficiency went
up and it's because there wereno distractions.
So, fast forward to end of 2023, where we are now 90% of my
workforce still works 100%remote and there's a reason for

(38:38):
that and we've loosened up thereins and we've empowered them
and we let them thrive withoutbeing micromanaged.
And we're thriving.

I think when people love what they do and how
they do it, then they're goingto excel and they're going to
love what they do.
Man, when I wake up in themorning, I look at my calendar.
What time is my first trainingcall?
So I wake up in the morning,I'm at the house, I'm able to
kiss my wife by, she heads offto her business.

(39:12):
The kids can drive now theydrive themselves to school.
Wash my face, get washed up.
Go make me a cup of coffee.
I go upstairs in my office,close the door, turn on the
technology and I am in umpteencities across the country.
Yeah, that's awesome.
You know what I mean.
Yeah, I have those meetingsevery day.

(39:32):
I love it, so I love it.
So not you.
But imagine.
But think about what if it's anemployee and their life is
totally different?
They get up in the morning.
They're not kissing their wifeor husband, you know.
Goodbye, like their head off,their head off somewhere too.
They may have to go to abuilding, right, and they'll do

(39:53):
it, you know.
But if you gave them theopportunity that they can do
that at home, in the comforts oftheir own home, I personally
think and like you said,production went up because they
love what they're doing.
Zero stress.
I'm at home, I eat my lunch, Ihead back upstairs to my office,
and technology has totallychanged our business.

Tim Shoop (40:13):
When you walk through the halls of digital boardwalk,
it's kind of scarce right.
It's a bigger building than theamount of people that we have
in there.
It didn't used to be that itwas packed at the seams.
I was looking for new realestate when COVID hit.
We were shopping, I was meetingwith realtors, but what did you
see?
What did you notice on theirscreens other than the gauges
and the remote activity thatthey were doing with our

(40:35):
customers?
Did you see any interactivitywith video?

I saw the memory of the guy.
Yeah, like they were talking toanother guy, they're on teams,
yeah.

Tim Shoop (40:45):
And they are constantly on video all day long
using our bandwidth, and theydo that for reason, so it
creates a sort of camaraderie,yeah, like they're all sitting
together, but they're there, arehundreds, of hundreds of miles
apart.
So it's beautiful.
It's beautiful what technologyis done.
We're going to keep this movingforward, because we're only

(41:07):
going into segment two and thisis generally an hour to an hour
and a half show at the longest.
So we've got to get movingBefore we do our second tasting,
I want to talk about Steve'sbooks.
Did you bring any with you, bythe way?
I did not, okay, so that's allright, ladies and gentlemen.

But we're still going to give two away.

Tim Shoop (41:25):
Steve's going to give two books away.
The first one is called 10 toWin and the second one is called
Nobody Cares Work Harder.

Suds (41:33):
That's right, nobody Cares .

Tim Shoop (41:35):
That's funny because I think my dad used to say that
to me, cause it's true.
So we are going to throw whenyou see this episode come out.
We're going to have a promoprior to the episode on social
media with a QR code and if yougo ahead and click that QR code,
you can pretend you'll go intoa drawing to win one of Steve's

(41:58):
books, if that's all right.
So, suds, go ahead and take itaway.
We're going to do the secondbeer.

Suds (42:03):
The second beer is from the unbranded brewery in Hialeah
, florida.
I didn't write this description, they did.
It's the Hialeah Light AmericanLight Lager, a beer made for
Haleah.
Very crushable, bright andrefreshing, with a very present
flavor throughout.

Why didn't you take credit for writing that?
That was pretty cool.

Tim Shoop (42:23):
They wrote that they wrote it.
He just doesn't know how topronounce it?

Is it crushable, crushable?

Tim Shoop (42:30):
That's a light body.
Now we went with a lot oflighter beers here in today's
episode and it's a light-bodiedbeer.
It's got a little bit of a tang.
I was thinking the same thing.

I don't know if I taste it like a little pineapple
or something, I don't know.
Is it crushable?

Tim Shoop (42:50):
It's crushable.
It is crushable.
Here's the deal.
We are beer connoisseurs, we'renot beer makers, so we will
bring the beer on, we'll drinkit, we'll chat about it and
we'll jump right back intoentrepreneurship, business and
technology.
I kind of like it.
I don't like it as much as thefirst one we just tried, but
it's definitely a drinkable beer.

(43:10):
It's a little different.
So now we're going to get intotechnological savvy in
entrepreneurship.
Now Steve already talked abouthow technology has changed the
efficiency of his evolution andnot only producing revenue, but
being able to connect withpeople using technology, and he
specifically earlier talkedabout zoom.

(43:31):
But I know, by watching Steveand following Steve, I've seen
him use some other technologiesand I'm hoping we'll get into
that.
Yes, steve's perspective onhiring and leveraging tech
experts for business growth whatdo you look for in a tech
expert?
Let's start there and thenwe'll get into the pieces and
parts 100%.

It's needing to do things in your business that
you know that needs to happen inyour business, but you don't
either A or know how to do it ordon't want to do it.
Yeah, okay, so I mentioned zoom, but there are some other tech
things that we use that I hiredout, so they're companies, and
again I have an assistant hername is Beth.
Everybody needs to Beth, soBeth finds these companies Like

(44:18):
for all of our.
It's called infusion soft ormax max, something I don't know,
but they handle all of ourclients, all of our customers,
payments, stripes, authorized.
net.
I got a social media guy.

Tim Shoop (44:34):
You guys use.
You guys use infusion soft, weuse infusion.
I'm very familiar with thatsoftware.
I wasn't we don't use itpersonally, but I know it
because some industry, someother MSPs use that software.

So it's infusion soft.
And then it came out withanother thing we transitioned to
called max, something I don't.
When I tell you I don't knowanything about it other than on
my phone, if I need to look up aclient, I go, I click on this,
it pulls the client up.
You can man, I can target P.
I want to target my clientsthat are just in the state of
Colorado.
Right, I want to target myclients that are just paying me

(45:08):
this amount.
I want to target my client.
So when I tell you thattechnology is, it is, it is, we
could not do our businesswithout the technology that we
have.
Everything would be written ina dog on notebook If you left it
up to Steve Wilmer, but I'm I'msmart enough to know that in
order for me to continue to growmy business, I've got to have

(45:30):
the technology piece.
So you've got to hire people tohelp you solve the problems
that you have in your business.

Tim Shoop (45:38):
So you rely on these people to take care of the
technology part for you?

I don't know.
I'm not big enough to be one ofyour.

Tim Shoop (45:50):
I'm just.
I'm just, I'm just messing withit because I can, but no, I get
it.
So.
So you, you rely on techexperts to tell you hey, this is
going to work, we're going todo this, we're going to handle
these pieces for you.
And so when you hire these guys, tell me about, are you looking
for just their skill set, orare you looking for other

(46:13):
personal attributes other thanjust the skill set that comes
with it?

So what I'm looking for is someone who can
solve the problem, who can getthe job done.
So infusion soft, I didn't hireinfusion soft, beth.

Okay, infusion soft.

Right, okay.
So oh, how about this?
How about this?
There's a time that you may noteven know what you need, right,
you meant so when somebody sayshey, here's what we need, we
need a system that does this,that she uses these words and
then I say uh, okay, why do we?

(46:51):
Why do we need that?

Suds (46:52):
Right.

Because now it makes it a lot easier when you
click, and I love it now.
At first I'm like, why, why dowe need that Now?
It is so, so easy.
So you need people on your teamto tell you the technology that
you don't have.
That's going to make life somuch better, going to make
business, you know, so muchbetter.
So there are a few people in afew companies that we work with

(47:13):
that I couldn't even tell youthe name of yeah.

Tim Shoop (47:17):
But it just makes the business continue to move
forward.
But as a business owner and Iknow this from personal
experience, not just because I'ma business owner and buy
technology all the time as atechnology company, but we deal
with business owners and we dealwith business owners that are
buying our technology, and thefirst thing a business owner

(47:37):
does is what.
They don't look at what, thejust what the technology solves.
They look at what how much doesit cost, and they they do.
A savvy business owner doesn'tjust justify cost based on some

(47:58):
broad spectrum of oh, it's notless than this or whatever they
justify it.
I'm gonna ask you this theyjustify it by what?
And I think you told me earlierand I wanna hear you.

If it can solve the problem.
So let me piggyback on what youjust said, because this is so
important.
Again, we're talking toentrepreneurs, we're talking to
business owners, people justthinking about starting a
business.
One of the worst mistakes thatyou can make and again I'm
telling you because I made thisinitially One of the worst
mistakes that you can make inanalyzing your business is what

(48:33):
does it cost?
And I get that.
But a better question is thisNot only what does it cost, but
what does it cost you in yourbusiness if you don't have it?

Tim Shoop (48:43):
Yeah.

You see what I mean.

Tim Shoop (48:44):
And where will it take me?

Oh, my goodness, where will it take?
So if infusion costs, infusionsoft costs, x amount of dollars
per month, but if I didn't haveit, you know how much it would
cost me in revenue by not havingit, how much time it would cost
me to have to look up everyindividual.

Tim Shoop (49:00):
Yeah, it's a great question how much time it would
cost me.

You see what I mean.
In business owners, you're gonnamake more happen than not, so
why wouldn't you have it?
And so I use that.
So right now I have clients andso I'll tell clients.
You want me to train your team,want my team?
Okay, here's what it costs.
And they go, what it costs it?
Okay, and I say this what doesit cost you if you don't?
In that video that you watched,there was a point I said how

(49:24):
much money did you guys leave onthe table last year?
Right, based on what I'mcharging you to train your team,
how much money did you leave onthe table last year?
That's what it cost you by nothaving me train your team.

Tim Shoop (49:38):
Have them look at all the processes, the workflow and
how many humans in theircompany have to touch X, y and Z
.
Take the hours it takes everyhuman in that company to touch X
, y and Z and do what they needto do to get to the end result
without that software.
And then take their salariesand divide those hours into

(49:59):
there and figure out what itactually cost from that
perspective.
And then take the additionalwhat.
You know how much time have wewasted by not having it?
Factor it in over time, andit's a no-brainer almost every
single time for a company toutilize technology that solves

(50:20):
those problems.

That's what I'm talking about.

Tim Shoop (50:23):
That's a great question to ask, you know take
and next time you go on stagesay I talk to my buddy Tim I
mean Tim, that's your other Timfriend Just tell him.
Say he mentioned something thatyou know.
To put a different spin on it,add up and how much it costs.

(50:45):
You know what are the salariesof the people touching that and,
divided among the hours thatthey're using Billable time or
not.
I should rephrase thatnon-billable time in a company
is one of the biggest expenseson your payroll.
In other words, if you have anemployee that is doing all these
mundane tasks that you're notbilling out for, that costs the

(51:08):
company money.
And that's where all mydashboards and metrics come into
place, because I know who isnot billing time as much as the
other guy.
Because you're learning a lotabout digital boardwalk right
now, tim.

I have seen this already in how we have to do
each ticket.

Tim Shoop (51:29):
Do you have a leaderboard?

Yes, I'm aware of all of it.

Tim Shoop (51:33):
Is your mug shot up on that leaderboard and does
your mug shot move up and downon that leaderboard, depending
on how many tickets people workand how much time they have in
this stuff?
I'll share that with you aftertoday's presentation.
That's and we do that becausedata, data, and I'm only gonna
say this once data is the coreof every business.

(51:54):
If you can leverage that datato improve processes in your
business, you are gonna get tothe next step.

Yeah, I agree with that.
You gotta know the data, gottaknow the info.

Tim Shoop (52:07):
So let's keep moving on and let's talk about the
principles of leadership andinnovation and we've already
kind of touched on these things,but we're gonna dive into some
other things regarding the humanelement of it discussing
leadership philosophies with afocus on smart hiring and
innovation engagement orencouragement.

(52:30):
So you know who Quint Studer isright, of course, me and Quint
were chatting one day and Quinttold me once in a I think we
were sitting at a round tableand he said I'm only gonna say
this once and I've heard him sayit on stage too, so it could
have been there he said hireslowly, fire quickly.
That resonated because I usedto waffle around firing quickly

(52:55):
because I always tried to savesomeone.
But if you don't save someoneand you have a bad hire, or if
you try to save someone and theywere a bad hire and they're
already kind of checked out,they can become and it's also in
your Chicago presentation theycan become kind of a virus in
your company.
Oh yeah, they can bring downyour top producers, right.

(53:19):
So why don't we stop and talkabout that?
Let's talk about leadershipphilosophies with a focus on
smart hiring and how smarthiring, and maybe touch on
innovation a little bit withthat.

Absolutely so.
I 100% agree with what QuintStuder was talking to you about.
I would listen to Gary Vee ifyou guys don't know what Gary
Vee is.
Gary Van Der Chuck, listen tothat.
And he talked about the samething and he said the reason
that business owners don't liketo fire quickly like they should
is because it says that youmade a mistake and they're

(53:55):
unwilling to.
Oh, I never thought about itthat way, I don't make mistakes.
What are you talking about?
If you hire somebody, you bringthem on.
They're not doing what you wantthem to do, what you hire them
to do.
You're afraid to fire thembecause they show.
Well, you made the mistake.
You hired them.
It's an ego check.
It's an ego check.
It's a pride thing.

Tim Shoop (54:14):
I say throw it out the window.

You have man, let me tell you something.
Oh my gosh, tim, let me get mestarted.
Leadership is so huge to meabout being a business owner and
have people around you that'sworking.
Steve Jobs, I love it.
Steve Jobs, one of my favoritequotes.
He says you don't hire smartpeople and then tell them what
to do.
You hire smart people so theycan tell you what to do, did you

(54:40):
?

Tim Shoop (54:40):
catch that yeah.
Yeah, did you catch that, yeah,nah.

And so there are too many leaders, too many
business owners who want to bein charge, who want to make all
the decisions my way or thehighway.
I know more than you do.
They have an ego problem.
They have an ego issue.
Right, I hire peopleintentionally every watch this,
guys, I'm gonna kill you.
Who remembers I said Igraduated high school with a

(55:05):
what?
A 1.9 GPA.
I did not go to college.
I have people on my team aroundme that have college degrees.
Yeah, not one, they got acouple.
I'm the only one in my companythat does not have a college
degree.

Tim Shoop (55:23):
So the difference that I'm hearing is you got
people that are surrounding youthat are book smart, yep, and
you're street smart.

Book smart street savvy.
Yeah, so listen to this.
I gotta tell you.

Tim Shoop (55:35):
You're a street smart guy surrounded by book smart
people, which makes you smarterthan you think you are.

Tim, listen to this.
I hired a Marine Corps officer.
He was my CMO Chief MarketingOfficer and I would always say
this.
I would always say man, I'm notthat smart, man, I'm not that
smart, I don't know that I'm notthat smart.
And here's what he says to meonce he says, bro, stop saying
that you're not that smart.
He says we've all got degrees,college degrees, and we all work

(56:05):
for you.
I think that's pretty damnsmart yeah.

Tim Shoop (56:08):
No, I agree 100%.

And I'm like oh, I guess that makes sense.

I think has nothing to do with smarts, not
smart.
It's just what you care about.
You're just gonna pour energyinto things you care about and
you're gonna be better in thethings you care about.
It's as simple as that.

Tim Shoop (56:23):
Tim, I'm gonna ask you a question on air, yeah, and
I'm afraid I might not get theanswer I want, but I'm hoping I
do.
You've been here a little whilenow.
Ego do I have a massive ego?

I think the exact opposite and I'm being as honest
as I possibly can.

Tim Shoop (56:46):
Ego getting back to the ego scenario, ego is a
business owner's worst enemy andthere is a reason for that.
I mean, we already talked aboutit.
Ego gets in the way ofexecutive decisions, and the
other thing that gets in the wayof executive decisions, if
you're a founder, is thatemotional attachment to your

(57:07):
brand.

Now.

Tim Shoop (57:10):
I was emotionally attached to new vision.
You brought up new vision earlybecause it was my first born
and I.
It took my wife, kathleen youknow, kathleen, it took her to
talk me down and go.
This is gotta go.
You need to start new.

(57:32):
You need to go back to thewhiteboard and create and we
need to figure out how to getrid of this, because it's not
doing you a service anymore,it's not doing your because
nobody was coming in the dooranymore, because we were in the
middle of a recession.
So I'm like, wait a minute,honey, you want me to start?

(57:53):
Sorry, I said honey, honey,she's got.
She listens to all our podcasts.

You can't say honey.

Tim Shoop (58:00):
She found out she's getting roasted at this year's
Christmas party because shelistened to an earlier podcast,
and I did it to see if she waslistening to the podcast.
And now she knows she's gettingroasted for her 10 years of
service at Digital Boardwalk atthis year's Christmas party.
So I'm gonna say it again.

But what was I?

Tim Shoop (58:18):
saying you said honey .

Oh, you were talking about Ego.
Yeah, yeah, ego.

Tim Shoop (58:23):
So Ego gets in the way in that emotional attachment
.
I made a choice when I startedDigital Boardwalk that I was not
gonna become emotionallyattached to any brand I create
moving forward, because I can'tmake proper decisions that way.
You try to hang on too long.
It's kind of like the hiringfiring thing you hang on too
long.
So, ladies and gentlemen,disconnect your emotional

(58:48):
attachment from the brand.
Only so much, though, becauseyou still want the passion.
Don't get rid of the passion.
Just know that when your brandgoes off to college and
graduates and moves out, youneed to know when to let go.
So tasting number three Suds.

Let me say something that so finish with
this.
So think about it like thisNone of us is as smart as all of
us.

Tim Shoop (59:17):
That's a good one.

So, just because you're the CEO, you're the
president, you're the man who'sin charge, the woman that's in
charge.
None of us is as smart as allof us.
So I, in my company, the finaldecision on what we do is left
up to me, but I don't makedecisions regarding the company
without getting feedback fromthe people on my team.

Tim Shoop (59:39):
That's smart.
That's absolutely smart.
We do the same thing here and Iapplaud you for that.
Let's give him an applause.

I'd rather have a new Robert, okay.

Tim Shoop (59:50):
Well, you can get a new rock after you catch up with
the rest of us and drink thatdamn beer, steve, so he's still
working on number two.
They're making me drink this,just so you know.
Cheers my fellow nerds and beerlovers.
Stay tuned for more nerds ontap.
Oh, and one more thing Help usspread the nerdy love and the

(01:00:13):
love for great brews by sharingthis podcast with your friends,
colleagues and fellow beerenthusiasts.
Let's build a community thatembraces curiosity, innovation
and the enjoyment of a cold one.

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