April 27, 2023 • 56 mins
Rocky Lalvani, the "Profit Answer Man," is a certified Profit First Professional who transforms businesses by prioritizing profit in their accounting. He adopts Mike Michalowicz's Profit First System, altering the traditional formula to Sales - Profit = Expenses, ensuring profit is a priority. His approach is ethical, valuing people over money. Rocky's personal journey, from arriving in the U.S. at two years old with immigrant parents starting over, to overcoming struggles including the loss of his mother at seven, shaped his success. He shares his story to motivate others to achieve their dreams rapidly.
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(00:05):
The show you need to get what you desire byavoiding the mistakes made by others before
you, learn the stories and journeys of whatsuccess looks like to find the freedom you
deserve while thriving with your best eyes.
(00:33):
So wrapping results with Andrew Weiss, we haveMister prophet himself, Rocky Elvani, who's
joining us.
And in case you don't know about this guy namedRocky, he is the profit Andrew man.
He teaches people how to ensure they get paidand make profit a priority.
At a certified profit per professional, heimplements Mike McAowicz's profit per system,
(00:55):
We changed the accounting formula of salesminus expenses equals profit to sales minus
profit equals expenses.
This insurance profit comes first.
Rocky started but nothing when his parentsimmigrated to the United States when he was
just two years old Andrew his parents were intheir forties.
It was his parents second time starting over inlife as they moved here to experience the
(01:16):
American dream.
In spite of a lot of struggles and his mompassing away when Rocky was 7, He has been able
to achieve financial and overall life success.
Rocky loves to share his journey and inspireothers to achieve their dreams even faster.
So without further ado, Rocky, you wanna know,tell us the biggest and best business deal you
are most proud of.
Well, I guess it's probably the currentbusiness I'm in.
(01:38):
It's what I should have been doing my wholelife, but I couldn't figure out how to do it
until I finally did.
And In doing that, I was able to walk away froma nice six figure job, do a 180, start my
business, and exceed within 2 years, exceed mythe revenue that I was making in the w 2 job.
(02:01):
Now I've got freedom.
I do what I love Andrew It's been a lot of fun.
That's incredible.
You're able to exceed your previous, w two jobas a solo, or or the business went within 2
years, you said?
Within 2 years.
Yeah.
And I, I mean, I could have gone a lot further,but I I don't wanna work that hard.
(02:25):
That's fair.
No.
You're definitely living the dream, and that'swhy we're here today because I'm sure a lot of
people wanna know how the heck might be likeRocky.
So let let's go back and and so tell us aboutyour journey about, you know, let's go back to
it's the day you're quitting your job andyou're going Hopefully, fingers crossed that
they know how to make money outside of this w2.
Like, tell us about more of that journey.
(02:46):
So first of all, don't be like me.
Be like you.
Because if you're following someone else'sdream, you'll make the mistakes I've made,
which put me on the wrong path and not to whatwas best suited for me and or what made me the
most happy.
So I'll I'll leave you with those words,wisdom.
So from there, when the journey to leaving myjob took years, to get ready to find the right
(03:14):
opportunity, to test, to make sure it wasright, Andrew then for a long time, it was
always like, well, when do I actually pull thecord and do this?
Do I do it now?
Do I wait?
Andrew thankfully, things that were stoppedbecoming fun.
And so it made it easy to say I'm out of here.
(03:36):
And what I did, I think I quit on a Monday, andI had already set up my appointment to meet
with profit first either Tuesday or Wednesdayto sign up and and get everything ready Andrew
rolling.
So I had done a lot of the back work ahead oftime.
I had planned for a cash runway.
I I always assumed it would take 3 years to getthe business up and running.
(04:00):
So we figured out how are we going to operatefor 3 years if no money comes in.
This doesn't work out.
At that point, I had, one kid in college, oneon the way.
So, you know, all of those things in weactually sat down and and mapped it out.
Creating a
Weiss.
You mean?
You and your Weiss, or are you and the profitfirst team?
(04:22):
It was a big part of it was me and myself.
No.
Bring
it out.
You say
we use
mostly yourself then.
Well, talking to people in the industry,talking with my mastermind group, testing to
see if it was a viable market, what what kindof income, the deliverables, and then also
(04:42):
talking to my wife to say, Are you okay?
This is what we have to do in order for me towalk away.
So, yeah, part of that, I think for her side,it was a the permission to to be able to go out
on the own.
And then b was how do we do this financially?
Wow.
So so making sure you have a plan in place,first of all, making sure you have people
(05:05):
behind you as part of a team Andrew make sureyou're not doing this all alone, And and so
tell us so what what was your plan?
Tell us about your first sale.
We're like, oh my gosh.
I might not have to wait 3 years to get paid.
This is nice.
Tell tell us about that.
Well, honestly, I think because I I put up apost.
I guess when I gave notice, I put up a post andsaid, I'm retired.
(05:26):
We'll see what happens next.
And then I think about 2 weeks later, I put upthe thing, hey.
This is what I'm doing.
And so I did catch so I had so that's thething.
I had a couple of clients on the side in,within 6 months, they disappeared.
Oh, what'd you do?
Roller coaster.
(05:46):
Well, different things happen.
Right?
I picked up 1 or 2 new clients But, yeah, yougo through that roller coaster of a ride in the
beginning, and it's until you figure out how toget your messaging down.
How to truly define and figure out.
Well, this is what I thought the avatar is.
What really is the avatar Andrew so that'schanged over time.
(06:11):
And we've gotten much clearer on who we serveand how we serve them.
And then creating a good deliverable I thinkthat took until you start doing it
consistently, you've gotta keep improving andlearning and and building out those systems.
So It took a lot of work and effort to be ableto do that.
(06:32):
What I do is not a simple to understand in howto Andrew to tell people.
And then the other part is making thoseconnections Andrew building credibility and
creating the no like and trust and Then theother thing that happened is 6 months after I
left, COVID.
(06:52):
Oh, oh, man.
You know, that changed everything again.
Literally, COVID.
We pivoted in COVID.
I think within 24 hours.
Wow.
So the business was always built to be virtual.
So COVID actually, it made the world turn intoworking with us in a virtual way that they may
(07:17):
not have been happy with before COVID.
Right?
Nice.
Yeah.
People didn't know how to use Zoom.
It was hilarious back in March because I'mlike, I've been using Zoom for months.
I, like, I know how it works.
I know how to do all this stuff, and we'regetting people to mom who've never been on
camera.
You know, in Zoom meetings, it was justhilarious.
(07:40):
I even made a video back then how not to make afool of yourself on Zoom.
I'm sure that got a lot of views and likes aswell.
But and and how did you figure out, like, whatyou were going to offer when you were going to
leave your your w two job.
I mean, that that's tricky in its own as well.
It's just like, how do you figure that out foryourself?
(08:01):
Well, so the history of that goes back almost40 years?
Uh-huh.
So as a kid, I was very entrepreneurial.
I was always making a buck.
And one of the things I did was I went out andbought an Apple 2 computer.
Back when they first came out.
So it had a whopping 4 k of memory.
(08:21):
Oh.
Right.
I don't I don't
even think you can store a letter in 4 kanymore.
Yeah.
Seriously.
Yeah.
But one of the early programs on that wasVizzyCalk, which was the Precursor to Lotus,
which was the precursor to Excel.
So I was always playing with spreadsheets andsome people around me were like, you know, how
(08:44):
to do spreadsheets?
Come in and teach our accountants in thiscompany how to use electronic spreadsheets and
get off a paper ledger.
Then I had a a job in college working in abank.
They're like, you know how to do spreadsheets?
They're like, come do our spreadsheets for us.
So that was my original idea is is being ableto do that, but I didn't understand.
(09:06):
How do you tell somebody you're gonna build aspreadsheet and the value of it?
Mhmm.
And what it does.
And so I kind of followed good and had a nicelife and made good money.
Andrew then I started to realize, wait aminute.
All these people are running all these datastreams Andrew the computers that they're
running them on and the programs are not givingthem good data.
(09:28):
They actually put it all into Excel, and thenthey play with it in Excel, and there's
tremendous value in this.
I'm like, Well, I've been doing that forever.
Yeah.
Like, now I know what it is.
Now I realize it has value Now it was a matterof how do I now make that to be something
(09:50):
worthwhile to people.
Andrew so what we do for small businesses is welook at their financials.
We manipulate it, and then we give them a verysimple to look dashboard to say, this is the
equation of your business.
And if you'll just do this, your profits willgo up.
Right?
So it's taking the data, figuring out where theproblem is, showing it to them, Andrew then
(10:16):
helping them figure out, hey.
What's a step I can take today to improve theprofitability in my business?
I love that, and and it's it definitely is socrazy and easy to forget how much people forget
about the importance of tracking everything.
I I remember, like, when I tell people or,like, my brother, for example, he's like, I
(10:37):
wanna gain weight.
I'm like, great.
What are you tracking?
How many calories are you eating?
How many calories are you losing?
What are you actually eating when you'regaining those calories?
He's like, stuff.
So I'm sure it's just like, you're working withbusinesses and they're like, we wanna make more
money.
You're like, great.
How many expenses do you have?
Why are you having those expenses where you'rewhere you're investing to be able to make more
(10:58):
money.
And they're like, so
Well, in a lot of times, it's not like, I thinkeveryone thinks you have to work harder to make
more money.
Andrew I think that's a complete misnomer.
So let's just look.
Let's just say you're a $1,000,000 business.
Right?
Mhmm.
Andrew you're making a $100,000 a year, whichis about it's not outside the norm.
(11:18):
Well, if you raise your Weiss 10%, You'd make200,000 a year.
Did you work any harder?
No.
You just made a change.
You and a lot of business owners don't havecourage to raise prices 10%.
Inflation has helped them get over that.
Seriously.
Yeah.
In the same point, you know, if your businessis there and you're spending $900,000 a year on
(11:43):
running your business, I bet you you're wasting10% of it.
So if we can just go through and look at allthe software you're paying for that you stopped
using, if we can go in and look at where you'respending money on stuff that has no value or
negotiating some contracts, you can pick up10%.
(12:04):
You just picked up another $90,000.
So two simple moves that don't take a lot ofwork, and you went from a 100,000 to $290,000
in profit.
That's what we do for businesses.
I love that.
And and I love too that it goes back to, like,there's a saying it's simple, but not easy.
Andrew I like what you said too.
(12:25):
Like, it's okay for things to be simple.
And and, I also when I'm working with clientstoo, it is interesting how much resistance
there is to people raising their prices andunderstanding that people pay for value.
They don't pay for time.
And so obviously if you're going in and, you'resaving and helping a company make an extra 100,
300,000, like, you better be charging minimum$10 for your services because not a yeah.
(12:49):
And and that's where a lot of people don'trealize that that is possible.
Mhmm.
Right?
It it is.
And, I mean, that's a no brainer businessdecision.
I love that.
And and so tell us again, so going back to yourfirst sale, like, obviously, I don't know about
you, but even, you know, even though I had theentrepreneur when I was a kid, you know, when I
(13:10):
asked for my first $1000 client sale, I'm like,oh, I hope they say yes to a $1000.
It it could be scary to ask for your first highticket, client sales.
So tell us about your your first experiencewith that.
I'm trying to remember who my first clientlike, the 1st year was a big struggle Like, I
had like I said, people left, and I don't thinkI really picked up clients for quite a while
(13:35):
that 1st year.
It took a while.
And then all of a sudden, they literally juststarted hitting.
Like, it went from essentially very little tomassive growth within probably a 12 month
period.
Like, it it went gangbusters.
(13:59):
So I think I I just, you know, in thebeginning, I also undercharged Everybody does
that.
But then as I started picking up clients, Ikept steadily increasing my prices.
So I think what I was first thinking abouttoday, I'm at 4 x of what I originally started
(14:20):
out at.
Andrew so from that, you know, from a minimumstandpoint, so that's gotten a lot better.
But, yeah, it was exciting in the beginning.
Every time you pick up a new client, you'reexcited wow.
This is actually working.
It's happening.
What do you think was that tweak or, was itjust holding the faith of what you were doing
just, like, going out and meeting people andnetworking and just, like, when you work with
(14:44):
one client, they start referring you client,like, What do you think was that Kindle
Firestar that would help you go from 0 to allthis traction within 12 months?
So I think, a, it's it's consistently showingup.
Right?
Too often people blow stuff off.
They don't show up, or they I think mostbusinesses don't have enough runway to get
traction.
(15:05):
Andrew had the runway because we planned forit, and I kept showing up no matter what.
And I think those are the 2 big things.
The third thing is probably yeah.
It was probably about a year into it.
I was constantly working on sales.
When I say working on sales, learning how tobetter talk to people.
(15:27):
And then I partnered with another group that isthat had created a good sales system, along
with a good delivery system.
So That really helped me to be able to explainand show what I did and how I helped in the
(15:48):
right language that the business ownerunderstood and saw the value.
And so putting those 2 things together, puttingthat in profit first together, I think really,
really was a tremendous help.
And then the other thing that happened is rightwhen COVID started is when we started the
podcast.
So that also dramatically helped as far as a atool to bring people to me.
(16:13):
The podcast is what brought some of those earlyclients in.
That's that's good to hear too.
And and so when you use your podcast as a, leadfunnel into your business.
What was your secret for getting people toactually call you that you have a good call
action?
Did you say, oh, you get all these bonuses whenyou call me?
You're just like, did you even put a call toaction or people just need to talk to you?
(16:33):
No.
I think I what I did first off was I I just didnothing but teach.
Right?
So in the beginning, I actually went throughthe entire profit first book.
Chapter by chapter into episode by episode andtaught, hey.
This is how you do it, and here's my insightson it.
I had Mike on the podcast as well.
(16:55):
And then we started to get guests on, and wewere sharing success stories We were sharing
how different people look at the business andlook at the finances.
So all we were doing was teaching Andrew at theend of the the podcast, I would just simply
say, hey.
If you want it done for you service, my youknow, my scheduling links in the show notes,
(17:19):
click it and get on my calendar.
And over time, that people, like, show up on mycalendar.
That's cool.
And the thing is because they've been listeningto me for 6 months, They're already they
already know Andrew like me, and they trust me.
Otherwise, they would have never clicked.
(17:39):
Andrew so that has really helped with the salesprocesses dramatically.
And so with your model too.
So it sounds like you work on a retainer modelas well.
Like, it's not just one and done with clients?
Correct.
We work on an ongoing basis.
Yeah.
So and the the business was built that waybecause if I have to keep hunting all the time,
(18:02):
that's a lot more work.
So build a business where you can show andcreate a a service that they want consistently
month after month.
And going back to the millionaire example,like, so you helped them save $200,000 in
these, like, oh my gosh.
Rocky, thank you so much.
This amazing.
(18:23):
I can finally do the same my work and make somuch more money to pay off 20 more bills.
Just just for those listening in, what would bethe incentive to keep you on retainer if
you've, quote, unquote, already solved theirproblem.
In business, problems are never solved.
I mean, in the sense that you solve one problemand a new one shows up.
Yeah.
(18:43):
Right?
So there is always that number 1, number 2, IfAndrew most of them don't, like, my clients
don't wanna do what I do.
Which is to evaluate their finances, you mean?
Which is evaluate their finance So if they'renot having that monthly meeting to look at
their numbers, to understand what's going onAndrew make changes, If they left within 6
(19:08):
months, would much change?
Probably not.
But you go out a year Andrew little things aregonna start compounding.
And pretty soon, that business owner's gonna beback to the $100,000 because they're not
measuring.
They're not looking.
They're not you know, things go haywire again.
So at the end of the day, you have to keep ontop of it.
(19:31):
I love that.
So so figuring out how to keep and retainclients is definitely one of the top skills
that content creators and and entrepreneurslook for.
So how how did you figure out how to preventsthese clients to be on retainer for long period
and and make make that happen.
So that's constantly refining the salesprocess.
(19:52):
In the beginning, I think we didn't have a goodproposal system.
In other words, how defining what we did Wewere still figuring out commitments and all of
that stuff.
And what we essentially did at the end was takeall the friction away.
Andrew so we created an offer that is prettymuch frictionless that you can walk away at any
(20:15):
time.
There's no setup fees.
It gave the business owner the comfort ofknowing I can get into this relationship.
And at any point, I don't like it.
I can walk away.
So I think it was getting rid of the frictionovercoming the hurdle.
Originally, I was I was quoting out a year ofservices.
(20:36):
Which I think was much more of a sticker shock.
Right?
They have to make a big commitment.
When you only have to make a commitment for112, It's a lot easier to say
yes.
Mhmm.
And then it was getting in front of the rightpeople.
That is the hardest part, I think, is figuringout where you resonate and who resonates with
you.
Yeah.
And so tell us more about, flows listening in,like, who is your target client?
(20:59):
Like, does it have to be a 7 figure person inthe plumbing industry or a 7 figure person in
the coaching industry, or is it if you're like,I thought if you're making 7 figures, I can
help you, essentially.
So our our typical clients tend to be in that 1to 20,000,000 range.
Oh, wow.
It's a big range.
It's a big range.
I I mean, so here's what defines the range.
(21:21):
They leave us when they bring in a full timeCFO.
Okay.
So it until they get to the point where theyneed somebody in the position doing a lot more
full time, Andrew being part of their team on adaily basis, we are a perfect in between.
Now what happens for those who are between 0Andrew a1000000?
(21:43):
We got a lot of those people too.
We realized they needed our help Andrew thatour pricing didn't make sense for them.
So what we actually have created is a digitalproduct with support.
So the smaller business owner can can get in ata very affordable price point, learn what we do
for our clients, learn about how to set stuffup to do this for themselves, Andrew we give
(22:09):
them all the Excel sheets and the calculatorsthat we use with our clients.
So they get all the tools.
And then Some people need a little bit of help,and and I usually find most do.
But if you're doing $2300,000 in business, Ifwe sit down and have 2 calls, we usually can
give you enough information to unlock to go runfor the next year and move your business from
(22:34):
where you are to where you wanna be and giveyou the tools.
So and they always get to ask questions.
Andrew so we answer specific questions abouttheir business to help them.
That's a that's incredible off two calls,you're you're confident in helping any business
owner at 200, 300 k to scale to where theywanna go?
Yeah.
Because I think a lot of times they don't evenunderstand what's going on in their business.
(22:58):
Interesting.
Right?
If you sell 4 different products, do you knowwhich one's the most profitable?
I hope so.
I hope so, but maybe not.
So I'll I'll give you a story.
I had one guy, one call, k?
We looked at his numbers.
He had a pressure washing business and aChristmas light business.
(23:18):
So we looked at his business.
I said, look.
Your pressure washing business is nice.
It pays the bills.
It gives you a little bit of money.
Right?
You can have a nice life.
You'll work hard all year round.
I said your Christmas light business has crazyinsane margins.
Literally, you could shut your pressure washingbusiness down, take 9 months off and just do
Christmas lights and make a crap ton moremoney.
(23:42):
Okay?
Mhmm.
So he shifted his focus.
He still kept both side to the business, but hedramatically shifted his focus.
And now he's making money Andrew over fist.
That's a good feeling to have.
But it it's just the insight to know, oh, Ishould do this.
Or it it might just be a pricing insight.
(24:04):
We sit down Andrew we show them, hey.
You've got all these things, and here's yourpricing, and here's your costs, and here's
what's actually driving your profit.
So even if you're in the trades, you know, someof the guys that, well, I do windows and I do
siding and I do this.
When you sit down and you look at it and youlook at the time that it takes, and then your
(24:24):
cost of materials, and then you look at whatyou can charge, because a lot of times you are
constrained by pricing.
Yeah.
And you start to look at that and go, well,wait.
Over here in my business is where the bestopportunity is, all you have to do is now start
shifting your marketing and your off bring tothat part.
And the truth of the matter is, and thishappens for big companies, just as much as it
(24:48):
does for small, In the average big company, theso this comes out of Jonathan Burns.
He's an MIT professor.
So clearly smart.
Right?
He studied large corporations, and he saidabout 30% of what they do produces almost all
of the profit.
30 to 40% of what they do loses money, and therest is breakeven.
(25:11):
And the problem is nobody knows what's what.
How do we not know?
Well, so let me let's let's look at this from apsychological standpoint.
I am the CEO of a large company.
And I go to Wall Street and go, hey.
We're gonna cut our sales 70% in doubleprofits.
(25:33):
We're gonna cut our sales 70% in doubleprofits.
You see, look at that face, right, immediatelyThis guy's fired.
Right?
The cord's throwing him out, but yet that makescommon sense, does it?
Like,
Oh, it doesn't make common sense.
You cut cut your expenses 70%.
You mean?
Sales 70% and make double the profit.
(25:56):
Yeah.
I I don't understand how that's common sensebecause sales means money, I thought.
No.
Sales means cash coming in the door, but solet's look at this.
Right?
I'm selling a $1,000,000 worth of stuff.
Mhmm.
$300,000 of that million is giving me a 150,000in profit.
(26:17):
K?
Okay.
Yes.
Now the next $300,000 I sell It's break even.
We don't really make anything off of it.
We pay our bills Andrew everything's fine, butwe don't make a profit.
Because it's like a different product?
It's a different product or a different serviceline.
That makes sense.
Okay.
Now my last product line, right, is 400,000Andrew it actually costs us 450,000 to deliver
(26:43):
it.
Mhmm.
So I'm losing 50,000.
The problem is when you get into a largecompany, people start assigning overhead and
this and that, it becomes very murky, or nobodyactually sits down to figure out Hey.
Wait a minute.
What's going on over there?
Why is that division doing this?
And no one has the incentive.
(27:04):
If you're working in a company and yourdivision's losing 5th $50.
Are you gonna raise your hand and go, hey.
We're losing money over here.
No.
Nobody's gonna say anything, employees are notpaid to make you profitable.
No.
Employees are are paid to spend your money.
(27:25):
The old saying was nobody ever got fired forbuying IBM.
Right?
People don't wanna make mistakes that theydon't get rewarded So we can change the way the
business owner thinks.
So this is where a business owner would have areal struggle.
If you're in a business an an employee can cometo you and show you how to save a $100,000.
(27:46):
Would you hand them $20?
Oh, yeah.
Easy.
Easy, but most business owners won't do that.
They freak out over that concept.
Interesting.
Right?
They don't wanna reward the person.
Nobody gets rewarded for cutting costs.
Yeah.
That's true.
Right?
Nobody gets rewarded for increasing efficiency.
(28:07):
What everyone does is work less Andrew hide.
Yep.
It's a minimal work.
Uh-huh.
You have to change the the paradigm of yourbusiness and change the way you think around
it.
So I I think that's a big part of it.
Everyone's told you gotta spend money to makemoney, and we say that's not true.
You don't necessarily have to spend money tomake money.
(28:29):
You have to use your resources moreresourcefully, which nobody is tasked with.
So if you don't have clarity of where yourmoney is coming and going, what your margins
are, then you're gonna struggle.
So the
the next question is so you guys mentioned so,obviously, you're, quote, unquote, less
(28:50):
expensive than a typical CFO.
Right?
Cause like you said, people, when they fireyou, they just hire a CFO to take your place
essentially.
Usually, if that would be the progression atthe upper end, most businesses are probably not
gonna grow that big.
It's the reality of it.
I mean, how many businesses hit a $100,000,000?
(29:10):
Not a ton.
Yeah.
Oh, you have to be
What, yeah, what what should be a
good revenue or, I guess, profit goal to bringon a CFO?
Like, does it do you need to hit 100,000,000 tobe bringing on a CFO, do you think?
No.
I think you can start looking at somebody likethat once you once you're upwards of
10,000,000, maybe 20,000,000.
Again, it depends on your margins.
(29:32):
You know, different businesses have differentmargins and different needs.
But usually once you get up above that10,000,000, it's a question of what are the
different roles?
How do you do it?
Do you outsource it?
You know, and Andrew does all of that go?
So it it it varies.
People think 10,000,000 is a lot, but Good CFOsare not cheap.
(29:57):
And so, you know, if you're a $10,000,000company competing with a $500,000,000 company
for a good CFO.
Who do you think is gonna pay more?
Yeah.
Yeah.
But what
are you gonna get?
Quality wise, and that's the other part of theproblem.
So there's all these things that are out therethat we we don't think about that really are
(30:19):
the sense disincentives or positive incentivesthat caused certain behavior.
And until you sit down and think it through,you're like, oh, that makes a lot of sense.
And that makes me wanna ask too, what is one ofyour favorite stories of helping a company go
from 0 to hero or, one of your favorite clientsyou worked with, and sure all your clients are
(30:40):
favorite, but I yeah.
So I have had quite a few clients who came tome after they were in business 10 plus years.
Mhmm.
And after being in business 10 plus years, theydid not have a ton of cash in the business.
Right?
They did okay, but they were grinding it out.
(31:01):
And what we've been able to do Andrew, again,this is not overnight.
Too too many people want to overnight success.
I think it took on average 18 months.
But at the end of 18 months, They're like, I'venever had so much cash.
Right?
Wow.
They're starting to pay themselves more.
Right?
Andrew and they then they're like, well, whatdo we do with this cash?
(31:24):
And we're like, well, we pull it out of thecompany and we go invest it somewhere else.
Mhmm.
Andrew
you build another stream of income or you dosomething different, but we just set up the the
procedures to help them generate that excesscash and to hold on to it.
And to invest it wisely.
Too often business owners get Shawnee ObjectSyndrome.
(31:48):
And so having somebody to hold them accountableand say, no.
We don't need to buy that, or let's do the youknow, profit and loss analysis on making that
decision is a big part of it.
And you see that a lot with the trades.
Right?
We we say that the nicer to pick up the inverseproportion of how quickly they're going out of
(32:09):
business.
Mhmm.
Right?
Because if you go out and you buy a $100,000truck, A lot of these guys don't realize you
gotta sell half a 1,000,000 or, you know,$800,000 worth of product to pay for that
truck.
It isn't cheap, and they don't think about itthat way.
They look at it as, oh, it'll save me on taxesor, oh, I need it.
(32:32):
We don't focus on what really needs to be done.
And if no one's holding us accountable, we tendto get lazy in our business just like we get
lazy in life.
No.
It's it's human nature.
Like you said, we wanna be comfortable.
We don't wanna grow.
And then, like, what you said earlier, like,we'd rather not lose something than gain
something.
We gave the example earlier, like, we'd rathernot lose 20,000 than gain a 100,000, which is
(32:58):
which is so crazy for the human psyche.
And it's cool too.
So not only do you help companies save moneyand find where they're losing money or could be
making more money, you also help them once theystart making a bunch of money, help guide them
where to invest it as well?
Well, I I can't get investment advice, but whatwe do is we pull it out a company.
And then, you know, if they're gonna evaluateanother opportunity, we can we can show them
(33:21):
what the outcome of that investment should beor help them with projections, or we'll bring
in experts.
If they if they just want to invest in stocksand bonds or something, then we'll We'll let
them connect with that investment adviser, butwe'll oversee that investment adviser to say,
hey.
This guy's not performing for you or this gal'snot performing for you.
(33:45):
So what are we gonna do to make that better?
Honestly, the simplest thing that I've beendoing the last 6 months is I've been getting
all my business owners to move their money fromthe bank accounts they're in.
To new high interest savings account.
And so if you've got a $100,000 and you switchyour account, you know, you're getting 5% now.
(34:07):
They picked up an extra $5000 for 15 minutes ofwork.
Yeah.
Yeah.
Exactly.
Things like that that we forget about or wedon't do.
No.
I I love that.
Andrew my next question was so tell us moreabout how you work with the profit first team.
So are you a contractor with them, or do youjust follow their model, tell us more about how
(34:29):
all that works.
So profit first has a designation.
It's profit first professionals, and initially,I went through 6 months of training.
And then annually, we have to get recertifiedon it.
To to show.
They they wanna keep up their Andrew.
So they give us all the materials.
(34:50):
They give us all of their tools.
We get to use you know, the profit first in ourmarketing and and be able to do that.
And so that's what we do with our clients.
And and we have a you know, we pay them a ayearly to be part of that and to be able to do
that.
And they give us the freedom to run ourbusiness the way we do.
(35:10):
So for me, profit first is what we call anentry level.
You have to give them what they want so you cangive them what they need.
And it's one of the tools we use.
We have a ton of tools that we use in ourpractice.
Profit first is kind of like one small tool outof the many that we provide.
(35:32):
Gotcha.
That that makes a lot of sense.
So it's a program that you got certifiedthrough.
You to, renew your fee each year to, like, showyour up to date on things.
And then going back to your business, sir, areyou a developer?
Do you have a team?
What what does that look like?
So I, my daughter and I worked together in thecompany.
Oh, how cool.
Yeah.
We'll have to dive into that a little bit.
How much it's like?
(35:52):
It's the 2 of us I'm trying to rope my wife in,but she says no.
Oh, darn.
And then other than that, for a lot of the backoffice stuff, we use contractors to you know,
like podcast editing and stuff like that.
So just in line with our whole theory, we run alean business.
(36:13):
Andrew it's built to be that way.
And I, you know, I at one point, I was like,oh, I should hire a VA to take care of my
email.
And I started going through my email, and I'mlike, Weiss am I paying somebody to look at
junk?
Let's just delete it all.
And so I started unsubscribing and and gettingand just cleaning it up.
And just putting a little time and effort intothat.
(36:35):
Now I don't have to worry about it, and I don'thave to pay somebody to essentially do
meaningless work like The work is gonna have ameaningless return.
So how much can you systematize, automate, makesimple, like, even now, like, when I do emails,
I use text expanders.
So all the stuff that's consistent, you just dothat.
(36:57):
Check GBT helps me write letters 10 faster thanwhat I could do before.
And so I don't need to necessarily pay for allthese things.
We just figure out a good tech stack in we tryand keep our tech stack lean to because it's
very easy to spend a ton of money ontechnology.
(37:17):
Andrew and that's the way we do it.
I think too often people create overkill.
Oh, it's definitely, impressive how you, laidout everything.
And so how do you manage your email now?
Like, are you only subscribed to, like, 3newsletters Andrew you just, just check your
email twice a day.
Like, how do you currently manage your email?
I I'm not that perfect.
(37:38):
I'd love to get there.
What I do is when I when I look at my emails, Iliterally go down the list, check all the ones
I don't wanna read and get rid of them, Andrewthe end of the day, it's usually there's very
few from clients.
So that needs to get dealt with.
There's somewhere, hey.
(37:58):
Something I wanna read.
And so maybe at the end of the day or at somepoint, when I've got a few minutes, I'll read
that particular article or whatever it is camein.
And so, yeah, I just you you just make it donefaster.
Like, you get rid of stuff.
Andrew that's the other thing.
If I can answer an email in a minute, I'm justgonna go ahead and get it done because I don't
(38:21):
wanna have to come back to it.
Like, it all my emails that I can answer in aminute, which the majority I can, I will
literally answer in a minute?
I won't If it's something that requires time, Iwill then put a task on my calendar to work on
that email at some point.
(38:44):
And I'll tell the people, hey.
We're gonna work on it.
It'll take me a couple days to get back to you.
I now have a task on my calendar during an openspot.
So when the time comes, I look at my open spotand go, oh, that's what I'm supposed to do
right now.
I'm not thinking about what I'm gonna do.
I'm doing what I'm supposed to do.
Well, I love that.
Oh, and and, it's so cool too hearing yourjourney of, learning these things.
(39:06):
Andrew course, the purpose of this podcast hashelped people not make the same mistakes other
people made.
And so, like, what you mentioned, like, makesure you're unsubscribed as many times as
possible.
Have the 1 minute rule decide what you actuallywanna respond to in the first place.
And, the next question too, so Well, hang onback.
One other thing I do now when I, you know,sometimes you have to sign up for stuff to get
(39:26):
a freebie, all that stuff, I have a junk email.
Oh, yeah.
That's smart.
And everything that I don't wanna read, goes tomy junk email.
And we technically have a junk phone numbertoo.
So that
how do you get a junk phone number?
I
well, we still have a landline in the house,but nobody answers it.
(39:46):
So I just send everybody the landline.
But you can if if you want, you can go toGoogle Voice, and you can get a Google Voice
number.
There's ways to do it.
Well, I love that.
So going back to our conversation, you'retalking about how it's pretty cool too, how
you're generous enough to help people who aremaking $0 a year, all the to people who are
(40:07):
making, like, you've said you have a client whomakes a 100,000,000 a year or something
like that.
My clients are mostly in that that the 7 into 8figures.
So eight figures.
8 figures.
So still tens of 1,000,000 a year.
It's still it's still pretty good.
Yes.
So the question is so, obviously, for thosepeople who are looking to get the 6 figures and
7 figures, and we're, I guess, quittingcorporate version of Rocky what is the amount
(40:32):
of time that you would tell them to put in eachweek?
And if you don't mind sharing how many hours aweek do you currently work so people have that
inspiration as well, I'd love for you to sharemore about that.
Oh, well, a, I don't work.
Because like everything I do, I love.
Yeah.
You know, client time is less than 10 hours aweek.
(40:54):
Oh, wow.
That's like meetings, you mean?
Yeah.
Weiss than less than 10 hours for meetings.
Usually probably less than 10 hours to do allthe behind the scenes work, but that's because
I limit the number of clients I have.
I don't I could fill my calendar, I choose notto.
Right?
The rest of my time, I spend a good chunk ofthe week learning.
(41:18):
So there's probably, you know, on average, 48hours a week of reading that.
And then the podcast takes up probably 3, 4hours a week between prepping, recording, and
and all of that kind of stuff.
So those are the the things that kinda take upmy time, but I don't work I don't grind it out.
(41:42):
Like, I don't do I don't start my day till 9.
And even now, I'm like, some days I well,Mondays, we don't start usually before 11.
Fridays are extremely light.
You know, it's more of an overflow day.
And and I'm starting to move to 10 o'clock forthe rest of the week if I can.
(42:03):
So we're getting there a little by little.
So only 10 to 12 hours a week on clientmeetings You said about 8 hours a week on
learning, about 4 hours a week on podcasts.
Probably a little bit more on the podcast, but,yeah,
So rounding up though, it sounds like 30 hoursa week on, like, quote unquote, business
(42:26):
oriented stuff.
Well, and then there's also, like, networkingand that kind of stuff.
Oh, and then if I'm on a show like yours,there's another hour.
Yeah.
Yeah.
I mean, you know, so the The weeks get filled,but Monday mornings are light, Friday
afternoons are, you know, extremely light.
(42:48):
And then it is not back to back to back toback.
It's Yeah.
Time in between things.
Well, it's still so cool and inspiring hearingyou talk about all this.
And just like you said, like, you're incomplete Weiss, and you're like, oh, I enjoyed
my client meeting.
I enjoy my podcast work.
I enjoy, learning.
And and, like you said, you get to do what youwanna do.
(43:09):
At the end of the day.
We fire bed.
Honestly, we've set up systems to not attractbad clients.
Oh, yes.
So tell us tell us more about that because,obviously, with growing any business, it's not
just who you wanna work you want don't wannawork with.
So how do you just discover that?
I think part of that is the way you presentyourself I think in the business world, it's a
(43:31):
lot of high pipe pipe, and they'll takeanybody.
And we If you don't show up for theappointment, I'm not gonna follow-up with you.
Like, in other words, especially during thesales process, If you don't show up for your
first call, I'll send you an email and leaveyou a message.
You know, reschedule.
(43:51):
I'm not chasing you.
You're not ready to show up.
Right?
I think that's a big part of it is giving themsome hurdles.
The other 2, we tell them upfront.
This is not overnight.
Success.
Too many people are all looking for overnightsuccess and that kind of stuff, and that
doesn't work.
Andrew then I think it's just the way theybehave during the sales process.
(44:14):
If I'm not chilling, I'm not following up.
Mhmm.
Well, and just let it go.
And I've done the same thing with clients.
I've had clients who you know, especially inthe beginning.
And that's why I've learned because I'mconstantly chasing them.
I'm like, I'm done chasing.
I just stopped billing them and I stoppedchasing them.
(44:36):
Wow.
Interesting.
Andrew we were done.
Andrew do you Are there clients who think theyneed your help, but they don't need your help?
Like, let's say a client's like, oh, I'm notmaking enough money.
Andrew you're like, oh, you actually needmarketing and sales help because you're doing
everything bare bones already.
Like, do you do you experience that?
Not necessarily.
(44:57):
I think everybody needs to understand theframework that we're doing, and that's what we
built the course for.
So you can go through the course and figure outyour framework.
Now can we help you with sales?
No.
You're gonna have to figure out how to go outand sell.
Right?
There's no doubt about it.
That said, you know, if we get on that call andyou tell me your offering and what you're
(45:19):
doing, There are times where I'll look atstuff, and I'll be cringe worthy.
Like, I know.
So let's take a very popular one.
You tell me you're you're a reseller on Amazon.
I'm gonna cringe because I don't care if youhave a $1,000,000 in sales on Amazon, most of
those people aren't making money.
(45:40):
People don't realize how much, a, there's yourcost of goods.
So if I sell something for a dollar Andrew I'mbuying it at 30¢, you think I've got 70¢.
Life is good.
But if you buy something for 30¢ and you put iton Amazon for a dollar, Amazon's gonna take
30¢.
(46:01):
Mhmm.
So now you're down to 40¢, and most peopledon't have those margins because they're
they're usually not buying that cheap.
Yeah.
Most of the stuff is probably closer to 40 or50 percent cost of goods.
And so if you've got 50% cost of goods andAmazon's taking 30, and now you've got storage
(46:22):
fees Andrew shipping fees and overhead andadvertising, 20% to advertising.
You just started to a money losing business.
And that's why a lot of these people bleedthemselves to death over time in in that type
of a structure.
The question is is if you look at the offering,is it something that is easily sellable?
(46:46):
Like, are you trying to create demand for whatyou have, or is the demand already in the
marketplace Andrew you're just trying to fillit.
It's a lot easier to fill demand than it is tocreate it for something new.
And so a lot of times, you know, if you evenjust running the numbers, if you're gonna
(47:06):
create a retail store, retail rents are skyhigh.
Like, sitting down and saying, okay.
If if I'm gonna create this store, I need tosell x.
We'll do the math.
If I if You can sit down and do the math andrealize there's no way I can sell that much.
Right?
That that's an unrealistic sales goal, then yourealize that your business isn't viable.
(47:30):
And so what we've done at that point is we'veWe have prevented you from a lot of heartache
and a lot of losing money.
And that's part of it.
Is is facing the honest truth that yourbusiness model isn't gonna work the way you've
got it.
No.
That makes sense.
That's such great advice too about, peopleforgetting about not only are you only making
(47:54):
40¢, but there's also tax on top of that.
And so, and so just, like, really doing a deepdive into the numbers.
Andrew, like we said too, like, knowing yourlane too, like, yes, we can help you finance,
but you're still struggling with marketing andsales, you know, you gotta work work on that.
Correct.
Andrew, usually, we can tell, like, I can lookat a sales call of theirs, or, actually, we can
(48:17):
look at so we track those metrics.
So Oh.
We're actually We look at the entire businessmodel.
So the first metric we're tracking is how manyleads are coming in?
How many people are walking in your door, goingto your web, site phone calls.
Then we're tracking how many of those convert.
Right?
(48:38):
And then we're looking at what's the averagedollar sale.
Andrew that tells me what your revenue is gonnabe.
But let's just say I'm looking at a businessAndrew they've got 10 leads.
Andrew they need to sell 20 things a month.
You have a lead gen problem.
Right?
So why do you have a lead gen problem?
Or Let's say they're getting a 100 leads everymonth, and they need to sell 20, but they're
(49:00):
only selling 10.
Now you have a conversion problem.
Yeah.
Right?
Either we're attracting the wrong people or wedon't have a good sales process or we're not
showing them the right value, or pricing isoff.
Something's wrong with our pricing.
And here's the surprising thing.
(49:20):
Your price might be too low.
You might be turning people off with a lowprice.
Well, I'm it makes sense.
And I I like the analogy too.
Like, if you see a guy on stage, it gives usgreat presentation to a 100 plus people.
Andrew you're you you think he does a greatjob.
You go up to shake his Andrew, like, oh, I'dlike to hire you.
And he's like, okay.
(49:40):
Yeah.
I charge a $1000.
Andrew the person's like, oh, so you're notactually professional.
Like, like, you you don't wanna look bad bycharging too low, because that that that's a
real thing.
I mean, just like in the police can, arrest youfor driving too slow just like they can arrest
you for driving too fast.
Like, you you have to find that middle ground.
Andrew speaking of slow and fast too, I wannashift things a little bit.
(50:02):
And I want I wanna ask you about impostersyndrome and, you know, So you you've reached a
place that a lot of people wanna be in whereyou love what you do.
You're making a lot of money.
How do you counteract your imposter syndromewhere you're like, feel guilty for being where
you are and just, like, being okay throughreceiving the sec success that you have.
I don't feel guilty.
(50:23):
But everyone has imposter syndrome.
If they don't, they're not at their edge.
Yeah.
Right?
They're not every and I I will tell you I knowa lot of people at the top of their game, and
they all say the same thing.
Like, I can't believe people pay me to do this.
I can't believe this.
(50:43):
I can't believe that that everyone has impostorsyndrome.
It it's just the reality of it, and you justhave to get comfortable with it.
And here's the end of the day.
If people are paying you, Andrew they continueto pay you, you're not imposter.
No.
I I I love that too.
Just, just proves money talks
(51:05):
Money talk.
It's the boat.
Right?
No.
It makes sense.
It's Thursday.
So as we wrap up here, I have a few morequestions left.
One of the questions is, what are somenonnegotiable actions for an entrepreneur to be
successful?
Manage your time.
It is the one resource that nobody puts valueon doesn't get track.
(51:27):
Doesn't get like, once a quarter, I go throughmy higher calendar for the quarter before.
The reason I could tell you those numbers isbecause I go through my calendar, and I total
it up week by week.
And I wanna make sure that my time is inalignment with what my expectations are.
And the other thing is learning to get stuffoff your plate.
(51:51):
Because if my time is worth $250 an hour, Weissam I doing $20 an hour work?
Why am I not paying somebody to do the $20 anhour work and go find one more client?
Or one more hour of work.
I love that man managing your time.
Yes.
That that makes sense.
Andrew then as a successful entrepreneur wholoves who loves what they do, what gets you
(52:15):
fired up every day?
Well, I'm just doing what I love.
I have fun.
Like, Every day is enjoyable.
Like, I don't have pain in the butt customers.
Right?
I If there is something I don't wanna do, thenI'm not gonna do it.
Like, I built everything so that what I do Ienjoy.
(52:36):
And I sit down and I evaluate that from time oftime to say, do I still enjoy this?
Is this still what I wanna do?
Andrew if it isn't, then I stop.
I love that.
You have to have the freedom to be able to dothat.
Getting to yeah.
We'll get you more fired up than actuallywaking up and enjoying what you do.
(53:00):
That that makes sense.
Andrew you're helping people and, you know,it's in alignment with my values and It's an
alignment with my skills that are just naturalto me.
I love that.
You know?
Like, if I had to wake up every day and playgolf, I would be miserable.
Like, that's just not not at all enticing tome.
(53:21):
You haven't got
any clients from playing golf yet?
No.
No.
Because I don't play golf.
I don't
play golf.
It's a time suck.
That's, like, 5 a half hours.
That's a half a day.
Oh, it depends how you go about it, but, yeah,no.
I I hear you.
I've I've, for most of my life, I've definitelybeen anti golf, but as I get older, I'm, like,
starting to enjoy a little bit more, but I alsolove basketball.
(53:42):
So what we'll see we'll see what the where itgoes.
So Well, this this has been incredible, Rocky.
As we close out here, last two questions, tellus about, your your giveaway that you're
offering with the, the profit first toolkit.
We'd love to hear about, that as people canaccess it in the show notes.
Oh, so if if this whole profit first idea iskind of new to you.
(54:03):
You haven't heard of the book.
If you go sign up for the toolkit, what we dois we give you 2 free chapters of the books.
You can go preview it, see it.
If it makes sense for you, we also give you inin the book.
Mike tells you your target percentages.
So we show the the target percentages to you.
A lot of the trouble that one of the biggestproblems people have is finding banks So we we
(54:27):
give you a good list of banks to work with.
And then we just kind of explain the conceptsto you.
I give you a handful of emails because I hatewriting emails, so I don't have this 98,000,000
email sequence.
You get a handful of emails.
If it's something you wanna Follow-up with.
Great.
If not, we won't bug you anymore.
(54:48):
I love that.
Well, thank you.
And and, what's the best way that people canget ahold of you if they wanna connect with you
and learn more.
So the website is profit comes first.com.
And from there, you can find the toolkit Youcan find the course.
You can find the podcast where on the podcast,we teach much more about how to do this Andrew
(55:10):
you can implement it, and we're constantlygiving out tips and have guests who share how
to help you be more profitable.
Perfect.
Andrew, Rocky, the last question for today,what's the one takeaway you want someone to
have from listening to this interview?
That's real simple.
If you enjoyed this interview, would you hitlike on there?
(55:31):
Would you like leave a review?
Would you share it on whatever social mediayou're watching it on.
That's the one.
And and the second one is take action.
Yes.
Figure out what you wanna do and take the firsttiniest step and make it happen.
No.
Per No.
This has been incredible interview full ofamazing information.
(55:51):
I'm excited to create these highlight clips,for the audience listening.
Thank you all for tuning in Andrew work Weissfor to see you all next week for, another
episode of rapid results with Andrew Y.
So until next week, everyone, see you later.
That concludes another episode of rapidresults.
Remember to leave a review about something youlearn so others can share the knowledge Keep
(56:12):
being unstoppable in your pursuit of thelifestyle freedom you desire, and we'll see you
next week.
The show you need to get what you desire byavoiding the mistakes made by others before
you, learn the stories and journeys of whatsuccess looks like to find the freedom you
deserve while thriving with your best eyes.
(00:33):
So wrapping results with Andrew Weiss, we haveMister prophet himself, Rocky Elvani, who's
joining us.
And in case you don't know about this guy namedRocky, he is the profit Andrew man.
He teaches people how to ensure they get paidand make profit a priority.
At a certified profit per professional, heimplements Mike McAowicz's profit per system,
(00:55):
We changed the accounting formula of salesminus expenses equals profit to sales minus
profit equals expenses.
This insurance profit comes first.
Rocky started but nothing when his parentsimmigrated to the United States when he was
just two years old Andrew his parents were intheir forties.
It was his parents second time starting over inlife as they moved here to experience the
(01:16):
American dream.
In spite of a lot of struggles and his mompassing away when Rocky was 7, He has been able
to achieve financial and overall life success.
Rocky loves to share his journey and inspireothers to achieve their dreams even faster.
So without further ado, Rocky, you wanna know,tell us the biggest and best business deal you
are most proud of.
Well, I guess it's probably the currentbusiness I'm in.
(01:38):
It's what I should have been doing my wholelife, but I couldn't figure out how to do it
until I finally did.
And In doing that, I was able to walk away froma nice six figure job, do a 180, start my
business, and exceed within 2 years, exceed mythe revenue that I was making in the w 2 job.
(02:01):
Now I've got freedom.
I do what I love Andrew It's been a lot of fun.
That's incredible.
You're able to exceed your previous, w two jobas a solo, or or the business went within 2
years, you said?
Within 2 years.
Yeah.
And I, I mean, I could have gone a lot further,but I I don't wanna work that hard.
(02:25):
That's fair.
No.
You're definitely living the dream, and that'swhy we're here today because I'm sure a lot of
people wanna know how the heck might be likeRocky.
So let let's go back and and so tell us aboutyour journey about, you know, let's go back to
it's the day you're quitting your job andyou're going Hopefully, fingers crossed that
they know how to make money outside of this w2.
Like, tell us about more of that journey.
(02:46):
So first of all, don't be like me.
Be like you.
Because if you're following someone else'sdream, you'll make the mistakes I've made,
which put me on the wrong path and not to whatwas best suited for me and or what made me the
most happy.
So I'll I'll leave you with those words,wisdom.
So from there, when the journey to leaving myjob took years, to get ready to find the right
(03:14):
opportunity, to test, to make sure it wasright, Andrew then for a long time, it was
always like, well, when do I actually pull thecord and do this?
Do I do it now?
Do I wait?
Andrew thankfully, things that were stoppedbecoming fun.
And so it made it easy to say I'm out of here.
(03:36):
And what I did, I think I quit on a Monday, andI had already set up my appointment to meet
with profit first either Tuesday or Wednesdayto sign up and and get everything ready Andrew
rolling.
So I had done a lot of the back work ahead oftime.
I had planned for a cash runway.
I I always assumed it would take 3 years to getthe business up and running.
(04:00):
So we figured out how are we going to operatefor 3 years if no money comes in.
This doesn't work out.
At that point, I had, one kid in college, oneon the way.
So, you know, all of those things in weactually sat down and and mapped it out.
Creating a
Weiss.
You mean?
You and your Weiss, or are you and the profitfirst team?
(04:22):
It was a big part of it was me and myself.
No.
Bring
it out.
You say
we use
mostly yourself then.
Well, talking to people in the industry,talking with my mastermind group, testing to
see if it was a viable market, what what kindof income, the deliverables, and then also
(04:42):
talking to my wife to say, Are you okay?
This is what we have to do in order for me towalk away.
So, yeah, part of that, I think for her side,it was a the permission to to be able to go out
on the own.
And then b was how do we do this financially?
Wow.
So so making sure you have a plan in place,first of all, making sure you have people
(05:05):
behind you as part of a team Andrew make sureyou're not doing this all alone, And and so
tell us so what what was your plan?
Tell us about your first sale.
We're like, oh my gosh.
I might not have to wait 3 years to get paid.
This is nice.
Tell tell us about that.
Well, honestly, I think because I I put up apost.
I guess when I gave notice, I put up a post andsaid, I'm retired.
(05:26):
We'll see what happens next.
And then I think about 2 weeks later, I put upthe thing, hey.
This is what I'm doing.
And so I did catch so I had so that's thething.
I had a couple of clients on the side in,within 6 months, they disappeared.
Oh, what'd you do?
Roller coaster.
(05:46):
Well, different things happen.
Right?
I picked up 1 or 2 new clients But, yeah, yougo through that roller coaster of a ride in the
beginning, and it's until you figure out how toget your messaging down.
How to truly define and figure out.
Well, this is what I thought the avatar is.
What really is the avatar Andrew so that'schanged over time.
(06:11):
And we've gotten much clearer on who we serveand how we serve them.
And then creating a good deliverable I thinkthat took until you start doing it
consistently, you've gotta keep improving andlearning and and building out those systems.
So It took a lot of work and effort to be ableto do that.
(06:32):
What I do is not a simple to understand in howto Andrew to tell people.
And then the other part is making thoseconnections Andrew building credibility and
creating the no like and trust and Then theother thing that happened is 6 months after I
left, COVID.
(06:52):
Oh, oh, man.
You know, that changed everything again.
Literally, COVID.
We pivoted in COVID.
I think within 24 hours.
Wow.
So the business was always built to be virtual.
So COVID actually, it made the world turn intoworking with us in a virtual way that they may
(07:17):
not have been happy with before COVID.
Right?
Nice.
Yeah.
People didn't know how to use Zoom.
It was hilarious back in March because I'mlike, I've been using Zoom for months.
I, like, I know how it works.
I know how to do all this stuff, and we'regetting people to mom who've never been on
camera.
You know, in Zoom meetings, it was justhilarious.
(07:40):
I even made a video back then how not to make afool of yourself on Zoom.
I'm sure that got a lot of views and likes aswell.
But and and how did you figure out, like, whatyou were going to offer when you were going to
leave your your w two job.
I mean, that that's tricky in its own as well.
It's just like, how do you figure that out foryourself?
(08:01):
Well, so the history of that goes back almost40 years?
Uh-huh.
So as a kid, I was very entrepreneurial.
I was always making a buck.
And one of the things I did was I went out andbought an Apple 2 computer.
Back when they first came out.
So it had a whopping 4 k of memory.
(08:21):
Oh.
Right.
I don't I don't
even think you can store a letter in 4 kanymore.
Yeah.
Seriously.
Yeah.
But one of the early programs on that wasVizzyCalk, which was the Precursor to Lotus,
which was the precursor to Excel.
So I was always playing with spreadsheets andsome people around me were like, you know, how
(08:44):
to do spreadsheets?
Come in and teach our accountants in thiscompany how to use electronic spreadsheets and
get off a paper ledger.
Then I had a a job in college working in abank.
They're like, you know how to do spreadsheets?
They're like, come do our spreadsheets for us.
So that was my original idea is is being ableto do that, but I didn't understand.
(09:06):
How do you tell somebody you're gonna build aspreadsheet and the value of it?
Mhmm.
And what it does.
And so I kind of followed good and had a nicelife and made good money.
Andrew then I started to realize, wait aminute.
All these people are running all these datastreams Andrew the computers that they're
running them on and the programs are not givingthem good data.
(09:28):
They actually put it all into Excel, and thenthey play with it in Excel, and there's
tremendous value in this.
I'm like, Well, I've been doing that forever.
Yeah.
Like, now I know what it is.
Now I realize it has value Now it was a matterof how do I now make that to be something
(09:50):
worthwhile to people.
Andrew so what we do for small businesses is welook at their financials.
We manipulate it, and then we give them a verysimple to look dashboard to say, this is the
equation of your business.
And if you'll just do this, your profits willgo up.
Right?
So it's taking the data, figuring out where theproblem is, showing it to them, Andrew then
(10:16):
helping them figure out, hey.
What's a step I can take today to improve theprofitability in my business?
I love that, and and it's it definitely is socrazy and easy to forget how much people forget
about the importance of tracking everything.
I I remember, like, when I tell people or,like, my brother, for example, he's like, I
(10:37):
wanna gain weight.
I'm like, great.
What are you tracking?
How many calories are you eating?
How many calories are you losing?
What are you actually eating when you'regaining those calories?
He's like, stuff.
So I'm sure it's just like, you're working withbusinesses and they're like, we wanna make more
money.
You're like, great.
How many expenses do you have?
Why are you having those expenses where you'rewhere you're investing to be able to make more
(10:58):
money.
And they're like, so
Well, in a lot of times, it's not like, I thinkeveryone thinks you have to work harder to make
more money.
Andrew I think that's a complete misnomer.
So let's just look.
Let's just say you're a $1,000,000 business.
Right?
Mhmm.
Andrew you're making a $100,000 a year, whichis about it's not outside the norm.
(11:18):
Well, if you raise your Weiss 10%, You'd make200,000 a year.
Did you work any harder?
No.
You just made a change.
You and a lot of business owners don't havecourage to raise prices 10%.
Inflation has helped them get over that.
Seriously.
Yeah.
In the same point, you know, if your businessis there and you're spending $900,000 a year on
(11:43):
running your business, I bet you you're wasting10% of it.
So if we can just go through and look at allthe software you're paying for that you stopped
using, if we can go in and look at where you'respending money on stuff that has no value or
negotiating some contracts, you can pick up10%.
(12:04):
You just picked up another $90,000.
So two simple moves that don't take a lot ofwork, and you went from a 100,000 to $290,000
in profit.
That's what we do for businesses.
I love that.
And and I love too that it goes back to, like,there's a saying it's simple, but not easy.
Andrew I like what you said too.
(12:25):
Like, it's okay for things to be simple.
And and, I also when I'm working with clientstoo, it is interesting how much resistance
there is to people raising their prices andunderstanding that people pay for value.
They don't pay for time.
And so obviously if you're going in and, you'resaving and helping a company make an extra 100,
300,000, like, you better be charging minimum$10 for your services because not a yeah.
(12:49):
And and that's where a lot of people don'trealize that that is possible.
Mhmm.
Right?
It it is.
And, I mean, that's a no brainer businessdecision.
I love that.
And and so tell us again, so going back to yourfirst sale, like, obviously, I don't know about
you, but even, you know, even though I had theentrepreneur when I was a kid, you know, when I
(13:10):
asked for my first $1000 client sale, I'm like,oh, I hope they say yes to a $1000.
It it could be scary to ask for your first highticket, client sales.
So tell us about your your first experiencewith that.
I'm trying to remember who my first clientlike, the 1st year was a big struggle Like, I
had like I said, people left, and I don't thinkI really picked up clients for quite a while
(13:35):
that 1st year.
It took a while.
And then all of a sudden, they literally juststarted hitting.
Like, it went from essentially very little tomassive growth within probably a 12 month
period.
Like, it it went gangbusters.
(13:59):
So I think I I just, you know, in thebeginning, I also undercharged Everybody does
that.
But then as I started picking up clients, Ikept steadily increasing my prices.
So I think what I was first thinking abouttoday, I'm at 4 x of what I originally started
(14:20):
out at.
Andrew so from that, you know, from a minimumstandpoint, so that's gotten a lot better.
But, yeah, it was exciting in the beginning.
Every time you pick up a new client, you'reexcited wow.
This is actually working.
It's happening.
What do you think was that tweak or, was itjust holding the faith of what you were doing
just, like, going out and meeting people andnetworking and just, like, when you work with
(14:44):
one client, they start referring you client,like, What do you think was that Kindle
Firestar that would help you go from 0 to allthis traction within 12 months?
So I think, a, it's it's consistently showingup.
Right?
Too often people blow stuff off.
They don't show up, or they I think mostbusinesses don't have enough runway to get
traction.
(15:05):
Andrew had the runway because we planned forit, and I kept showing up no matter what.
And I think those are the 2 big things.
The third thing is probably yeah.
It was probably about a year into it.
I was constantly working on sales.
When I say working on sales, learning how tobetter talk to people.
(15:27):
And then I partnered with another group that isthat had created a good sales system, along
with a good delivery system.
So That really helped me to be able to explainand show what I did and how I helped in the
(15:48):
right language that the business ownerunderstood and saw the value.
And so putting those 2 things together, puttingthat in profit first together, I think really,
really was a tremendous help.
And then the other thing that happened is rightwhen COVID started is when we started the
podcast.
So that also dramatically helped as far as a atool to bring people to me.
(16:13):
The podcast is what brought some of those earlyclients in.
That's that's good to hear too.
And and so when you use your podcast as a, leadfunnel into your business.
What was your secret for getting people toactually call you that you have a good call
action?
Did you say, oh, you get all these bonuses whenyou call me?
You're just like, did you even put a call toaction or people just need to talk to you?
(16:33):
No.
I think I what I did first off was I I just didnothing but teach.
Right?
So in the beginning, I actually went throughthe entire profit first book.
Chapter by chapter into episode by episode andtaught, hey.
This is how you do it, and here's my insightson it.
I had Mike on the podcast as well.
(16:55):
And then we started to get guests on, and wewere sharing success stories We were sharing
how different people look at the business andlook at the finances.
So all we were doing was teaching Andrew at theend of the the podcast, I would just simply
say, hey.
If you want it done for you service, my youknow, my scheduling links in the show notes,
(17:19):
click it and get on my calendar.
And over time, that people, like, show up on mycalendar.
That's cool.
And the thing is because they've been listeningto me for 6 months, They're already they
already know Andrew like me, and they trust me.
Otherwise, they would have never clicked.
(17:39):
Andrew so that has really helped with the salesprocesses dramatically.
And so with your model too.
So it sounds like you work on a retainer modelas well.
Like, it's not just one and done with clients?
Correct.
We work on an ongoing basis.
Yeah.
So and the the business was built that waybecause if I have to keep hunting all the time,
(18:02):
that's a lot more work.
So build a business where you can show andcreate a a service that they want consistently
month after month.
And going back to the millionaire example,like, so you helped them save $200,000 in
these, like, oh my gosh.
Rocky, thank you so much.
This amazing.
(18:23):
I can finally do the same my work and make somuch more money to pay off 20 more bills.
Just just for those listening in, what would bethe incentive to keep you on retainer if
you've, quote, unquote, already solved theirproblem.
In business, problems are never solved.
I mean, in the sense that you solve one problemand a new one shows up.
Yeah.
(18:43):
Right?
So there is always that number 1, number 2, IfAndrew most of them don't, like, my clients
don't wanna do what I do.
Which is to evaluate their finances, you mean?
Which is evaluate their finance So if they'renot having that monthly meeting to look at
their numbers, to understand what's going onAndrew make changes, If they left within 6
(19:08):
months, would much change?
Probably not.
But you go out a year Andrew little things aregonna start compounding.
And pretty soon, that business owner's gonna beback to the $100,000 because they're not
measuring.
They're not looking.
They're not you know, things go haywire again.
So at the end of the day, you have to keep ontop of it.
(19:31):
I love that.
So so figuring out how to keep and retainclients is definitely one of the top skills
that content creators and and entrepreneurslook for.
So how how did you figure out how to preventsthese clients to be on retainer for long period
and and make make that happen.
So that's constantly refining the salesprocess.
(19:52):
In the beginning, I think we didn't have a goodproposal system.
In other words, how defining what we did Wewere still figuring out commitments and all of
that stuff.
And what we essentially did at the end was takeall the friction away.
Andrew so we created an offer that is prettymuch frictionless that you can walk away at any
(20:15):
time.
There's no setup fees.
It gave the business owner the comfort ofknowing I can get into this relationship.
And at any point, I don't like it.
I can walk away.
So I think it was getting rid of the frictionovercoming the hurdle.
Originally, I was I was quoting out a year ofservices.
(20:36):
Which I think was much more of a sticker shock.
Right?
They have to make a big commitment.
When you only have to make a commitment for112, It's a lot easier to say
yes.
Mhmm.
And then it was getting in front of the rightpeople.
That is the hardest part, I think, is figuringout where you resonate and who resonates with
you.
Yeah.
And so tell us more about, flows listening in,like, who is your target client?
(20:59):
Like, does it have to be a 7 figure person inthe plumbing industry or a 7 figure person in
the coaching industry, or is it if you're like,I thought if you're making 7 figures, I can
help you, essentially.
So our our typical clients tend to be in that 1to 20,000,000 range.
Oh, wow.
It's a big range.
It's a big range.
I I mean, so here's what defines the range.
(21:21):
They leave us when they bring in a full timeCFO.
Okay.
So it until they get to the point where theyneed somebody in the position doing a lot more
full time, Andrew being part of their team on adaily basis, we are a perfect in between.
Now what happens for those who are between 0Andrew a1000000?
(21:43):
We got a lot of those people too.
We realized they needed our help Andrew thatour pricing didn't make sense for them.
So what we actually have created is a digitalproduct with support.
So the smaller business owner can can get in ata very affordable price point, learn what we do
for our clients, learn about how to set stuffup to do this for themselves, Andrew we give
(22:09):
them all the Excel sheets and the calculatorsthat we use with our clients.
So they get all the tools.
And then Some people need a little bit of help,and and I usually find most do.
But if you're doing $2300,000 in business, Ifwe sit down and have 2 calls, we usually can
give you enough information to unlock to go runfor the next year and move your business from
(22:34):
where you are to where you wanna be and giveyou the tools.
So and they always get to ask questions.
Andrew so we answer specific questions abouttheir business to help them.
That's a that's incredible off two calls,you're you're confident in helping any business
owner at 200, 300 k to scale to where theywanna go?
Yeah.
Because I think a lot of times they don't evenunderstand what's going on in their business.
(22:58):
Interesting.
Right?
If you sell 4 different products, do you knowwhich one's the most profitable?
I hope so.
I hope so, but maybe not.
So I'll I'll give you a story.
I had one guy, one call, k?
We looked at his numbers.
He had a pressure washing business and aChristmas light business.
(23:18):
So we looked at his business.
I said, look.
Your pressure washing business is nice.
It pays the bills.
It gives you a little bit of money.
Right?
You can have a nice life.
You'll work hard all year round.
I said your Christmas light business has crazyinsane margins.
Literally, you could shut your pressure washingbusiness down, take 9 months off and just do
Christmas lights and make a crap ton moremoney.
(23:42):
Okay?
Mhmm.
So he shifted his focus.
He still kept both side to the business, but hedramatically shifted his focus.
And now he's making money Andrew over fist.
That's a good feeling to have.
But it it's just the insight to know, oh, Ishould do this.
Or it it might just be a pricing insight.
(24:04):
We sit down Andrew we show them, hey.
You've got all these things, and here's yourpricing, and here's your costs, and here's
what's actually driving your profit.
So even if you're in the trades, you know, someof the guys that, well, I do windows and I do
siding and I do this.
When you sit down and you look at it and youlook at the time that it takes, and then your
(24:24):
cost of materials, and then you look at whatyou can charge, because a lot of times you are
constrained by pricing.
Yeah.
And you start to look at that and go, well,wait.
Over here in my business is where the bestopportunity is, all you have to do is now start
shifting your marketing and your off bring tothat part.
And the truth of the matter is, and thishappens for big companies, just as much as it
(24:48):
does for small, In the average big company, theso this comes out of Jonathan Burns.
He's an MIT professor.
So clearly smart.
Right?
He studied large corporations, and he saidabout 30% of what they do produces almost all
of the profit.
30 to 40% of what they do loses money, and therest is breakeven.
(25:11):
And the problem is nobody knows what's what.
How do we not know?
Well, so let me let's let's look at this from apsychological standpoint.
I am the CEO of a large company.
And I go to Wall Street and go, hey.
We're gonna cut our sales 70% in doubleprofits.
(25:33):
We're gonna cut our sales 70% in doubleprofits.
You see, look at that face, right, immediatelyThis guy's fired.
Right?
The cord's throwing him out, but yet that makescommon sense, does it?
Like,
Oh, it doesn't make common sense.
You cut cut your expenses 70%.
You mean?
Sales 70% and make double the profit.
(25:56):
Yeah.
I I don't understand how that's common sensebecause sales means money, I thought.
No.
Sales means cash coming in the door, but solet's look at this.
Right?
I'm selling a $1,000,000 worth of stuff.
Mhmm.
$300,000 of that million is giving me a 150,000in profit.
(26:17):
K?
Okay.
Yes.
Now the next $300,000 I sell It's break even.
We don't really make anything off of it.
We pay our bills Andrew everything's fine, butwe don't make a profit.
Because it's like a different product?
It's a different product or a different serviceline.
That makes sense.
Okay.
Now my last product line, right, is 400,000Andrew it actually costs us 450,000 to deliver
(26:43):
it.
Mhmm.
So I'm losing 50,000.
The problem is when you get into a largecompany, people start assigning overhead and
this and that, it becomes very murky, or nobodyactually sits down to figure out Hey.
Wait a minute.
What's going on over there?
Why is that division doing this?
And no one has the incentive.
(27:04):
If you're working in a company and yourdivision's losing 5th $50.
Are you gonna raise your hand and go, hey.
We're losing money over here.
No.
Nobody's gonna say anything, employees are notpaid to make you profitable.
No.
Employees are are paid to spend your money.
(27:25):
The old saying was nobody ever got fired forbuying IBM.
Right?
People don't wanna make mistakes that theydon't get rewarded So we can change the way the
business owner thinks.
So this is where a business owner would have areal struggle.
If you're in a business an an employee can cometo you and show you how to save a $100,000.
(27:46):
Would you hand them $20?
Oh, yeah.
Easy.
Easy, but most business owners won't do that.
They freak out over that concept.
Interesting.
Right?
They don't wanna reward the person.
Nobody gets rewarded for cutting costs.
Yeah.
That's true.
Right?
Nobody gets rewarded for increasing efficiency.
(28:07):
What everyone does is work less Andrew hide.
Yep.
It's a minimal work.
Uh-huh.
You have to change the the paradigm of yourbusiness and change the way you think around
it.
So I I think that's a big part of it.
Everyone's told you gotta spend money to makemoney, and we say that's not true.
You don't necessarily have to spend money tomake money.
(28:29):
You have to use your resources moreresourcefully, which nobody is tasked with.
So if you don't have clarity of where yourmoney is coming and going, what your margins
are, then you're gonna struggle.
So the
the next question is so you guys mentioned so,obviously, you're, quote, unquote, less
(28:50):
expensive than a typical CFO.
Right?
Cause like you said, people, when they fireyou, they just hire a CFO to take your place
essentially.
Usually, if that would be the progression atthe upper end, most businesses are probably not
gonna grow that big.
It's the reality of it.
I mean, how many businesses hit a $100,000,000?
(29:10):
Not a ton.
Yeah.
Oh, you have to be
What, yeah, what what should be a
good revenue or, I guess, profit goal to bringon a CFO?
Like, does it do you need to hit 100,000,000 tobe bringing on a CFO, do you think?
No.
I think you can start looking at somebody likethat once you once you're upwards of
10,000,000, maybe 20,000,000.
Again, it depends on your margins.
(29:32):
You know, different businesses have differentmargins and different needs.
But usually once you get up above that10,000,000, it's a question of what are the
different roles?
How do you do it?
Do you outsource it?
You know, and Andrew does all of that go?
So it it it varies.
People think 10,000,000 is a lot, but Good CFOsare not cheap.
(29:57):
And so, you know, if you're a $10,000,000company competing with a $500,000,000 company
for a good CFO.
Who do you think is gonna pay more?
Yeah.
Yeah.
But what
are you gonna get?
Quality wise, and that's the other part of theproblem.
So there's all these things that are out therethat we we don't think about that really are
(30:19):
the sense disincentives or positive incentivesthat caused certain behavior.
And until you sit down and think it through,you're like, oh, that makes a lot of sense.
And that makes me wanna ask too, what is one ofyour favorite stories of helping a company go
from 0 to hero or, one of your favorite clientsyou worked with, and sure all your clients are
(30:40):
favorite, but I yeah.
So I have had quite a few clients who came tome after they were in business 10 plus years.
Mhmm.
And after being in business 10 plus years, theydid not have a ton of cash in the business.
Right?
They did okay, but they were grinding it out.
(31:01):
And what we've been able to do Andrew, again,this is not overnight.
Too too many people want to overnight success.
I think it took on average 18 months.
But at the end of 18 months, They're like, I'venever had so much cash.
Right?
Wow.
They're starting to pay themselves more.
Right?
Andrew and they then they're like, well, whatdo we do with this cash?
(31:24):
And we're like, well, we pull it out of thecompany and we go invest it somewhere else.
Mhmm.
Andrew
you build another stream of income or you dosomething different, but we just set up the the
procedures to help them generate that excesscash and to hold on to it.
And to invest it wisely.
Too often business owners get Shawnee ObjectSyndrome.
(31:48):
And so having somebody to hold them accountableand say, no.
We don't need to buy that, or let's do the youknow, profit and loss analysis on making that
decision is a big part of it.
And you see that a lot with the trades.
Right?
We we say that the nicer to pick up the inverseproportion of how quickly they're going out of
(32:09):
business.
Mhmm.
Right?
Because if you go out and you buy a $100,000truck, A lot of these guys don't realize you
gotta sell half a 1,000,000 or, you know,$800,000 worth of product to pay for that
truck.
It isn't cheap, and they don't think about itthat way.
They look at it as, oh, it'll save me on taxesor, oh, I need it.
(32:32):
We don't focus on what really needs to be done.
And if no one's holding us accountable, we tendto get lazy in our business just like we get
lazy in life.
No.
It's it's human nature.
Like you said, we wanna be comfortable.
We don't wanna grow.
And then, like, what you said earlier, like,we'd rather not lose something than gain
something.
We gave the example earlier, like, we'd rathernot lose 20,000 than gain a 100,000, which is
(32:58):
which is so crazy for the human psyche.
And it's cool too.
So not only do you help companies save moneyand find where they're losing money or could be
making more money, you also help them once theystart making a bunch of money, help guide them
where to invest it as well?
Well, I I can't get investment advice, but whatwe do is we pull it out a company.
And then, you know, if they're gonna evaluateanother opportunity, we can we can show them
(33:21):
what the outcome of that investment should beor help them with projections, or we'll bring
in experts.
If they if they just want to invest in stocksand bonds or something, then we'll We'll let
them connect with that investment adviser, butwe'll oversee that investment adviser to say,
hey.
This guy's not performing for you or this gal'snot performing for you.
(33:45):
So what are we gonna do to make that better?
Honestly, the simplest thing that I've beendoing the last 6 months is I've been getting
all my business owners to move their money fromthe bank accounts they're in.
To new high interest savings account.
And so if you've got a $100,000 and you switchyour account, you know, you're getting 5% now.
(34:07):
They picked up an extra $5000 for 15 minutes ofwork.
Yeah.
Yeah.
Exactly.
Things like that that we forget about or wedon't do.
No.
I I love that.
Andrew my next question was so tell us moreabout how you work with the profit first team.
So are you a contractor with them, or do youjust follow their model, tell us more about how
(34:29):
all that works.
So profit first has a designation.
It's profit first professionals, and initially,I went through 6 months of training.
And then annually, we have to get recertifiedon it.
To to show.
They they wanna keep up their Andrew.
So they give us all the materials.
(34:50):
They give us all of their tools.
We get to use you know, the profit first in ourmarketing and and be able to do that.
And so that's what we do with our clients.
And and we have a you know, we pay them a ayearly to be part of that and to be able to do
that.
And they give us the freedom to run ourbusiness the way we do.
(35:10):
So for me, profit first is what we call anentry level.
You have to give them what they want so you cangive them what they need.
And it's one of the tools we use.
We have a ton of tools that we use in ourpractice.
Profit first is kind of like one small tool outof the many that we provide.
(35:32):
Gotcha.
That that makes a lot of sense.
So it's a program that you got certifiedthrough.
You to, renew your fee each year to, like, showyour up to date on things.
And then going back to your business, sir, areyou a developer?
Do you have a team?
What what does that look like?
So I, my daughter and I worked together in thecompany.
Oh, how cool.
Yeah.
We'll have to dive into that a little bit.
How much it's like?
(35:52):
It's the 2 of us I'm trying to rope my wife in,but she says no.
Oh, darn.
And then other than that, for a lot of the backoffice stuff, we use contractors to you know,
like podcast editing and stuff like that.
So just in line with our whole theory, we run alean business.
(36:13):
Andrew it's built to be that way.
And I, you know, I at one point, I was like,oh, I should hire a VA to take care of my
email.
And I started going through my email, and I'mlike, Weiss am I paying somebody to look at
junk?
Let's just delete it all.
And so I started unsubscribing and and gettingand just cleaning it up.
And just putting a little time and effort intothat.
(36:35):
Now I don't have to worry about it, and I don'thave to pay somebody to essentially do
meaningless work like The work is gonna have ameaningless return.
So how much can you systematize, automate, makesimple, like, even now, like, when I do emails,
I use text expanders.
So all the stuff that's consistent, you just dothat.
(36:57):
Check GBT helps me write letters 10 faster thanwhat I could do before.
And so I don't need to necessarily pay for allthese things.
We just figure out a good tech stack in we tryand keep our tech stack lean to because it's
very easy to spend a ton of money ontechnology.
(37:17):
Andrew and that's the way we do it.
I think too often people create overkill.
Oh, it's definitely, impressive how you, laidout everything.
And so how do you manage your email now?
Like, are you only subscribed to, like, 3newsletters Andrew you just, just check your
email twice a day.
Like, how do you currently manage your email?
I I'm not that perfect.
(37:38):
I'd love to get there.
What I do is when I when I look at my emails, Iliterally go down the list, check all the ones
I don't wanna read and get rid of them, Andrewthe end of the day, it's usually there's very
few from clients.
So that needs to get dealt with.
There's somewhere, hey.
(37:58):
Something I wanna read.
And so maybe at the end of the day or at somepoint, when I've got a few minutes, I'll read
that particular article or whatever it is camein.
And so, yeah, I just you you just make it donefaster.
Like, you get rid of stuff.
Andrew that's the other thing.
If I can answer an email in a minute, I'm justgonna go ahead and get it done because I don't
(38:21):
wanna have to come back to it.
Like, it all my emails that I can answer in aminute, which the majority I can, I will
literally answer in a minute?
I won't If it's something that requires time, Iwill then put a task on my calendar to work on
that email at some point.
(38:44):
And I'll tell the people, hey.
We're gonna work on it.
It'll take me a couple days to get back to you.
I now have a task on my calendar during an openspot.
So when the time comes, I look at my open spotand go, oh, that's what I'm supposed to do
right now.
I'm not thinking about what I'm gonna do.
I'm doing what I'm supposed to do.
Well, I love that.
Oh, and and, it's so cool too hearing yourjourney of, learning these things.
(39:06):
Andrew course, the purpose of this podcast hashelped people not make the same mistakes other
people made.
And so, like, what you mentioned, like, makesure you're unsubscribed as many times as
possible.
Have the 1 minute rule decide what you actuallywanna respond to in the first place.
And, the next question too, so Well, hang onback.
One other thing I do now when I, you know,sometimes you have to sign up for stuff to get
(39:26):
a freebie, all that stuff, I have a junk email.
Oh, yeah.
That's smart.
And everything that I don't wanna read, goes tomy junk email.
And we technically have a junk phone numbertoo.
So that
how do you get a junk phone number?
I
well, we still have a landline in the house,but nobody answers it.
(39:46):
So I just send everybody the landline.
But you can if if you want, you can go toGoogle Voice, and you can get a Google Voice
number.
There's ways to do it.
Well, I love that.
So going back to our conversation, you'retalking about how it's pretty cool too, how
you're generous enough to help people who aremaking $0 a year, all the to people who are
(40:07):
making, like, you've said you have a client whomakes a 100,000,000 a year or something
like that.
My clients are mostly in that that the 7 into 8figures.
So eight figures.
8 figures.
So still tens of 1,000,000 a year.
It's still it's still pretty good.
Yes.
So the question is so, obviously, for thosepeople who are looking to get the 6 figures and
7 figures, and we're, I guess, quittingcorporate version of Rocky what is the amount
(40:32):
of time that you would tell them to put in eachweek?
And if you don't mind sharing how many hours aweek do you currently work so people have that
inspiration as well, I'd love for you to sharemore about that.
Oh, well, a, I don't work.
Because like everything I do, I love.
Yeah.
You know, client time is less than 10 hours aweek.
(40:54):
Oh, wow.
That's like meetings, you mean?
Yeah.
Weiss than less than 10 hours for meetings.
Usually probably less than 10 hours to do allthe behind the scenes work, but that's because
I limit the number of clients I have.
I don't I could fill my calendar, I choose notto.
Right?
The rest of my time, I spend a good chunk ofthe week learning.
(41:18):
So there's probably, you know, on average, 48hours a week of reading that.
And then the podcast takes up probably 3, 4hours a week between prepping, recording, and
and all of that kind of stuff.
So those are the the things that kinda take upmy time, but I don't work I don't grind it out.
(41:42):
Like, I don't do I don't start my day till 9.
And even now, I'm like, some days I well,Mondays, we don't start usually before 11.
Fridays are extremely light.
You know, it's more of an overflow day.
And and I'm starting to move to 10 o'clock forthe rest of the week if I can.
(42:03):
So we're getting there a little by little.
So only 10 to 12 hours a week on clientmeetings You said about 8 hours a week on
learning, about 4 hours a week on podcasts.
Probably a little bit more on the podcast, but,yeah,
So rounding up though, it sounds like 30 hoursa week on, like, quote unquote, business
(42:26):
oriented stuff.
Well, and then there's also, like, networkingand that kind of stuff.
Oh, and then if I'm on a show like yours,there's another hour.
Yeah.
Yeah.
I mean, you know, so the The weeks get filled,but Monday mornings are light, Friday
afternoons are, you know, extremely light.
(42:48):
And then it is not back to back to back toback.
It's Yeah.
Time in between things.
Well, it's still so cool and inspiring hearingyou talk about all this.
And just like you said, like, you're incomplete Weiss, and you're like, oh, I enjoyed
my client meeting.
I enjoy my podcast work.
I enjoy, learning.
And and, like you said, you get to do what youwanna do.
(43:09):
At the end of the day.
We fire bed.
Honestly, we've set up systems to not attractbad clients.
Oh, yes.
So tell us tell us more about that because,obviously, with growing any business, it's not
just who you wanna work you want don't wannawork with.
So how do you just discover that?
I think part of that is the way you presentyourself I think in the business world, it's a
(43:31):
lot of high pipe pipe, and they'll takeanybody.
And we If you don't show up for theappointment, I'm not gonna follow-up with you.
Like, in other words, especially during thesales process, If you don't show up for your
first call, I'll send you an email and leaveyou a message.
You know, reschedule.
(43:51):
I'm not chasing you.
You're not ready to show up.
Right?
I think that's a big part of it is giving themsome hurdles.
The other 2, we tell them upfront.
This is not overnight.
Success.
Too many people are all looking for overnightsuccess and that kind of stuff, and that
doesn't work.
Andrew then I think it's just the way theybehave during the sales process.
(44:14):
If I'm not chilling, I'm not following up.
Mhmm.
Well, and just let it go.
And I've done the same thing with clients.
I've had clients who you know, especially inthe beginning.
And that's why I've learned because I'mconstantly chasing them.
I'm like, I'm done chasing.
I just stopped billing them and I stoppedchasing them.
(44:36):
Wow.
Interesting.
Andrew we were done.
Andrew do you Are there clients who think theyneed your help, but they don't need your help?
Like, let's say a client's like, oh, I'm notmaking enough money.
Andrew you're like, oh, you actually needmarketing and sales help because you're doing
everything bare bones already.
Like, do you do you experience that?
Not necessarily.
(44:57):
I think everybody needs to understand theframework that we're doing, and that's what we
built the course for.
So you can go through the course and figure outyour framework.
Now can we help you with sales?
No.
You're gonna have to figure out how to go outand sell.
Right?
There's no doubt about it.
That said, you know, if we get on that call andyou tell me your offering and what you're
(45:19):
doing, There are times where I'll look atstuff, and I'll be cringe worthy.
Like, I know.
So let's take a very popular one.
You tell me you're you're a reseller on Amazon.
I'm gonna cringe because I don't care if youhave a $1,000,000 in sales on Amazon, most of
those people aren't making money.
(45:40):
People don't realize how much, a, there's yourcost of goods.
So if I sell something for a dollar Andrew I'mbuying it at 30¢, you think I've got 70¢.
Life is good.
But if you buy something for 30¢ and you put iton Amazon for a dollar, Amazon's gonna take
30¢.
(46:01):
Mhmm.
So now you're down to 40¢, and most peopledon't have those margins because they're
they're usually not buying that cheap.
Yeah.
Most of the stuff is probably closer to 40 or50 percent cost of goods.
And so if you've got 50% cost of goods andAmazon's taking 30, and now you've got storage
(46:22):
fees Andrew shipping fees and overhead andadvertising, 20% to advertising.
You just started to a money losing business.
And that's why a lot of these people bleedthemselves to death over time in in that type
of a structure.
The question is is if you look at the offering,is it something that is easily sellable?
(46:46):
Like, are you trying to create demand for whatyou have, or is the demand already in the
marketplace Andrew you're just trying to fillit.
It's a lot easier to fill demand than it is tocreate it for something new.
And so a lot of times, you know, if you evenjust running the numbers, if you're gonna
(47:06):
create a retail store, retail rents are skyhigh.
Like, sitting down and saying, okay.
If if I'm gonna create this store, I need tosell x.
We'll do the math.
If I if You can sit down and do the math andrealize there's no way I can sell that much.
Right?
That that's an unrealistic sales goal, then yourealize that your business isn't viable.
(47:30):
And so what we've done at that point is we'veWe have prevented you from a lot of heartache
and a lot of losing money.
And that's part of it.
Is is facing the honest truth that yourbusiness model isn't gonna work the way you've
got it.
No.
That makes sense.
That's such great advice too about, peopleforgetting about not only are you only making
(47:54):
40¢, but there's also tax on top of that.
And so, and so just, like, really doing a deepdive into the numbers.
Andrew, like we said too, like, knowing yourlane too, like, yes, we can help you finance,
but you're still struggling with marketing andsales, you know, you gotta work work on that.
Correct.
Andrew, usually, we can tell, like, I can lookat a sales call of theirs, or, actually, we can
(48:17):
look at so we track those metrics.
So Oh.
We're actually We look at the entire businessmodel.
So the first metric we're tracking is how manyleads are coming in?
How many people are walking in your door, goingto your web, site phone calls.
Then we're tracking how many of those convert.
Right?
(48:38):
And then we're looking at what's the averagedollar sale.
Andrew that tells me what your revenue is gonnabe.
But let's just say I'm looking at a businessAndrew they've got 10 leads.
Andrew they need to sell 20 things a month.
You have a lead gen problem.
Right?
So why do you have a lead gen problem?
Or Let's say they're getting a 100 leads everymonth, and they need to sell 20, but they're
(49:00):
only selling 10.
Now you have a conversion problem.
Yeah.
Right?
Either we're attracting the wrong people or wedon't have a good sales process or we're not
showing them the right value, or pricing isoff.
Something's wrong with our pricing.
And here's the surprising thing.
(49:20):
Your price might be too low.
You might be turning people off with a lowprice.
Well, I'm it makes sense.
And I I like the analogy too.
Like, if you see a guy on stage, it gives usgreat presentation to a 100 plus people.
Andrew you're you you think he does a greatjob.
You go up to shake his Andrew, like, oh, I'dlike to hire you.
And he's like, okay.
(49:40):
Yeah.
I charge a $1000.
Andrew the person's like, oh, so you're notactually professional.
Like, like, you you don't wanna look bad bycharging too low, because that that that's a
real thing.
I mean, just like in the police can, arrest youfor driving too slow just like they can arrest
you for driving too fast.
Like, you you have to find that middle ground.
Andrew speaking of slow and fast too, I wannashift things a little bit.
(50:02):
And I want I wanna ask you about impostersyndrome and, you know, So you you've reached a
place that a lot of people wanna be in whereyou love what you do.
You're making a lot of money.
How do you counteract your imposter syndromewhere you're like, feel guilty for being where
you are and just, like, being okay throughreceiving the sec success that you have.
I don't feel guilty.
(50:23):
But everyone has imposter syndrome.
If they don't, they're not at their edge.
Yeah.
Right?
They're not every and I I will tell you I knowa lot of people at the top of their game, and
they all say the same thing.
Like, I can't believe people pay me to do this.
I can't believe this.
(50:43):
I can't believe that that everyone has impostorsyndrome.
It it's just the reality of it, and you justhave to get comfortable with it.
And here's the end of the day.
If people are paying you, Andrew they continueto pay you, you're not imposter.
No.
I I I love that too.
Just, just proves money talks
(51:05):
Money talk.
It's the boat.
Right?
No.
It makes sense.
It's Thursday.
So as we wrap up here, I have a few morequestions left.
One of the questions is, what are somenonnegotiable actions for an entrepreneur to be
successful?
Manage your time.
It is the one resource that nobody puts valueon doesn't get track.
(51:27):
Doesn't get like, once a quarter, I go throughmy higher calendar for the quarter before.
The reason I could tell you those numbers isbecause I go through my calendar, and I total
it up week by week.
And I wanna make sure that my time is inalignment with what my expectations are.
And the other thing is learning to get stuffoff your plate.
(51:51):
Because if my time is worth $250 an hour, Weissam I doing $20 an hour work?
Why am I not paying somebody to do the $20 anhour work and go find one more client?
Or one more hour of work.
I love that man managing your time.
Yes.
That that makes sense.
Andrew then as a successful entrepreneur wholoves who loves what they do, what gets you
(52:15):
fired up every day?
Well, I'm just doing what I love.
I have fun.
Like, Every day is enjoyable.
Like, I don't have pain in the butt customers.
Right?
I If there is something I don't wanna do, thenI'm not gonna do it.
Like, I built everything so that what I do Ienjoy.
(52:36):
And I sit down and I evaluate that from time oftime to say, do I still enjoy this?
Is this still what I wanna do?
Andrew if it isn't, then I stop.
I love that.
You have to have the freedom to be able to dothat.
Getting to yeah.
We'll get you more fired up than actuallywaking up and enjoying what you do.
(53:00):
That that makes sense.
Andrew you're helping people and, you know,it's in alignment with my values and It's an
alignment with my skills that are just naturalto me.
I love that.
You know?
Like, if I had to wake up every day and playgolf, I would be miserable.
Like, that's just not not at all enticing tome.
(53:21):
You haven't got
any clients from playing golf yet?
No.
No.
Because I don't play golf.
I don't
play golf.
It's a time suck.
That's, like, 5 a half hours.
That's a half a day.
Oh, it depends how you go about it, but, yeah,no.
I I hear you.
I've I've, for most of my life, I've definitelybeen anti golf, but as I get older, I'm, like,
starting to enjoy a little bit more, but I alsolove basketball.
(53:42):
So what we'll see we'll see what the where itgoes.
So Well, this this has been incredible, Rocky.
As we close out here, last two questions, tellus about, your your giveaway that you're
offering with the, the profit first toolkit.
We'd love to hear about, that as people canaccess it in the show notes.
Oh, so if if this whole profit first idea iskind of new to you.
(54:03):
You haven't heard of the book.
If you go sign up for the toolkit, what we dois we give you 2 free chapters of the books.
You can go preview it, see it.
If it makes sense for you, we also give you inin the book.
Mike tells you your target percentages.
So we show the the target percentages to you.
A lot of the trouble that one of the biggestproblems people have is finding banks So we we
(54:27):
give you a good list of banks to work with.
And then we just kind of explain the conceptsto you.
I give you a handful of emails because I hatewriting emails, so I don't have this 98,000,000
email sequence.
You get a handful of emails.
If it's something you wanna Follow-up with.
Great.
If not, we won't bug you anymore.
(54:48):
I love that.
Well, thank you.
And and, what's the best way that people canget ahold of you if they wanna connect with you
and learn more.
So the website is profit comes first.com.
And from there, you can find the toolkit Youcan find the course.
You can find the podcast where on the podcast,we teach much more about how to do this Andrew
(55:10):
you can implement it, and we're constantlygiving out tips and have guests who share how
to help you be more profitable.
Perfect.
Andrew, Rocky, the last question for today,what's the one takeaway you want someone to
have from listening to this interview?
That's real simple.
If you enjoyed this interview, would you hitlike on there?
(55:31):
Would you like leave a review?
Would you share it on whatever social mediayou're watching it on.
That's the one.
And and the second one is take action.
Yes.
Figure out what you wanna do and take the firsttiniest step and make it happen.
No.
Per No.
This has been incredible interview full ofamazing information.
(55:51):
I'm excited to create these highlight clips,for the audience listening.
Thank you all for tuning in Andrew work Weissfor to see you all next week for, another
episode of rapid results with Andrew Y.
So until next week, everyone, see you later.
That concludes another episode of rapidresults.
Remember to leave a review about something youlearn so others can share the knowledge Keep
(56:12):
being unstoppable in your pursuit of thelifestyle freedom you desire, and we'll see you
next week.
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