Rapidly Scaling from 6-figures to Millions with Dr. Darnyelle J Harmon.

Dr. Darnyelle J Harmon is the CEO of Incredible One Enterprises, LLC, a multi-million dollar coaching and consulting brand. Best known for transforming the lives of her business coaching clients, Darnyelle equips her clients to leverage and scale businesses that serve them financially and spiritually. From mindset to messaging, marketing, sales, systems and scale, Darnyelle can take you from six figures to seven figures in record time all while deepening your connection to God and strengthening your faith.

Episode Transcript

(00:05):
Hey, Harman.
And in case you don't know who this Darnellperson is, she is the CEO of Incredible One
Enterprises LLC, a multimillion dollarcoaching, consulting brand, best known for
transforming the lives of her business coachingclients, she equips them with leverage and she
equips her clients with leverage to scale theirbusinesses to grow them financially and

(00:26):
spiritually.
From mindset to messaging, marketing, sales,systems, and scale, Darnell can take you from 6
figures to 7 figures in record time all whiledeepening your connection to god and
strengthening your faith.
Welcome to the show, Darnell.
Tell us what is the biggest and best businessdeal you're most proud of?
So I'm excited to be here 1st and foremost.
And the biggest deal that I have closed to datewas a half a $1,000,000 deal to a Fortune 100

(00:55):
company to help them to work on some leadershipdevelopment and executive coaching with their
core executives.
There were 45 executives that my team and Iwere working with over the course of 6 months
So a half a 1,000,000 in 6 months.
Wow.

(01:16):
That is definitely worth bragging a Wait.
When when did that happen if we don't mindasking?
Yeah.
That was in 2019.
Oh my gosh.
Closing a half a $1,000,000 off one businessdeal.
So that that that's amazing.
And and I love to use the analogy that, like,here you are at the top of the mountain.
You're we did this.
You're able to close this huge deal, but, ofcourse, you probably didn't come out of the

(01:40):
womb learning how to do that.
And so
I wish I did, but I didn't.
Yes.
Don't we all don't we all.
So tell us what were some of the the milestonesand, like, some of the highlights kinda leading
that moment of, like, your your superherojourney.
If you, Bob, you can say, however many orlittles you want.
Yeah.
I mean, I I would think that I would drill itdown into 3 different pillars or phases that

(02:04):
were important.
Number 1 is consistency.
So we know, right, we know marketing 101 saysthat people buy when they know you like you
trust Well, the way that you create, know,like, and trust is through consistency.
So if you say you're going to do something, ifyou say you are the expert to do something,
then be that and be that consistentlyeverywhere you possibly can in in the

(02:26):
marketplace.
And so I was consistent.
The relationship that I had that led to thehalf a $1,000,000 deal started with them
bringing me in to do a one day workshop in theorganization And that one day workshop was for
10 k.
They asked me, or I asked them to make surethat key decision makers, we're gonna be there

(02:49):
for the first and the final sessions of theday.
I
wanted them there to watch me kick it off, andI wanted them there to watch me close it out.
And so they did that.
As a result of that, as we were ending, one ofthe senior executive vice presidents came up to
me and said, do you have a card?

(03:10):
I'd like to have a follow-up conversation withyou.
I knew that that would happen if they were inthe room for the opening and or the closing.
I knew that that would happen.
Had that follow-up conversation just 2 dayslater.
And then during that conversation, I asked afew really clear converse or questions And as a

(03:31):
result of that, it turned into the opportunityto write a proposal.
They wanted me to write a proposal.
I don't like writing proposals.
So I turned that into an opportunity to presentthem with an engagement letter, and that
engagement letter led to me presenting andmaking a pitch to their team and a half a
$1,000,000 later.
So consistency was first.
So in order for the person who connected me tobring me in to speak the first time, they saw

(03:55):
me consistently online.
The message that I was communicatingconsistently online was the same.
One of the things that I think entrepreneursstruggle with because they are bright shiny
objects syndrome affected is wanting to changetheir message or change their focus as fast as
the wind blows.
But you really do have to learn how to become abroken record for what you wanna be known for

(04:18):
Andrew the problem that you can solve that yourpotential client has been unsuccessful at
solving on their own.
And so every day like clockwork, every weeklike clockwork, every month, like clockwork,
every quarter, like clock clockwork, I wassaying the same things online.
So when they finally became aware that they hadthe problem that I could solve for them, I was
the person that they reached out to.

(04:39):
So number 1 would be consistency.
Number 2 would be follow-up and follow through.
So that first conversation that we had that ledto the possibility of a workshop for one day,
it was a conversation that didn't lead into thecheck being cut as a result of that
conversation.
So that meant I needed to follow-up.

(05:00):
And I believe I follow-up.
I believe in the 2+2+2.
First, follow-up is within 2 days because alead is only really hot in the 48 hours
Yeah.
After the interaction.
Right?
The second 2 is in, 2 weeks.
So I followed up again in 2 weeks.
And then Interesting.

(05:21):
You go right from 2 days all the way to 2weeks.
Yeah.
So from 2
Oh, interesting.
Reach out is is 2 days.
And then the next one, after that 2 day, reachout, then 2 2 weeks later, and then every 2
weeks after that.
Interesting.
Okay.
Mhmm.
And so what I also know is that salesstatistics tell us that the average sale is
closed on the 5th through 12th contact, but theaverage salesperson stops after the second.

(05:49):
So this particular 10 k deal that became a halfa $1,000,000 deal, that follow-up, it was the
3rd 2 week follow-up.
So it was approximately 8 weeks later afterthat first, hey.
We wanna bring you in to do a workshop.
That we actually nailed down the workshop, Igot the check cut.

(06:10):
I showed up, I think, 3 or 4 weeks later,Andrew then after that, we moved into the half
a $1,000,000 deal.
That is so fascinating going for them notresponding for 8 weeks to saying, by the way,
who write you a check for $10.
Andrew, obviously, a leap from $10 to $500 isquite the leap.

(06:31):
Thing in the company.
Right?
And so this is why follow-up is so important.
It's urgent for you.
It's not necessarily urgent for them.
So that initial, you know, whatever the thingis.
The initial thought happened.
Oh, I'm gonna reach out to this woman.
I see online all the time.
I think she'd be great for this.
Then immediately after that, they had a shakeup in the company where one of their important

(06:53):
heads stepped down.
Yeah.
Right?
So now they're trying to figure that all out.
And while they're trying to figure all thatout, I'm still making phone calls.
That that makes a lot of sense, especially,yeah, working with with corporate companies.
Like, it's just a lot of red tape and just,like, subsequent through versus, like, you

(07:14):
know, small businesses and entrepreneurs.
They're like, oh, yeah.
I can make a decision tomorrow because I haveto because we just gotta, you know, get things
going.
I'd love for you to touch on the proposal andengagement letter really quick because I know,
you know, when working with companies, that'susually how they blow people off is like, oh,
yes.
And that's proposal.
We'll get back to tell us more about that thatstrategy that
I was saying to them.

(07:34):
When I'm at well, let me first define them.
So proposal is exactly what it sounds like.
It's a proposed idea to help them to solve aproblem.
It's not the concrete idea that they are goingto pursue, but it's an option for them.
Whereas an engagement letter is we've dedesigned and defined a scope of work, and we've
decided we're gonna do these things together tosolve the problem.

(07:55):
So when a person says to me, send us aproposal, I say, oh, well, we're not at that
point yet.
I need more information before I can send you aproposal.
And the reason I do that is because I know thatproposals, they sit desks, sit on desk, and
they line trash cans.
Yep.
Most companies get a ridiculous amount ofunsolicited proposals every single day.

(08:16):
And so even if yours is good, even if you havethe golden ticket or you could lay the golden
goose, you're in that pile with all the otherones, which means you're likely not going to
get looked at.
So by even making a statement like that, youcreate a pattern interact interrupting the
conversation.
Right?
So I'm talking to bigwig executive at whatevercompany They just asked me to send them a

(08:38):
proposal, and my response says, oh, well, we'renot at that point yet.
I need more information before I can send you aproposal.
Wait.
What?
Who do you think you
are?
Yeah.
That you're not gonna just send me yourproposal like I asked you to.
Don't you know, I'm the big brand that couldchange your life in an instant?
Well, here's the thing.
You know, we're all people.
Andrew and unless you learn how to recognizethat you're as great as anyone else, you will

(09:02):
always yield to and succumb to somebody else'simpression of who you are.
And so, no, I'm if if you have problem thatyou're having a conversation with me that I
could potentially solve, that means I'm thesolution bearer.
Mhmm.
And because I'm the solution bearer, I hold aposition that you cannot take away from me

(09:25):
Andrew you cannot rush.
And so no.
I'm sorry.
That's the way we work.
So I will ask more questions, which will leadto us devising a plan together And in that plan
that we devised together, we can even come upwith time frame, what the needs payoff is going
to be, and all of the elements that areassociated, which would be my proposal in a

(09:49):
proposal is now concrete that these are thethings that are gonna make a difference.
Andrew we can agree upon at the end of thiswhen it's all said and done, and they're fellow
in warm and fuzzy, because here they arefinally in possession of the solution that
they've been craving.
Andrew I say to them, if I was able to get youan engagement letter by the end of business
today, would you be able to get back to metomorrow with either a signed engagement letter

(10:13):
or questions so that we can get started.
I like to call that advancing the sale.
So that shifts the dynamic, and it allows themto see you as the expert that they see that you
are because that's why you're having aconversation with them in the first place.
And so sorry.
Go go back to the engagement letter.
So when they say send us proposal, you're like,actually, we're we're not ready for that.

(10:37):
We need to do an engagement letter.
Like, book another call or send your own form?
No.
No.
No.
So I don't say we need to do an engagementletter when they said, well, just send us a
proposal.
I'm like, oh, well, we're not at that stageyet.
If you want me to put together a proposal, Ihave a few more questions.
Andrew then I just move into my questions.
Gotcha.
Okay.
Getting at is I'm moving from becoming anoption to the obvious choice.

(11:03):
Andrew so I'm willing to ask them additionalquestions in order to get to that being the
realization that they come to that, oh, wait aminute.
Oh, this girl is the truth.
She's the killer.
Who's exactly what we've been looking for.
So let's slow this train down and engage in athat's gonna lead us down the path of what it
is that we want.

(11:24):
No.
That makes sense.
I love that.
And I wanna transition a little bit into, talkabout mindset and, being able to grow and scale
your companies and obviously get into the pointof charging 10 k and charging half a $1,000,000
Tell us more about the how you cultivate andcreate your mindset to go after building go
after talking with these companies, buildingyour own company.

(11:45):
Tell us more about all
Yeah.
So here's the thing for me.
I believe that the way you see money is aboutthe way you see yourself.
I believe that many of us in the United States,because that's my only frame of reference
because I've only ever lived in the UnitedStates, we were raised, whether we came from

(12:07):
money or not, to believe that money is thiselusive thing that we don't really Andrew stand
that we fall victim or subject to.
And because of that, depending upon where wecome from me, I was born and raised in the
projects of Wilmington, Delaware to drugaddicted, turn crack addicted parents.

(12:28):
So for me, money was a nice to have.
And you were doing something really special ifyou had money because the fact of the matter is
that there was just never enough.
Those were the limiting beliefs and themessages that were constantly passed down to
me.
That's where I come from.
Yet, for as long as I can remember, I've alwaysbelieved that I would be rich one day.

(12:55):
Like, I just knew that I would have 1,000,000of dollars.
Like, I believed in myself, my gifts, and mytalents in such a way that somehow some way,
they were going to create 1,000,000 of dollarsfor me.
And as a result of that, I started to shift theway I saw myself, which ultimately helped me to
shift the way I saw money.

(13:17):
Now I'm fast forwarding.
This is well into my, you know, twenties,almost 30 when these types of things started to
happen where I started to see myself and moneydifferently because I was a a product of my
environment.
I would I I believed all the hype that myparents taught me about money.
Right?
It was, you know, you had to rob Peter to payPaul as you have to work hard for it.

(13:39):
When you get it, you have to do everything inyour power to hang on to it because it goes too
fast.
All of those things is the way that I livedaround money, even when I got to corporate
America and was making 6 figures a year in myjob.
It didn't feel like a lot of money because Iwas burning right through it based on what I
knew to be true about money.
Right?
You know, my mom used to say, that money isalready spent, and that's what I used to tell

(14:02):
myself.
And so I would literally get paid, and my bankaccount will be empty.
It would already be spent on whatever thethings were.
And so I had to really I had to do surgery, ifyou will.
Like, I had to truly shift and change the waythat I saw money.
And that really began to happen for me.
Andrew my mid thirties, I filed bankruptcy.

(14:24):
Chapter 7 bankruptcy.
And Sorry.
Press Press Muggles.
What was searching any of the chapters ofbankruptcy?
Well, chapter 7 Andrew and I might not get thisright.
So don't quote me.
Like, I'm telling you the law.
Go Google it.
But a chapter 7 bankruptcy is an individualbankruptcy where everything can be discharged.
Whereas a chapter 13 bankruptcy is where it's areorganization of debts.

(14:49):
So some of the debts you have to pay off, butat chapter 7, you don't have to pay anything
bad.
Things are really bad.
I was really bad with money.
I didn't understand it.
I squandered it all the things, and I ended uphaving to file bankruptcy.
I came to the end of a very difficult period ofmy life Andrew the money had run out, and there
was really else that I could do.
Well, the best thing that ever happened to meis that as a part of the bankruptcy proceeding

(15:14):
and my bankruptcy debt being discharged, I wasmandate it to take a financial literacy course.
And when I learned what money was, and learnedhow to master it.
Everything began to change.
This was a state?
Financial literacy course?

(15:34):
Yeah.
The it was yeah.
State Run.
State of Delaware mandated that I go to afinancial literacy course.
And so I'm so grateful because that changedeverything for me because, you know, I filed
bankruptcy at 35 by the time I was 38, I had a$1,000,000 company, and by the time I was
forty, I was a multiple millionaire.
Wow.

(15:55):
Oh, to answer, this is the very long answer toyour very short question about the mindset
shift that created an opportunity for me to getpeople to invest in themselves at higher
levels, is this, when people hire you, they arepaying for the value you bring to the table to
solve their problem.

(16:15):
They're paying for every degree you have, everycertification, every course, every book you
read, every mistake you made, they're notpaying for your time.
Those of us who struggle with pricing, we arestill operating like employees.
Employees get paid by the hour, and they thinkby the hour.
Entrepreneurs get paid by the solution or theresults.

(16:36):
And so they base their prices on the value ofthe result.
And what I mean when I say that is Andrew whatI encourage the clients that we serve to do is
to think about the solution you're gonnaprovide and the intrinsic value to your client
just over the next 3 to 5 years.
Mhmm.
Because if you teach them how to fish Andrewthey can then go fish every single week to eat,

(17:02):
That is massive value versus you making them apiece of fish.
Yeah.
And so we price according to the value insteadof according to the time.
Because it doesn't matter at the time.
Right?
When it when I'm out keynoting on stages, oneof the the stories that I always tell is a
story about a manufacturing company who who'sMachinery produced the equivalent of $5,000,000

(17:22):
a day in product to be sold.
Well, one day, the machine went down.
Just a a third of the way through through theday.
They called in the in house tech.
He couldn't fix it.
They called in the person at the next site.
They couldn't fix it.
Eventually, they call an expert.
The expert walks in.
Excited.
Take me to the machine.

(17:42):
The manager walks the expert back to themachine.
It says it's up to you whether you stay or yougo.
Manager assumes that he's gonna be back withthe machine forever.
So he says, you're gonna be back here for aWeiss.
So just come and find me when you're ready.
Experts says, okay.
Great.
Within 5 minutes, the manager hears the machinerunning.
He is chucking it back to where the expert isbecause he cannot believe that he's here in the

(18:08):
machine where 2 other texts have failed.
Mhmm.
I said, oh my gosh.
What did you do?
It's like, I'm an expert.
Of course, I knew what to do.
That's what hands on an invoice for a$1,000,000.
Manager says, woah.
You are only with the machine for 5 minutes.
How could this possibly cost a $1,000,000?
Experts says you didn't pay me to take my time.

(18:30):
You pay me to resolve the problem as quickly aspossible because you're losing $5,000,000 a day
by me not fixing this machine.
Mhmm.
Manager says fair enough.
Well, could you at least itemize your invoice?
Sure.
$999,950 for knowing how to fix the machine and$50 for the hammer.

(18:51):
Like, literally Yeah.
We're the experts you charge based on thevalue.
Because if that machine is back up and runningand producing the equivalent of $5,000,000 a
day, At the end of the year, that company isdoing 100 of 1,000,000 of dollars in revenue
and sales.
So what we do wrong as entrepreneurs is we baseit on our limited view and scope of what we're

(19:15):
gonna be doing with that client instead ofthinking about it.
I have a client that I worked with back in2009, 2010.
Back then, I didn't understand this principle,so I was undercharging.
But she paid me $297 for 90 minutes of my time,and she went off and made $11,000.

(19:38):
Because she made $11,000 in in 90 minutes afterpaying me $300.
She ended up doing a VIP day with me.
My VIP day at that time, not very much.
Like, I don't know.
$503,000 did a VIP debt with me.
And from that, she produced a $120,000.
So when it was all said and done, I had 282897, she had a $131,000.

(20:04):
Yeah.
I
couldn't even be happy for my client.
Mhmm.
Because I didn't pay her based on the value.
I paid her based on my time.
The thought of someone paying me $300 for 90minutes of my time, Woah.
That's huge back then, but it's not really whenyou think about the fact I solved the problem
that she's still leveraging to make money inher business some 15 years later.

(20:29):
Yeah.
That is Oh my gosh.
That's such a inspiring story Andrew, like,uh-uh, gives hope too because, you know,
everyone always makes fun of state run programsand and stuff like that.
And the fact that you're like, well, I took astate run litters or financial literacy program
helped me go from 0 to, multi 7 figures, that'sdefinitely very cool.

(20:51):
And, in this, I just wanna talk about this forjust a tiny bit, but I feel like it's it's very
relevant to today that so many people inAmerica are are in debt around the world of
tens of 1000, 100 of 1000 of dollars.
Why doesn't everyone just declare bankruptcyand start from scratch to be able to properly
reboot things.
I'm curious your thoughts on that.
Yeah.
I mean, I didn't wanna file bankruptcy for therecord.

(21:14):
Like, it was it was a last it was it it had tobe done.
There was nothing else I could do.
I for as long as I could, I didn't do itbecause of the stigma associated with it.
If I was you, for, like, 10 years.
Like, it's just all the things.
Right?
I I don't know why anybody else does or doesn'tdo it.
I don't know why people necessarily should.

(21:35):
I think my thoughts on it is that having doneit, when it is the only option, I think it's
the option.
Right?
I immediately after doing it, felt this massiverelease, but I would never do it again.
Not only because I learned about finances andand became financially literate, but even now

(21:57):
to this day, I don't put anything on a creditcard that I can't pay when the bill comes.
I
don't re I don't re my debt does not roll over.
Like, it's because for me, I wanna be fiscallyresponsible.
I believe that there is an expectation when youknow better, you should do better.
And because I know better, I should do better.
And so for me, it was the only option you know,I I can't speak to what what anybody's

(22:21):
situation is and why they should or shouldn'tdo it.
I know for me, I did it because it was the onlything left to do, and it was the only way to
get beyond something that I would have neverbeen able to resolve.
Andrew it's a defining moment in my story.
Had I not done that?
I wouldn't be a millionaire today.

(22:43):
I wouldn't have learned about money.
I wouldn't be able to teach other people aboutmoney.
I wouldn't be able to help entrepreneursleverage what I know about money, and I'm able
to convey to them in a way that helps them tobuild businesses that serve them financially
and spiritually.
And so at the way I say it, it's a big part ofmy story.
It's a big part of my destiny.

(23:03):
What I will say though is if there's anyone outthere who has to do it, It's the only answer.
It's a tool as anything else.
It is not an indication of who you are, and itis not synonymous with failure.
So I'm gonna give you that because you'relikely going to go through that on your own
because it it will signify or has the potentialto signify to you that you've done something

(23:28):
wrong.
And sure.
Maybe you've made some mistakes, but I thinkgrowing is recognizing those mistakes and
rebounding from them.
Now if you use bankruptcy as a tool.
Andrew every 7 years, you're followingbankruptcy, you've got bigger problems.
And I think eventually, they'll cut you off.
Like, I don't know if that's a a thing or not.
But, that's totally different than my scenario.

(23:50):
And so I'm not an a walking advocate forbankruptcy.
I'm not gonna suggest anyone do it becausethere are repercussions.
There are there are I mean, for a while, Icouldn't even get a credit card.
I had to pay cash for everything because no onewas willing to take a financial risk on me
Andrew who could blame them.
So there are cushions.

(24:11):
Right?
And so if it is the choice, make sure that youget good advice Andrew you develop a plan of
what you're gonna do in the 7 to 10 yearsbefore or it is no longer following you around
everything that it is that you do so that youcan actually continue to live some semblance of
the life that you deserve to experience.

(24:32):
That makes sense.
It just goes back to it.
That bankruptcy is a is a tool, and so you canuse it or not use obviously make sure you know
everything at stake before you before you jumpinto it.
But I love how your your success story from itand show them what what what what's possible
Andrew guess, like, yeah, the first question isgoing back to mindset too.

(24:53):
I know you you'd love talking about impostersyndrome if you know research your your
content, your material.
So tell us more about, obviously, I knowimposter syndrome holds a lot of people back.
How how do you help people with that?
Yeah.
So, again, you know, I'll say all of the stemsfrom the way that we see our So, you know, it's
no secret.
You said it in my bio.

(25:14):
I am a woman of faith.
You know, I believe in having a relationshipwith god.
For me, it's god.
And I believe that if you wanna know thepurpose of a thing, you consult the maker of
that thing.
And so in order to validate my purpose, Iconsult my maker.
And I believe that god didn't have time to makea nobody.

(25:36):
Like, I think every single one of us, we camehere as abundance and potential and greatness.
That's how we that's how we were either pushedout or pulled out of the womb.
That's
how we came here.
It's our birthright.
And I believe that operating in any other waybeyond the realization that when god created

(26:00):
me, he was showing the world what incrediblelook like is a disservice to god and the world.
So I have never personally struggled withimposter syndrome.
There are people who believe that impostersyndrome.
Is it real?
I don't know if I have an opinion.
I work with a lot of people who I think it'sless imposter syndrome, and it's more

(26:24):
worthiness and deserved level.
I think it's people who don't understand thesource of their worth, and they are validating
their worth by someone else's interpretationinstead of owning their worth by the only
interpretation that matters.

(26:45):
Andrew there's a, you know, there's a series ofcircumstances that can determine the place in
which a person comes to lack the self esteemand self confidence that would allow them to
avoid something like imposter Andrew.
The way we're raised, where we're raised, whatwe are taught, what's spoken over us.

(27:05):
Like, I know I work with a a lot of women wholook like me, Who come from families where and
I don't know if you heard this as a child,Andrew, where we I remember my dad saying all
the time.
You should be seen and not heard.
Children should be seen and not heard.
Right.
Okay.
Heard that before.
Yeah.
Well, I heard it all the time.
I heard it enough for you.

(27:26):
Okay?
Interesting.
Yeah.
And, and, you know, basically, my can I have wehear my dad all the time?
He'd be like, darn y'all Antoinette,Antoinette's my middle name.
Andrew he said, I see you.
Why do I hear you?
And so I talk about this in my book, moved tomillions, Andrew lot of the clients that I
serve come from a similar experience.

(27:48):
And so their imposter syndrome today is reallyan inability to speak up and be heard for what
they need to say.
Right?
They don't they don't feel seen and heardbecause they were squelched down and dismissed
in for years years years.
Right?
And eventually, you start to believe the thingsthat people say about you if they say them

(28:11):
enough.
Especially if you don't have, somethingcounter.
If there's no one else telling you yourgreatness Andrew all you hear is that you're a
nuisance or a worry or a bother, then thenuisance, the worry and the bother is gonna
speak way louder than the greatness.
Andrew you're going to operate as if that's whoyou are.

(28:32):
And so I think that that's where it comes from.
As a one, I'm, you know, I'm a I'm black, butI'm also a woman.
And so then there's the the stigma around beinga woman, a second class citizen, in the world.
Right?
You know, there was a point in time and not sodistant history where women couldn't even vote.
They didn't have a say.

(28:54):
They didn't matter.
They could only birth babies.
Like, that was that was their purpose.
And so contending with that too could be asource of imposter syndrome.
I know that there were some studies that weredone in the eighties and the nineties, that
have spoken to center syndrome where it comesfrom and the things that you need to do to
alleviate it.

(29:14):
As I'm working with clients, for me, it'sreally about helping them to unearth the truth.
And to shift the way that they see themselves.
Because if I can get themselves to seethemselves the way that god sees them, then
there is no imposter.
There is no syndrome.
And so a lot of the work that we do in thatparticular grain where that's where we're
facing with a client is specifically aroundholding space for them to feel seen and heard

(29:39):
so that they can invoice their opinions in asafe place and really sit in the significance
of how it feels to be heard and to recognizethat they do have something of value to say.
And when they speak up, other people get valuefrom what it is that they said, people have to
be shown that because that may or may not bewhat they experienced on a regular basis, just

(30:00):
based on their gender, what they look like,etcetera.
And we could probably say this about, you know,other, orientations of people as well.
But, you know, my experience being a woman andbeing a black woman on top of that, like, I've
been in places where people where I've beenunderestimated.
Andrew because I'm confident because I did thework to become competent, it doesn't impact me

(30:26):
the same as the person who their confidencewanes because they're constantly hearing a
person say that, and they don't believe thatthey have the power to defend themselves or to
speak up for themselves.
Because it is a thing.
It happens.
No.
That that that makes sense.
And that, that's so well well said Andrew, AndI love how you talked about, you know,

(30:48):
consulting with god and and, believing thatabundance is a birthright.
And why why would we be put on this earth justto to suffer and doubt ourselves all the time.
Like, who does that
benefit?
Yeah.
Yeah.
There are
people living in poverty.
But that is not our birthright.
Like, no one's born to be impoverished.
I mean, and that's probably a whole anothertopic for a whole another day.

(31:10):
But I do believe that, when we were createdAndrew it's based on the Bible, right, Jeremiah
1 and 5 says before you were formed in yourmother's womb, I knew you Andrew approved you.
How could you have been approved by god and notbe abundance?
Yeah.
You know, it's
a cool thing.

(31:30):
I I love that.
And, and and Andrew so I wanna So I know, yeah,for in case any listeners who are, like, anti
god, anti religion, anti spirituality, So I'mcurious more about going back to your journey
of, and I I know there's a gap between bankruptto multi millions.
So tell tell us more about, like, did you hireyour own coaches and find better programs and

(31:54):
courses.
Like, I'm curious more about, I doubt the statetaught you how to make 1,000,000 of dollars.
So that's all for that transition.
The state definitely didn't.
Yeah.
I mean, I think that I'll I'll say this.
I think that what I share and and my ownexperience isn't it's not religious.

(32:15):
Right, so for the person who's anti god.
And that's your right to be anti god.
I like to look at the principles, right,because even in the Bible, in first John, it
says any man who.
So any man who believes these things willexperience the benefits.
So you know, when you understand theprinciples, god is principled, right, the the

(32:36):
universe is principle.
When you understand the principles and theprinciples, you can experience the result of
having worked the principles.
So having said that, so my journey frombankruptcy at 35 to $38,000,000 CEO, 40
multiple millionaire, was filled with coachingand mentorship, for sure.

(32:57):
And for several reasons first because it's hardto read the label when you're inside the jar,
right, If you wanna go somewhere you've neverbeen, like, you would not charter a plane to
Paris Andrew drive yourself there with a map.
Like, you wouldn't.
Yeah.
Yeah.
So because I wouldn't do that, I also wouldn'tendeavored and go somewhere I've never been.

(33:20):
I had never been a successful entrepreneur, andI wanted to be 1.
So I had to go find some successfulentrepreneurs that I could learn from.
I had to be willing to humble myself.
I know what it is that I know, and I thinkhumility is confidence.
Right?
So I had to be willing to Andrew confidenceallows someone else to step into the seat of

(33:42):
leader, coach, or teacher, to help me to learnthe things that I was not privy to so that I
could exercise what they were teaching me toget myself to a different place.
And so, yes, live events, books, when Icouldn't afford it because at bankruptcy.
I couldn't afford it.
I, you know, I wasn't dripping in in cash, butI could afford books.

(34:02):
Yeah.
And so I started reading books.
Right, early books that really made thedifference in who I am and who I have become in
books that I will refer and recommend to otherpeople now and start it there.
And then you know, I I scrape together enoughchange, and I'd go to an event.
And I'd meet that particular coach or mentorand see the other people that were there,

(34:25):
especially events that I could drive to that Iwould wouldn't require me the additional
expense of a hotel or a plane ticket.
And then eventually, I started to, you know, goout even further and get on planes and book
hotels to go to a vet.
And then I started to get to a level of comfortwhere I found, people who could actually be my

(34:45):
mentor, and I enrolled in coaching programs.
Like, I believe that personal development isgoing to precede professional development, not
just in the dictionary, but everywhere.
So if you want to be a success professionally,you have got to do the work personally.
And so that could mean and could look likecoaching and mentorship.
It could also look like therapy.

(35:06):
Right?
It could also look like recognizing there aresome things in your past that threaten your
future unless you're willing to work andresolve them.
It could look like doing your forgiveness work.
Right?
Cause a direct tie to your money isunforgiveness.
Yeah.
So there there are so many things that you cando on this pathway to get to where it is that

(35:28):
you wanna be.
And for me, it was all of that.
It was coaching and mentorship in books Andrewand forgiveness work and recognize and building
myself up, imagining Andrew dreaming a newdream, Andrew as I dreamt that dream, believing
that I could actually accomplish it, asking thequestion, pushing the limits.

(35:49):
What if?
What if we did this?
What if we did that?
And trying it.
A lot of hypothesis.
Don't even know if that's a word, but a lot alot of artists figuring out as we go.
Right?
A lot of that until we landed on something thatactually produced the result that we wanted,
and then we could hunker down and stake a claimin that.

(36:10):
No.
That that that's that's very inspirationalAndrew just just a reminder too that things
don't happen overnight, but they can stillhappen quickly and you can still have urgency
to them I'm just like, yeah, going from oneevent to 2 events to event outside of the city,
outside of the state, outside of the country,even and I'm curious too.
What were some of those amazing life changingbooks that you read that you, encourage others

(36:34):
to read too?
Yeah.
Mean, back in the day, probably the one thatchanged my life the most specifically around
money was a happy pocket full of money byDavid, Ameren Jacondi,
Mhmm.
Highly recommend that book.
Books like The Big Leap for just mindsetrelated and and shifting the way that I saw
myself.
And then practical knowledge stuff over theyears.

(36:56):
I mean, it's been everything from books onmarketing, like, no particular person's name or
title to some of the safeguarding books.
Right?
Grant Cardone books in the the early years, his10 x book, like, just thinking bigger, like,
all of those types of things pushing the limitsto what I knew to be true and how I could get

(37:19):
to a different reality.
Andrew, and then implementing what was insideof the book.
Right?
That's part of the reason when I wrote my bookmoved to millions.
I wrote it in such a way that I would lay outwhat it takes for the person who may never come
to one of my live events or inquire aboutworking with me and my team and one of our

(37:40):
programs, they would be able to get a goodsense of what it's going to take for them to
make the move to millions.
And so I wrote my book that way after some ofthe books that I read that if they had to put
it inside the book, I might still be in theplace that I was because I just wasn't able.
Like, making a $20 decision at that point intime in my life was way easier than trying to

(38:03):
make a $20,000 decision, right, or even a $2000decision at that time.
No.
That that makes sense.
And then thank you for the recommendations.
So I love to transition a little bit into peepfor the people who are listening, you know, at
this low six figures mark, and they'd like toscale to the 7 figure mark.
Andrew, obviously, it's one of your top thesis.

(38:25):
So tell us what do most people get wrong whenit comes to scaling and going from 6 or 7
figures?
I love that.
It's probably three things that people getwrong.
Number 1, they think having a whole bunch ofdifferent offers and a lot of different price
points is gonna get them to the $1,000,000mark.
There's a saying you can't chase 2 rabbits andexpect to catch either one.
There's also this 7th income streams myth thatexist in the marketplace.

(38:49):
You can't chase 2 rabbits and expect to catcheither 1.
How in the world are you chasing 7 andexpecting to catch them?
So the fastest path to the $1,000,000 mark isone offer.
You hunker down on that one.
So whether we're talking finding a thousandpeople that buy your $1000 thing or 500 people
that buy your $202,000 thing, or fifty peoplewho buy your $20,000 thing, it's hunkering down

(39:17):
on that one offer.
That's the fastest way to make the move tomillions.
Just from the financial standpoint.
Second thing that I see people do wrong is theytry to make the move Andrew they try to, quote
unquote, scale before they have a foundationthat will support it.
First of all, scaling is often misunderstoodand misrepresented.
It scaling is about multiplication andreplication.

(39:39):
It's not about speed.
And people think if I just get there really,really fast, I will have done it.
No.
The whole point of being able to scale is thatyou have proven a process that if you pour
gasoline on it, it's gonna achieve the resultsyou want without breaking.
Well, if you try to scale without a strongfoundation, guess what?
You're breaking.
You're breaking constantly, and every breakdelays how long it takes for you to get the

(40:04):
$1,000,000 mark.
So you won't actually get there, or it'll besubstantially delayed unless you build a firm
foundation.
That's what my book is all about.
Like, This is what you need to be thinkingabout.
You need to make sure that you have yourfoundation set before you start to sell.
You you scale.
You set the foundation first.
This is not one of those build the plane whileyou're flying it types of things.

(40:26):
Not if you don't not if you wanna be able tosustain it.
If you just wanna be a one hit wonder and do itone time, then sure.
Go have at it.
But if you wanna sustain it and year over yearover year, we just celebrated our 5th
consecutive multimillion dollar year.
If you sustain it, then build the foundationfirst.
So that's the second thing.
Andrew then the third thing is this one reallyburns my biscuits, and it's really like, eating

(40:54):
off of too many plates, trying too manystrategies.
Right?
So if you only need one offer, To make the moveto millions, you really only need one clear
strategy to make the move to millions.
And there are a lot of people who are runningthemselves ragged out there doing all the
things without a clear understanding of howthey all funnel together, and it's creating

(41:15):
overwhelm, it's creating burnout, is creatingfatigue, and it is delaying their move to
1,000,000.
So those would be the 3.
Wanna make sure you only have one offer, setyour firm foundation, and focus on one
strategy.
No.
I love it.
Yeah.
It's like it's like you've done this before orsomething.
Yeah.
It's, a few times.

(41:37):
And Andrew just out of curiosity too, like,when when you're working with clients, like, is
there are there any clients who got lucky withtheir offer?
Like, are there any clients who are at the lowsix figures mark?
You've had to, like, recalibrate their offer,pivot, completely, essentially?
I'm curious about that.
Yeah.
Oh, yeah.
So here's the thing.
You can oops your way to 6 figures.

(41:58):
6 figures is not hard.
It's not hard.
I know you're like, what?
I haven't hit it yet.
It's it's more mental than it is material as towhy you haven't hit 6 figures.
It's so easy to hit 6 figures.
Yeah.
And because you can oops your way to stickfigures, people think that they can do the same
exact things they did to get to 6 to get to 7,but you can't.
Mhmm.
And so when it comes to offerings, That'sabsolutely one of them.

(42:22):
I I just told you, you only need one offer.
Most of the people who come to us, they have,like, 5 or 6 Andrew I'm not saying that there's
not a time and a place for all the differentoffers, but what I what I recommend is that you
focus on one signature offer.
Whatever.
Whatever price point works for you.
I mean, I have a a threshold that I recommend asignature offer being to make it easy for you

(42:45):
to get the $1,000,000 mark, but you focus onone offer.
The other offers are only presented as a backupoption to the main offer, but you don't walk
out in the street with the jacket, with theknife, and pork's on one hand, on side, and the
spoons on the other Andrew say, which one doyou want?
You really walk out there with the only andobvious choice that's gonna solve the problem

(43:08):
most completely for your clients.
That's what you present to them.
Andrew only when that doesn't work for thembecause either they can't afford it.
The investment is too steep or they haven'tdone the prerequisites due present them with
something else as opposed to giving them a aproverbial buffet of options from which to
choose.
Most people who grew up in internet marketingand online business grew up in this trip wire

(43:30):
economy that starts at $7 then progresses to 97then to 4.97 then to 9.90 Like, listen.
Just give me the solution.
The person is still spent $10,000 if they gothrough all the steps.
But the average person would much rather gofrom, you can solve my problem to giving you

(43:51):
the $10,000 to get the solution without all ofthese detours along the way.
Andrew so it really does offer an amazingopportunity to evaluate your offer suite and to
set it up in a way that really is gonna supportyou using and leveraging that one offer to get
to the $1,000,000 mark.
No.
I I love that.
And and I'm curious in your in your ownjourney, like, I'm I'm sure it took lots of

(44:15):
tweaks and adjustments and mentors and coachingfor you to nail down your, main offer or your
your your pest performing offers how did youcome up with that successful formula for
yourself?
You know what?
You know what's interesting, Andrew, as I wassitting there listening to your question, I'm
like, you know what?
I don't think any of my coaches ever helped mewith my offers.
So I just came up with them on my own, and anda lot of test and trial, Right?

(44:39):
We launched a lot of things over the years thatdidn't really land.
I've I've only had happened once an offer thatwe created that no one bought.
That's only happened once.
Andrew that was an offer.
Years ago.
That was the very first time that had everhappened.
But we've had a lot of different things.
And part of it, I think, has been me trying toget really, really clear Andrew honestly being

(45:03):
honest with myself about who I really wanted toserve.
And I would try to serve more people than Ishould actually serve.
Right?
Because when you know how to do something andand you meet people and they, you know, give
you their story and you just wanna see themWeiss and you take them on as a client, but
they're not ready for you.
You're actually doing them a disservice.
I did a lot of people a disservice by acceptingthem into my program when they weren't really

(45:28):
ready for what it is that it that we do andwhat we bring to the table for people.
And so a lot of refinement and tweaks and thencustomer surveys.
And, you know, even when when we have a programa person doesn't renew to work with us, we
still perform a wrap up session.
Like, we we wanna know, like, what did youlike?
What did you not like?
Why are you not renewing?
Like, we wanna get a handle on all of thosethings so we can continue to make our programs

(45:51):
better for the people that, you know, we'recalled to serve.
So but, yeah, but I cannot tell you thatanybody ever helped me with my offers.
I feel like they always came through my initialthought an interaction, and then we would put
it out there and tweak as we go Andrew to getto the point where we have the clear offers
that we bring to the table today.

(46:13):
No.
That that that's that's so fascinating because,yeah, because I know it it's tricky because we
wanna it it it's tricky sometimes finding thatbalance between what we know the answer to and
what we know we need to hire and consult otherson getting the answer to.
And so it's interesting that, like, I know allthese coaches and resources, like, helped you
know other areas, but, like, you had to gothrough your own path to find your own offer,

(46:35):
it sounds like.
Yeah.
Yeah, coaches have helped me in other ways.
And and a lot of times, it's just beencontinuing to expand the capacity of how I
think and helping me to think bigger, right,and holding that space for me because they
could see what was possible for me.
I said earlier, It's hard to read the labelwhen you're inside the jar.

(46:56):
And sometimes the coach or mentor that you workwith is really just reading your label.
It's It's been there all along.
It's like the wizard of Vyzen Dorothy.
She was there all along.
Yeah.
She just needed them on the journey with her torealize that she had everything that she needed
to get back.
Home.
And so sometimes that that is what it is.
I've made investments just for the support tohold the space for me to come into my own for

(47:19):
me to be able to embody who it was I mostwanted to be in the next season.
No.
I I love that.
I love that.
Andrew and, and, also, I'm curious.
We just lost sound.
I can't hear you all of a sudden.
Hey.

(47:48):
About now.
Is working now?
Yes.
I can hear you now.
I probably probably sound a little different,but, so, you know, when it comes to scaling,
and just to double check, like, most companiessay, hey.
Before you hire anyone, you always need to hiremore sales people than you hire a HR person.
What what is the order of scaling with to helpgrow the company?
Yeah.
So the first person you need to hire isactually administrative support.

(48:14):
Like, I think that's the first person you hireas administrative support.
And and the reason why I think that that's thefirst person you hire is because you need
someone to help you to get everythingdocumented so that as you bring on salespeople
and marketing team and other service providers,those things are documented so that they know
what to do day in and day out, and you don'thave to be fully present to support them.

(48:39):
So for me, like, when, like, I'm gonna go allthe way back.
So let's say you're just starting a companytoday, and you're not a funded startup, right,
but you're just starting today.
And you decide It's January.
I'm starting my own business.
Right?
What do you do?
Well, in the 1st year, my recommendation isthat you do everything in your company.
Everything, except for anything legal Andrewevery anything financial unless your background

(49:05):
is finances.
You should not be doing your own bookkeeping.
You you should not be trying to create your owncontracts.
Right?
But everything else, you do every you performevery function.
When I first became a full time entrepreneur,It was just me, and I did everything.
I created an email account in my mother,Regina's name.
She was my assistant, I was Regina, but to theworld, Regina was responding to all the emails.

(49:30):
So I gave the appearance of a company when Iwas doing everything.
And simultaneously, I was writing everythingdown.
I was documenting.
Now Regina was only my assistant for my first90 days to 6 months, then I brought on a part
time assistant.
Now I've never started with virtual assistants.
I always had somebody physically with mebecause I need somebody in my space in order to

(49:53):
keep me focused to do what it is that I do.
I know that about myself.
Yeah.
So I had a part time assistant.
And with my part time assistant, we got to the$1,000,000 mark.
Wow.
Oh my gosh.
Then after the assistant, the next tire youmake is you need a person who's gonna serve the

(50:14):
clients.
You're doing all of the marketing and thesales.
Your assistant is helping you, but you'reputting the stuff out there Andrew you're
having the conversations because you have toperfect your sales process before you go bring
on salespeople.
Biggest mistake I think you can make as hiresomeone else to sell for you and allow them to
use their process in your business.
Because what if they're really aggressive inused car salesperson y?

(50:36):
That's the energy that a new person that'sconsidering hiring you to solve their problem
is experiencing as the front line of being incommunication with your business.
But you're gonna have to get I used to tellclients, your first goal is to get 50 nos.
Do you know how many yeses you get if you get$50?
I've I've done it several times.

(50:58):
The first time in order for me to get to 50nos, I ended up getting 20 yeses.
Woah.
Interesting.
Everybody's not gonna say no.
You know why?
Because every time you pitch, You get better.
Yeah.
Now it's real.
What didn't work well the last time, and youadd that in.
Mhmm.
And so Andrew the problem you solve is gonna beright for some of the people that you're

(51:21):
talking to.
Yeah.
So you have to get good enough at sales to knowhow you want sales to be conducted in your
business before you bring on salespeople.
But what you need almost right away is someoneelse who's gonna help you to perform the
service.
Because every day, every second, every minute,every hour you spend working in your business,

(51:42):
you're not working on your business.
And
when you're not working on your business,you're not elevating the way you need to see
your business to bring in more.
Yeah.
You cannot stay in the weeds.
You're gonna start there, but you can't staythere.
The only way you can get out of the weeds is tohave someone supporting you administratively

(52:03):
and then having someone to perform the service.
Now once you have somebody to help perform theservice, then you can start to back off of
sales.
And bring somebody else on.
But you need to make sure that you know how youwant it to go so that when you bring this new
person on, you can assess whether they're goodor not.
Yeah.
If you just out the gate, bring somebody in anddo sales, and they don't close anybody for you,

(52:25):
that's the problem, especially if they're asalesperson.
Mhmm.
And if you didn't give them any directionbecause you were expecting them to know how to
sell, that's a problem too.
Yeah.
It makes a lot of sense.
And and with with the admin support, so it'smostly just like helping you to book meetings
and and, like, and just, like, documentingthings.

(52:48):
And so Well, I
mean, it it varies.
It's gonna be a lot of different things.
So we give clients, this list of a 100 thingsthat your assistant can do for you.
So it is gonna be managing your calendar.
It's gonna be helping you create your standardoperating procedures.
It's gonna be doing client care participatingin some of the marketing functions.
Like, you might write the marketing copy, butthey might be how it gets disseminated.

(53:10):
They might loaded into your CRM or go post iton social media or whatever.
They may be, doing follow-up for you.
So let's say you sent out proposals, which isagainst my better judgment, but let's say you
send them proposals, they might be doing thefollow-up calls for you.
They might be confirming your appointments.
It's gonna penned.
Right?
There's a lot there.
You're going to speak.
They do your PowerPoint presentation or, youknow, or you do your PowerPoint, they go in and

(53:35):
make it look pretty and Yeah.
Spell check it or I mean, it's a myriad ofdifferent things across the areas of your
business that they may be performing for you.
Your first assistant is a catchall.
They're doing everything.
You may eventually start to segment out yourteam But, like, my when I had that first full
time executive assistant, she did everything Ididn't do.

(53:57):
Wow.
And together, we made the move to 1,000,000.
Andrew then I started building out.
Now I've got an operations person.
I've got, you know, an executive assistant.
I've got coaches.
I've got marketing people.
I've got salespeople.
So now I've got all of these other people,which frees me up to do the part that only I
can do so that I can work on the business notin it.

(54:19):
But it didn't start out that way.
And and do you need to hire a, for someone tohelp you fulfill things?
Do they need to be a previous client of yoursto, like, get a the best understanding of how
you work and how you operate.
I actually don't necessarily advocate for theyfor them to be your your client unless they do
what it is that you're looking to hire for.
Like, I think you need if you want an executiveassistant, which you need, if you have your own

(54:42):
business,
Well, I mean, the the I
didn't know who was an executive assistant.
I mean, the the
second person you
said you hired.
You mean, like, your coaches, your your talentteam people?
Yeah.
You said you hired me.
I made the mistake of hiring my clients to workwith other clients.
And here's the problem with that.
And at least for me, they were not coaches.

(55:12):
They were people who were in my program thathad done well that I thought could guide
existing, a continuous client.
So we don't make that mistake anymore.
We actually hire people who are trained ascoaches to come in and work with our clients.
We can teach them the content piece, but Icannot teach you the skill.

(55:34):
Right?
You know, I like our talented people.
They have they have had their own businessesthat they've gotten to 7 or 8 figures, and then
they decided that they wanted to sell them ornot working them day to day and they come and
coach with us.
They have practical experience ofentrepreneurship.
One of the biggest problems with some of theprograms that are out there for entrepreneurs,

(55:57):
especially ones created by these organizationsthat exist, is its theory the people leading
the classes and going through the facilitator'sguide has no real world business experience.
They've never had their own business score.
Which is an SBA funded program.
It's the society service core of retiredprofessionals.

(56:19):
They are retired from corporate America.
They never had no business.
It's not a
Yes.
Yes.
They are trying to guide you on how to have abusiness this.
That ain't right?
Yeah.
It ain't hardly right.
No.
That that makes that makes a lot of sense, andit's just like, That has always been a curious

(56:40):
thing.
Like, there have been great athletes who'vegone on to be incredible coaches, and there's
been great athletes who can't coach foranything.
Andrew there's been terrible athletes who havebeen some of the best coaches of all times
Andrew, terrible athletes who have beenterrible coaches.
So it's just like finding that balance.
I mean, some of it is definitely learned.

(57:00):
Like, you can be taught it, and some of it isskill that needs to be developed and then
mastered.
Right, and and there's both.
In my case, with the coaches that I hiredearlier, had I been a better leader probably
could have developed them to serve our clientswell.
But I actually I didn't develop them, and Iactually just feel like I did everybody a

(57:24):
disservice all the way around thinking thatthey would be the people who would step in for
me, right, especially when you're a person likeme, that is very dynamic and is very well
versed in business and being successful inbusiness, you have got to make sure that the
caliber of the people that you put in front ofyour clients in lieu of yourself are similar.

(57:46):
Has to be an apples to apples comparison andnot an apple to a grape.
Andrew think a lot of times, that's whathappens.
No.
I love that.
That that's, rather than apples to oranges,apples to grape.
That's that's fun.
Yeah.
Alright.
Well, the three questions left will berespectful time here.
We're curious.
What's the next big endgame you're working on?

(58:07):
Like, what's your pie in the sky, like, legacygoal?
What what tell tell us about that a little bit.
Yes.
So my my endgame is ultimately to have aaccumulated wealth of around a $100,000,000, in
order to and and to leave through my familyfoundation.
So to be able to serve and supportentrepreneurship Andrew specifically, you know,

(58:32):
the children of incarcerated parents because mymom went to jail when I was younger.
So that's something that's really important tome Part of the way that we will get there, you
know, I've mentioned my book a couple of times.
We are going to we are in the beginning stagesright now of creating our own licensing Andrew
serve education program.
So we're gonna certify others who work aroundentrepreneurship and small business owner to

(58:54):
use our methodology to help us to help morepeople crossed the $1,000,000 mark.
I believe a seven figure business is the floor,not the ceiling.
And I believe it's really hard to be the changeyou wanna see when you don't have any change.
And so we've gotta get to the point where wehave change in excess in order to actually
shift and change the communities where we live,work, and play, and were raised, etcetera,

(59:18):
etcetera, etcetera.
So for me, it's about, financial legacy andcreating deeper impact.
I say often you know, I wanna make, move, andleave millions.
I love that.
I love that.
Andrew then, final two questions.
First one, how can we best contact you and geta hold of you for all the listeners tuning in

(59:40):
today?
Yeah.
So You can find me online anywhere atdarnelljervieharmen, and you can go to move to
millions.com.
And how to find me and everything will be rightthere on that site for you.
Perfect.
And then final question is what's the onetakeaway you want someone to have from this
interview today?

(01:00:02):
That's a good question.
There are so many.
It did have a lot
of fun tonight.
Yeah.
Is The sky is the limit.
Dream big.
Give god something to bless.
And start acting today as if it's your reality.
Don't wait until it happens.

(01:00:23):
Be it now.
The model of abundance says who must I be inorder to desire what I desire to have so that I
can do what I desire to do.
So b, it be it now.
Because once you are it, the embodiment of it,then everything that it is that you desire to
bring into your life experience will come intoyour life experience.

(01:00:45):
Well said well said.
Well, thank you very much for joining us today.
Make sure to check out, move to millions dotcom to learn more about Doctor Harmon.
As you can see, she knows a little bit whatshe's talking about Andrew, just love, your
your genuine, spiritual, divine energy that youbring to every conversation, your passion, your

(01:01:05):
care, and, you're you're you're showing us allwhat's possible.
So Thank you.
Thank you all for listening in, and we'll seeyou all next episode.
Thank you, everyone.