Scale from ZERO to $100 Million with the"Wolf of Sales"| Gary Garth

Gary Garth, Founder & CEO of Elev8.io and author, is a serial entrepreneur and sales leader. With expertise in starting and exiting six companies since 2002, he now focuses on aiding startups through sales and marketing support, incubator programs, and proprietary technology. Featured in major publications, Gary, originally from Denmark, now operates from Medellín, Colombia.

Episode Transcript

(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):
Welcome back to another episode of results withAndrew Weiss.
We have a wolf in these streets today, awonderful Gary Garth.
So fasten your seat belts buckle up.
This is gonna be a very wild ride talking aboutwhat it took for Gary to go from 0 to a 100
$1,000,000 in just a few years of being thebusiness realm.

(00:54):
So a little bit more about Gary.
He is a serial entrepreneur founder and CEO ofElevate author of 0 to 100,000,000 sales
blueprint book, and the book goals in great andgreatness planner.
He also leverages his resources as a salesleader in Angel helping high potential startups
go to market scale and become profitable via360 degree sale and marketing supports.

(01:16):
He runs incubator programs, advisory services,and proprietary technology engineered with the
purpose of empowering entrepreneurs.
He's been featured in Forbes, success, and manyother prominent publications.
And as a serial entrepreneur since 2002, he hasstarted and successfully exited not 1, not 2,
but 6 companies, including large outbound salescall centers, radio advertising networks, and

(01:39):
an award winning 8 figure digital marketingagency.
Ladies and gentlemen, welcome Gary Garth tothis stage.
Gary, tell us, in your opinion, what's thebiggest, most badass professional
accomplishment you are most proud of.
Thanks.
1st and foremost, for having me on thatcomprehensive introduction.
After that introduction, it's going to my mind,what to highlight, what to my biggest, most

(02:04):
badass accomplishment a few cups of mine.
I would say one in particular was when Ilaunched the last company that I sold digital
marketing agency, I was involved in for 10years, specifically in the in the initial
journey, the 1st couple of years that are verytough.
I'm originally from Denmark, Europe, in caseOkay.
Somebody wondered about the accent.

(02:26):
And back in in 2010, the Danish government hada program supporting third world countries with
aid but not traditionally by giving it togovernments, sometimes are corrupt in those
kind of countries.
But instead funneling that money throughentrepreneurs that were quote unquote
successful.
So if you had a company in Denmark, plus 20employees, x amount of revenue, years of

(02:49):
establishment, Andrew you worked in tech orsome other innovative industries that could
create innovation, make a social impact, createjobs, etcetera.
You could 5 for for an investment subsidy.
So long story short, I was there in 2010.
And after some some considerations, I pack mybags with my former partner and traveled to

(03:09):
Nicaragua in Central America to target US basebusinesses and offer them advertising solutions
at a at high quality with at affordable ratearbitrage with that arbitrage of a lower cost
labor.
This is before COVID and a globalizedoutsourced world, so to speak.
But long story short, we we came there.
We've we failed to to, like, a risk assessmentlooking at a country in terms of, like, the

(03:34):
political scene and and the the unrest that maybe or the the investment risk that may be
associated.
So we were all in Andrew, there was election.
They were not allowed to monitored electionsthat the government, so they just shut down the
program for one day to another, including thefunding for us.
So We were supposed to get up where it's a$1,000,000 in funding.

(03:55):
We had received, like, a a 100,000 or so, butwe had already committed to allow large So they
went all in with all the bells and Weiss,assuming we had that budget.
So that was very, very tough.
And the accomplishment was that I was like,hell no.
I'm not going back to Denmark with the tailbetween my legs and saying that I was a failure
because everybody said that, what the heck areyou doing?

(04:17):
Why moving away from Denmark, the first worldcountry, and a lot of opportunities.
So for 9 straight months, me and my part thatwe went to the office at midnight, drank, like,
5, 6 Espresso's and and call clients in Denmarkjust to fund the project in Nicaragua.
When the employees came in at 9 AM, we justcontinued until we basically passed out.

(04:40):
Got a couple of sleets of hours.
And then after 8, 9 months, we went breakevenand then it scaled.
So it was it was a good fortunate move becausethen we went on to grow into 100 of
$1,000,000,000 of advertisers, 300 employeesawarded in 5000, 4 years in a row.
So struggling through that adversity and justpulling a double shift for a period of time.

(05:01):
I think that was that's probably somethingworth highlighting.
No.
It def it definitely is.
So that's the same agency after, you know,struggling Nicaragua, having your back against
the wall going, what do we do now?
That's the same agency that's now generatedover 8 figures Andrew, Yes.
In in sales.
Wow.
That's correct.
Yes.
That that's very cool.

(05:21):
So for those who don't know too, Gary Garth isa, author of a re new book called 0 to
100,000,000.
I had the pleasure of reading some of it.
Andrew so some of the questions I had from thebook, Gary, you you mentioned that, like, when
you in your twenties, you had already figuredout how to make 1,000,000 of dollars a year.
And, and then it's obviously the title'sepisode of wolf of sales because it definitely

(05:43):
reminds me of the wolf of Wall Street.
Tell us more how the heck did you learn how tomake 1,000,000 of dollars a year and have that
tenacity to go after that at such a young age?
Yes.
Yes.
So I I took my first sales job very early in mylate teens, actually, doing a summer vacation.
And this is, what, 25 years ago.
So it was like, handheld phones and you aredialing by turning the the dial in.

(06:07):
You just had call list.
So that was just dialing Andrew of folks everyday without little to serial information.
Just hitting them up with the with the pitch.
We were provided.
It was, basically, I remember you started.
You got a pitch in your hand, and then you hitthe phone, like, 30 minutes later.
And there was, like, you make a 100,000 beforelunch or else you're fired kind of.
Yeah.
We were selling some equivalent to Yellowpacedirectory, but of little value.

(06:31):
So when you're that position and it's not thatI'm advocating for product or solution like
that, but at a very early stage, you learn howto ask the right questions, right, and you
learn about the principles of persuasion, howto create, you know, a sense of urgency,
scottity, etcetera.
And I think those lessons was something that II picked up and then then learn to apply it

(06:55):
later on in in my projects.
But after a couple of of years in in in one ofthose calls, there's actually less than less
than 2 years.
I was top seller, and I was like, this is runlike a Mickey Marshall.
Why why aren't they doing X YC?
And I saw the bosses, they were not doinganything.
So I think, you know, it's
more about how you came to that epiphany.
Like, how the heck do you go from not knowinghow to make a sale to, like, was that you broke

(07:19):
the matrix and you kinda saw the code Andrew,like, has to happen overnight, or did you have
to read a certain amount of books to, like, go,oh my gosh, this place that I thought was run
some quote unquote, magically.
Now I'm recognizing there's all these falsemistakes.
Like, how did you get to that point?
Yes.
Great question.
So I was the complete opposite of what youconsider a a a great salesperson.

(07:40):
I was introverted, shy, not confident.
I was born overseas, my Danish back there wasnot even perfect in my pronunciation, etcetera.
So I'm not what you would categorize a as anatural born salesperson.
As I put in my book, great salespeople are madenot born, I think it's more about the attitude

(08:01):
and attribute that could be developed.
If you're hungry enough, there's all theknowledge in the world that you can seek, and I
was definitely hungry.
I was money hungry.
I wanted to be significant.
I was very passionate.
I was very competitive.
I have a lot of those attributes that Ihighlight.
So I remember coming in, and there was this kidsitting a couple of rows behind me, and and it

(08:22):
was like a few years late older than me, and itwas driving the big Audi and you know, flashing
Andrew all the nice clothes, etcetera.
And I was like, what is he staying on thephone?
So I basically just modeled the folks and wassitting in listening on their calls a lot.
I was the worst on that first team of new saleshires.
Like, didn't sell anything for 2 Weiss, and Idon't even know why they kept me around, but

(08:43):
then all of a sudden it clicked.
And then after a period of time, I was like,very, you know, I wanted to add value Andrew
kept coming to my sales manager and the owners.
Why don't we do this?
It would be smart if we could add this productto the equation, and this could be beneficial.
And customers are asking about that, and theydidn't give a rat's ass.
It was just like, shut up and sell more.
And I was like, You know what?
Screw that.

(09:03):
I'm gonna start.
So I popped it up with a with one of the salesmanagers, another we were, like, several sales
managers with teams, and then We started ourown Andrew that's figured out how easy it was.
You know, if you got the sales skills, youknow, how to influence, motivate people, and
you can put together a a somewhat decentproduct, then it's not rocket science to get
beyond a 1,000,000 and so forth.

(09:24):
So when I was 25, I'd already made a couple of1,000,000.
I was in a few Danish magazines, etcetera,spent a lot of the money as well, but but,
basically, it was a a journey from their own interms of building companies and and products
and and solutions and and learning a lot.
Everything from direct sales to channel sales,to to broadcast media to now digital marketing

(09:45):
and tech solutions that I've been working withthe last 10, 15 years.
Yeah.
I love how you talk about that when it comes tosales, that it's a learned skill, you know,
just like public speaking, it's it's a learnedskill and, like, you didn't Right.
You didn't come out of a womb, like, sellingyour mother on why you should need to drink.
Why need a drink milk or something like, youhad to learn how what it takes to sell

(10:08):
something.
And and it sounds like learning not just how tosell, but how to sell a product that sounds
like wasn't very good with
respects for
valuable.
And so learn and I like what you say in yourbook too.
Like, you never sold the best product, butbecause you had the best marketing and sales
strategies, you were able to stand out themost.
And PT Barnum talks about that too.
Like, you just gotta get people in the dooressentially.

(10:29):
Andrew so tell us more about, you know, what domost people get wrong when it comes to sales?
Like, why why do most people struggle withsales so much?
Because it's goddamn hard, 1st and foremost.
Right?
But I think it's because it's not prioritized.
I know this from my angel investments, and thenafter having worked with tens of thousands of
companies now in different shape and formats,that very often they, you know, they have great

(10:54):
products or they have an amazing team or agroundbreaking new concept, but sales kinda
like it's just added to the equation that youknow, we'll figure out how to sell it.
We'll hire a sales guy, and then they all knowhow to do it, and we'll hit the phone.
So we'll do a little bit marketing and thenattack it that way.
And and I think, right, I know that it needsequal prioritization Andrew starts with
everything, proper research, like, definingyour you know, ideal customer profile and total

(11:19):
addressable market, and they're just detailingit out from there to perfection.
So, you know, exactly what the right message isto the right people at the right time Andrew
then building on there.
And then furthermore, sales is very oftentreated.
I think still nowadays as they think of, like,used car salesman or somebody who's very
eloquent and charismatic and so forth, but it'sit's about providing solutions and

(11:42):
understanding the pain points of the clients atthe end of the day.
And to do that, you could basically create aframework.
Right?
I'd say build a sales plan, a complete salesbook where you factor in everything, create a
replica model that, you know, 1st and foremost,you prove the concept with a few reps Andrew
then something that you can then scalesubsequently.
So it's not coincidental if you're gettingsales because you have a certain set of

(12:06):
attributes or some some rep is great at doingpresentations Andrew another is is is has high
activity.
They're just cold calling and emailing,etcetera, all day long Andrew building that
work.
It's It's more like a system that you canautomate and replicate with what to say, when
to say it, how to address certain challenges,how to conduct a a product demo, I know this

(12:27):
because I've recently got involved in severalcompanies and enabled a lot of sales tech and
Mazzic.
And I'm just scratching my head.
It's like, what the heck is going on here?
It's like, these cannical demos, right, wherethey're just basically following a script is
like monotomes, the same tonalities, some prefabricated questions that some SDR asked me
about just to set up the call with accountexecutive, and they're not building upon that

(12:50):
momentum.
And I think it boils down to Andrew that's,again, what I say is, in my blessing, if you
put Salesforce as a founder, if if you go outthere, you're knocking on doors, you're
purposely and your product solution, and youuncover all the objectives prospective buyers
may have, you learn how to how to frame yoursolution and product effectively.
And then you can replicate and roll it outthroughout your company.

(13:13):
So there's no silver bullet per se, but you candefinitely learn it.
I mean, getting to a 100,000,000 definitelysounds like you have a couple silver bullets,
but or, I guess, in your case, a lot of bulletsAnd so, yeah, it reminds me I heard another
interview from a guy who's also a sales expert.
He's like, you know, the thing when it comes tosales is kinda like going to the gym.

(13:34):
No matter how much you don't wanna do it, nomatter how tired or unmotivated that you might
be that day, you gotta get in your reps.
You gotta get in your reps.
It's the only way to keep staying on top ofthings and improving on things.
Andrew so, obviously, you you said you werecalling, like, 100 to 200 companies a day or or
something like that.
Like, how did you form that mental fortitudeand mindset that to keep going after rejection

(13:56):
after rejection of selling a crappy product,like, how does someone build that fortitude to
just keep going and calling and build that planfor themselves?
I think it boils down to being hungry, beingmotivated being very determined, and that's why
also I'm focusing on on attributes.
It had applicants demonstrated in priorcompetitor sport or school or prior work that

(14:18):
there can be discipline, right, that theydetermine that they're relentless to pursue a
goal because that's what it takes.
Especially in the beginning.
Admittedly, I haven't personally done coldcalling or prospecting for a large part of my
career because I was very fortunate to quicklygo in and become a quote and quote closer, an
account executive.
So I would always have people provided me leadsin different formats, either a cold transfer or

(14:43):
inbound inquiry that came or whatever it maybe.
And That's obviously a a different process.
So I think which is also what I highlight in mybook.
If you really wanna build a a businessdevelopment team as a sales development reps,
you need to have some, like, search salescareer path and plan in place.
You need to have strong onboarding.
You need to get them up and hit some momentumbecause I think it's like, out of 3 reps

(15:05):
doesn't even make it a couple of months.
Right?
I mean, the the attrition is is horrible inthat.
Right?
So you really wanna give them a solidonboarding plan, 90 day onboarding plan, I put
a sample in in in my book.
And then you gotta also have the carrot infront of them all the time because nobody can
survive prospecting a cold calling to thatextent more than, I would say, 12 to 18 months.

(15:26):
Then there's gotta be a a career progressionafter that.
In order to not burn out.
Because even being an account executive,that's, that that's also challenging as well.
So
I never I never thought about that.
So understanding that yeah, most people theyit's good to start.
Well, most people do start with, like, the coldcalling generating leads from scratch, then
it's okay to move up to your your just thecloser, then you move up to, like, the manager,

(15:49):
CEO.
And that's interesting that you can't expectpeople to be cold callers for forever.
Andrew, also, your book too, I know you talkhiring a sales team.
So, you know, this podcast speaks to both B2BAndrew B2C owners.
Can you give us a sneak peek into how you gohiring commission only salespeople because it
sounds like any company be like, y'all hirecommission only salesperson.

(16:09):
I mean, is that difficult to do?
Is it easy to do to tell tell us more aboutthat?
I think it's difficult to hire commission onlynowadays.
You will get a a certain kind of rep.
I would say, like, everybody else that has asmart Andrew business, a higher, slow, far,
fast.
If you understand your CAC tells V radio interms of you know, whether it's a cuss acquire

(16:31):
a customer and how long would they stay around?
What's the profit marginization, acquiring acustomer?
You understand your metrics in terms of howmany calls or emails?
Do we need in order to get a meeting?
How many meetings do we need to get a close?
How many of those deals do we cross, upsell?
What's lifetime value in that sense?
Then you can start better calculating what youcan afford to invest in client acquisition.

(16:52):
And then I think it's just about puttingtogether a compelling package and looking for
reps that I like to put them through severaltests.
You know, some people are so hungry to growthat, especially when hiring and building a
sales team, I think sometimes, you know, movingslower is actually faster at the end because
there's so much.
Right?
There's systems that they have to adapt andlearn this process is this is your company's

(17:16):
value proposition.
You need to educate them on all of that plusyour product solution Andrew then also the
competition.
So there's a hell of a learning curve.
So really wanna pick your winners, and that'swhy I put too much emphasis on the learning
part.
But then I would say if you invest in the rightpeople and you have that right onboarding plan
and the right coaching framework, then tostructure the commission structure.

(17:38):
So it it's financially attractive.
That you have a a a good standing chance of offinding highest.
The other thing is also not just going out likemany entrepreneurs, companies do and say, okay.
We are software service solution.
We're gonna go out and look at a a competingcompany, sales reps go to LinkedIn and solicit
all of them.
They're not gonna transition the job unlessyou're gonna offer them a bigger compact.

(17:59):
So, again, I'm I'm more about trying to findthe diamonds Andrew the rough, the the talents
that need to be developed, and then investheavily on a, you know, a a training framework,
a sales plan, build everything out so that youcould put people in there and generate sales
superstars.
That's how you could make it affordable.
Obviously also tied up with that, and that'swhy it's difficult.
There's no civil bill, but it's also I just seeit so often.

(18:22):
It's like sometimes I come in and work with thecompany Andrew the pricing strategy is not just
not in place.
You know, they have a discount or the devalueof the solution to such an extent that there's
not enough money to invest customer acquisitionor marketing or lead generation.
So increase your pricing.
Make sure there's enough margins so you can payattractive commissions and then build the
framework that enables folks to sell.

(18:43):
Then you're pretty much there.
I love that.
Just finding the diamonds in the rough, higher,slow, fire fast, understanding it.
It is difficult to hire commissionally people,but that's okay because if you can bring on the
right people, then it's a no brainer to makethat happen.
Andrew, I like what you said too, but itdoesn't have to be commission only.
You can provide other incentives.
I'm curious too.
Yeah.

(19:03):
So people have talked about your legendarysales talks of how you motivate your sales
teams, you go in, get people pumped up, There'sa great story from the book where a guy takes
his wedding ring and says, I'm not married tomy wife anymore.
I'm married to money.
So, obviously, getting people to react as,viscerally as that is is no understatement.

(19:25):
Yeah.
And so for people tuning into the show today,Andrew you give us a sample of one of those
sales talks?
Let's say someone's it's early morning.
It's 8 AM.
They know they have to make a bunch of salestoday to grow their business, feed their
family, make their an impact.
They're feeling down, and they wanna hear aninspirational sales talk from Gary.
What what would that sound like?

(19:46):
So Yeah.
So it is true.
And I think that's an important element of ofsales management of being a business owner,
founders, getting your your troops rallied upand ready to go to war.
You also gotta lead by example.
So I've always been one to pick up the phone asone of the first people just as demonstrated.
Okay.
Let's get to action.
You know?
Even if, you know, it's just a follow-up orwhatever just to say, now we now we're smiling

(20:09):
and dialing.
Let's get to business and make some money.
But it starts with the preparation.
Right?
So, like, I love to read a lot of books.
I have a high school education.
I've read every single sales book.
I think in business book, I could get my handson.
So just reading a lot, I've always got inspiredcoming into the office next day with some
quotes or some learnings, some statistics, somesome something that people has to pick up

(20:32):
because because they didn't have that samehabit.
And then furthermore, I always get up early.
Typically, 5 AM hit the gym before I come tothe office.
So I have an advantage.
I've I've been up.
I'm psyched up.
I in my mind, I've already prepared a littlebit what I wanna say.
I'm motivated.
I always watch motivational videos while I'm onon the treadmill.
So I come in and fired up.
It's not like I just ate my croissant androlled out a a bit Andrew then came to the

(20:54):
office.
So I get people fired up in that way becauseI'm in the right state, right, which is half
half of the battle.
But then I think as a leader, and this issomething you have to do on one on ones, but
also in the setting, it's about communicatingthe vision clearly.
Like, where are we?
Where are we gonna go?
You wanna be part of this journey.
Now the trainer trainers leave it.

(21:15):
Get on get on board.
Here's what it's expected.
Communicate that daily effectively.
So have, like, like, a book I read recentlywas, like, David Vishen.
How do you saying it in detail so thateverybody gets encouraged and motivated about
your purpose, your big carrier ditious goals,etcetera.
Then it's understanding your folks.
So, like, that's, for instance, why one of thereasons why I I also wrote about the goals grid

(21:39):
and grid plan is because we use it actually ina setting here at my company every single
morning when we do a a huddle, I I could do aquick round and say, what's what's your top
priorities for this week?
What's the number one priority for today,Andrew then I challenge the folks.
How does that how does that align with yourquarterly target or or your main plus your 10
year vision, where you wanna be?
You know, all that that is documented there totry to establish your connection with your

(22:01):
activity?
Why the hell am I here today?
What am I trying to accomplish?
What are we trying to accomplish as a company?
But how can that benefit me the employeesitting there about to conduct a lot of tedious
tasks, challenging tasks, have done it day inand day out from end times.
That could be that extra little catalyst thatcan get you through Andrew sometimes over the
hump to become successful, but then you feed onthat success.

(22:24):
So for me, setting the stage in the morning, orat the end of the day, if it's been a bad day
to encourage people to come back with somelearnings or some takeaways, I think it is
absolutely the key.
That scenario that your friends in the book.
That was that was probably a little bit where Imean, to the extreme of getting somebody to

(22:45):
throw the the wedding band out of the window,and that's not something I wanna encourage
on probably safe, but now
it's it was at least demonstrating the the peakthat you could reach as for the hype in such a
meeting.
I get everybody.
Rallied up in terms of let's go let's go getget some results.
Right?
No.
Especially after watching Wolf Wall Street,like, I can just imagine Andrew, that thing is

(23:07):
similar to you.
You just get people pumped up so much.
They just do the craziest things.
And I was liking the book too, how you talkabout how that actually led to the next company
you got involved in.
And so it's it's funny how serendipity, workssometimes.
Andrew so when it comes to getting motivationalsales presentations, well, first, how long have
you been getting up at 5 AM for?

(23:28):
Has that been going on since you were twentyyears old as well?
No.
Not since my arthritis, but it it came after Igot older and my energy levels depleted, I
think.
And and I I learned value of getting up early.
So I've been doing that since I would say latetwenties as a consistent habit.
It's like every day 4:35 AM typically hit thegym and fill out my planner, do a little bit of

(23:51):
meditation, just get my mind in the rightplace, and then come to the office.
But especially during wartime, your scaling andgrowing and adding a lot of folks.
That's when, you know, those extra hours duringthe morning are pressures.
That's when you can get a little bit of Weissand and you're gonna focus on some topics
without getting distracted right after 8, 9 AM.
Forget about it.
It's like game over almost.

(24:11):
Right?
It's just meetings Andrew calls and questions,etcetera?
No.
It makes sense.
It makes sense.
So, yeah, so going back to motivational salestalk beans, fill up your own cups.
So get yourself pumped up, get up early, get aworkout, and review your own goals, and how it
lines you through your own vision, Andrew then,of course, really share that energy and make
sure it's aligning with other people's visionand goals.

(24:32):
And and I like we said too, is that you don'tyou don't lead from the back line you need from
the front, say, alright, everyone's get to worktoday.
And then to show that I'm here with you, I'mgonna take this first call today kind of thing.
And Totally.
Go with that attitude.
I definitely believe in that.
It's a thing.
It's called situational leadership where youyou lead based on the situation rather than,
oh, telling people what to do or and thingslike that.

(24:53):
Like, you wanna show that you're willing to dowhatever you're asking people to do, it sounds
like.
100 and you can hide in the corner office whereif you have a small startup Andrew you're
building a sales team, you gotta be out thereand doing it.
I always refer to, like, one of my favoritemovies, like, brave hard with Mel Gibson.
I painted it in the face, and he's like, he'sthe first guy in the in the lane running

(25:15):
towards the enemy.
Right?
That's what gets people to follow you in myopinion.
So I think that's why I have so manyendorsements and support from from former
employees.
I've hired over a thousand reps at night lastproject alone.
I worked a lot with with Google and andMicrosoft channel sales team enabled hundreds
of agencies to resell services, and it alwayswas embraced possibly was like, hey, how do I

(25:36):
do this?
Let's call him up together.
You know, let's jump on a call.
Let's figure it out.
You know, just that kind of support andencouragement Andrew on the call coaching, so
to speak, something that motivates people a lotand and makes you makes them wanna follow you
and and give a little bit of extra to you andthe company, I think.
Yeah.
Let's talk about, working with Microsoft,Google, Facebook, like, literally the biggest

(25:58):
names, the biggest names, I like the, you know,in the for those listening in, it is a pretty
good book, but I've read so far, like, thestory of how you able to land Google as a
client.
You know, you just saw an amazing presentationAndrew didn't know you needed a presentation.
So you acted like, you you did it on purposewhere you didn't have a presentation ready, but
you actually didn't have it ready.
But regardless, the question is, What does ittake to work with companies like Microsoft and

(26:21):
Google?
I haven't gotten that book how you even got tothat room in the first place.
Like, do you have to work with smallercompanies Andrew bigger companies work your way
up.
Can you go straight quote, unquote whalehunting?
We can work with Google right out of the gate,like, What does it take to work with big
companies like that?
Yeah.
Obviously, I only have my own experiences andwhat I've heard from my network, etcetera.

(26:42):
In my scenario, it was that we were at hypergrowth.
Right?
We had strong we niched down extremely and justsay, we're just gonna sell Google Ads the 1st
couple of years.
So that focus, you know, really made usskyrocket in one category.
So very quickly, we got on the radar.
I think when we were solicited by them, thefirst time our account manager said, like,
you're the fast the 3rd fastest growing agencyout of, like, 15,000 plus this quarter.

(27:05):
Did you know that?
It's like, wow.
Holy shit.
So Andrew I think it's It's obviouslydemonstrating, you know, standing off of the
crowd, providing, obviously, you gotta followthe agenda and generate revenue for them in
that sense.
Andrew then it's to some extent also a aportion of luck.
Like, that scenario that described in the bookwas that since we were based in Nicaragua, its

(27:27):
high staff was fully bilingual, we had a lot offormer.
It was US citizens who had chosen to move backto the country to stay with the family or so
forth, lower cost living.
So they were fully they were Americanizedculturally.
When we were selling, we had the ability tosell basically multi language targeted
campaigns.
So could solicit US and advertise and say, hey.
You're doing great at Google.

(27:48):
Position 1, Weiss.
You're focused in Florida.
Did you know there's 4,000,000 US Hispanics inMiami alone Right?
Why don't you create translated campaigns,emotionally, culturally connect with them,
differentiate yourself from the crowd, getlower CPCs, high return, etcetera.
So they kinda looked like that patient.
At that point, the US Hispanics, if not still,was fastest growing demographic was 60,000,000

(28:09):
plus or something like that.
So they wanted to really penetrate So that waslike, just sheer luck.
So our account manager at Google says, hey, areyou situated in Nicaragua because of this is
your focus?
And I was like, hell.
Yes.
That's why.
And fast forward a couple of weeks later, likeI put in the book, I was invited to to speak at
a Hispanic, a marketing focus, Hispanicaudience at Google about how to penetrate that

(28:31):
opportunity.
They wanted to get insights on some of theleading agencies on how they did it.
And that's the that's the given scenario whereI was fortunate to come up and and, maybe, some
lucky disguise that I didn't know I had to havea presentation.
So instead, I just winged it a little bitAndrew and told them about our experiences, how
it actually worked, and the the feedback wegot, how people reacted to the pitch, what were

(28:54):
the particular challenges and opportunitiesthat I saw, and how we together, a
collaboration could work.
So I think those organizations like that, bigorganizations, right, Amazon, Microsoft, SAP,
Google, their predominant revenue drive istypically channel sales.
I've I've seen that with my first with my owneyes, and they have big organizations there.

(29:14):
Basically equipped with enabling othercompanies to sell their solutions and products.
So as long as you're aligned with the agendaand you have good intentions and you had you
you adapt with their best practicescertifications and and recommendations.
And they go all in.
You can get tremendous support.
So for us, it was an opportunity because all ofa sudden, we were the 22nd premier SMB partner

(29:38):
in in US out of tens of thousands of companies.
And the rest was all these big mediaconglomerates and public traded companies and
news networks that got the opportunity.
We were like a small little shop, so to speak,in comparison to them.
So it was basically an opportunity to webasically skyrocket and growth afterwards
because of that nomination and that actual levlevel support.

(29:59):
And then we start working with them.
And what I figured out very quickly was, forinstance, like, Ben Weiss, the global head of
sales enablement at Google's house.
A friend, I would say, because we work soclosely together for many years.
He wrote it forward for my book, and I learnedhim because he basically threw out all
marketing agencies with Google to train theirstaff on how to sell.
And, you know, when when he came to us.

(30:20):
He said, like, no.
We have visit agencies Andrew, yeah, okay.
Come in, talk, and peep the reps are sitting.
We rolled out the red carpet.
You know, it's like, welcome.
This is the the guru himself.
What can you teach us?
We're here.
We're here with our notepads.
We're we're writing down Andrew was involvedand was like, let's get everybody to do it.
Everybody got homework, Andrew showed up thenext day.
So they he went back to Google and said, theseguys, they're just crushing it.

(30:42):
They're motivated.
They're determined.
Like, we should support them extra because thenknow, we couldn't have one hell of a reseller.
So I I think that's that's at least what workedfor us back then, and there's something, yeah,
I would recommend if you wanna take that path.
So just so I understand.
So how did you get so, yeah, so you had soldyour or you're done selling the yellow pages.
You had made your millions from that.

(31:03):
Andrew you got the opportunity to sell GoogleAds, but at Google hired you to do at that
point, you're just decided to start your ownagency to randomly sell Google Ads.
It was extremely random, my friend.
I had been selling radio advertising for radioenergy.
I was partners.
We did direct sales director for the Danishdivision, but we were a small player number 5

(31:24):
in Denmark.
Right?
It was not that people companies were eager totalk with us, and I was selling into the media
agencies.
And I was like, Gary, get, you know, yes.
Get in line.
We'll call you if it's relevant.
So broadcast offline.
This is what online was already taking off.
And every single conversation I had was alwayslike, yeah.
I had to renew an annual agreement.

(31:44):
It was like, we're allocating more budgettowards Google or whatever it may be on the
platform.
So I was like, I gotta shift direction here.
So when the opportunity came to invest in thegrok or build the sales team there, bilingual
people talk in US.
I was like, we gotta we gotta we gotta jump upthis wagon, but I knew very little about Google
back there.
This is 2010.

(32:06):
I even put in my book.
I was sitting there on reading at GoogleAdWords for dummies, right, where I quickly
realized this is gonna go bad.
So we are fortunate to partner up with myformer partner, a good friend, Andrew, who had
just written a book on on Google Ads.
I I had the opportunity to make him as anacquaintance back in Copenhagen, Denmark.
So I basically just cold called him and said,hey, Andrew, what are you up to?

(32:29):
He was living in in Malta back then in Europe,and I started his own little agency Long story
short, I said, like, why don't you jump on aplane?
I'll pay all expenses.
Come over here.
Hit this little consulting project that we needyou involved in.
He flew over there.
Like, a week later, it was like, yeah.
We need you all in here.
You need to sell.
You should need to stop that agency and go allin, but we can give you some shares and equity

(32:49):
and get all on board.
So he was that missing part of the equation sothat we very quickly could accelerate our our
product knowledge.
And then myself, in order to understand andlearn the was basically working as an account
specialist sitting there, creating, optimizingaccounts just to, you know, wrap my head around
all these technicalities and out of position inthe communicate with the customers to retain

(33:09):
them.
So that was kind of the journey in that sense.
Yeah.
Opportunity meeting luck.
And that it sounds like so you learned how towatch out for industry trends.
So when you're in the radio advertising, peoplekept saying Google ads, Google Adger, like,
what the heck is that?
Then after looking into it, you're able to jumpon the wagon.
And then then because you're the top Google adsalesman, you started working with Google.

(33:31):
Okay.
That that makes sense.
So just like, the importance of keeping keepingout for opportunities and what's next in the
future Andrew sure we'll get into talking to AItools in this interview.
Or how, quote, unquote, caught up you are withthat, seeing how you're you're visionary that
kind of stuff.
So and then, the other question is, so oncethese are working with Google, you know, in the
book in 12 rules of life by, Jordan Peterson,he talks about, you know, in the lobster world,

(33:56):
the toughest part is always getting to the top.
But then once you're at the top, everything iseasier for that.
So the, of course, once you get hired by Googleand you do well for them, was a quote unquote
Weiss to get all those dominoes knocked down tothem, work with Microsoft, Facebook, and all
these other big companies.
Like, is that how that worked for you as well?
Yes.
It definitely gave us a catalyst that we grewexponentially.

(34:17):
But, you know, the way it worked in terms ofgetting all the support accreditation is that
like I mentioned, having a partnership withthese big tech giants companies, basically a
reseller.
They look at you like a sales agent.
So you have a you get a lot of support.
But you have to set targets and and grow at acertain growth rate year over year.
In our case, it was like 60% year over year forseveral after we had already grown to to

(34:41):
thousands of times.
That's not something you do easily.
So at one point, we almost went bankruptbecause we were so invested in growth, right,
that that cash flow became an issue.
Like, we had all these stringent requirementsto grow 60% and it was harder and harder to
get.
At that point, I think we had, like, 70 70 coldcallers ahead and 15 closest on on one floor.

(35:05):
And spending 100 of 1000 of dollars Andrewgenerating leads.
That point, things start best practices andstop stop falling through the cracks Andrew it
becomes difficult to attain the same level ofefficiency.
So on our end, really what was, a savior inthat sense was that We pivoted out of
necessity.

(35:25):
I was the CEO of the company up until thatpoint for 6 years Andrew Joseph stepped down.
Basically, I had the idea of creating a channelsales program instead because going to these
Google and Microsoft conferences every 3months, you know, we we were at the rate of a
competition, and a few of them had alreadysolicited me and got aware that, you know, we
were situated in Nicaragua.

(35:46):
So our cost of labor was like pennies and thedollars versus our our US peers, our
competition.
So some of them that were ahead of the thegame, sales Weiss maybe didn't have capacity to
fulfill all the demand was like, could we makea partnership agreement?
I was like, a partnership agreement.
Never really thought about it from that angle.
So I proposed to, our board of directors, my mypartners, that point as a as a way for us to

(36:10):
get out of the hole and survive as a company.
I mean, you know, at that point, I think wewere eight figures already, and they didn't
really believe who's gonna execute how we'regonna do it, etcetera.
So went back as I put in my book with the MVPkind of model.
We didn't have the solution, but I had veryclear idea of what they wanted.
So I broke it down into, like, a a couple ofpages, the concept wrote it down, how it

(36:33):
positioned, how the reporting would look like,the customer support, the pricing, what would
the margins be for upsell?
What kind of sales enablement would beincluded?
Everything that I sort of, like, had a goodidea.
And then I just start calling out Right?
We didn't have the product solution, and Iworked with a COO, like, a little bit in on the
cover, so to speak.
And then I came to the next the board meetingwith a contract for a reseller agreement for,

(36:56):
like, 25 clients that we were fulfilled withsomebody else.
Andrew was like, the hit hits the contract.
Here's the money.
Now let's create the solution.
Let's create the product.
There's demand that are proven.
It can be sold.
So that's when then my follow partners thatdidn't as a CEO to take care of the business
and run it.
And I then went in to create that that path tochannel sales program.
Andrew went all in in that sense.

(37:17):
And we grew very fast onboarded, like, 200resellers in in just a couple of years because
we had a very good solution offering.
We already had a strong market reputation in I,as a seller, again, understand your clients in
detail.
I've just been 6 years CEO for a big agency.
100 of employees, thousands of clients, I knewwhat kept them up at night, you know, thinking

(37:37):
about churn and infiltration and how we'regonna cuss car customers and the cost I would
know.
I would knew the pain points in detail.
So I could very quickly unwrap, like, the needand provide a solution that catered to the
specific situation.
So again, back to sales 1 on 1 fundamentals,that's the recipe, mostly.

(37:58):
No.
I I love that.
It it makes, so much sense just, like,constantly be finding value, finding
opportunities, closing the next deal, Andrewjust, yeah, understand to keep, know your
clients and keep it and keep pivoting andadjusting too when you're you're like, we're
spending a $100,000.
It's not working.
We we can't just, do forever.
So I love that you're always looking toimprove.

(38:18):
So a good question I had lined up as well.
I I think it's a good question.
If you're talking to a business owner Andrew,obviously, you have your ever whole book to
help explain this, but to kind of give us akind of sneak peek summarize, I guess, trailer
of a blueprint put together.
If you had to start from scratch, I don't know.
I still need to watch those episodes of whereapparently, like, Grant Cardone is still in the

(38:41):
middle of nowhere, and he has to make moneyfrom scratch.
Have you heard of those?
Yeah.
I haven't seen it either.
So if you were thrown into a a small town and,let's say, you know, in Arkansas and, you have
to learn Andrew you have nothing to your name,no one knows who you are, how confident would
you be going from 01000000 in 6 to 12 months.

(39:03):
If you're starting from complete scratch andyou're thrown in a random town in the middle of
nowhere.
I'm quite confident because I think, again, thelearnings, right, accumulated learnings over 25
years and standing on the shoulders of of othergiants that I've learned so much from at all
these great organizations, partners, employees,etcetera, just gives you that edge on how to
penetrate a new market or new a newopportunity.

(39:26):
And it's like I put it in my book.
It's a journey.
It's a process.
Is.
Right?
You can't just slap together an offer and andgo to market, try to get some funding, see how
it works.
You have to do proper research.
Right?
You have to understand every single thing aboutyour customer, demographics, photograph,
psychographics, you need to do mysteryshopping.
Typically encourage.
You need to understand your competition, howthey position you to offer, and how you can

(39:49):
stand out for the crowd.
Again, are you a blue ocean?
Kind of strategy company, red ocean, right, andthen shape your offer from there Andrew then
figure out where's your ankle Andrew how canyou penetrate?
Then obviously putting forth the work, doublingdown, getting the the right framework in place,
figuring out is it direct sales channel sales,which sales model, building out a sales plan,
getting hires, getting a sales manager, settingup stuff like sales operations.

(40:13):
I put a strong emphasis in my book to sometimesunderappreciated non prioritized, but just if
you're looking for for documentationestablishing process that you then can put a
layer of automation on top of Andrew thenreplicate success across the teams.
Sales operations is key, right, so getting themintegrated to the equation Andrew then figuring

(40:35):
out what's your most cost effective acquisitionright, not just follow the rest, say, hey.
This company is very successful.
They're doing X YC.
That may not be the right way to go into acrowded space and try to cut through the noise
with a more compelling off or a differentangle, people don't necessarily react to that
in that sense.
So and then when you start scaling, it's allabout, I would say, things such as aligning

(40:56):
sales and marketing.
Right?
I see that all the time with companies I workwith, creating unified KPIs and metrics that
incentivize the same behavior that you're notone department is pushing for MQLs.
Another one is just trying to close deals, butsimply just align everything.
If you're producing block content, your contentstrategy is something that enables sales to
close more deals is do they have all the rightcollateral to to help your sales journey to for

(41:21):
for them to, close at a at a higher rate, at afaster pace, Andrew then a higher average deal
size.
Right?
So getting to that point is also critical.
That's really when you could start scalingthings.
And then that's where you can add a layerknowledge.
You can start outsourcing, creatingpartnerships, leveraging countries and other
companies or the markets to create synergies,etcetera.
So again, taking it from 0 to 1,000,000, Ithink that's a lot hustle.

(41:44):
That's yourself.
That's just, you know, putting, getting gettingyour grid on and and standing on on the
shoulders of getting some mentorship and thengo to work.
But then going from 10,000,000, that requiresthat extra layer Andrew then obviously go into
a 100,000,000 that processes in a wholedifferent company.
It's a b so to speak compared to to that.
So it's it's like 3 different journeys youcould almost say in that sense.

(42:05):
Yeah.
So, yeah, uh-uh, let me talk about too, thatyour your confidence that even if you you went
bankrupt, no new your name, and, you werethrown in the middle of nowhere that you're
like, oh, yeah.
I could definitely get, 0 to a $1,000,000 in 6to 12 months because I have the skill sets.
I have the mindset.
I have the tenacity.
I know how to spot patterns.
I know how to do market research, salesresearch, adapting things.

(42:27):
Real quick, you mentioned no difference betweenwhen you're in a red ocean, a blue ocean,
Andrew for those who haven't read the book,Blue Ocean, it's essentially finding an
opportunity where clients only wanna work withyou and no one else, it sounds like you're okay
working in a red ocean essentially.
So the the question is, how do you navigatebeing in a red ocean?
Is it okay to be in red ocean, or do you stillprefer to be in a blue ocean.

(42:51):
I would obviously prefer to be the blue ocean.
I typically operated red ocean.
Maybe I haven't been the most creative when itcomes to establishing business ideas of
creating a product, etcetera.
But I think that's for how I learned to do thehustle, but that's a completely different game.
You know, that's brutal.
Right?
It's shock infested water.
That's why it's so red.
Mhmm.
The
blue ocean, what I'm trying to do now is is inin and I have a couple different projects, but

(43:15):
you know, faces that we have a marketingagency, a growth accelerator, focus a lot on
B2B, but also addiction treatment and mentalmental health care industry because I I got
invested into that category.
So kinda knew the vertical.
And what I learned against was by sportingpatterns was, like, you got a lot of companies
that's great at at marketing and generatingleads and so forth, but then, you know,

(43:36):
sometimes those leads falls through the cracksbecause they don't have the right systems in
place or technology enable quick responses,high activities, and replicating those best
practices.
And sometimes you can have both of those thingsadded to the equation, but the sales suck
Right?
That's not the right process to play scripts.
People are not doing demos right away.
So what I try to do with this recent projectelevate that I'm working with is to have both

(44:00):
demand generation, CRM, optimization, or techenablement, and then also skills process
architecting.
So it's like, okay.
Let's help you throughout the whole journey.
Cause if I'm to guarantee Andrew incrementalROI, I need to make sure that I I'm supportive
in the entire customer journey process in termsof revenue optimization.
So I'm trying to dwell a little bit into toblue ocean.

(44:21):
Obviously, there's other companies that do ittoo to some extent, but in the categories and
niches that I chose is it's limited.
It's not as saturated, and I'm just trying toleverage my brand experiences and and
endorsements to get clients and help.
And from there on, build build a new hopefully$1,000,000,000 company maybe if if you go to
the right No.
I love it.
I love the aspirations.
And, obviously, being an angel investor is howyou would help get their too as an investor,

(44:47):
you know, obviously, I'm sure you dive moreinto this book, but does a company need to be
making a certain amount of money before theypitch to you or do you know as an angel
investor, which companies to invest in?
How's that success been?
Like, are you right?
80% of the time, 30% of the time as far asreturning a profit?
How do you help, determine those?
I would say I'm not your classic Andrewinvestor.
I don't think people should take financialadvice or how to assess companies on my

(45:10):
experiences just to put a disclaimer out there.
But what I try to do is look.
I I try to look at early stage companies.
They've conceptualized.
Maybe they try to go to market.
They have a great product, spot people behindthe scenes.
This is demand, but the go to market strategysucks.
And and that came to life, like, in my lastproject when I was building out the channel

(45:32):
sales part of the program, and we had to have aset of different technology and everything for
reporting to proposals, etcetera.
And I started looking at so many, like, smallplayers in the market.
And I was like, why are they a small playercompared to somebody else?
They got the same product features, a greatsolution, even sometimes superior to the other
one that's dominating the market.
But I found out, like, listen, I submit acontact form.

(45:53):
It takes them 3 days to get back to me.
The pitch is horrible.
I'm basically selling the product for them.
It's just like, wow, just do that too and soforth.
So I was just like, okay.
That's the time opportunities that we're gonnalook at.
Try to find those.
Where I can apply my skill set at resources, aframework, my incubator offices, etcetera, and
then, you know, help them take the productsoverseas or expand in in the market authority

(46:15):
and But I'm not your investor that goes in andlooks at a balance sheet Andrew financial
statements and that's a in-depth analysis andAndrew therefore goes in and look at returns
based on on the opportunity that I'm not thatkind of.
I'm, well, you know, I come in and provideresources and the framework and the skill set,
and then we can grow the company based on that.

(46:36):
Interesting.
Okay.
That's good to know.
And then, yeah, everyone has unique strategies.
So that's definitely good to know.
The next question is how do you go about abattling imposter syndrome when you're creating
all the success for yourself, interact with thetop companies in the world, being able to be in
position where you're at, being in a penthouseAndrew Medellin, Columbia, how do you battle

(46:57):
that imposter syndrome when that little voicegoes, oh, you don't deserve this?
Like, what do you think you can have all thisand be happy?
Like, how do you, yeah, navigate that?
Good question.
Good question for me.
I think it's about I love what I'm doing now,Andrew have a a greater purpose that's tied up
with my overall mission.
What I'm trying to accomplish now is is astepping stone to my my true calling, I would

(47:20):
say what I wanna work with more in-depth.
Yeah.
So I'm I'm motivated in that sense, and I wasthinking, I I'm just a small fish.
I'm not proven in any way.
I'm I'm good at what I do.
In select categories.
And I if I could double down on that, I couldcreate a difference, and I stay true to it as
well.
So I'm not trying to proclaimed on the bestangel investor or accelerate or or finance

(47:43):
guru.
I don't know a lot about AI and and etcetera,but but I there's a few things I do good and do
really good, and that's what I stay true to.
And then I tie that up with a purpose.
Andrew that works for me, at least, and thentry to stay humble at the same time.
I love it.
Yeah.
Stay humble.
And, yeah, you mentioned AI tools.
I wanted to bring that up.
Obviously, tools are very important to anybusiness.

(48:05):
What are some?
Are you opted out any AI tools you'd recommendto the audience how to help them succeed and
thrive?
I'm not that well versed.
I mean, I'm I'm a novice chat GBT user.
We use it for, like, maybe 5, 6 tedious taskinternally.
We we applied.
I'm still learning, experimenting a lot, but Ithink I'm in a situation where I'm basically
involved in 3 projects right now.

(48:27):
So I'm working around the clock.
I don't have a lot of time to investigate andlearn more.
So I'm more dependent on some of my my key teammembers to learn, look look over the shoulder,
see what they're doing Andrew try to see toidentify patterns to see what we can adapt.
But, I'm very much in tune, and I know it'sit's a game changer.
It's basically gonna be a huge transformationthat, so I'm aware of it.

(48:47):
I'm I'm aware that I have to adapt.
I have to embrace it.
Otherwise, I'm gonna become a dinosaur withinyears, probably, or shorter time, probably.
What tools helped you scale to the several100,000 or the 1000000 or 10,000,000?
Like, can you give us some just quick toolexamples of those that helped you the most?
Was it, like, Salesforce?
Was it HubSpot?

(49:07):
What what kind of tools do you recommend justas basics like must haves?
Yeah.
So I've I've tried every most sales tools andand mark marketing technology tools that's out
there because we had the fortunate situation ofhaving thousands of clients and the resellers.
So I could typically go out and negotiate gooddeals because of, you know, the economies at
scale and say, hey.
If we have signed up 5000 advertisers in thisplatform, what can you give me?

(49:30):
And then go to the next one.
I'm also in a very curious I'm also a verycurious person, and I mean that by typically if
Salesforce solices me, I'll hear them out.
I wanna hear you pitch.
Andrew, typically, I take a demo just toeducate myself on what's emerging and how it's
evolving and comparing technologies to oneanother.
So for me, I think, especially on creating asales framework that can scale, you know, we

(49:53):
have in the beginnings, like systems, likethese It was inside sales that shook a CRM and
predicted dialers and this automate.
That was hot back then.
Then we were actually we were the 1st clientthat signed up for HubSpot sales here, and we
were at the inbound conference in Boston, andthey announced it that back then.
It was 2015 to 16.
There was just marketing technologies.

(50:14):
And now we're rolling out a CCRM Andrew me andmy former partner who ran marketing back.
We're just excited.
We're like, yeah.
You could sign up a special promo.
We signed up So I we worked with that for acouple of years that we pivoted to Salesforce
as well, but I think what really worked wellfor me was fences the tool that I also work
with now in several of my companies was, forinstance, just adding the right technologies on

(50:35):
on top of Salesforce.
So for instance, Outreach.
I love outreach.
Io.
I knew that there's a lot of similar companies,technologies out there that really helped
create efficiency and and very, very effectivepersonalized campaigns so that you could scale.
So, you know, especially when we went intochannel sales.
And then there's a lot of lead intelligencetools out there, scrapers, etcetera.

(51:00):
So I I put a whole list in my book.
It's chapter 13.
The significance of technology or skills.
And this is admittedly for back in 2020, but2022, but I did a lot of research Andrew put
in, like, this five or six pages just with 3, 4bullet points in terms of my assessment of each
technology and what I recommend.
So I think just the ability to scout, find theright leads, find the right pain points?

(51:22):
Is it event based selling?
Is it based on a certain technology thatapplies, it correlates with your value
proposition, personalizing your messaging withgathering all that information and then putting
into a sales enablement platform.
Like, for instance, dot com, outreach.io, andthen accelerating sales from that then I would
say also tools such as simple stuff.

(51:42):
It's just like how to write properpresentations.
Right?
So you're demonstrating your product in themost effective Weiss.
So there's a lot.
It's too there's too many to just highlight afew.
I I would refer back to my poke again as forpicking your winner, so to speak, for sales
tech stack.
No.
That's still super helpful.
So thank thank you for sharing.
Alright.
Well, we have
a few questions left, and then I will wrap uphere.

(52:04):
You mentioned that you have higher purpose andvision you're working on.
Can you explain, what what that is that youcurrently work out at the moment?
Yeah.
So, I chose 2 hours back in this is 2020 when Isold the shares of my last company, right,
before COVID, fortunate to check out with somelittle bit of pocket chains.
I was about to invested in, like, 2 smallerboutique addiction treatment boutique centers

(52:27):
and mental health care focus because I had thatvery close to me in my life with some
significant love to others that had struggledwith those challenges.
And I also saw the statistics.
It was mind blowing in terms of how many peopleare struggling with to her.
1 out of 3 Americans, if I'm not mistaken atthis point, especially post COVID, but also the
millions and 100 of 1,000,000 of worldwidescale that are addicted to big pharma and

(52:49):
opioids.
So everything that sometimes they just gethooked on by by coincidence.
For me, it's it's helping people get out ofsuffering.
That's why I created the plan, for example,especially now in today's social media driven,
you know, fake significant world.
Everybody portraying to be something that notreally, at least in many events Andrew and
showcasing a happiness that maybe it's it's notthere, especially behind the scenes, when you

(53:13):
look at the statistics, it's trying to breakthe norms and and roll out some of the
learnings that I saw work for me, because Iworked with a lot of smart, smart people that
made a lot of money, very successful.
And I also recently read a statistic, you know,it's common knowledge that only a few companies
make it beyond a couple years.
80% of companies cease to exist within 2 years,right, and what is it Weiss than single digit

(53:37):
of those remaining actually make it above a$1,000,000 in the annual recurring revenue.
But what's interesting is that the vastmajority of those entrepreneurs, those founders
that has struggled to have that level ofachievement.
9 out of 10 of those folks are depressed.
The suffering.
They they have some sort of addiction and soforth.
And that, I think, is because you don't havethe right coping mechanisms.

(53:58):
You don't have the right tools, surfacing theplanner practicing thing like gratitude and
simple things and trying to find some purposeand learn how to grow and also give by helping
others in that sense.
I think for me, that is that is what life isall about.
And for me, that's my purpose Andrew how I canrealize my next projects and that true
potential by focusing on what I'm doing now.

(54:20):
I love that.
No.
And thank thank you
for sharing that.
Andrew just going back to, yeah, you're on abigger mission, not just to make more money
Andrew but also through great sales, but alsohelp people in the process because it is
unfortunate.
Yeah.
13 people start with mental health.
I agree it's a big issue, and thank you forhelping the combat that.
And so with that said, because you're also agenerous person, those who don't know Gary is

(54:40):
actually off bring complimentary 0 to100,000,000 books for those who are listening
to this show, this episode.
And so what you can do is go to garygarth comand then you go to the section where it asks
about shop Andrew then you click 0 to a100,000,000 sales blueprint And then from
there, you can put in the promo code rapidresults Andrew you get a complimentary copy of

(55:04):
the book.
And so He's been endorsed by the head ofchannel sales at Amazon, director of partner
program at Microsoft, people at Google, youname it.
So definitely, I've I've been enjoying the sofar, as we brought up throughout the interview,
it's been very insightful.
And even though I'm more b to c, I'm thinking,oh, maybe I do need to check out b to b more,
but even then, even if I say b to b, it's orB2C, it's still cool to learn the sales skills

(55:26):
that could definitely apply to B2C.
So I'm definitely enjoying the book.
So with that said, as as we wrap up, Gary, tellus what is one takeaway you want people to have
from this interview today when it comes toscaling their business, doing sales, being
tenacious, going after what they want, What'sthe Andrew, obviously, you have a great
motivational poster.
Give it all you got with Dennis Robman.
That's what you wanna say too.

(55:47):
Give it everything.
Right?
Yes.
What is the one takeaway you want people tohave from today's interview?
Yes.
Put sales first.
Right?
If you have a great product idea orgroundbreaking concept, you go into market and
you've done all the analysis the world.
You have all the right resources and funding.
Make sure you put sales first.

(56:08):
Right?
There's not a marketing agency out there that'sgonna crack the code and solve the situation
for you.
Andrew the same time, make sure that you getthe right mentorship, the consultancy, that you
get the right partnership in terms of enablingsales.
If you put sales first, I would say I'd ratherhave a fulfillment problem than a sales
problem.
If I have sales, I have clients, I haverevenue, I cash flow.
I can buy myself out of most problems and findsolutions experts to help me solve my

(56:32):
challenges.
The other way around, it doesn't really worklike that.
So put sales first, crack the code on that, putan equal effort into sales as you do.
And I say that because of my experience, I'mstill taking sales calls.
I talk with companies potential investments.
We have Andrew of clients now in my minor smallagency who work with smaller bigger clients now

(56:53):
at this scale.
Andrew I'm still baffled when I ask, like,again, when I go back to my book about top 25
KPIs that you need to know in your business,right, I'm baffled how they don't know the
questions to those answers.
Like, simple stuff for every 10 phone calls youget, how many of those convert, and what your
average deal size what's the average salescycle?
Which percentage are you able to upsell crosssell?

(57:14):
What's the predominant most profitable revenuechannel?
And And and I get that also when I'm talkingwith CFOs, the different companies, they they
can't answer that necessarily.
They also try to add that intelligence to thesales.
So understand, get the data, right, get thenumbers Andrew understand how you're gonna go
to market, put sales first, and thenskyrocketing growth It's not some phenomenal

(57:36):
that nobody can do.
It's simply just hard work, grit, and focus,and then then it's possible.
I love it.
Well, thank you again, Gary.
How can people best get ahold of you andcontact you if they wanna learn more or Andrew
learn more about you and connect with you?
Yeah.
I'd love to connect network, expand my circle,create partnerships, etcetera.
So hit me up.

(57:57):
Garygoth.com, my website, this contactinformation there.
Go to LinkedIn.
I'm very active there as well.
I have a YouTube channel.
You can visit the Instagram for that matter.
Whichever your channel of a preference, I'mstanding by, and I always personally reply.
I look forward to to getting feedback fromeverybody, especially if you acquire the book.
One of the concepts that works for you pleaselet me know.

(58:18):
I loved getting those small little successstories.
That fuels me every day when I get a littletestimonial, somebody who did it, applied, and
that worked, and that they grew that does itfor me.
So we'd love to hear from anybody.
Please reach out.
Awesome.
Alright.
Well, this has been such a blast, Gary.
Thank you for coming on today.
Sharing your wisdom, sharing your expertise,helping us to have more rapid results Andrew,

(58:39):
accomplish success faster.
And, for those tuning in, we look forward toseeing you all for the next episode, and we'll
see you all then.
Thank you, everyone.
That concludes another episode of rapidresults.
Remember to leave a review about something youlearn so others can share the knowledge.
Keep being unstoppable in your pursuit of thelifestyle freedom you desire, and we'll see you

(59:01):
next week.