October 22, 2024 • 43 mins
What happens when your best friend—and trusted videographer—takes center stage for the first time? Join us, Ryan Garland and Joe Roman, as we explore the incredible friendship journey that has influenced my personal life and the culture we’ve built at Paradyme. In this episode, we dive deep into the power of vulnerability and loyalty, revealing how breaking down personal and professional barriers has forged genuine connections and helped create a thriving business environment. It’s a testament to the magic that unfolds when you lead with honesty and openness, inviting others to invest in your vision.
Are you curious about how to lead a fast-growing team without losing your balance? We tackle the dynamic challenges of leadership and management in a high-growth company. From hiring top-tier talent to fostering innovation, I share my strategies for integrating strong-willed individuals into our unique culture while staying hands-on with career development and personal well-being. Inspired by influential leaders, we discuss the importance of open communication and navigating difficult conversations to cultivate a motivated, cohesive team.
Balancing the demands of family life with running a business is no easy feat, but I share my personal experiences in managing both. From overcoming setbacks to implementing vertical integration, we explore the importance of patience and the impact of prioritizing others’ success. Tune in to gain insights on building a resilient, purpose-driven business where empathy and understanding fuel sustainable success. This episode is packed with strategies and mindset shifts to help you cultivate a loyal, supportive team and confidently lead.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey everybody, ryan Garland here, founder and
chairman of Paradigm.
Thank you very much forwatching the Paradigm Shift
podcast.
We are here today, based off ofall of your votes, my friends
and family, to see my bestfriend, joe, my videographer.
For the first time, he'sactually in front of the camera
instead of behind the camera andwe're going to just let the
conversation flow.
He's got a list of questionsfrom our marketing team that I
(00:21):
have not seen yet.
Speaker 2 (00:31):
So, joe, thank you very much for coming.
Brother, I love you more.
Welcome to the paradigm shift.
It is an honor and I would sayit's well overdue.
We've tried to have multiplepodcasts and either they just
don't work out or you don't havetime or way or shit doesn't go
our way and things don't getright.
I do have a whole.
If you don't see Alexis overhere Every time she sends a
message, it's 17 swipes.
Speaker 1 (00:50):
And she won't send them to me because she knows I
won't read them Poor.
Speaker 2 (00:52):
thing.
Speaker 1 (00:53):
Love you, by the way.
Speaker 2 (00:55):
Let's start with what is the most important thing
with our friendship that hasadded value to not only your
personal life, but your businessculture as well.
Speaker 1 (01:07):
Of course you're going to bring that up when I
talked to you about this twodays ago.
It's hard to articulate becauseI think it's something that a
lot of men don't talk about.
I think, you see, a lot ofpeople have their friendships.
The girls got their girlfriendsand they got this.
But I think, because you workso closely with me, you feel my
energy, you feel my stress and Iknow for a fact there's nobody
(01:28):
else out there that knows me aswell as you do yes, my wife does
, but from a different level.
In regards to true friendship,I can't hide things from you.
You're with me every single day, for days and days.
I've had to pull down that maska long time ago.
I don't have to be a specificway because you accepted me for
all of my faults a long time ago.
Ultimately, most people justwant to be able to be that way
(01:49):
in all of their relationships.
They want to be themselves andso you've just proven yourself
over time.
The community show up for me.
You do call me out on my stuff,but you're so understanding
because you're like, look, thisis what's going on, but here I
understand why, and so you'reable to articulate ways that I
maybe not be able to because I'mwrapped up emotionally into
(02:12):
something or whatever the casemay be, but you just have a
really good vantage point.
I'm very grounded because ofour friendship.
For example, kara the other dayand let's be honest, I'm hoping
she doesn't watch this podcastbut my wife and she was saying
that in all honesty, I'm jealousof your relationship with Joe
and she goes because I don'thave anybody like that in my
life and and there's truth tothat and I do feel bad for her
(02:34):
because I know the value ofhaving you in my life and a
friend like that, and what itcomes down to is this kind of
like unwary, wavering loyalty.
It's this brotherhood thatnobody really has.
You know that you'd be able toprovide.
I know you'll take a bullet forme and I think I would take one
for you.
There's no questions asked andif something were to happen, I
(02:55):
already know you'll be there formy family and I think, at the
end of the day, that's all wereally want.
But to be able to have somebodyas close as we are in my life,
even involved into the businessside, is such a breath of fresh
air.
Because in many ways, I look atyou as an advisor, because I'm
like, hey, dude, everythingthat's going on.
Am I in the right mindset?
Am I thinking clearly?
(03:15):
Am I off?
Should I not be feeling thatway?
Because on certain thingsyou're like no, you justified
this.
This is what's going on.
Here is what my perspective isto find this.
This is what's going on.
Here is what my perspective is.
And enough about the business.
Three years, four years, soyou're literally with me.
You've been with me since,really, the growing side of the
equity side, so there's not muchyou don't know.
So a lot of that, a lot of thathaving the ability to bounce
(03:36):
stuff off somebody that's goingto be real is really valuable
because it's not about the moneyMost people, it's about money,
and then you have to tread waterbecause you don't know how to
navigate those With you.
It's just 100% real.
This is what I'm thinking, thisis what you should be doing,
but pray about it.
You have a really good way ofkeeping me real grounded and
(03:57):
making sure I don't makedecisions that aren't going to
be directly positive foreverybody around, so it's been
really fruitful, man.
Speaker 2 (04:04):
Yeah, and I think the biggest thing and a lot of
people that watch your stories,my stories and social media in
general, it's the grunt, thereal, the brutal, honest self
that we both show to each otherand individually that people are
attracted to.
It's contagious, because whatI've learned since starting
(04:27):
working with you is we youalways say we're putting down
the mask, and I think the moreyou and I both put our masks
down so others can see our pain,see our suffering, and that's
so valuable to show and it'sprobably what's been able to
elevate your company andbusiness better than ever,
(04:49):
because watching everyone,seeing the DMs that come in, the
more you show vulnerability,the more people are going to
trust and want to write a checkor want to go and inquire into
Paradigm.
So that's huge.
Speaker 1 (05:02):
I feel like I watched .
I love I scroll so much onInstagram.
I always look at all thesesayings and there was one that
really caught my attention.
It was from Jordan Peterson,talking about bringing the mask
down.
And when you bring down themask, you're going to attract
those people that also havebrought down their mask.
And we all talk about elevatingand getting into the right
(05:23):
rooms and growing as anindividual, but being able to be
okay with yourself, knowingyou're going to get judgment
regardless of whatever you do inlife, but be okay with it and
you know that you're doingeverything that you should be
doing and being open and honest.
And when you're more open andhonest, the people that you're
going to attract are going to bethose people, or you're going
(05:45):
to weed out the people thataren't ready and, at the end of
the day, that's all I wantaround me.
I'm getting tired as I get older.
I don't have the energy for theBS.
I just don't.
I don't have the energy to putit out they talk about when your
group is really small, you'rehappiest, and there's so much
truth to that.
Like my team, my, my happinessis about four people, and that
(06:06):
includes my family, and but I'mmore content and stable and
grounded than I've ever been,even when I had hundreds of
friends.
In essence, it's just more ofcan you get comfortable with
being yourself and allowingeverybody to see you for who you
are?
Yeah, and I think my positionin the world and what I do for a
living, it is absolutelyimportant.
(06:26):
So I've had to really pushmyself outside my comfort zone
to get there.
Speaker 2 (06:30):
Yeah.
Speaker 1 (06:31):
It's been hard but it's.
But I'm seeing the results,doing it the right way, so I
appreciate that comment too.
Speaker 2 (06:37):
Yeah, of course.
So let's go with.
Lately, we've been having a lotof not necessarily necessarily
drama, but I'd say a shift, asthe name itself paradigm shift
goes very well hand in hand.
Team dynamics and some drama, II would say has there been any
moments where the team justhasn't agreed?
(06:58):
And, if so, how do you dealwith that?
So, for instance, witheverything that just happened,
whether it's our marketing teamand sales team, how do you
manage that?
Even though you're not supposedto, you're not supposed to be
in the nitty gritty.
You have Mike for that or youhave me, but the reason why you
still deal with it is why thiscompany is where it is today.
Speaker 1 (07:21):
Look, in history there's never been a great sales
team and a marketing teamthat's been able to collab and
do real well.
It's just an ongoing thing.
It's like saying real estateagents and mortgage loan
officers always be like bestfriends.
It just doesn't work that way.
So there you have the at leastthe people that I try to hire
from my company.
I try to hire top tier players,so therefore these people have
(07:42):
life experience.
They've been around the block.
They're very knowledgeable.
That's why I brought them on.
But they're going to be verystern in their beliefs and so
when you bring people on andthey're set their ways to try to
get them to, in essencemaneuver into a new way of
thinking, because paradigm doesnot think normal and we don't
operate normal.
We're we're totally aninnovative company that's
(08:04):
growing and at a pace that'shard to follow for a long period
of time.
You get exhausted.
And then I have marketing witha person that's probably one of
the most knowledgeable peopleI've ever met in the marketing
realm, and I've hired Hawk Media.
I've spent $17,000 a month injust strategy.
I've spent $40,000 a month inads.
I've spent another $10,000 amonth in creatives.
(08:24):
I've spent hundreds ofthousands of dollars a month in
marketing and I brought somebodyon that blows them out of the
water and her way of thinking isso different I knew that she
was going to naturally clashwith marketing.
So there's this kind of I wouldsay a component to it where I
know where the issues are goingto be and, as I come in, what
(08:45):
I've created is trust with thesepeople and what that meaning.
And the only way to createtrust is to show up every day,
keep delivering, be the firstone there, last one to leave
like.
Keep working hard, right, nevergive up.
Show positive energy, but beright, meaning like I tell
everybody, like I can be hard onpeople, but the reason why I
continue to keep the respect isbecause I'm right more often
(09:06):
than not.
So that's why I own the company.
What's happened is that I'vebeen able to get to a place with
every individual that workswith the company as a mentor.
They look at me as this is aleveling up in my personal life
and my business life, and I lookat Ryan as a mentor.
So now everything I say has animpact.
So the time that I spend withthem has an impact If I'm trying
(09:29):
to take somebody and I wantthem to be a top tier player for
the company and theirdepartment has a direct effect
on other departments, becauseevery person, if they don't do
their job, it hurts other people.
When I bring those people onand they trust enough, as long
as I continue to invest intothem, they're going to continue
to grow in the ways that I needthem to grow to be the most
(09:51):
effective, and right now that'swhy I did what I did.
But we've grown so much.
I think I just got off thephone we had $60 million under
development.
Now we boomed up to $200million in development in six
months just in the Cavasur loans.
That's a big slug and a bigtake on in an economy like this.
Now I have to hire to supportthat, whether it's on the front
(10:11):
lines as construction or backoffice.
We just launched a new fund andnow we're raising more capital
for more projects and we'rethinking big 10 projects across
the country.
It's a push that you can'texplain, but everybody has to be
bought in.
So, to really answer yourquestion, how do I decipher
Really what it comes down to is?
I have a mission.
I don't care what it's going totake, I want to deliver.
(10:32):
So if my team needs more of me.
Fine, you're going to get it,but I do have to be smart and
know where my time needs to bespent.
And then start pushing people todo things on their own and make
them get a little uncomfortable, kind of edge them into being
more of a manager's mindset andlook at this as a long-term play
for their life.
Because when you come in withparadigm, this is a career, this
(10:55):
isn't now.
You got to catch your.
You may not fit in, but if youcome in and you fit in and you
pull you, you're able to holdyour own.
This is a full career.
Yep, and there's a lot ofupside to it.
And so the way that I manage itis I take each individual, I
identify their strengths,weaknesses, I capitalize on
their strengths, we work ontheir weaknesses and then I let
(11:17):
them swim on their own and Imove over to the next people.
Right now, as you've seen, allof the people that we have
between marketing and I wouldcall it investor relations
they're cranking.
I don't really have to do muchnow, so now I can spend more
time either doing this or nowtraveling, raising capital.
Speaker 2 (11:32):
Yeah, and I think it's important, like you
mentioned some people, you'reteaching them management skills
on top of it, and I think,naturally, you've been able to
put that trust into me to showthat, and that's why the other
day, I called our executive teamand I said, look, don't call
Ryan.
Right now he needs todecompress.
(11:53):
And the reason I said no one'sgetting pinpointed out for doing
something wrong.
It's more so.
I'm giving you a fair warningbecause right now we all need to
do our job.
I'm out here in Tennessee doingmy job, so I need you guys to
perform and don't bother Ryan,because right now he's.
Regardless if you're overlystressed or you're a little
(12:15):
stress, every man, every womanneeds time to decompress.
I don't care who you are.
Kids, no kids shit hits the fanand you're like I need to zone
out, I need whatever it is, andso that's what I wanted the team
to understand.
And so, going into that, Iactually told you the other a
week or two ago, I heard apodcast with Ed Milet and I
(12:38):
forgot the guy's name.
But difficult conversations,and I really want to touch on
this one because it's somethingthat Alexis touched on.
So what I like about Ryan ishe's comfortable enough to have
a difficult conversation with us, whether that's his wife, his
(12:58):
executive team or someone new.
He's not afraid to share how hetruly feels.
It's whether you're able toreciprocate that on the other
end and based off how you'regoing to perform, and so that is
super key.
What is a difficultconversation you've had to have
with your team and or anindividual?
Speaker 1 (13:20):
the first thing that pops to mind is just the Monday
morning kickoffs at nine o'clock.
It's really hard for me to.
I'm a, so I was telling Mike Isaid I'm a great peacetime CEO.
When it's wartime I'm fullblown wartime.
I don't really have this inbetween.
So when it's peacetime and wecan scale, we can grow, I can
get everyone on cloud nine andcrank.
(13:49):
But when it's wartime and I telleverybody over and over we need
to deliver this and whatever,I'm the guy that, like I have, I
would say I have a little bitof an issue because I really
don't like to fail.
But I will be honest and I saythis humbly I've never failed
because I've gone all in like,literally mentally burned the
bridges, burned the ships went,all in like I've never.
That's why I can keep growingthe companies, because and
especially as with an experiencenow in 20 years of doing it, I
can feel real good about what mygut tells me and then I push.
(14:11):
So what happens is I do thattoo on my Monday morning calls
with everybody and I startteeing off on where everybody
needs to lay.
But what I do is I don't wantanybody to think, you know, I'm
only teeing off on one person.
Sometimes I do for a littlewhile, then I move on, but the
idea is to show that everybodyhas room for growth and that
this is truly a full team effortand that this is an economy in
(14:34):
itself, right.
So this is a village.
Everybody has their job and thevillage won't eat unless we all
do our job, and that is reallythe culture that I try to create
.
So if this person's failing,the other person needs to come
over here and help them up.
Help, pick people up, beproactive and help each other,
find out where everyone'smissing, communicate, right.
(14:55):
So I would say a lot of timesI've had times where I've called
people and said I'm going toput you on notice.
I have given you all thisleeway.
I've given us enough.
This isn't, but you were havinga problem delivering what I'm
asking for.
If you don't deliver by thistime, it's on.
And I talk to everybody aboutspeed.
Speed in our business is key.
So, whether it's buildingcontent, getting it out,
(15:16):
creating the investmentofferings and pitch decks and
webinars and pipe, all of it hasto do with time.
That's why, right now, we'reworking late at night, it's
seven o'clock.
We work on the weekends, we Idon't stop working Right, and
neither do you in a lot of times, especially with your three
kids, you really don't stopworking.
So the reality is, though, iswe have to deliver, and so if I
(15:37):
set out for something, not onlyI go so far, all in now, I have
reputational risk.
I have a lot of money invested,and far, all in Now, I have
reputational risk.
I have a lot of money invested,and so now there's a lot more
emotion that's involved, becausenow I have an entire team.
They all need to work together.
If they don't hit, I can lethalf the team go, and these are
people, and I tell this all thetime.
I think the other problem thatI have and this is Kara tells me
(15:58):
this she's you have a problemcutting off people, and there's
truth to that.
I let people linger too long,and I help people a little bit
too much, and we all probablyhave that issue, but I've really
gone.
I've given too many people toomuch leeway within the company,
and it's happened over and over.
It's truly a problem.
I'm trying to focus on Gettingbetter at identifying and start
having the conversations earlieron, so when the time does come
(16:19):
and I have to let them go, it'sbeen prepared.
Speaker 2 (16:22):
Yeah.
Speaker 1 (16:26):
And, at the end of the day, if I can have these
conversations and communicateheavily from the beginning, then
it was justified because theconversations have been had.
Yep, so I'm realizing, throughhaving hard conversations more
often, it makes it easier whenthe real hard conversation has
to come, and I would rather dothat to be transparent and
honest on where we stand,instead of trying to pump
everybody up and be positive allthe time.
(16:46):
I don't think that's reallyreal.
I would rather be hey look,guys, here's my stress is how
much I've invested into thisteam physically.
This is where I think we needto go.
I have reputational risk If wedon't deliver.
This is what we have.
This is what I have.
I have these people that relyon us.
We got to perform.
That's it.
If you guys want to work forthis company big money doesn't
come easy and if you want to bea part of a company, that, where
(17:07):
we're going, you're going tohave to carry it.
There's no other way.
You have to sacrifice somethingto gain something, so you're
going to sacrifice maybe somehair, some sleep the list goes
on, but we all know that it'sjust when you're in the moment.
Can you continue to do?
Can you deliver.
Everybody talks about it, buthow long can you sustain that
(17:28):
stress?
And that's something that Ithink I can do pretty well.
I can sustain a lot of stressfor a long period of time.
Speaker 2 (17:33):
Yeah, I think you do a great job with that and I try
and tell you all the time too.
It's good to be a positivemotivator, but there is a time,
like I said, and why that was atopic is having difficult
conversations because the wholesaying you don't want to beat a
dead horse and for me, being inthe position that I'm in now, I
(17:54):
almost get so irritated when Ihear you say the same
motivational stuff to the teamand no one's performing and I
can only only imagine how.
If I'm feeling a certain way, Ican only imagine how you're
feeling.
So it is.
There's that fine line of beingable to be a motivator, but also
you need to lay the hammer downand be real with the ones
(18:16):
surrounded you, to be able toperform, but also to write the
checks to close the doors thatneed to be closed and move past
the bullshit and the drama,because, regardless of sales and
marketing, don't get along.
You're going to have someonenew or an investor.
Tiffany said you know a fewweeks ago she's getting into it
(18:36):
on the phone with someonebanking or whatever, and it's so
we all have to be able toisolate individually when we're
going to react and overreact,and that's so key.
Speaker 1 (18:47):
I think it also let me tee off a little further, you
know, bringing up tip and kindof some of those conversations
there.
It's crazy Cause my father usedto tell me all the time, with
the things that I've beenthrough as a child and I always
he always looked back and go why?
And I remember my father usedto always tell me why God's
preparing you for somethingbigger down the road.
God's preparing you, and I'vealways remembered that as I went
through hardship and forwhatever reason, I keep coming
(19:09):
out on the other side.
Okay, and I've been through alot, but I continue to come up
on the other side.
I have more faith now, so thatis very powerful.
So what happens is, I think, ona day-to-day the way I operate,
I wake up with a purpose.
I know what my mission is.
I have a purpose.
I have people around me that Ilove and love me too.
It's not a question if theylove me or not.
(19:30):
Now it's just getting them tomaneuver their time and allocate
the right energy in the rightdirection.
As long as they're bought in, Ican guide them.
And then it comes to justconsistently delivering.
And there it was funny becauseI was listening to another guy
who was talking about success,he goes I had an executive team
for years on out, every singleday deliver.
(19:53):
We got up, we worked hard andworked long hours, day in and
day out for years and that's whythis company is where it's at.
And, to be honest with you,that is so true People right now
.
And it's crazy because and tobe honest with you, that is so
true people right now.
And it's crazy because anybodywho's in a place of employing
people will say findingemployees or labor is the
hardest thing in the world nowthan it ever was before by far.
(20:14):
And people want these instantgratifications, they want this
instant income and they wantedus.
But they just don't understandthat's not how business goes.
Yeah, so a lot of my time,especially private equity, I
tell everybody, even though wemove at lightning speed, things
don't happen fast.
So it's like things don't closefast.
So the reality is you got toget comfortable knowing that
(20:37):
things don't happen fast.
You got to try to enjoy thejourney.
But I can tell that there'sbeen a huge shift.
I have not been this way for along time.
I think just over the lastcouple of years there's been a
big shift where I reallygenuinely care about every, all
the way down to my subs and mycontractors, and I listened to
them and where they are and I Iactually give them advice on how
(20:57):
to scale their company and growtheir business.
I'm positive and I give them mytime and I think what happens
is because people look at me ata certain level of success,
especially when I came fromliterally answering phones in a
freaking call center doingmortgages, dude, and now I'm at
where I'm at and people look atthat and go.
You got to give him a respectbecause he figured it out, he
got somewhere, and I'm stillhumble and there's a lot more to
(21:18):
go.
But the reality is that peoplelook at that and go I want to be
successful where he's at, Iwant to have the things that he
has, or I want the marriage thathe has, or I want the kids that
he has, or whatever.
On social media they want apiece of that.
What I do is I share with themthat on social media it's an
iceberg.
There's a lot of stress, a lotof fight, a lot of pressure.
Underneath that, that's juststrategy for algorithms and
(21:40):
building awareness.
That's all that is.
But there cause.
That's business.
That's just playing chess, butI've shifted my way of thinking
of if I can deliver results, themoney will follow.
Tony Robbins talks about if youcan help people, the money will
follow.
So if I could put other peoplefirst and it's true, what I've
done is and it's a littledifferent is when I help other
(22:02):
people, they give me theirloyalty and support and
therefore that converts, andthat has been the change in my
life over the last two years.
I give more than I'm getting andI know a lot of people can't do
that because they've been hurt.
People have hurt them, but Icontinue to believe in people,
even though I shouldn't Right,but I continue to do it.
And if they deliver and I havethat mask down and they can I
(22:23):
just don't take thingspersonally either and that's a
whole nother conversation.
But if I give to them and theygive me back and I earn their
trust and respect, then thelikelihood of me receiving more
goes through the roof.
Referrals, which now ispriceless, the list goes on.
So that's really been my shiftover the last two years.
So I think even from a backoffice management paradigm, side
(22:45):
down to construction, you'reseeing this kind of protection,
like almost all of thesewarriors.
That's why I post about it allthe time.
I have all these warriorscoming together to protect
paradigm, which ultimatelyprotects our clients, and we're
all just wanting to help eachother grow.
Speaker 2 (23:00):
And now we're talking yeah, that's what it's going to
take yep but I didn't know thatuntil I had shifted my mindset
and started seeing it firsthandI know we touched on a lot with
the team dynamics, which iswhere I wanted to go, especially
with coming out, where we areright now decompressing,
recalibrating.
Are there moments where itfeels like the vertical
(23:23):
integration model adds morestress, and how do you keep up
with factoring and the issueswith the team with that?
Speaker 1 (23:33):
Oh yeah, when you talk about vertical integration,
you're talking about morebusinesses inside the business,
right?
The reason why companies orprivate equity firms want
businesses within the businessis because you can have multiple
revenue streams, less overhead,less problems, better oversight
on compliance.
The list goes on.
So being vertically integratedis becoming more and more
(23:53):
important, especially whenyou're having labor issues and
employee issues.
If you could use systems andsoftware to protect the company
and the brand, the likelihood ofsuccess goes up, and then,
obviously, your cost to manageand overhead.
The reason why we are where weare and I'll be honest, I think
one of the reasons why we arewhere we are is the fact that we
(24:13):
have more systems than any firmthat's really our size, that
has X under management, ourmarking for our tax attorneys
and all of our bookkeeping andall of us.
When you look at, if I were tobring all of that in house, I'd
probably had be about three or$400,000 more a year just in
(24:36):
back office.
By outsourcing them which, bythe way, they protect, they
provide all of our audits andaudited financials, which,
because I'm saving money, I'mable to then provide more
transparency to my clients byproviding audited financials.
So you have to figure out a wayto continue to generate more
revenue and become moreself-sufficient.
And most people, if you thinkabout it and let's just put it
(24:58):
in a personal perspective mostpeople just care about
sustainability and longevity.
If we know we have consistentincome, how much stress would
you have?
Not much.
It'd just be regular familystress or health stress.
But if you always have apaycheck coming in and it's a
good paycheck, everything elsebecomes easy.
You look at life differently.
(25:23):
You can create a verticallyintegrated systems that mold to
what your mission is, providethat consistency, multiple
revenue streams and morecompliance and speed, and the
whole list goes on.
But does it add stress?
Absolutely, because ultimately,we're trying new things and
there's times where we spendmoney in a direction and it
(25:44):
didn't work out.
We're going to freaking, eatthat and then move, move on.
But that's having the abilityto shift and move is literally
key when people dwell on it orstress on it and when, like,
trim the fat and go we justtalked about today, I'll get rid
of this department, do this andI'll move on.
I will give it a plenty of time, but I know what my bandwidth
is.
I make a target and say by thistime.
(26:04):
If it doesn't work, we kill it,we move on, go a direction.
You got to get to a point whereyou learn how to stomach that.
But the only way to learn andgrow is to try, and even if you
fail, you get back up and youtry again.
So, yeah, adding it adds a lotof weight.
But think about even.
I mean, look, we have our ownsales side, which isn't normal
in private equity.
We have our own marketingin-house, which isn't normal for
(26:27):
private equity.
We manage debt and equity,which isn't normal unless you're
a big firm, so we operate likea bank.
And then we have a developmentdivision with real estate
construction.
That's not normal either.
Guys like us typically raisemoney for other people's
projects.
I've been burned on that.
So now I'm done investing intopeople.
I'm going to manage the moneyourselves and go after and
(26:48):
develop our own project.
It's all trial and error andlearning over time.
But yeah, it's very stressful.
This isn't for the week, no,that's why not everybody's doing
it.
So you gotta have.
You gotta have kind of thismental toughness great, you
gotta be able to to just keepgoing and not give up.
And you have to have thisalmost like this biblical kind
(27:09):
of strength internally, of like,no matter what happens in your
marriage or happens here orhappens, you're just going to
keep going because you have amission and you want to fulfill
that mission.
But you want to bring peoplethat you love with you and if
you have people that love you,the power that you receive is
you can't even explain itbecause every women, people,
wars are fought over love.
(27:29):
Right, people, men dies forlove, whether it's a brotherhood
love or if it's a wife love orhusband love.
When it did, I will keep goingand that's where I think, no
matter what, this company willbe okay, because it's just, we
won't stop, we don't know how,so we'll maneuver, we'll shift.
They were like Paradigm hasalways just had this consistency
(27:52):
and growth and just, you havenever stopped.
Another guy was like hey, everytime you say you're going to do
something, you literally do it.
Oh, yeah, I've never metsomebody that says they're going
to do something and they alwaysdo it.
There we go.
Yeah, he's like, I don't doubtit, you will do it.
I've known him for 15 years.
Speaker 2 (28:08):
Yeah.
Speaker 1 (28:08):
So that was a cool thing, but those little
conversations keep me going.
Speaker 2 (28:11):
Yep, that's what drives you.
Speaker 1 (28:13):
So it's really, I feel, blessed man, but it's
that's why I'm here todecompress, spend time with my
brother, talk about this on themic and just open up to the
world and say and that's why Iwanted this specific, you know
podcast.
Speaker 2 (28:32):
I'm sure we'll be able to do more later down the
line, but a lot of people wholisten to you don't just come
what you know for the sunshineand rainbows, the Lambos and all
that your boats.
They come because they want toknow how to scale their business
, the ins and outs.
So I think it's reallyimportant for you to discuss how
(28:53):
the team operates and how youmanage and sometimes don't
manage because you need to stepaway and I think for those
others that are listening, it'sreally important to.
Ryan builds a team based off ofwho is loyal, and we just had
this conversation with a couplenew people being onboarded, and
(29:17):
I would have never thought threeyears ago I'd be a part of
getting the founder and chairmanand you know our VP controller
president asking me like, hey,what is their job description?
And then also what it is thatyou're going to manage for them,
and it's an honor.
One but two Ryan can't make allthose decisions.
(29:37):
So that's what's also important, because you need to be able to
put your trust into otherpeople to help be able to manage
the rest of the company Because, at the end of the day.
Yes, you can let everyone go,but you are going to need one or
two people that you don't knowhow to do their job and you can
(30:00):
fulfill that gap and you can beendless.
You even say you can raise thecapital on your own, and it's
true, because the team we haveLook, it's really about having a
consistent a brand.
Speaker 1 (30:14):
This is my perspective, this is my target
Having a consistency in a brandand our company running in the
manner in which it is right now.
If everybody just operates atthe level that they are right
now, it'll continue to run.
It just won't stack.
Right now, the only reason thatthere's a little bit of a
slowness is because of theelection.
But as I push harder duringthis time, during 2020, we built
(30:35):
our $100 million fund andlaunched it in January of 21.
We went into strategy in Julyof 2020.
After all, that money was beingpumped into the economy During
December of 20, because we giveeverybody office like a month
for a Christmas vacation of 20,because we give everybody office
like a month for a Christmasvacation.
During that time, my wife and Iwere in Nashville moving our
headquarters.
We got our apartment, wefurnished the apartment.
(30:56):
Everybody comes back to work inJanuary and goes hey, so what's
going on?
And we're like, by the way, wemoved our headquarters and we
staffed up.
They're like wait, hold on.
So when I have downtime, I movemountains.
I get so much done, right, yep.
So what's happening is, withthis downtime, you're watching
and I've said this respectfully.
A lot of our competitors areslowing down.
I'm hearing through thegrapevines and I want to go to
(31:18):
them and say, hey, even thoughwe're competitors, don't go
harder.
This is your time to go harder,because on the other side is
going to be consistency andlongevity, but you have to
position yourself for it and butthat's all.
But I've done it so many timesnow that I it's just when it,
when things get off, I'm like wego harder and I'm just that's
what makes us different and Idon't get scared to put our hand
(31:39):
in the sand.
You know, I like to take mytime and think it through, of
course, but we go push.
But I would say that you knowthe when it comes to the way the
company's moving right now, aslong as everybody operates at
the level that they are, I'malso giving everybody the
opportunity to wear more hats.
So what happens is I'm hiringpeople that I see they have
specific skill sets, that as Iscale the company, I can just
(32:02):
put another hat on them.
Give them more income becausethey're in with the company.
They have more loyalty, yeah.
Or like, we've already vet, wekissed, we've gone through the
dating process so I could trustthem.
And now look at our controller.
She started as an executiveassistant on the marketing side
I never even talked to herliterally and now she's our vice
president and our controller.
(32:22):
She worked her way up and inmany ways you did too.
Let's talk about that realquick.
But you know the at the end ofthe day, you know I like for
example, you saw that post thatmy well, my guy reached out to
me that's in Dubai raisingcapital.
He's hey, where are you at?
Are you coming out here?
So the reason I bring that upis because the nature of the
structure of our firm we cantake in money abroad.
(32:44):
In fact, parkview our projectthat we had in Denver.
We In fact Parkview our projectthat we had in Denver we
brought in money from France.
So if anybody has tracked meover the years and you saw that
I was in London and Europe andall that before the pandemic, I
was raising capital abroad and alot of people were moving money
out of France because the taxrate was going into Monaco and
do an entity in Monaco and thenfrom Monaco goes into the US and
(33:05):
then a lot of times thoseinvestors want to keep their
money in the US because theyhave kids that want to go to
college, ucla, so it's bigfamily office conversations.
So at the end of the day, wecome to them and say we have an
opportunity for you and they'relooking at conservative
investments, things they'regoing to pay off in a certain
period of time and as long as wepresent that, we can do it.
So I can millions of dollars,but it's about getting the back
(33:26):
office, sustainability and thelongevity inside, because once
those investors start parkingtheir money, they want to see
that we have the longevity andthat we have the infrastructure
and that we have the rightpeople involved in managing all
of that.
We're going to take on.
And that's why when I say, hey,we moved up to 200 million in
development in the last sixmonths from 60 million, that's a
(33:48):
big deal, because now we'restaffing up to support that.
And then I'm going, hey, wewant to go from this to a
billion in the next five years.
So in essence, I'm going todouble this over the next couple
of years.
So it's people that want towrite that check are going to be
like do you have theinfrastructure?
Yep, and that's the mostimportant is making sure that
it's there so we don't fail andthat we can perform.
(34:09):
But now the t off.
But to go back, like bringingpeople on and creating the
loyalty and the trust with themand then giving them more hats
to wear as the company growsthat's where I'm at right now.
But look at you like it's funny,because I think I was talking
to karen and I said who wouldhave thought that you know, a
videographer is going to besitting at an executive level
(34:30):
chair with a private equity firm?
You never.
That's not normal, but it'sbecause of how you held your
ground, how you carried yourself, how you were an intricate part
.
You listened, you cared, youwere putting on more hats than
just being the videographer.
You became friends witheverybody.
You understand everybody.
You came to them and say trythis, try this.
(34:51):
You know me, so you're helpingother people understand me
better.
Hey, joe, do you deal with this, because I got this other stuff
to do and then you go andhandle it and then it's now Joe
can do that part then.
So now Joe's not only shootingcontent and building, but dude,
talk about somebody that candeliver the message that we're
trying to deliver, like that isthat's priceless.
(35:12):
But then have somebody thatunderstands how the funds are
structured, how the capital'smoved.
You know a lot of the innerworkings of the company.
It's not normal for avideographer to be that far, but
the reason why is becauseyou've been so close to be
closer to anybody else in thecompany.
So all all those conversationsof travel, days in, days out,
all over the country.
Who'd have thought you wouldhave got to the point where you
(35:32):
are now?
Speaker 2 (35:33):
Yeah, I say it humbly that God opened the door that I
needed at that time, but I alsoknow I earned it.
So, regardless of, anyone elsecould have been in the position
I'm in.
But I also know I put the workin to prove to you and the team
(35:54):
I have family tattooed on me fora reason, because family to me
is very important, and I reallythink that me and you became
family through the process ofbeing a professional in the
industry that I'm in.
But then it led to buildingrelationships and we've had
plenty of difficultconversations.
(36:16):
But throughout that time I knowthat you can rely on me more
than anyone else in this companybecause of the fact that I know
everything that you pretty muchknow.
Now, obviously, certain datanumbers and mortgage terms I may
not, but if Ryan were to say,hey, I need you to go handle
(36:36):
these people over here becausethey're interested too and I'm
trying to close this deal, Icould pitch Paradigm with my
eyes closed.
You're a shogun and I did it at.
Shogun's and shit.
I did it at Bass Pro Shops too.
We were trying to go get someammo and this girl, bless her
heart, she's just trying to doher job, trying to sell us a
trip Three dudes.
(36:57):
We got Santa CEO and HabibiDiesel over here trying to sell
us some things.
And then Ryan is oh, we have aproject here.
Speaker 1 (37:06):
She's like you can get all these vacation trips.
I'm like I got a project thereand a project there and a
project there, so I already knoweverything about the city and
then a few minutes later shecomes up and she's what's that
paradigm?
Speaker 2 (37:16):
and then I go and pitch it and but yeah, it's been
an honor.
But, dude, I wouldn't change.
I.
I retired from training after adecade.
I got three kids.
My wife is probably upset thatI'm still here, gonna be seven
days straight as of tomorrow,but I'll be home in two days.
But it's an honor, it's ablessing, but it's also
(37:40):
something that I believe me andyou individually needed, this
relationship that we'veestablished.
I fulfilled something in yourcompany and in your heart that
you haven't been able to find.
And then I also found anotherniche in my life my presence.
(38:00):
Your dad says it all the timeand shit.
Now your own mom says it I'mthe brother you never had, and I
feel the same because I onlyhave a sister, and so I believe
that you know, for anyone outthere listening, it's so
important for you to find thatperson in your life, regardless
(38:21):
of the fact if they have acertain title in your company.
It just so happens to be.
We do business together and I'malso that friend for you.
Speaker 1 (38:32):
So yeah, there's so much support in that, and my
piece too because you don't feelalone.
It's like having a friendthat's going through a breakup
you're like, bro, like.
I've heard this everywhere, it'slike it's a broken real,
because we're constantly growingthe company, so there's always
adversity, yeah.
But that adversity you and Italk about and handle every
single day and I think that'swhere some of that I would say
(38:55):
brotherhood's really coming inis that we literally are having
hard conversations all the time,every day, not personally
between you and I, but just thebusiness, the growth and what
needs to be done and how fast weneed to deliver it.
Well, who needs to perform andwhat have you?
You are literally hearing thepolitics inside the company too.
But you can see, the reason whyI burned your trust, joe, is
(39:16):
because I have been able to showyou I'm trying to do everything
right, yeah, and I'm trying tohelp people.
I'm trying to give peopleopportunity and give people
chances.
Unfortunately, I've probablygone too far to help people.
I mean, it's hurt me, butthat's why I'm getting the love
from you and even people withinmy company that's been with me a
(39:37):
long time.
They're like Ryan's heart is.
We can't not support the guyLike he.
Just his heart is so big that,like we believe that, because
he's that way is why the company, why the universe, will help
the company grow.
Yep, it's true, and I thinkthere's.
I think that it sucks because Iget aware of that, because I'm
still emotionally tied to thatfor a longer period of time
(39:58):
Mm-hmm, boom, but it is.
I think there's a lot of truthto that.
Brie brought that up the otherday.
She was like you know, it'syour heart that's going to make
this company run and it's yourheart and the way you deliver
for everybody that you love,that trust you, and you trust
them.
She's like you.
The reason this company isgoing to be where it's going to
go is because of who you are.
Oh no, don't get me wrong.
I teed off on her so I couldn'tbe here without you, and the
(40:20):
list goes on.
But you know, I really I don'tlike to talk too much about
myself on there, but I do wantpeople to know that those are
the conversations that are beinghad and I think you know that's
a very.
When you're getting to a pointwhere you're having humbled
conversations, you know youreally care for people and
you're trying to help people andyou're trying to keep them on
board or you're trying to do.
That is where I think it's justa.
(40:42):
Really.
That's family conversations,that's like heart to heart.
Hey, every decision I make has adirect effect on everybody in
the company and it's soimportant that I continue to
communicate what I see, what Ifeel, what I struggles are and
having a board that all hastheir own perspective with their
own talents and have been withme for a long period of time and
(41:03):
have knowledge.
And there's times where I'mwrong and everyone's like on one
side and I'm on the other sideof the fence and so I'm like,
okay, then I'll just lean withyou guys.
But that's what I think makessomeone a good leader is being
able to have two ears andwhatnot.
Listen to whatever other peoplethat you trust say you know Dan
Stevenson, he said the samething.
He said when you bring on aboard, you got to learn to trust
(41:23):
them.
But I told him, how do you knowhow to trust them?
He's all they got to earn itand it usually takes the guy
that's on his board.
The least has been 17 years,the longest has been 28 years.
So I'm like I'm not quite there, but at the end of the day I
understood what he was trying tosay.
Speaker 2 (41:38):
I think this was a very fruitful podcast for
discussing the ins and outs ofthe company.
We will have plenty more.
I would like to talk about thebrotherhood, fatherhood aspect,
get a little bit more emotional,share some stories.
I think this one can be, youknow, because the goal with this
you know obviously me being apart of the marketing team the
(42:00):
strategy between a podcast andinformative message to viewers.
I believe that shorter podcasts, less than an hour, for 30, 45
minutes max.
I want to be able to dosegments and with me being here,
I can pinpoint.
So this one was perfect.
It talked about team dynamics,ins and outs of the company, the
(42:23):
difficult conversations you asa founder and chairman have to
have.
So I think this one could be anend of our discussion here and
then we go on to the next withthe next episodes that we go
forward with.
But if there's anything elseyou want to touch on, if not,
you know what to do.
Speaker 1 (42:40):
Good, good man, I think you're right.
We'll talk a little bit more on, maybe, fatherhood and the
struggles of husbands, wives andfathers.
That's probably a good one.
To talk about how to manage afamily with growing a company.
I think that's probably areally good conversation.
Yeah, because that's a wholedifferent.
It's a whole different segmentin your brain.
Yeah, but other than that, man,I love you, brother, I'm glad
you're here and let's move on.
So thanks everybody.
(43:00):
Hopefully that was fruitful foryou.
Just really show you a littlebit of our brotherhood and kind
of the emotional depths, I think, of the company and how I
navigate these waters and howyou can still trust people and
you can find people that aretrying to bring down that mask,
and how you can scale a companyreally based on culture.
So truly appreciate you guysand if anybody has any questions
(43:22):
, know how to reach out.
Thank you, see you soon.
Hey everybody, ryan Garland here, founder and
chairman of Paradigm.
Thank you very much forwatching the Paradigm Shift
podcast.
We are here today, based off ofall of your votes, my friends
and family, to see my bestfriend, joe, my videographer.
For the first time, he'sactually in front of the camera
instead of behind the camera andwe're going to just let the
conversation flow.
He's got a list of questionsfrom our marketing team that I
(00:21):
have not seen yet.
Speaker 2 (00:31):
So, joe, thank you very much for coming.
Brother, I love you more.
Welcome to the paradigm shift.
It is an honor and I would sayit's well overdue.
We've tried to have multiplepodcasts and either they just
don't work out or you don't havetime or way or shit doesn't go
our way and things don't getright.
I do have a whole.
If you don't see Alexis overhere Every time she sends a
message, it's 17 swipes.
Speaker 1 (00:50):
And she won't send them to me because she knows I
won't read them Poor.
Speaker 2 (00:52):
thing.
Speaker 1 (00:53):
Love you, by the way.
Speaker 2 (00:55):
Let's start with what is the most important thing
with our friendship that hasadded value to not only your
personal life, but your businessculture as well.
Speaker 1 (01:07):
Of course you're going to bring that up when I
talked to you about this twodays ago.
It's hard to articulate becauseI think it's something that a
lot of men don't talk about.
I think, you see, a lot ofpeople have their friendships.
The girls got their girlfriendsand they got this.
But I think, because you workso closely with me, you feel my
energy, you feel my stress and Iknow for a fact there's nobody
(01:28):
else out there that knows me aswell as you do yes, my wife does
, but from a different level.
In regards to true friendship,I can't hide things from you.
You're with me every single day, for days and days.
I've had to pull down that maska long time ago.
I don't have to be a specificway because you accepted me for
all of my faults a long time ago.
Ultimately, most people justwant to be able to be that way
(01:49):
in all of their relationships.
They want to be themselves andso you've just proven yourself
over time.
The community show up for me.
You do call me out on my stuff,but you're so understanding
because you're like, look, thisis what's going on, but here I
understand why, and so you'reable to articulate ways that I
maybe not be able to because I'mwrapped up emotionally into
(02:12):
something or whatever the casemay be, but you just have a
really good vantage point.
I'm very grounded because ofour friendship.
For example, kara the other dayand let's be honest, I'm hoping
she doesn't watch this podcastbut my wife and she was saying
that in all honesty, I'm jealousof your relationship with Joe
and she goes because I don'thave anybody like that in my
life and and there's truth tothat and I do feel bad for her
(02:34):
because I know the value ofhaving you in my life and a
friend like that, and what itcomes down to is this kind of
like unwary, wavering loyalty.
It's this brotherhood thatnobody really has.
You know that you'd be able toprovide.
I know you'll take a bullet forme and I think I would take one
for you.
There's no questions asked andif something were to happen, I
(02:55):
already know you'll be there formy family and I think, at the
end of the day, that's all wereally want.
But to be able to have somebodyas close as we are in my life,
even involved into the businessside, is such a breath of fresh
air.
Because in many ways, I look atyou as an advisor, because I'm
like, hey, dude, everythingthat's going on.
Am I in the right mindset?
Am I thinking clearly?
(03:15):
Am I off?
Should I not be feeling thatway?
Because on certain thingsyou're like no, you justified
this.
This is what's going on.
Here is what my perspective isto find this.
This is what's going on.
Here is what my perspective is.
And enough about the business.
Three years, four years, soyou're literally with me.
You've been with me since,really, the growing side of the
equity side, so there's not muchyou don't know.
So a lot of that, a lot of thathaving the ability to bounce
(03:36):
stuff off somebody that's goingto be real is really valuable
because it's not about the moneyMost people, it's about money,
and then you have to tread waterbecause you don't know how to
navigate those With you.
It's just 100% real.
This is what I'm thinking, thisis what you should be doing,
but pray about it.
You have a really good way ofkeeping me real grounded and
(03:57):
making sure I don't makedecisions that aren't going to
be directly positive foreverybody around, so it's been
really fruitful, man.
Speaker 2 (04:04):
Yeah, and I think the biggest thing and a lot of
people that watch your stories,my stories and social media in
general, it's the grunt, thereal, the brutal, honest self
that we both show to each otherand individually that people are
attracted to.
It's contagious, because whatI've learned since starting
(04:27):
working with you is we youalways say we're putting down
the mask, and I think the moreyou and I both put our masks
down so others can see our pain,see our suffering, and that's
so valuable to show and it'sprobably what's been able to
elevate your company andbusiness better than ever,
(04:49):
because watching everyone,seeing the DMs that come in, the
more you show vulnerability,the more people are going to
trust and want to write a checkor want to go and inquire into
Paradigm.
So that's huge.
Speaker 1 (05:02):
I feel like I watched .
I love I scroll so much onInstagram.
I always look at all thesesayings and there was one that
really caught my attention.
It was from Jordan Peterson,talking about bringing the mask
down.
And when you bring down themask, you're going to attract
those people that also havebrought down their mask.
And we all talk about elevatingand getting into the right
(05:23):
rooms and growing as anindividual, but being able to be
okay with yourself, knowingyou're going to get judgment
regardless of whatever you do inlife, but be okay with it and
you know that you're doingeverything that you should be
doing and being open and honest.
And when you're more open andhonest, the people that you're
going to attract are going to bethose people, or you're going
(05:45):
to weed out the people thataren't ready and, at the end of
the day, that's all I wantaround me.
I'm getting tired as I get older.
I don't have the energy for theBS.
I just don't.
I don't have the energy to putit out they talk about when your
group is really small, you'rehappiest, and there's so much
truth to that.
Like my team, my, my happinessis about four people, and that
(06:06):
includes my family, and but I'mmore content and stable and
grounded than I've ever been,even when I had hundreds of
friends.
In essence, it's just more ofcan you get comfortable with
being yourself and allowingeverybody to see you for who you
are?
Yeah, and I think my positionin the world and what I do for a
living, it is absolutelyimportant.
(06:26):
So I've had to really pushmyself outside my comfort zone
to get there.
Speaker 2 (06:30):
Yeah.
Speaker 1 (06:31):
It's been hard but it's.
But I'm seeing the results,doing it the right way, so I
appreciate that comment too.
Speaker 2 (06:37):
Yeah, of course.
So let's go with.
Lately, we've been having a lotof not necessarily necessarily
drama, but I'd say a shift, asthe name itself paradigm shift
goes very well hand in hand.
Team dynamics and some drama, II would say has there been any
moments where the team justhasn't agreed?
(06:58):
And, if so, how do you dealwith that?
So, for instance, witheverything that just happened,
whether it's our marketing teamand sales team, how do you
manage that?
Even though you're not supposedto, you're not supposed to be
in the nitty gritty.
You have Mike for that or youhave me, but the reason why you
still deal with it is why thiscompany is where it is today.
Speaker 1 (07:21):
Look, in history there's never been a great sales
team and a marketing teamthat's been able to collab and
do real well.
It's just an ongoing thing.
It's like saying real estateagents and mortgage loan
officers always be like bestfriends.
It just doesn't work that way.
So there you have the at leastthe people that I try to hire
from my company.
I try to hire top tier players,so therefore these people have
(07:42):
life experience.
They've been around the block.
They're very knowledgeable.
That's why I brought them on.
But they're going to be verystern in their beliefs and so
when you bring people on andthey're set their ways to try to
get them to, in essencemaneuver into a new way of
thinking, because paradigm doesnot think normal and we don't
operate normal.
We're we're totally aninnovative company that's
(08:04):
growing and at a pace that'shard to follow for a long period
of time.
You get exhausted.
And then I have marketing witha person that's probably one of
the most knowledgeable peopleI've ever met in the marketing
realm, and I've hired Hawk Media.
I've spent $17,000 a month injust strategy.
I've spent $40,000 a month inads.
I've spent another $10,000 amonth in creatives.
(08:24):
I've spent hundreds ofthousands of dollars a month in
marketing and I brought somebodyon that blows them out of the
water and her way of thinking isso different I knew that she
was going to naturally clashwith marketing.
So there's this kind of I wouldsay a component to it where I
know where the issues are goingto be and, as I come in, what
(08:45):
I've created is trust with thesepeople and what that meaning.
And the only way to createtrust is to show up every day,
keep delivering, be the firstone there, last one to leave
like.
Keep working hard, right, nevergive up.
Show positive energy, but beright, meaning like I tell
everybody, like I can be hard onpeople, but the reason why I
continue to keep the respect isbecause I'm right more often
(09:06):
than not.
So that's why I own the company.
What's happened is that I'vebeen able to get to a place with
every individual that workswith the company as a mentor.
They look at me as this is aleveling up in my personal life
and my business life, and I lookat Ryan as a mentor.
So now everything I say has animpact.
So the time that I spend withthem has an impact If I'm trying
(09:29):
to take somebody and I wantthem to be a top tier player for
the company and theirdepartment has a direct effect
on other departments, becauseevery person, if they don't do
their job, it hurts other people.
When I bring those people onand they trust enough, as long
as I continue to invest intothem, they're going to continue
to grow in the ways that I needthem to grow to be the most
(09:51):
effective, and right now that'swhy I did what I did.
But we've grown so much.
I think I just got off thephone we had $60 million under
development.
Now we boomed up to $200million in development in six
months just in the Cavasur loans.
That's a big slug and a bigtake on in an economy like this.
Now I have to hire to supportthat, whether it's on the front
(10:11):
lines as construction or backoffice.
We just launched a new fund andnow we're raising more capital
for more projects and we'rethinking big 10 projects across
the country.
It's a push that you can'texplain, but everybody has to be
bought in.
So, to really answer yourquestion, how do I decipher
Really what it comes down to is?
I have a mission.
I don't care what it's going totake, I want to deliver.
(10:32):
So if my team needs more of me.
Fine, you're going to get it,but I do have to be smart and
know where my time needs to bespent.
And then start pushing people todo things on their own and make
them get a little uncomfortable, kind of edge them into being
more of a manager's mindset andlook at this as a long-term play
for their life.
Because when you come in withparadigm, this is a career, this
(10:55):
isn't now.
You got to catch your.
You may not fit in, but if youcome in and you fit in and you
pull you, you're able to holdyour own.
This is a full career.
Yep, and there's a lot ofupside to it.
And so the way that I manage itis I take each individual, I
identify their strengths,weaknesses, I capitalize on
their strengths, we work ontheir weaknesses and then I let
(11:17):
them swim on their own and Imove over to the next people.
Right now, as you've seen, allof the people that we have
between marketing and I wouldcall it investor relations
they're cranking.
I don't really have to do muchnow, so now I can spend more
time either doing this or nowtraveling, raising capital.
Speaker 2 (11:32):
Yeah, and I think it's important, like you
mentioned some people, you'reteaching them management skills
on top of it, and I think,naturally, you've been able to
put that trust into me to showthat, and that's why the other
day, I called our executive teamand I said, look, don't call
Ryan.
Right now he needs todecompress.
(11:53):
And the reason I said no one'sgetting pinpointed out for doing
something wrong.
It's more so.
I'm giving you a fair warningbecause right now we all need to
do our job.
I'm out here in Tennessee doingmy job, so I need you guys to
perform and don't bother Ryan,because right now he's.
Regardless if you're overlystressed or you're a little
(12:15):
stress, every man, every womanneeds time to decompress.
I don't care who you are.
Kids, no kids shit hits the fanand you're like I need to zone
out, I need whatever it is, andso that's what I wanted the team
to understand.
And so, going into that, Iactually told you the other a
week or two ago, I heard apodcast with Ed Milet and I
(12:38):
forgot the guy's name.
But difficult conversations,and I really want to touch on
this one because it's somethingthat Alexis touched on.
So what I like about Ryan ishe's comfortable enough to have
a difficult conversation with us, whether that's his wife, his
(12:58):
executive team or someone new.
He's not afraid to share how hetruly feels.
It's whether you're able toreciprocate that on the other
end and based off how you'regoing to perform, and so that is
super key.
What is a difficultconversation you've had to have
with your team and or anindividual?
Speaker 1 (13:20):
the first thing that pops to mind is just the Monday
morning kickoffs at nine o'clock.
It's really hard for me to.
I'm a, so I was telling Mike Isaid I'm a great peacetime CEO.
When it's wartime I'm fullblown wartime.
I don't really have this inbetween.
So when it's peacetime and wecan scale, we can grow, I can
get everyone on cloud nine andcrank.
(13:49):
But when it's wartime and I telleverybody over and over we need
to deliver this and whatever,I'm the guy that, like I have, I
would say I have a little bitof an issue because I really
don't like to fail.
But I will be honest and I saythis humbly I've never failed
because I've gone all in like,literally mentally burned the
bridges, burned the ships went,all in like I've never.
That's why I can keep growingthe companies, because and
especially as with an experiencenow in 20 years of doing it, I
can feel real good about what mygut tells me and then I push.
(14:11):
So what happens is I do thattoo on my Monday morning calls
with everybody and I startteeing off on where everybody
needs to lay.
But what I do is I don't wantanybody to think, you know, I'm
only teeing off on one person.
Sometimes I do for a littlewhile, then I move on, but the
idea is to show that everybodyhas room for growth and that
this is truly a full team effortand that this is an economy in
(14:34):
itself, right.
So this is a village.
Everybody has their job and thevillage won't eat unless we all
do our job, and that is reallythe culture that I try to create
.
So if this person's failing,the other person needs to come
over here and help them up.
Help, pick people up, beproactive and help each other,
find out where everyone'smissing, communicate, right.
(14:55):
So I would say a lot of timesI've had times where I've called
people and said I'm going toput you on notice.
I have given you all thisleeway.
I've given us enough.
This isn't, but you were havinga problem delivering what I'm
asking for.
If you don't deliver by thistime, it's on.
And I talk to everybody aboutspeed.
Speed in our business is key.
So, whether it's buildingcontent, getting it out,
(15:16):
creating the investmentofferings and pitch decks and
webinars and pipe, all of it hasto do with time.
That's why, right now, we'reworking late at night, it's
seven o'clock.
We work on the weekends, we Idon't stop working Right, and
neither do you in a lot of times, especially with your three
kids, you really don't stopworking.
So the reality is, though, iswe have to deliver, and so if I
(15:37):
set out for something, not onlyI go so far, all in now, I have
reputational risk.
I have a lot of money invested,and far, all in Now, I have
reputational risk.
I have a lot of money invested,and so now there's a lot more
emotion that's involved, becausenow I have an entire team.
They all need to work together.
If they don't hit, I can lethalf the team go, and these are
people, and I tell this all thetime.
I think the other problem thatI have and this is Kara tells me
(15:58):
this she's you have a problemcutting off people, and there's
truth to that.
I let people linger too long,and I help people a little bit
too much, and we all probablyhave that issue, but I've really
gone.
I've given too many people toomuch leeway within the company,
and it's happened over and over.
It's truly a problem.
I'm trying to focus on Gettingbetter at identifying and start
having the conversations earlieron, so when the time does come
(16:19):
and I have to let them go, it'sbeen prepared.
Speaker 2 (16:22):
Yeah.
Speaker 1 (16:26):
And, at the end of the day, if I can have these
conversations and communicateheavily from the beginning, then
it was justified because theconversations have been had.
Yep, so I'm realizing, throughhaving hard conversations more
often, it makes it easier whenthe real hard conversation has
to come, and I would rather dothat to be transparent and
honest on where we stand,instead of trying to pump
everybody up and be positive allthe time.
(16:46):
I don't think that's reallyreal.
I would rather be hey look,guys, here's my stress is how
much I've invested into thisteam physically.
This is where I think we needto go.
I have reputational risk If wedon't deliver.
This is what we have.
This is what I have.
I have these people that relyon us.
We got to perform.
That's it.
If you guys want to work forthis company big money doesn't
come easy and if you want to bea part of a company, that, where
(17:07):
we're going, you're going tohave to carry it.
There's no other way.
You have to sacrifice somethingto gain something, so you're
going to sacrifice maybe somehair, some sleep the list goes
on, but we all know that it'sjust when you're in the moment.
Can you continue to do?
Can you deliver.
Everybody talks about it, buthow long can you sustain that
(17:28):
stress?
And that's something that Ithink I can do pretty well.
I can sustain a lot of stressfor a long period of time.
Speaker 2 (17:33):
Yeah, I think you do a great job with that and I try
and tell you all the time too.
It's good to be a positivemotivator, but there is a time,
like I said, and why that was atopic is having difficult
conversations because the wholesaying you don't want to beat a
dead horse and for me, being inthe position that I'm in now, I
(17:54):
almost get so irritated when Ihear you say the same
motivational stuff to the teamand no one's performing and I
can only only imagine how.
If I'm feeling a certain way, Ican only imagine how you're
feeling.
So it is.
There's that fine line of beingable to be a motivator, but also
you need to lay the hammer downand be real with the ones
(18:16):
surrounded you, to be able toperform, but also to write the
checks to close the doors thatneed to be closed and move past
the bullshit and the drama,because, regardless of sales and
marketing, don't get along.
You're going to have someonenew or an investor.
Tiffany said you know a fewweeks ago she's getting into it
(18:36):
on the phone with someonebanking or whatever, and it's so
we all have to be able toisolate individually when we're
going to react and overreact,and that's so key.
Speaker 1 (18:47):
I think it also let me tee off a little further, you
know, bringing up tip and kindof some of those conversations
there.
It's crazy Cause my father usedto tell me all the time, with
the things that I've beenthrough as a child and I always
he always looked back and go why?
And I remember my father usedto always tell me why God's
preparing you for somethingbigger down the road.
God's preparing you, and I'vealways remembered that as I went
through hardship and forwhatever reason, I keep coming
(19:09):
out on the other side.
Okay, and I've been through alot, but I continue to come up
on the other side.
I have more faith now, so thatis very powerful.
So what happens is, I think, ona day-to-day the way I operate,
I wake up with a purpose.
I know what my mission is.
I have a purpose.
I have people around me that Ilove and love me too.
It's not a question if theylove me or not.
(19:30):
Now it's just getting them tomaneuver their time and allocate
the right energy in the rightdirection.
As long as they're bought in, Ican guide them.
And then it comes to justconsistently delivering.
And there it was funny becauseI was listening to another guy
who was talking about success,he goes I had an executive team
for years on out, every singleday deliver.
(19:53):
We got up, we worked hard andworked long hours, day in and
day out for years and that's whythis company is where it's at.
And, to be honest with you,that is so true People right now
.
And it's crazy because and tobe honest with you, that is so
true people right now.
And it's crazy because anybodywho's in a place of employing
people will say findingemployees or labor is the
hardest thing in the world nowthan it ever was before by far.
(20:14):
And people want these instantgratifications, they want this
instant income and they wantedus.
But they just don't understandthat's not how business goes.
Yeah, so a lot of my time,especially private equity, I
tell everybody, even though wemove at lightning speed, things
don't happen fast.
So it's like things don't closefast.
So the reality is you got toget comfortable knowing that
(20:37):
things don't happen fast.
You got to try to enjoy thejourney.
But I can tell that there'sbeen a huge shift.
I have not been this way for along time.
I think just over the lastcouple of years there's been a
big shift where I reallygenuinely care about every, all
the way down to my subs and mycontractors, and I listened to
them and where they are and I Iactually give them advice on how
(20:57):
to scale their company and growtheir business.
I'm positive and I give them mytime and I think what happens
is because people look at me ata certain level of success,
especially when I came fromliterally answering phones in a
freaking call center doingmortgages, dude, and now I'm at
where I'm at and people look atthat and go.
You got to give him a respectbecause he figured it out, he
got somewhere, and I'm stillhumble and there's a lot more to
(21:18):
go.
But the reality is that peoplelook at that and go I want to be
successful where he's at, Iwant to have the things that he
has, or I want the marriage thathe has, or I want the kids that
he has, or whatever.
On social media they want apiece of that.
What I do is I share with themthat on social media it's an
iceberg.
There's a lot of stress, a lotof fight, a lot of pressure.
Underneath that, that's juststrategy for algorithms and
(21:40):
building awareness.
That's all that is.
But there cause.
That's business.
That's just playing chess, butI've shifted my way of thinking
of if I can deliver results, themoney will follow.
Tony Robbins talks about if youcan help people, the money will
follow.
So if I could put other peoplefirst and it's true, what I've
done is and it's a littledifferent is when I help other
(22:02):
people, they give me theirloyalty and support and
therefore that converts, andthat has been the change in my
life over the last two years.
I give more than I'm getting andI know a lot of people can't do
that because they've been hurt.
People have hurt them, but Icontinue to believe in people,
even though I shouldn't Right,but I continue to do it.
And if they deliver and I havethat mask down and they can I
(22:23):
just don't take thingspersonally either and that's a
whole nother conversation.
But if I give to them and theygive me back and I earn their
trust and respect, then thelikelihood of me receiving more
goes through the roof.
Referrals, which now ispriceless, the list goes on.
So that's really been my shiftover the last two years.
So I think even from a backoffice management paradigm, side
(22:45):
down to construction, you'reseeing this kind of protection,
like almost all of thesewarriors.
That's why I post about it allthe time.
I have all these warriorscoming together to protect
paradigm, which ultimatelyprotects our clients, and we're
all just wanting to help eachother grow.
Speaker 2 (23:00):
And now we're talking yeah, that's what it's going to
take yep but I didn't know thatuntil I had shifted my mindset
and started seeing it firsthandI know we touched on a lot with
the team dynamics, which iswhere I wanted to go, especially
with coming out, where we areright now decompressing,
recalibrating.
Are there moments where itfeels like the vertical
(23:23):
integration model adds morestress, and how do you keep up
with factoring and the issueswith the team with that?
Speaker 1 (23:33):
Oh yeah, when you talk about vertical integration,
you're talking about morebusinesses inside the business,
right?
The reason why companies orprivate equity firms want
businesses within the businessis because you can have multiple
revenue streams, less overhead,less problems, better oversight
on compliance.
The list goes on.
So being vertically integratedis becoming more and more
(23:53):
important, especially whenyou're having labor issues and
employee issues.
If you could use systems andsoftware to protect the company
and the brand, the likelihood ofsuccess goes up, and then,
obviously, your cost to manageand overhead.
The reason why we are where weare and I'll be honest, I think
one of the reasons why we arewhere we are is the fact that we
(24:13):
have more systems than any firmthat's really our size, that
has X under management, ourmarking for our tax attorneys
and all of our bookkeeping andall of us.
When you look at, if I were tobring all of that in house, I'd
probably had be about three or$400,000 more a year just in
(24:36):
back office.
By outsourcing them which, bythe way, they protect, they
provide all of our audits andaudited financials, which,
because I'm saving money, I'mable to then provide more
transparency to my clients byproviding audited financials.
So you have to figure out a wayto continue to generate more
revenue and become moreself-sufficient.
And most people, if you thinkabout it and let's just put it
(24:58):
in a personal perspective mostpeople just care about
sustainability and longevity.
If we know we have consistentincome, how much stress would
you have?
Not much.
It'd just be regular familystress or health stress.
But if you always have apaycheck coming in and it's a
good paycheck, everything elsebecomes easy.
You look at life differently.
(25:23):
You can create a verticallyintegrated systems that mold to
what your mission is, providethat consistency, multiple
revenue streams and morecompliance and speed, and the
whole list goes on.
But does it add stress?
Absolutely, because ultimately,we're trying new things and
there's times where we spendmoney in a direction and it
(25:44):
didn't work out.
We're going to freaking, eatthat and then move, move on.
But that's having the abilityto shift and move is literally
key when people dwell on it orstress on it and when, like,
trim the fat and go we justtalked about today, I'll get rid
of this department, do this andI'll move on.
I will give it a plenty of time, but I know what my bandwidth
is.
I make a target and say by thistime.
(26:04):
If it doesn't work, we kill it,we move on, go a direction.
You got to get to a point whereyou learn how to stomach that.
But the only way to learn andgrow is to try, and even if you
fail, you get back up and youtry again.
So, yeah, adding it adds a lotof weight.
But think about even.
I mean, look, we have our ownsales side, which isn't normal
in private equity.
We have our own marketingin-house, which isn't normal for
(26:27):
private equity.
We manage debt and equity,which isn't normal unless you're
a big firm, so we operate likea bank.
And then we have a developmentdivision with real estate
construction.
That's not normal either.
Guys like us typically raisemoney for other people's
projects.
I've been burned on that.
So now I'm done investing intopeople.
I'm going to manage the moneyourselves and go after and
(26:48):
develop our own project.
It's all trial and error andlearning over time.
But yeah, it's very stressful.
This isn't for the week, no,that's why not everybody's doing
it.
So you gotta have.
You gotta have kind of thismental toughness great, you
gotta be able to to just keepgoing and not give up.
And you have to have thisalmost like this biblical kind
(27:09):
of strength internally, of like,no matter what happens in your
marriage or happens here orhappens, you're just going to
keep going because you have amission and you want to fulfill
that mission.
But you want to bring peoplethat you love with you and if
you have people that love you,the power that you receive is
you can't even explain itbecause every women, people,
wars are fought over love.
(27:29):
Right, people, men dies forlove, whether it's a brotherhood
love or if it's a wife love orhusband love.
When it did, I will keep goingand that's where I think, no
matter what, this company willbe okay, because it's just, we
won't stop, we don't know how,so we'll maneuver, we'll shift.
They were like Paradigm hasalways just had this consistency
(27:52):
and growth and just, you havenever stopped.
Another guy was like hey, everytime you say you're going to do
something, you literally do it.
Oh, yeah, I've never metsomebody that says they're going
to do something and they alwaysdo it.
There we go.
Yeah, he's like, I don't doubtit, you will do it.
I've known him for 15 years.
Speaker 2 (28:08):
Yeah.
Speaker 1 (28:08):
So that was a cool thing, but those little
conversations keep me going.
Speaker 2 (28:11):
Yep, that's what drives you.
Speaker 1 (28:13):
So it's really, I feel, blessed man, but it's
that's why I'm here todecompress, spend time with my
brother, talk about this on themic and just open up to the
world and say and that's why Iwanted this specific, you know
podcast.
Speaker 2 (28:32):
I'm sure we'll be able to do more later down the
line, but a lot of people wholisten to you don't just come
what you know for the sunshineand rainbows, the Lambos and all
that your boats.
They come because they want toknow how to scale their business
, the ins and outs.
So I think it's reallyimportant for you to discuss how
(28:53):
the team operates and how youmanage and sometimes don't
manage because you need to stepaway and I think for those
others that are listening, it'sreally important to.
Ryan builds a team based off ofwho is loyal, and we just had
this conversation with a couplenew people being onboarded, and
(29:17):
I would have never thought threeyears ago I'd be a part of
getting the founder and chairmanand you know our VP controller
president asking me like, hey,what is their job description?
And then also what it is thatyou're going to manage for them,
and it's an honor.
One but two Ryan can't make allthose decisions.
(29:37):
So that's what's also important, because you need to be able to
put your trust into otherpeople to help be able to manage
the rest of the company Because, at the end of the day.
Yes, you can let everyone go,but you are going to need one or
two people that you don't knowhow to do their job and you can
(30:00):
fulfill that gap and you can beendless.
You even say you can raise thecapital on your own, and it's
true, because the team we haveLook, it's really about having a
consistent a brand.
Speaker 1 (30:14):
This is my perspective, this is my target
Having a consistency in a brandand our company running in the
manner in which it is right now.
If everybody just operates atthe level that they are right
now, it'll continue to run.
It just won't stack.
Right now, the only reason thatthere's a little bit of a
slowness is because of theelection.
But as I push harder duringthis time, during 2020, we built
(30:35):
our $100 million fund andlaunched it in January of 21.
We went into strategy in Julyof 2020.
After all, that money was beingpumped into the economy During
December of 20, because we giveeverybody office like a month
for a Christmas vacation of 20,because we give everybody office
like a month for a Christmasvacation.
During that time, my wife and Iwere in Nashville moving our
headquarters.
We got our apartment, wefurnished the apartment.
(30:56):
Everybody comes back to work inJanuary and goes hey, so what's
going on?
And we're like, by the way, wemoved our headquarters and we
staffed up.
They're like wait, hold on.
So when I have downtime, I movemountains.
I get so much done, right, yep.
So what's happening is, withthis downtime, you're watching
and I've said this respectfully.
A lot of our competitors areslowing down.
I'm hearing through thegrapevines and I want to go to
(31:18):
them and say, hey, even thoughwe're competitors, don't go
harder.
This is your time to go harder,because on the other side is
going to be consistency andlongevity, but you have to
position yourself for it and butthat's all.
But I've done it so many timesnow that I it's just when it,
when things get off, I'm like wego harder and I'm just that's
what makes us different and Idon't get scared to put our hand
(31:39):
in the sand.
You know, I like to take mytime and think it through, of
course, but we go push.
But I would say that you knowthe when it comes to the way the
company's moving right now, aslong as everybody operates at
the level that they are, I'malso giving everybody the
opportunity to wear more hats.
So what happens is I'm hiringpeople that I see they have
specific skill sets, that as Iscale the company, I can just
(32:02):
put another hat on them.
Give them more income becausethey're in with the company.
They have more loyalty, yeah.
Or like, we've already vet, wekissed, we've gone through the
dating process so I could trustthem.
And now look at our controller.
She started as an executiveassistant on the marketing side
I never even talked to herliterally and now she's our vice
president and our controller.
(32:22):
She worked her way up and inmany ways you did too.
Let's talk about that realquick.
But you know the at the end ofthe day, you know I like for
example, you saw that post thatmy well, my guy reached out to
me that's in Dubai raisingcapital.
He's hey, where are you at?
Are you coming out here?
So the reason I bring that upis because the nature of the
structure of our firm we cantake in money abroad.
(32:44):
In fact, parkview our projectthat we had in Denver.
We In fact Parkview our projectthat we had in Denver we
brought in money from France.
So if anybody has tracked meover the years and you saw that
I was in London and Europe andall that before the pandemic, I
was raising capital abroad and alot of people were moving money
out of France because the taxrate was going into Monaco and
do an entity in Monaco and thenfrom Monaco goes into the US and
(33:05):
then a lot of times thoseinvestors want to keep their
money in the US because theyhave kids that want to go to
college, ucla, so it's bigfamily office conversations.
So at the end of the day, wecome to them and say we have an
opportunity for you and they'relooking at conservative
investments, things they'regoing to pay off in a certain
period of time and as long as wepresent that, we can do it.
So I can millions of dollars,but it's about getting the back
(33:26):
office, sustainability and thelongevity inside, because once
those investors start parkingtheir money, they want to see
that we have the longevity andthat we have the infrastructure
and that we have the rightpeople involved in managing all
of that.
We're going to take on.
And that's why when I say, hey,we moved up to 200 million in
development in the last sixmonths from 60 million, that's a
(33:48):
big deal, because now we'restaffing up to support that.
And then I'm going, hey, wewant to go from this to a
billion in the next five years.
So in essence, I'm going todouble this over the next couple
of years.
So it's people that want towrite that check are going to be
like do you have theinfrastructure?
Yep, and that's the mostimportant is making sure that
it's there so we don't fail andthat we can perform.
(34:09):
But now the t off.
But to go back, like bringingpeople on and creating the
loyalty and the trust with themand then giving them more hats
to wear as the company growsthat's where I'm at right now.
But look at you like it's funny,because I think I was talking
to karen and I said who wouldhave thought that you know, a
videographer is going to besitting at an executive level
(34:30):
chair with a private equity firm?
You never.
That's not normal, but it'sbecause of how you held your
ground, how you carried yourself, how you were an intricate part
.
You listened, you cared, youwere putting on more hats than
just being the videographer.
You became friends witheverybody.
You understand everybody.
You came to them and say trythis, try this.
(34:51):
You know me, so you're helpingother people understand me
better.
Hey, joe, do you deal with this, because I got this other stuff
to do and then you go andhandle it and then it's now Joe
can do that part then.
So now Joe's not only shootingcontent and building, but dude,
talk about somebody that candeliver the message that we're
trying to deliver, like that isthat's priceless.
(35:12):
But then have somebody thatunderstands how the funds are
structured, how the capital'smoved.
You know a lot of the innerworkings of the company.
It's not normal for avideographer to be that far, but
the reason why is becauseyou've been so close to be
closer to anybody else in thecompany.
So all all those conversationsof travel, days in, days out,
all over the country.
Who'd have thought you wouldhave got to the point where you
(35:32):
are now?
Speaker 2 (35:33):
Yeah, I say it humbly that God opened the door that I
needed at that time, but I alsoknow I earned it.
So, regardless of, anyone elsecould have been in the position
I'm in.
But I also know I put the workin to prove to you and the team
(35:54):
I have family tattooed on me fora reason, because family to me
is very important, and I reallythink that me and you became
family through the process ofbeing a professional in the
industry that I'm in.
But then it led to buildingrelationships and we've had
plenty of difficultconversations.
(36:16):
But throughout that time I knowthat you can rely on me more
than anyone else in this companybecause of the fact that I know
everything that you pretty muchknow.
Now, obviously, certain datanumbers and mortgage terms I may
not, but if Ryan were to say,hey, I need you to go handle
(36:36):
these people over here becausethey're interested too and I'm
trying to close this deal, Icould pitch Paradigm with my
eyes closed.
You're a shogun and I did it at.
Shogun's and shit.
I did it at Bass Pro Shops too.
We were trying to go get someammo and this girl, bless her
heart, she's just trying to doher job, trying to sell us a
trip Three dudes.
(36:57):
We got Santa CEO and HabibiDiesel over here trying to sell
us some things.
And then Ryan is oh, we have aproject here.
Speaker 1 (37:06):
She's like you can get all these vacation trips.
I'm like I got a project thereand a project there and a
project there, so I already knoweverything about the city and
then a few minutes later shecomes up and she's what's that
paradigm?
Speaker 2 (37:16):
and then I go and pitch it and but yeah, it's been
an honor.
But, dude, I wouldn't change.
I.
I retired from training after adecade.
I got three kids.
My wife is probably upset thatI'm still here, gonna be seven
days straight as of tomorrow,but I'll be home in two days.
But it's an honor, it's ablessing, but it's also
(37:40):
something that I believe me andyou individually needed, this
relationship that we'veestablished.
I fulfilled something in yourcompany and in your heart that
you haven't been able to find.
And then I also found anotherniche in my life my presence.
(38:00):
Your dad says it all the timeand shit.
Now your own mom says it I'mthe brother you never had, and I
feel the same because I onlyhave a sister, and so I believe
that you know, for anyone outthere listening, it's so
important for you to find thatperson in your life, regardless
(38:21):
of the fact if they have acertain title in your company.
It just so happens to be.
We do business together and I'malso that friend for you.
Speaker 1 (38:32):
So yeah, there's so much support in that, and my
piece too because you don't feelalone.
It's like having a friendthat's going through a breakup
you're like, bro, like.
I've heard this everywhere, it'slike it's a broken real,
because we're constantly growingthe company, so there's always
adversity, yeah.
But that adversity you and Italk about and handle every
single day and I think that'swhere some of that I would say
(38:55):
brotherhood's really coming inis that we literally are having
hard conversations all the time,every day, not personally
between you and I, but just thebusiness, the growth and what
needs to be done and how fast weneed to deliver it.
Well, who needs to perform andwhat have you?
You are literally hearing thepolitics inside the company too.
But you can see, the reason whyI burned your trust, joe, is
(39:16):
because I have been able to showyou I'm trying to do everything
right, yeah, and I'm trying tohelp people.
I'm trying to give peopleopportunity and give people
chances.
Unfortunately, I've probablygone too far to help people.
I mean, it's hurt me, butthat's why I'm getting the love
from you and even people withinmy company that's been with me a
(39:37):
long time.
They're like Ryan's heart is.
We can't not support the guyLike he.
Just his heart is so big that,like we believe that, because
he's that way is why the company, why the universe, will help
the company grow.
Yep, it's true, and I thinkthere's.
I think that it sucks because Iget aware of that, because I'm
still emotionally tied to thatfor a longer period of time
(39:58):
Mm-hmm, boom, but it is.
I think there's a lot of truthto that.
Brie brought that up the otherday.
She was like you know, it'syour heart that's going to make
this company run and it's yourheart and the way you deliver
for everybody that you love,that trust you, and you trust
them.
She's like you.
The reason this company isgoing to be where it's going to
go is because of who you are.
Oh no, don't get me wrong.
I teed off on her so I couldn'tbe here without you, and the
(40:20):
list goes on.
But you know, I really I don'tlike to talk too much about
myself on there, but I do wantpeople to know that those are
the conversations that are beinghad and I think you know that's
a very.
When you're getting to a pointwhere you're having humbled
conversations, you know youreally care for people and
you're trying to help people andyou're trying to keep them on
board or you're trying to do.
That is where I think it's justa.
(40:42):
Really.
That's family conversations,that's like heart to heart.
Hey, every decision I make has adirect effect on everybody in
the company and it's soimportant that I continue to
communicate what I see, what Ifeel, what I struggles are and
having a board that all hastheir own perspective with their
own talents and have been withme for a long period of time and
(41:03):
have knowledge.
And there's times where I'mwrong and everyone's like on one
side and I'm on the other sideof the fence and so I'm like,
okay, then I'll just lean withyou guys.
But that's what I think makessomeone a good leader is being
able to have two ears andwhatnot.
Listen to whatever other peoplethat you trust say you know Dan
Stevenson, he said the samething.
He said when you bring on aboard, you got to learn to trust
(41:23):
them.
But I told him, how do you knowhow to trust them?
He's all they got to earn itand it usually takes the guy
that's on his board.
The least has been 17 years,the longest has been 28 years.
So I'm like I'm not quite there, but at the end of the day I
understood what he was trying tosay.
Speaker 2 (41:38):
I think this was a very fruitful podcast for
discussing the ins and outs ofthe company.
We will have plenty more.
I would like to talk about thebrotherhood, fatherhood aspect,
get a little bit more emotional,share some stories.
I think this one can be, youknow, because the goal with this
you know obviously me being apart of the marketing team the
(42:00):
strategy between a podcast andinformative message to viewers.
I believe that shorter podcasts, less than an hour, for 30, 45
minutes max.
I want to be able to dosegments and with me being here,
I can pinpoint.
So this one was perfect.
It talked about team dynamics,ins and outs of the company, the
(42:23):
difficult conversations you asa founder and chairman have to
have.
So I think this one could be anend of our discussion here and
then we go on to the next withthe next episodes that we go
forward with.
But if there's anything elseyou want to touch on, if not,
you know what to do.
Speaker 1 (42:40):
Good, good man, I think you're right.
We'll talk a little bit more on, maybe, fatherhood and the
struggles of husbands, wives andfathers.
That's probably a good one.
To talk about how to manage afamily with growing a company.
I think that's probably areally good conversation.
Yeah, because that's a wholedifferent.
It's a whole different segmentin your brain.
Yeah, but other than that, man,I love you, brother, I'm glad
you're here and let's move on.
So thanks everybody.
(43:00):
Hopefully that was fruitful foryou.
Just really show you a littlebit of our brotherhood and kind
of the emotional depths, I think, of the company and how I
navigate these waters and howyou can still trust people and
you can find people that aretrying to bring down that mask,
and how you can scale a companyreally based on culture.
So truly appreciate you guysand if anybody has any questions
(43:22):
, know how to reach out.
Thank you, see you soon.
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