November 20, 2025 • 27 mins
Every founder pays a coach. Some just don’t call it that.
They call it burnout.
Bad hires.
Marketing flops.
Empty bank accounts and broken holidays.
Bruce Campbell has a name for it: the Dumb Tax.
And he’s on a mission to help you stop paying it.
In this episode, Bruce Campbell, co-founder and CEO of the Entrepreneurial Business School shares what 21 years of business coaching has taught him about why smart entrepreneurs get stuck, stay stuck — and keep bleeding money while trying to figure it out alone.
You’ll hear:
- Why “I’ll figure it out myself” is the most expensive lie in business
- How hiring a coach is actually cheaper than doing nothing
- The signs you’re stuck in a job disguised as a business
- What freedom actually looks like (hint: it’s not a week in Bali worrying about Slack)
- And how Bruce’s own business success led him to building a life-saving foundation in Uganda
This episode’s not about theory. It’s about what happens when you stop guessing and get help that actually moves the needle.
🔥 Payoff:
You’re already paying for help. You’re just doing it the hard way.
Bruce shows you the better way — and how to get out of Dumb Tax Jail for free.
👇 Why Listen:
- You haven’t taken a proper break in years — and even thinking about one makes you anxious
- Your team relies on you for everything — and it’s not sustainable
- You’ve wasted money on bad hires and broken systems
- You don’t want to micromanage — but you don’t trust letting go
- You’re stuck in a business that was supposed to set you free
- You keep telling yourself “next quarter” — but nothing changes
🎁 Want Out of Dumb Tax Jail?
Bruce is offering a free audit of your business.
No upsell. No catch. Just a cold, clear look at where you're losing time, money, and sanity.
👉 Free Audit — claim yours here.
You’ve paid enough dumb tax already.
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Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
If I'm honest, it probably took me the first 10
years of our business tounderstand that.
Right.
And now it's probably nearlymore important than just growing
the day-to-day operations of thecompany.
SPEAKER_01 (00:14):
If you're out on your journey as an entrepreneur
and you're wondering whatconstraints you're going to be
facing and how to overcome them,then this conversation is for
you because I'm going to betalking to one of the world's
best business coaches.
Joining me in the studio isBruce Campbell, who is the
co-founder and CEO of a companycalled the Entrepreneurial
(00:36):
Business School.
Bruce is normally based inQueensland, but he's in London
and he's agreed to come into thestudio to share with me and you
the secrets to success andovercoming those constraints
that you and me and everyentrepreneur will face as we
build our business.
Bruce, welcome to the show.
Thank you so much, Jim.
Why is it, do you think, thatmost people start a business and
(01:00):
then fail to grow and certainlyfail to exit a business?
Because that's really the commonstory, isn't it?
SPEAKER_00 (01:05):
If you think about it, most people who get into
business, I would say 99% ofthem, didn't actually ever have
any formal training on actuallyhow to run a business.
So, you know, they'retechnically good at what they
do, they inherited the business,et cetera.
And then they have to then learnthrough trial and error.
And there's lots of errors.
And what that's what we calldumb tax, which is the tax that
(01:28):
business owners pay when they dosomething dumb.
You know, it could be wronghire, it could be wrong
marketing strategy, and thenthey pay the price for it.
SPEAKER_01 (01:36):
You've had the entrepreneur business school for
over 20 years, I think.
And so we're going to talk aboutthe entrepreneurial business
school, but we're also going totalk about some of the
solutions, I think, that you'vehelped people to implement.
Bruce, what would you say ismaybe the number one reason that
people pay dumb tax?
And what do you think we can doto cut down the amount of tax we
(01:58):
pay?
SPEAKER_00 (01:58):
Well, I think for me it comes in two areas.
Number one, education is, youknow, for me, that's one of the
highest forms of leverage is toactually have education and to
learn those skills that theythey need to know.
Everything from marketing tofinance to how to grow teams.
You'll never scale a company ifyou don't work out this thing
(02:20):
called leadership andmanagement.
You've got to understand thatpart.
So there's an education piece.
And then I think the other piecewhich our business is formed on
is actually having a coach andhaving a mentor in your corner.
Let me give you an example.
Every publicly listed company onthe planet to by law have a
(02:42):
board of directors sitting overthe CEO and the senior
management, right?
That's a legal requirement inany country on the planet.
So we expect it in corporate.
And then if you think aboutsport, right, every professional
sporting team, it's mandatory tohave a coach.
You know, you wouldn't ever getany of the teams around the
world not having that.
(03:03):
And it's interesting, you know,I've got four kids.
My youngest is Charlie, right?
He's 12 years old now and he'sbeen playing rugby since he was
five.
And even for a five-year-old, weexpect coaches on the sidelines.
So it sort of gobsmacks me inthis day and age where business
owners, their primary source ofincome, Jim, is their business,
(03:24):
yet they don't have a coachlooking in to give them a hand.
SPEAKER_01 (03:27):
Yeah, when you talk about that, it really makes you
wonder why people don't get acoach.
So tell us a little bit aboutthe entrepreneurial business
school and the kind of coachingthat you do, and then we'll talk
about why people maybe see theirkids getting coaching at school,
but not take coaching forthemselves.
SPEAKER_00 (03:43):
So look, I mean, we've been coaching businesses
for 21 years.
We do it in one-on-one, we do itin groups, which we find are
very uh important.
We've actually got, I know Imentioned the board of directors
for public list companies, butwe've do the same thing, but
it's small and medium-sizedbusinesses where it's also peer
coaching, which brings amazingcommunity.
(04:05):
And the results that we get whenpeople do the push-ups is
amazing.
It transforms their business andit transforms their life, right?
Because they're more empoweredand they're better human beings
on the planet.
There's a whole personaldevelopment side to it, not just
learning the numbers as anexample.
SPEAKER_01 (04:23):
Why don't we take it through that then?
What are some of the challengesthat an entrepreneur or someone
who wants to be an entrepreneurfaces as they grow from being
owner-operator to one day havinga business that might operate
without them, which is theultimate freedom, isn't it, what
entrepreneurship can offer?
Would you take us through thosesteps?
SPEAKER_00 (04:42):
We coach something called the cash flow ladder.
So if your listeners and viewerscan imagine a good old ladder,
we all start at student, be ithigh school, university, trade
college, whatever that is.
Most people then go and get ajob.
Some people skip that rung onthe ladder, but most don't.
You know, I got a job back 25years ago, etc.
(05:03):
So most people do a job.
And then some people who do thatrung of the ladder, then say, I
don't want to do this anymore.
If I had my own business, I'dmake more money and I'd have
more time to enjoy it.
Right.
And I say that with a bit ofhumor in it because then they
get into, oh, hang on.
Furthermore, Jim, they'll say,he or she who I'm working for is
(05:26):
an idiot.
Therefore, I'm going to go andwork for a different idiot being
myself.
That's right.
Right.
SPEAKER_01 (05:31):
Of course, we when we start, we don't think we're
an idiot.
We think we must know more thananybody else.
We've seen the business make itsmistakes.
Yeah.
And then we think, well, Iwouldn't make those mistakes.
SPEAKER_00 (05:40):
Yeah, yeah.
And then you go to a run calledself, where you're working for
yourself.
And then this is from a mindsetpoint of view, you get humbled
in that first few years becauseyou don't know like the tax and
cash flow forecasting and team,et cetera.
And there's more to it, right?
And then if you're good at doingit by yourself, you go to the
(06:03):
next rung, which we callmanager, which is you've got
helpers, team members, maybesubcontractors, but the business
doesn't fundamentally workwithout you.
And I normally say on that rung,a good rule of thumb is
holidays, right?
Is that most times at that rungof the ladder, you cannot go
away from the business more thanabout two to three weeks.
(06:25):
I hear them when they come backfrom a break.
A lot of the time they'll say,sometimes I wished, I wondered
why I even went on the holidayin the first place based on all
the brain damage I had to dowhen I got back to the business.
SPEAKER_01 (06:37):
Well, and often for entrepreneurs, a holiday is
quite stressful because one,you're not making any money, but
you're spending it.
Sure.
But as you say, if it's asuccessfully run business, I
should be able to leave thatcompany and someone's running it
for me and I can return to awell-operating company.
But how do you do that, Bruce?
Because that's the barrier togrowth, isn't it?
For most people, you get intothat loop as well, where you
(06:58):
think you can't afford to employanybody to run it for you.
So you keep running it.
SPEAKER_00 (07:02):
And that treadmill can last for years.
Well, I would even say for a lotof people, it's their whole
career.
You know, they'll go to theirgrave in that in that position.
And look, and this is where wecome in, is we help people go to
the next rung, which is owner.
And that's defined as thebusiness works without you.
Doesn't mean you can have asix-month holiday and expect the
(07:24):
business to be still there whenyou get back.
But the business has got myprobably one of my favorite
principles and laws, which isthe law of leverage, more with
less.
And so forms of leverage thathelp people get there would be
systems.
Is the business systemizedenough so that it's not all just
(07:44):
a people-based system?
Do I have the right people thatcare for the company and want to
take it?
Or have I got a bunch ofterrorists running around that I
employ?
Does the business have the rightoptics and dashboards and
numbers?
So all of these, like there'smore I could go on with, but
that all of those, that's wherewe do a lot of coaching to get
(08:06):
the owner and the entrepreneurto that level.
So for me, that's how you do it.
SPEAKER_01 (08:11):
So one of the challenges seems to be that as
an entrepreneur, you have to seeyourself differently.
How do you help entrepreneursthat are kind of in their
comfort zone?
They're almost in flow in thatI'm needed position, so that
they transition out of that intobeing a business owner.
SPEAKER_00 (08:29):
Well, for me, that that's the big mindset shift.
When people go, I'm the best oneand the only one who knows how
to do this part of the business.
So a lot of the time they haveto trust.
And we've got a principle thatsays when control goes up,
growth goes down.
Right.
When the business owner says I'mokay to empower someone or a
(08:53):
team, let's go and find on theseven odd billion people that
are on the planet someone who'sbetter technically on what I
think I'm actually great at.
Right.
Let's go and get a betterperson.
I think uh Steve Jobs said thatyou know you should be employing
people smarter than you.
So this is where that I thinkthere's a huge mindset shift.
(09:15):
And when people allow thatcontrol to be tapered, they grow
the business.
SPEAKER_01 (09:21):
How much of that reluctance to let go is not only
the I'm the best at it, but alsoif I'm not doing it, someone
might steal my business.
SPEAKER_00 (09:30):
I think that's part of it.
I think the other big challengeis people's upbringing, right?
And I get a sense of guilt thatif I'm not slaving away 40 to 80
hours a week, it's it's like aself-worth point.
For me, you know, I'll speakfrom a place of eye.
I came from a farming off sheepand cattle stations in
(09:53):
Australia.
You know, if you're not outworking, there's a whole mindset
that that's your identity,right?
So I think for a lot of people,particularly people who have
grown up in similar, notnecessarily farming, but working
class, there's a whole identitypiece to it with I'm not doing
the hours, you know, then I'vegot guilt.
SPEAKER_01 (10:15):
It's just what we would maybe call the Protestant
work ethic, right?
That you put in a good day'swork or a good week's work, and
then on Sunday then you can restand then you're getting stuck
back into it.
Correct.
When someone changes theirmindset and then they believe
that they can employ someonebetter than them, what do they
need to have in place for thatbusiness to run?
You talk about systems.
(10:35):
Let's talk a little bit from apractical point of view, Bruce.
What do they need to have inplace so they can feel confident
that the business is being runproperly so they can step out of
it?
SPEAKER_00 (10:47):
What are some practical, if you like, tools or
systems that you help people toput in place?
I would say good CRM system.
CRM being a customerrelationship manager management
system.
So, you know, and there's plentyout there.
In actual fact, that's all, youknow, choosing the right one.
You know, I've I've seenhundreds and hundreds of
thousands of dollars being putdown the gurgler because they
(11:10):
didn't they didn't do theresearch.
So they they chose the wrongsystem.
Six months of work went in andthen they had to, you know, turf
it and start again.
So I think that's a big one.
The right accounting system, theright, you know, CFO, chief
financial officer system.
That's what we do actually.
We've got our own proprietarysoftware and and people to take
(11:30):
uh the entrepreneur businessowner's numbers and then put it
in a format that's nice and easyto read so that you and your
coach can be talking science uhat in the coaching sessions, you
know.
You know, if I give you anexample there or an analogy, you
know, if I go to the doctor,right, and the doctor's about to
(11:50):
do surgery on me, I want themdoing tests.
They got to do blood tests orx-rays or whatever I'm in there
for, not just going, I thinkyou've got this, I'll go grab
the scalpel.
Right.
So we need evidence-baseddecisions.
And I think that's a big partthat I think is, you know, a
real big competitive advantageof uh of us, is we've got a lot
of those.
SPEAKER_01 (12:11):
Yeah.
So with EBS, then you'reactually helping your clients
not just to rely on their own,whether it's zero, for example,
or Sage, their own bookkeeping,you actually have all the
numbers with your own team sothat your consultants can go in
and give consistent reportagainst some metrics.
So that that's also part of thebenefit of having a coaching
(12:32):
program, isn't it?
SPEAKER_00 (12:33):
Yeah.
And look, you know, while whilstwe're staying on systems and the
pieces that help people get tothat more leveraged owner rung
on the ladder, I think anotherone is a hundred percent around
the team.
Right.
I would say any of the clientswhere there's more than five to
(12:55):
ten team, right up to 500, it'sthis probably the most single
handed choke point is that theydon't have any real systematic
way to recruit, select.
So they're doing it on gut feel,and he or she's gonna work out
here, right?
So we put people through a hugeamount of system to do that.
(13:17):
Also psychometric testing,because I want to know the
person that I'm gonna employ andhave to deal with.
I got to know that all up front.
I have to have some of the toughconversations before they sign
the dotted line and walk throughthe door.
Another piece, and there'splenty of stats on this one,
Jim, is onboarding.
So the stats of onboarding a newteam member in that first six
(13:43):
months, the stats are atrociousfor the person not performing or
not staying.
And another one for you viewersand listeners is the younger
they are, right?
So in the 20s, those stats areeven worse.
I say for a bad hire, dependingon where they are in the
organization from a hierarchy,for some of the junior ones,
(14:06):
you're going to write a checkfor 10,000 pounds, dollars,
euro, et cetera, right?
Yeah.
And for the major hires, likemiddle of the organizational
chart or even higher, it's oneto two hundred thousand.
SPEAKER_01 (14:19):
Yeah, it's amazing, Bruce, isn't it, how much time
we put in to finding thosepeople, how little we put into
actually the onboarding.
There's a very good book by Danand Chip Heath.
It's called Moments, and ittalks about how when people
join, the importance of makingit a welcoming experience and
also the training.
One of the things that comes tomind, we're saying about
(14:40):
business not growing.
And really, we've talked a lotabout systems and about people.
What about innovation, Bruce,and the need for product and
market fit?
How do you help people withthat?
Because systems are important,but there's also the glamorous
side of making sure thatwhatever people are building,
developing, and supplying tocustomers remains relevant,
(15:01):
especially in the kind ofchanges that we're having now,
whether it's with AI or tradesupply challenges.
What challenges do you see therethat are stopping people
growing?
SPEAKER_00 (15:11):
The one that I run into regularly is because the
people or the owner at the topof the organization are so far
in their business, they're onthe tools.
They don't have the time andthey don't have the critical
think time to even be able to goto an innovation uh mindset or
(15:31):
place.
This is again why coach is soimportant, because once a month
or quarter or whatever thefrequency we coach on, we
literally drag the businessowner out of the weeds and say,
let's go and have a think aboutwhat's going to be the
innovation, what's the biggestrisk facing your company, all
these type of questions thatallows them to get out of it?
SPEAKER_01 (15:54):
The ability to take a step out, but also a guided
step.
Let's just talk about theentrepreneur that has a business
with their partner, know thatyou with the entrepreneur
business school, you know, youset that with your or your
partner and your wife.
What are some of the challengesthat you think people face when
they're starting a business witha partner, be it a spouse or
another person they've met,maybe they've co-developed a
(16:16):
product.
SPEAKER_00 (16:17):
Well, I think Warren Buffett says it the best.
He says, of all the decisionsyou make in your life, making
the right one on the home frontor business partner is one of
the most crucial decisions youmake and you stuff it up, you
you're gonna pay a big old dumbtax on that one, right?
And it's not just the monetary,it's the emotional side to the
(16:39):
whole thing as well.
So for me, I spoke about thisbefore, but I'll really kind of
put it on a bumper sticker now,is that if you're not aligned
with your either life partner,spouse, or business partner,
it's nearly impossible to grow.
Right.
So a lot of the time, Jim, atthe front end of when we coach,
(17:02):
we'll be working on the personaldevelopment side.
What are the rules of the gamethat we need to work on?
There's a scientific reason thatyou're butting heads because I
don't know, one person'sstubborn and the other one
doesn't like conflict, right?
So of course we know how thatone's going to play out.
One avoids it, one doesn't, sortof thing.
So whatever the psychometricprofile of the people are,
(17:26):
knowing that at the front end ofa coaching relationship is
beautiful because now I can getyou into synergy.
And a lot of the time, the coachI find on that front is the
referee because they're neutral,right?
And we can call it and say, no,you're being a dick, excuse the
French, stop, pull your head in,sort of thing.
(17:48):
And then, of course, now I'vegot more synergy and alignment.
SPEAKER_01 (17:51):
So you've been working with your wife and
you've built this globalbusiness now into the
entrepreneur business school.
What would be the piece ofadvice that you'd give to anyone
that has a business with theirmarital partner?
Because there's a dynamic whereyou've got the work and you've
got the home environment.
And that creates a huge amountof tension, especially maybe if
(18:11):
your cash is not coming in.
What would be your guidance tohelp people to get through that?
SPEAKER_00 (18:15):
Well, if I can just use my wife and I, we were
together for 10 years before weget started entrepreneurial
business school.
So we had to do a lot of thiswork, even though we were
married.
I'd already signed up for thejob, if you know what I mean,
right?
Same with the kids as well.
And the and and the interestingpart too, Jim, is our major
growth cycle in our particularbusiness is when the kids were
(18:38):
young, right?
So there's breastfeeding,there's late nights, there's
lack of sleep, yet we're stillworking on ourselves, we're
still uh engaging with our coachand and running the companies as
we grew them, right?
And I look back to those daysand sometimes my wife and I
actually say, How did we do it?
Like, you know, like it uh it'seasier now because they're sort
(18:59):
of adults and you know,teenagers, more self-sustaining.
But, you know, it's a it'sinteresting looking back.
And there's an is a good coursethat I would do called Money and
You.
Right.
It's been it's the oldestpersonal development course on
the planet.
They do run it in Australia,Malaysia, US, etc.
(19:20):
And I think that's a must.
And if you get some of theconcepts in that course, it's uh
it'll change your world.
SPEAKER_01 (19:26):
Great, because if you are a married couple and you
and your source of wealth is thebusiness, it going well or badly
impacts your ability to lookafter your family and or to
retire.
So it's really a keyrelationship, and working on
that relationship as opposed tojust kind of letting it happen
seems to be really, reallyimportant.
What you what you've managed tobuild with the entrepreneurial
(19:48):
business school has created alifestyle and a business for
yourself and for hundreds ofother people around the world.
What do you do next?
Because you've obviouslyattained a great deal of
success.
Where do you go from thebusiness success as an
entrepreneur and as a member ofthe global community, Bruce?
SPEAKER_00 (20:07):
A mentor of mine once said people with better
choices have a better life.
And so that's fine to a certainextent, but the success will get
you here.
But the word I normally like touse is fulfillment, right?
And fulfillment normally comesfrom helping other people.
(20:28):
If I'm honest, it probably tookme the first 10 years of our
business to understand that,right?
And and and now it's probablynearly more important than just
growing the day-to-day uhoperations of the company.
And I was given an amazingopportunity in Perth in 2018 in
the March.
(20:48):
So that basically some friendsin the business coaching world
that I know and respected weregetting out of that world and
they did an act of abundance.
And what happened is they rangme and said, We're getting out
of business coaching, we've gotall this client base.
We're uh we we're gonna givethem to you like for free.
Like, no, no, no money down.
(21:10):
And I was like, oh my, you know,that's an active abundance,
isn't it?
It's a huge abundance.
So I had to fly over to Perth tomeet the new clients, tell them
about what we do.
I was getting a nighttime flightback to Brisbane.
I was the last on the airplanethat night, and there was a guy
and a kid about nine years old,and he said, What are you over
(21:31):
here for?
And I told him, and I said, Whatare you here for?
And he says, I'm here for anoperation for the kid.
And I was like, You don'tnormally hear that, you know,
getting on an airplane.
I got on and bid him farewell,and the plane, it's never
happened to me.
I've taken thousands of flights.
The plane goes out to the runwayand right at the last minute
(21:52):
turns back and goes back to theterminal.
And the captain said, We've gotone of our crew members has
become violently ill from aterminal to the runway.
You all got to get off becausewe've now not got the right um
amount of crew.
So back I go to the lounge,having a drink, and basically
about three meters in front ofme, here's this guy.
(22:13):
And I don't normally talk topeople in airports, but I
thought I'm gonna go over andask about the operation that
he'd told me 20 minutes before.
So I go over and said, Look, youknow, I can't help but remember
you told me about the kid'soperation.
And I said, When is it?
He says, Tomorrow morning at 7a.m.
And I said, Have you got anyflexibility?
He said, No, it's then or never.
(22:35):
And I said, Look, I don't knowyou from a bar of soap, but
we'll probably have to moveplanes or airlines or whatever.
I'm happy to pay for your flightand the kids' flight to get you
to the destination.
He said, So abundant of you.
And he said to me, I'm a CEO ofa charity in Uganda.
And he goes, What do you knowabout witchcraft?
(22:55):
And I'm like, nothing.
And he says, What do you knowabout something called child
sacrifice?
And I said, I've never heardthose two words in the same
sentence.
As one would hope, yeah, to behonest.
And I said, Well, tell me aboutthat.
And he says, Well, in Uganda,there's still pockets of witch
doctors who, for their payingclients, do everything from
(23:18):
killing a chicken right throughto killing humans.
And I was just, I was, well, Ijust couldn't get my head around
this.
And I said, So where why are yougoing to Brisbane?
And he said, Well, Benson, whois the the the nine-year-old,
him and his father were uhkidnapped by a witch doctor, and
the father was decapitated, andBenson's had his penis cut off.
(23:44):
And I was just like, Who doesthis?
Like I was crying, you know,still kind of makes me making
squirm.
Yeah.
Listen to it.
So I once we got that and we gotthe plane sorted, got him to
there, and and I said to him,There's a reason that you've met
an entrepreneur who's got a hugecommunity of abundant people.
(24:07):
And so you fast forward, we'venow donated over four million
dollars to those two charitiesin in Uganda.
We take, you know, 40 people uhannually on humanitarian trips.
I've just got back from oneabout a month ago.
And uh, we've now got our ownkind of world vision, if you
will.
So, but unlike a lot of othercharities, we give 100% of every
(24:30):
dollar donated.
If so, if you want a kid, 100,100 pounds, 100 a month, and you
can change life.
So I look at now what that alonehas, the the impact that we've
had on those communities agenerational impact.
You know, we've put a water boredown, which, you know, in the
(24:52):
slums of Kampala, which is thecapital of Uganda.
You know, when we first wentthere, you know, everyone was
sick.
They were all drinking out ofthe sewers, you know, cholera,
typhoid was rife.
We've now got 5,000 people whodrink clean drinking water.
We've eradicated all thosewaterborne diseases.
SPEAKER_01 (25:10):
What's special about that is that is the business has
got to a stage where it runswithout you in the best possible
way, because you put the systemsin and you've got clients and
you've got amazing teams aroundthe world working with you.
But rather than sort of driftingoff into buying more of things,
the sense of purpose has givenyou even more reason to grow the
(25:32):
business, hasn't it?
Because now you're in Europeexpanding the team, and I guess
you're going to growinternationally.
So, Bruce Campbell, what wouldbe the one piece of advice that
you'd give to my friend who'slistening who's thinking, I want
to accomplish in the same waythat Bruce has, build a business
that enables me to accomplishsomething and then to serve
others?
SPEAKER_00 (25:51):
Great question.
My answer is you can't do it byyourself.
And anyone out there who thinksthat they can do it all by
themselves, for me, I've notseen it yet.
I've had heaps of coaches andmentors over the years.
And for every dollar or poundthat I've put into that
education has paid me back like10 times, probably more than
(26:17):
that.
So for me, I'd just say to theviewers out there, you gotta
have someone in your corner.
You can't do this by yourself.
SPEAKER_01 (26:23):
Bruce Campbell, thanks for joining me in the
studio of the UnnoticedEntrepreneur.
Thank you for joining me todayand sharing your story about the
entrepreneurial business school.
And also we have a link whichI'll put in the show notes for a
free diagnostic.
So do check the show notes.
We'll put that in there for youthat you can have a free guide
and consultation with Bruce andhis team.
(26:44):
Bruce Campbell, thanks again forjoining me today on the
Unnoticed Entrepreneur Show.
SPEAKER_00 (26:47):
Thank you.
SPEAKER_01 (26:48):
Tremendous conversation with Bruce Campbell
there, who's the co-founder andCEO of a company called the
Entrepreneurial Business School.
One of the key takeaways was theimportance of systems.
It doesn't matter so much whatyou're selling, but the business
systems that you have to helpyou to grow the sales and the
team.
That's perhaps the first lesson.
The second lesson is one ofabundance.
(27:10):
Actually, there is enoughbusiness for everyone.
And the third is the importanceof purpose for Bruce.
Now that he's built a globalcompany, it's his work in Africa
that is really giving him hugeamounts of energy and life
force.
And that's actually alsobringing passion to the people
that work with him, be it theclients and the employees that
(27:31):
he has at the EntrepreneurBusiness School.
Now, if you'd like to touch basewith Bruce, you can go to
ebs.org and they will do a freediagnostic test on your business
to help you find out whereyou're at, and they can help you
build your business so that youcan live a life of wealth and
abundance too.
So go to ebs.org.
(27:52):
My name is Jim James.
I'm your host.
Thank you so much for tuning into this episode of The Unnoticed
Entrepreneur.
If I'm honest, it probably took me the first 10
years of our business tounderstand that.
Right.
And now it's probably nearlymore important than just growing
the day-to-day operations of thecompany.
SPEAKER_01 (00:14):
If you're out on your journey as an entrepreneur
and you're wondering whatconstraints you're going to be
facing and how to overcome them,then this conversation is for
you because I'm going to betalking to one of the world's
best business coaches.
Joining me in the studio isBruce Campbell, who is the
co-founder and CEO of a companycalled the Entrepreneurial
(00:36):
Business School.
Bruce is normally based inQueensland, but he's in London
and he's agreed to come into thestudio to share with me and you
the secrets to success andovercoming those constraints
that you and me and everyentrepreneur will face as we
build our business.
Bruce, welcome to the show.
Thank you so much, Jim.
Why is it, do you think, thatmost people start a business and
(01:00):
then fail to grow and certainlyfail to exit a business?
Because that's really the commonstory, isn't it?
SPEAKER_00 (01:05):
If you think about it, most people who get into
business, I would say 99% ofthem, didn't actually ever have
any formal training on actuallyhow to run a business.
So, you know, they'retechnically good at what they
do, they inherited the business,et cetera.
And then they have to then learnthrough trial and error.
And there's lots of errors.
And what that's what we calldumb tax, which is the tax that
(01:28):
business owners pay when they dosomething dumb.
You know, it could be wronghire, it could be wrong
marketing strategy, and thenthey pay the price for it.
SPEAKER_01 (01:36):
You've had the entrepreneur business school for
over 20 years, I think.
And so we're going to talk aboutthe entrepreneurial business
school, but we're also going totalk about some of the
solutions, I think, that you'vehelped people to implement.
Bruce, what would you say ismaybe the number one reason that
people pay dumb tax?
And what do you think we can doto cut down the amount of tax we
(01:58):
pay?
SPEAKER_00 (01:58):
Well, I think for me it comes in two areas.
Number one, education is, youknow, for me, that's one of the
highest forms of leverage is toactually have education and to
learn those skills that theythey need to know.
Everything from marketing tofinance to how to grow teams.
You'll never scale a company ifyou don't work out this thing
(02:20):
called leadership andmanagement.
You've got to understand thatpart.
So there's an education piece.
And then I think the other piecewhich our business is formed on
is actually having a coach andhaving a mentor in your corner.
Let me give you an example.
Every publicly listed company onthe planet to by law have a
(02:42):
board of directors sitting overthe CEO and the senior
management, right?
That's a legal requirement inany country on the planet.
So we expect it in corporate.
And then if you think aboutsport, right, every professional
sporting team, it's mandatory tohave a coach.
You know, you wouldn't ever getany of the teams around the
world not having that.
(03:03):
And it's interesting, you know,I've got four kids.
My youngest is Charlie, right?
He's 12 years old now and he'sbeen playing rugby since he was
five.
And even for a five-year-old, weexpect coaches on the sidelines.
So it sort of gobsmacks me inthis day and age where business
owners, their primary source ofincome, Jim, is their business,
(03:24):
yet they don't have a coachlooking in to give them a hand.
SPEAKER_01 (03:27):
Yeah, when you talk about that, it really makes you
wonder why people don't get acoach.
So tell us a little bit aboutthe entrepreneurial business
school and the kind of coachingthat you do, and then we'll talk
about why people maybe see theirkids getting coaching at school,
but not take coaching forthemselves.
SPEAKER_00 (03:43):
So look, I mean, we've been coaching businesses
for 21 years.
We do it in one-on-one, we do itin groups, which we find are
very uh important.
We've actually got, I know Imentioned the board of directors
for public list companies, butwe've do the same thing, but
it's small and medium-sizedbusinesses where it's also peer
coaching, which brings amazingcommunity.
(04:05):
And the results that we get whenpeople do the push-ups is
amazing.
It transforms their business andit transforms their life, right?
Because they're more empoweredand they're better human beings
on the planet.
There's a whole personaldevelopment side to it, not just
learning the numbers as anexample.
SPEAKER_01 (04:23):
Why don't we take it through that then?
What are some of the challengesthat an entrepreneur or someone
who wants to be an entrepreneurfaces as they grow from being
owner-operator to one day havinga business that might operate
without them, which is theultimate freedom, isn't it, what
entrepreneurship can offer?
Would you take us through thosesteps?
SPEAKER_00 (04:42):
We coach something called the cash flow ladder.
So if your listeners and viewerscan imagine a good old ladder,
we all start at student, be ithigh school, university, trade
college, whatever that is.
Most people then go and get ajob.
Some people skip that rung onthe ladder, but most don't.
You know, I got a job back 25years ago, etc.
(05:03):
So most people do a job.
And then some people who do thatrung of the ladder, then say, I
don't want to do this anymore.
If I had my own business, I'dmake more money and I'd have
more time to enjoy it.
Right.
And I say that with a bit ofhumor in it because then they
get into, oh, hang on.
Furthermore, Jim, they'll say,he or she who I'm working for is
(05:26):
an idiot.
Therefore, I'm going to go andwork for a different idiot being
myself.
That's right.
Right.
SPEAKER_01 (05:31):
Of course, we when we start, we don't think we're
an idiot.
We think we must know more thananybody else.
We've seen the business make itsmistakes.
Yeah.
And then we think, well, Iwouldn't make those mistakes.
SPEAKER_00 (05:40):
Yeah, yeah.
And then you go to a run calledself, where you're working for
yourself.
And then this is from a mindsetpoint of view, you get humbled
in that first few years becauseyou don't know like the tax and
cash flow forecasting and team,et cetera.
And there's more to it, right?
And then if you're good at doingit by yourself, you go to the
(06:03):
next rung, which we callmanager, which is you've got
helpers, team members, maybesubcontractors, but the business
doesn't fundamentally workwithout you.
And I normally say on that rung,a good rule of thumb is
holidays, right?
Is that most times at that rungof the ladder, you cannot go
away from the business more thanabout two to three weeks.
(06:25):
I hear them when they come backfrom a break.
A lot of the time they'll say,sometimes I wished, I wondered
why I even went on the holidayin the first place based on all
the brain damage I had to dowhen I got back to the business.
SPEAKER_01 (06:37):
Well, and often for entrepreneurs, a holiday is
quite stressful because one,you're not making any money, but
you're spending it.
Sure.
But as you say, if it's asuccessfully run business, I
should be able to leave thatcompany and someone's running it
for me and I can return to awell-operating company.
But how do you do that, Bruce?
Because that's the barrier togrowth, isn't it?
For most people, you get intothat loop as well, where you
(06:58):
think you can't afford to employanybody to run it for you.
So you keep running it.
SPEAKER_00 (07:02):
And that treadmill can last for years.
Well, I would even say for a lotof people, it's their whole
career.
You know, they'll go to theirgrave in that in that position.
And look, and this is where wecome in, is we help people go to
the next rung, which is owner.
And that's defined as thebusiness works without you.
Doesn't mean you can have asix-month holiday and expect the
(07:24):
business to be still there whenyou get back.
But the business has got myprobably one of my favorite
principles and laws, which isthe law of leverage, more with
less.
And so forms of leverage thathelp people get there would be
systems.
Is the business systemizedenough so that it's not all just
(07:44):
a people-based system?
Do I have the right people thatcare for the company and want to
take it?
Or have I got a bunch ofterrorists running around that I
employ?
Does the business have the rightoptics and dashboards and
numbers?
So all of these, like there'smore I could go on with, but
that all of those, that's wherewe do a lot of coaching to get
(08:06):
the owner and the entrepreneurto that level.
So for me, that's how you do it.
SPEAKER_01 (08:11):
So one of the challenges seems to be that as
an entrepreneur, you have to seeyourself differently.
How do you help entrepreneursthat are kind of in their
comfort zone?
They're almost in flow in thatI'm needed position, so that
they transition out of that intobeing a business owner.
SPEAKER_00 (08:29):
Well, for me, that that's the big mindset shift.
When people go, I'm the best oneand the only one who knows how
to do this part of the business.
So a lot of the time they haveto trust.
And we've got a principle thatsays when control goes up,
growth goes down.
Right.
When the business owner says I'mokay to empower someone or a
(08:53):
team, let's go and find on theseven odd billion people that
are on the planet someone who'sbetter technically on what I
think I'm actually great at.
Right.
Let's go and get a betterperson.
I think uh Steve Jobs said thatyou know you should be employing
people smarter than you.
So this is where that I thinkthere's a huge mindset shift.
(09:15):
And when people allow thatcontrol to be tapered, they grow
the business.
SPEAKER_01 (09:21):
How much of that reluctance to let go is not only
the I'm the best at it, but alsoif I'm not doing it, someone
might steal my business.
SPEAKER_00 (09:30):
I think that's part of it.
I think the other big challengeis people's upbringing, right?
And I get a sense of guilt thatif I'm not slaving away 40 to 80
hours a week, it's it's like aself-worth point.
For me, you know, I'll speakfrom a place of eye.
I came from a farming off sheepand cattle stations in
(09:53):
Australia.
You know, if you're not outworking, there's a whole mindset
that that's your identity,right?
So I think for a lot of people,particularly people who have
grown up in similar, notnecessarily farming, but working
class, there's a whole identitypiece to it with I'm not doing
the hours, you know, then I'vegot guilt.
SPEAKER_01 (10:15):
It's just what we would maybe call the Protestant
work ethic, right?
That you put in a good day'swork or a good week's work, and
then on Sunday then you can restand then you're getting stuck
back into it.
Correct.
When someone changes theirmindset and then they believe
that they can employ someonebetter than them, what do they
need to have in place for thatbusiness to run?
You talk about systems.
(10:35):
Let's talk a little bit from apractical point of view, Bruce.
What do they need to have inplace so they can feel confident
that the business is being runproperly so they can step out of
it?
SPEAKER_00 (10:47):
What are some practical, if you like, tools or
systems that you help people toput in place?
I would say good CRM system.
CRM being a customerrelationship manager management
system.
So, you know, and there's plentyout there.
In actual fact, that's all, youknow, choosing the right one.
You know, I've I've seenhundreds and hundreds of
thousands of dollars being putdown the gurgler because they
(11:10):
didn't they didn't do theresearch.
So they they chose the wrongsystem.
Six months of work went in andthen they had to, you know, turf
it and start again.
So I think that's a big one.
The right accounting system, theright, you know, CFO, chief
financial officer system.
That's what we do actually.
We've got our own proprietarysoftware and and people to take
(11:30):
uh the entrepreneur businessowner's numbers and then put it
in a format that's nice and easyto read so that you and your
coach can be talking science uhat in the coaching sessions, you
know.
You know, if I give you anexample there or an analogy, you
know, if I go to the doctor,right, and the doctor's about to
(11:50):
do surgery on me, I want themdoing tests.
They got to do blood tests orx-rays or whatever I'm in there
for, not just going, I thinkyou've got this, I'll go grab
the scalpel.
Right.
So we need evidence-baseddecisions.
And I think that's a big partthat I think is, you know, a
real big competitive advantageof uh of us, is we've got a lot
of those.
SPEAKER_01 (12:11):
Yeah.
So with EBS, then you'reactually helping your clients
not just to rely on their own,whether it's zero, for example,
or Sage, their own bookkeeping,you actually have all the
numbers with your own team sothat your consultants can go in
and give consistent reportagainst some metrics.
So that that's also part of thebenefit of having a coaching
(12:32):
program, isn't it?
SPEAKER_00 (12:33):
Yeah.
And look, you know, while whilstwe're staying on systems and the
pieces that help people get tothat more leveraged owner rung
on the ladder, I think anotherone is a hundred percent around
the team.
Right.
I would say any of the clientswhere there's more than five to
(12:55):
ten team, right up to 500, it'sthis probably the most single
handed choke point is that theydon't have any real systematic
way to recruit, select.
So they're doing it on gut feel,and he or she's gonna work out
here, right?
So we put people through a hugeamount of system to do that.
(13:17):
Also psychometric testing,because I want to know the
person that I'm gonna employ andhave to deal with.
I got to know that all up front.
I have to have some of the toughconversations before they sign
the dotted line and walk throughthe door.
Another piece, and there'splenty of stats on this one,
Jim, is onboarding.
So the stats of onboarding a newteam member in that first six
(13:43):
months, the stats are atrociousfor the person not performing or
not staying.
And another one for you viewersand listeners is the younger
they are, right?
So in the 20s, those stats areeven worse.
I say for a bad hire, dependingon where they are in the
organization from a hierarchy,for some of the junior ones,
(14:06):
you're going to write a checkfor 10,000 pounds, dollars,
euro, et cetera, right?
Yeah.
And for the major hires, likemiddle of the organizational
chart or even higher, it's oneto two hundred thousand.
SPEAKER_01 (14:19):
Yeah, it's amazing, Bruce, isn't it, how much time
we put in to finding thosepeople, how little we put into
actually the onboarding.
There's a very good book by Danand Chip Heath.
It's called Moments, and ittalks about how when people
join, the importance of makingit a welcoming experience and
also the training.
One of the things that comes tomind, we're saying about
(14:40):
business not growing.
And really, we've talked a lotabout systems and about people.
What about innovation, Bruce,and the need for product and
market fit?
How do you help people withthat?
Because systems are important,but there's also the glamorous
side of making sure thatwhatever people are building,
developing, and supplying tocustomers remains relevant,
(15:01):
especially in the kind ofchanges that we're having now,
whether it's with AI or tradesupply challenges.
What challenges do you see therethat are stopping people
growing?
SPEAKER_00 (15:11):
The one that I run into regularly is because the
people or the owner at the topof the organization are so far
in their business, they're onthe tools.
They don't have the time andthey don't have the critical
think time to even be able to goto an innovation uh mindset or
(15:31):
place.
This is again why coach is soimportant, because once a month
or quarter or whatever thefrequency we coach on, we
literally drag the businessowner out of the weeds and say,
let's go and have a think aboutwhat's going to be the
innovation, what's the biggestrisk facing your company, all
these type of questions thatallows them to get out of it?
SPEAKER_01 (15:54):
The ability to take a step out, but also a guided
step.
Let's just talk about theentrepreneur that has a business
with their partner, know thatyou with the entrepreneur
business school, you know, youset that with your or your
partner and your wife.
What are some of the challengesthat you think people face when
they're starting a business witha partner, be it a spouse or
another person they've met,maybe they've co-developed a
(16:16):
product.
SPEAKER_00 (16:17):
Well, I think Warren Buffett says it the best.
He says, of all the decisionsyou make in your life, making
the right one on the home frontor business partner is one of
the most crucial decisions youmake and you stuff it up, you
you're gonna pay a big old dumbtax on that one, right?
And it's not just the monetary,it's the emotional side to the
(16:39):
whole thing as well.
So for me, I spoke about thisbefore, but I'll really kind of
put it on a bumper sticker now,is that if you're not aligned
with your either life partner,spouse, or business partner,
it's nearly impossible to grow.
Right.
So a lot of the time, Jim, atthe front end of when we coach,
(17:02):
we'll be working on the personaldevelopment side.
What are the rules of the gamethat we need to work on?
There's a scientific reason thatyou're butting heads because I
don't know, one person'sstubborn and the other one
doesn't like conflict, right?
So of course we know how thatone's going to play out.
One avoids it, one doesn't, sortof thing.
So whatever the psychometricprofile of the people are,
(17:26):
knowing that at the front end ofa coaching relationship is
beautiful because now I can getyou into synergy.
And a lot of the time, the coachI find on that front is the
referee because they're neutral,right?
And we can call it and say, no,you're being a dick, excuse the
French, stop, pull your head in,sort of thing.
(17:48):
And then, of course, now I'vegot more synergy and alignment.
SPEAKER_01 (17:51):
So you've been working with your wife and
you've built this globalbusiness now into the
entrepreneur business school.
What would be the piece ofadvice that you'd give to anyone
that has a business with theirmarital partner?
Because there's a dynamic whereyou've got the work and you've
got the home environment.
And that creates a huge amountof tension, especially maybe if
(18:11):
your cash is not coming in.
What would be your guidance tohelp people to get through that?
SPEAKER_00 (18:15):
Well, if I can just use my wife and I, we were
together for 10 years before weget started entrepreneurial
business school.
So we had to do a lot of thiswork, even though we were
married.
I'd already signed up for thejob, if you know what I mean,
right?
Same with the kids as well.
And the and and the interestingpart too, Jim, is our major
growth cycle in our particularbusiness is when the kids were
(18:38):
young, right?
So there's breastfeeding,there's late nights, there's
lack of sleep, yet we're stillworking on ourselves, we're
still uh engaging with our coachand and running the companies as
we grew them, right?
And I look back to those daysand sometimes my wife and I
actually say, How did we do it?
Like, you know, like it uh it'seasier now because they're sort
(18:59):
of adults and you know,teenagers, more self-sustaining.
But, you know, it's a it'sinteresting looking back.
And there's an is a good coursethat I would do called Money and
You.
Right.
It's been it's the oldestpersonal development course on
the planet.
They do run it in Australia,Malaysia, US, etc.
(19:20):
And I think that's a must.
And if you get some of theconcepts in that course, it's uh
it'll change your world.
SPEAKER_01 (19:26):
Great, because if you are a married couple and you
and your source of wealth is thebusiness, it going well or badly
impacts your ability to lookafter your family and or to
retire.
So it's really a keyrelationship, and working on
that relationship as opposed tojust kind of letting it happen
seems to be really, reallyimportant.
What you what you've managed tobuild with the entrepreneurial
(19:48):
business school has created alifestyle and a business for
yourself and for hundreds ofother people around the world.
What do you do next?
Because you've obviouslyattained a great deal of
success.
Where do you go from thebusiness success as an
entrepreneur and as a member ofthe global community, Bruce?
SPEAKER_00 (20:07):
A mentor of mine once said people with better
choices have a better life.
And so that's fine to a certainextent, but the success will get
you here.
But the word I normally like touse is fulfillment, right?
And fulfillment normally comesfrom helping other people.
(20:28):
If I'm honest, it probably tookme the first 10 years of our
business to understand that,right?
And and and now it's probablynearly more important than just
growing the day-to-day uhoperations of the company.
And I was given an amazingopportunity in Perth in 2018 in
the March.
(20:48):
So that basically some friendsin the business coaching world
that I know and respected weregetting out of that world and
they did an act of abundance.
And what happened is they rangme and said, We're getting out
of business coaching, we've gotall this client base.
We're uh we we're gonna givethem to you like for free.
Like, no, no, no money down.
(21:10):
And I was like, oh my, you know,that's an active abundance,
isn't it?
It's a huge abundance.
So I had to fly over to Perth tomeet the new clients, tell them
about what we do.
I was getting a nighttime flightback to Brisbane.
I was the last on the airplanethat night, and there was a guy
and a kid about nine years old,and he said, What are you over
(21:31):
here for?
And I told him, and I said, Whatare you here for?
And he says, I'm here for anoperation for the kid.
And I was like, You don'tnormally hear that, you know,
getting on an airplane.
I got on and bid him farewell,and the plane, it's never
happened to me.
I've taken thousands of flights.
The plane goes out to the runwayand right at the last minute
(21:52):
turns back and goes back to theterminal.
And the captain said, We've gotone of our crew members has
become violently ill from aterminal to the runway.
You all got to get off becausewe've now not got the right um
amount of crew.
So back I go to the lounge,having a drink, and basically
about three meters in front ofme, here's this guy.
(22:13):
And I don't normally talk topeople in airports, but I
thought I'm gonna go over andask about the operation that
he'd told me 20 minutes before.
So I go over and said, Look, youknow, I can't help but remember
you told me about the kid'soperation.
And I said, When is it?
He says, Tomorrow morning at 7a.m.
And I said, Have you got anyflexibility?
He said, No, it's then or never.
(22:35):
And I said, Look, I don't knowyou from a bar of soap, but
we'll probably have to moveplanes or airlines or whatever.
I'm happy to pay for your flightand the kids' flight to get you
to the destination.
He said, So abundant of you.
And he said to me, I'm a CEO ofa charity in Uganda.
And he goes, What do you knowabout witchcraft?
(22:55):
And I'm like, nothing.
And he says, What do you knowabout something called child
sacrifice?
And I said, I've never heardthose two words in the same
sentence.
As one would hope, yeah, to behonest.
And I said, Well, tell me aboutthat.
And he says, Well, in Uganda,there's still pockets of witch
doctors who, for their payingclients, do everything from
(23:18):
killing a chicken right throughto killing humans.
And I was just, I was, well, Ijust couldn't get my head around
this.
And I said, So where why are yougoing to Brisbane?
And he said, Well, Benson, whois the the the nine-year-old,
him and his father were uhkidnapped by a witch doctor, and
the father was decapitated, andBenson's had his penis cut off.
(23:44):
And I was just like, Who doesthis?
Like I was crying, you know,still kind of makes me making
squirm.
Yeah.
Listen to it.
So I once we got that and we gotthe plane sorted, got him to
there, and and I said to him,There's a reason that you've met
an entrepreneur who's got a hugecommunity of abundant people.
(24:07):
And so you fast forward, we'venow donated over four million
dollars to those two charitiesin in Uganda.
We take, you know, 40 people uhannually on humanitarian trips.
I've just got back from oneabout a month ago.
And uh, we've now got our ownkind of world vision, if you
will.
So, but unlike a lot of othercharities, we give 100% of every
(24:30):
dollar donated.
If so, if you want a kid, 100,100 pounds, 100 a month, and you
can change life.
So I look at now what that alonehas, the the impact that we've
had on those communities agenerational impact.
You know, we've put a water boredown, which, you know, in the
(24:52):
slums of Kampala, which is thecapital of Uganda.
You know, when we first wentthere, you know, everyone was
sick.
They were all drinking out ofthe sewers, you know, cholera,
typhoid was rife.
We've now got 5,000 people whodrink clean drinking water.
We've eradicated all thosewaterborne diseases.
SPEAKER_01 (25:10):
What's special about that is that is the business has
got to a stage where it runswithout you in the best possible
way, because you put the systemsin and you've got clients and
you've got amazing teams aroundthe world working with you.
But rather than sort of driftingoff into buying more of things,
the sense of purpose has givenyou even more reason to grow the
(25:32):
business, hasn't it?
Because now you're in Europeexpanding the team, and I guess
you're going to growinternationally.
So, Bruce Campbell, what wouldbe the one piece of advice that
you'd give to my friend who'slistening who's thinking, I want
to accomplish in the same waythat Bruce has, build a business
that enables me to accomplishsomething and then to serve
others?
SPEAKER_00 (25:51):
Great question.
My answer is you can't do it byyourself.
And anyone out there who thinksthat they can do it all by
themselves, for me, I've notseen it yet.
I've had heaps of coaches andmentors over the years.
And for every dollar or poundthat I've put into that
education has paid me back like10 times, probably more than
(26:17):
that.
So for me, I'd just say to theviewers out there, you gotta
have someone in your corner.
You can't do this by yourself.
SPEAKER_01 (26:23):
Bruce Campbell, thanks for joining me in the
studio of the UnnoticedEntrepreneur.
Thank you for joining me todayand sharing your story about the
entrepreneurial business school.
And also we have a link whichI'll put in the show notes for a
free diagnostic.
So do check the show notes.
We'll put that in there for youthat you can have a free guide
and consultation with Bruce andhis team.
(26:44):
Bruce Campbell, thanks again forjoining me today on the
Unnoticed Entrepreneur Show.
SPEAKER_00 (26:47):
Thank you.
SPEAKER_01 (26:48):
Tremendous conversation with Bruce Campbell
there, who's the co-founder andCEO of a company called the
Entrepreneurial Business School.
One of the key takeaways was theimportance of systems.
It doesn't matter so much whatyou're selling, but the business
systems that you have to helpyou to grow the sales and the
team.
That's perhaps the first lesson.
The second lesson is one ofabundance.
(27:10):
Actually, there is enoughbusiness for everyone.
And the third is the importanceof purpose for Bruce.
Now that he's built a globalcompany, it's his work in Africa
that is really giving him hugeamounts of energy and life
force.
And that's actually alsobringing passion to the people
that work with him, be it theclients and the employees that
(27:31):
he has at the EntrepreneurBusiness School.
Now, if you'd like to touch basewith Bruce, you can go to
ebs.org and they will do a freediagnostic test on your business
to help you find out whereyou're at, and they can help you
build your business so that youcan live a life of wealth and
abundance too.
So go to ebs.org.
(27:52):
My name is Jim James.
I'm your host.
Thank you so much for tuning into this episode of The Unnoticed
Entrepreneur.
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