How Today’s Entrepreneur can Transform Obstacles into Exponential Opportunities

Episode Transcript
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Speaker 1 (00:00):
Being successful in business is about making good decisions at
the right time, in the right place, about the right things.
And today we're going to talk about when do you
make decisions and how far forward should you be looking
in your business in order to make the right decisions.

(00:21):
And we have an expert with us here on the
Wealth Ability Show today, pat Ilaqua. Pat. Welcome to the
Wealth Ability Show.

Speaker 2 (00:27):
Hey, Tom, how you doing. I appreciate the invite, looking
forward to it.

Speaker 1 (00:32):
So, Pat, if you would just give us a little
bit of your background. Mean, you wrote the book Obstacles
to Opportunity, Transforming business opportunities into Triumph. I love that.
What is your background? And you know why? You know
why this particular topic.

Speaker 2 (00:51):
I guess you know, Tom, I guess le. I'll give
a quick overvoo jury. I'll take it back to to
my beginning. I guess you know. I grew up around
small businesses. Uh. My grandfather had a little grocery store
in a small blue collar town in South Jersey, Okay, UH,

(01:14):
and my dad worked there. My mom worked there, she
helped out and during the summers. UH. She also managed
a little tiny motel that my grandfather owned at the
Jersey Shore. Uh. And these were not big operations. They
were sort of like you know, it was just family,
a family making a living, if you know what I mean. Right. Uh.

(01:37):
And by the by the seventh, sixth or seventh grade,
I was down the shore every summer working at the
public at a public pool and not swimming, but working.
And they also rented bikes there, you know. So I
had a job there and I was up at you know,
I was always around work ethic, I think around my family.

(01:58):
I guess probably that's where I mom. So I was.
You know, when I got this job, I was up
at five am. You know, I had to be there
somewhere around six o'clock in the morning. I worked probably
to seven o'clock at night. You know, so I had
an eighty hour week. You know, I worked probably six
seven days a week. And you know what stuck with
me wasn't just the work ethic model by my family.

(02:22):
I think I started paying attention to how things worked right.
And you know, my wife still I drive her crazy today,
But at the time, you know, I walked the boardwalk,
you know, into a T shirt shop as an example.
I'm and I think, geez, how did they make money?
You know what what what what does it take to

(02:43):
run this thing right? You know, And I can remember
that back to my earliest years, and that curiosity never
left me. And my wife would say she wish it did,
because wherever we go right now, I'll walk into a
place and I'll just do the same thing. It's the
way I'm wired, right, It's sort of my fun and
if you hear what I'm saying. So, but anyway to

(03:03):
fast forward, I guess eventually I skipped college. I jumped
into business, you know, with that kind of a background.
It was like, you know, we didn't have a lot
of money growing up, so I think I always had
this thing in my head I wanted to go make money,
and I was always around business. Of course, as we
all learn, you sort of, you know, my definition of
success changed as time went on. But in that early stage,

(03:26):
they just wanted to get out and make some money.
So my cousin and I started a little residential concrete business.
No clue what we were doing, you know, we were
just figuring it out as we went. I had an
uncle who'd been who'd been through it. He was a
finisher in the you know, it was a concrete finisher
in the Union there in New Jersey, and he helped

(03:46):
us avoid some of the land mines. And you know
that that was probably the first time I saw how
to learn from someone who's already walked the path. You
know that you're on right, So that I idea stuck
with me. So again to fast forward quicker. A few
years later, I co founded a trade show services company.

(04:10):
We eventually grew it into the early stages of a
global business where we were servicing customers not in any
nationally in the United States, but also you know, in
some other countries. And that experience sort of was a
crash course in everything right, leading through chaos, building systems,
dealing with big competitors who we were at in early

(04:33):
we were carving out a new nicheennet industry, and there
were big competitors who just frankly didn't want us to
stay in business. So we were, you know, tackling those
kind of challenges and we made a lot of mistakes,
but we figured out things along the way and eventually
built a great management team and turned it over to
them and sold the business. Left that and I'm almost

(04:56):
getting to the end, Tom and jumped into something totally different,
a youth sports business where I bought. I and a
group of investors bought a struggling academy uh and in
a local Atlanta suburb. Uh And it was a turnaround.
We reworked the model, got some national recognition, and before

(05:20):
long other companies were sort of copying what we were doing.

Speaker 1 (05:24):
UH.

Speaker 2 (05:25):
And that's sort of where it really hit me, you know,
the you know, sort of my whole journey coming forward
and reflecting on it that the challenges I kept facing
they weren't industry specific, right, they were growth challenges, leadership challenges.
And that's what pulled me into sort of what I
do today, right where I I just really try to,

(05:47):
you know, work with leadership teams that are in that
challenging middle right tom as you know, it's it's like
where things things are working, but they're not quite the
way they used to be. And and it's like, you know,
your business starts to outgrow the way you build it.
And I work with startups or I'll work with you know,

(06:07):
any kind of situation that makes sense where I can
add value. But the sweet spot I love is sort
of that figuring it out where what's been working is
not and and how do we have to think differently,
plan differently, and execute differently if you will to uh
you know, to get to that next level and move move,
move towards a more sustainable business.

Speaker 1 (06:29):
Well, I love the stories.

Speaker 2 (06:32):
You know.

Speaker 1 (06:32):
I'm the same. I grew up my father, grandfather and
great grandfather. We're all entrepreneurs. So I understand that, uh
you know, that mindset, it just becomes part of you.
And I love the way you You've analyzed this and
really simplified it down, and you talk about five stages
of business? Can we just start there? You say that

(06:54):
there's five stages? How would you classify those five stages
of a business?

Speaker 2 (06:59):
Hi?

Speaker 1 (06:59):
Everyone, Tom Wheel right here, CEO of wealth Ability and
Robert Kiyosaki's personal CPA for over two decades. You're listening
to the Wealtability Show, where we help entrepreneurs and investors
make way more money and pay way less taxes legally.
Before we dive in, there are two big opportunities I'd
like you to know about. First of all, if you're

(07:20):
a CPA, join me and Robert Kiyosaki this July sixteenth, seventeenth,
and eighteenth in Park City, Utah at the Tax Strategy Conference.
Check out the link in the description below. And if
you're a business owner who's ready to stop overpaying the
irs and start using the tax law the way the
wealthy do, check out the wealth Ability Accelerator. Go to

(07:43):
wealthability dot com slash bonus.

Speaker 2 (07:47):
Before I jump into the five let me quick get
a quick context, right. You know, every business, as you know, tom,
goes from an idea, right, and then then it moves
into startup phase, and then it moves into grow, and
then it moves into what's called a maturing phase where
you either move to sustainability or you you know, ultimately,

(08:08):
you know, potentially could decline, right. You know, So at
the highest level, I think that's sort of whether it
be a company or even a product within a company,
that's sort of a life cycle, right. And so what
I always like to say, though, is there are five phases,
getting back to your question, Your five phases are stages

(08:29):
that every business sort of goes through within that life cycle.
And in my mind what happens is every challenge we
face comes from those five stages or phases, right, and
the way we tackle them, or the way we have
to think, we have to really identify what stage we're in, right,

(08:53):
or we could come at things in the wrong way
or keep using what's been working and not recognizing that
it needs to change. So the five stages that I
identify are that stage where and these are in sequence
but yet you know what that things that don't always
work in sequence, right, or you go back and you
come forward. But the five phases that I identify are

(09:16):
you you know, you're you're focused on customer needs right,
and and you're focused on that market message match. How
do I communicate those needs? How I'm different? And and
am I really delivering what the customer needs? Right? Uh?
Then then you move. Then you have that next phase,
which is the stretch phase, right where you start growing,

(09:39):
you know, and all of a sudden, you know, your
resources are starting to get thin. Maybe it's maybe it's systems,
maybe it's people, maybe it's you know, whatever it is,
your resources begin to stretch. Okay, and then then you
get to that phase where okay, now now now we're
we're moving, we're stretched a little bit, but but now

(10:00):
we've got to really put some management systems in. So
you have that phase where you know, people call it
the professionalization phase, right, I like to call it. You
move out of that entrepreneurial phase, and it's got to
be a blend of entrepreneurism and professionalization, right, because anything

(10:21):
in its extremes doesn't work, right, Tom's so, I mean,
you know, if it's all entrepreneurism, once you get larger,
you know, everything's shooting from the hips, you know, and
you can't run the business the same way. But but
if you move too much to professionalization, you choke the business, right.
So there's that fine line that keeps the innovation and

(10:42):
the growth going. So that's sort of the third phase
that that let's get the management systems in there. How
do we think differently, how do we plan differently, and
how do we execute differently? Right? And then then you
get to that stage where culture's just been it's almost been.
You know, you have to focus more on your culture,
right because you've got more people, and you know, culture

(11:03):
has always been the way a few people think, and
you know, and and of course a culture is the
sum total of all actions, right Tom. But when you
get to that stage where now culture's got to be
more of something you really think about, right, because you're
bringing more people into the business, you got to make
sure you're hiring the right people. You've got to make

(11:24):
sure that what you're communicating and what you're modeling to
so many more people, because ultimately, culture is the only
way you can control a business and to a large degree,
right the value system once it gets to a certain size.
So you're focused more on culture, not to overthink it,
but you just got to be more intentional about it.

(11:45):
And that's the fourth phase. And then the final phase
I always like to say, is, and this really links
throughout every phase, It is how do you anticipate what's
around the bend? How do you anticipate what's next? Right?
And and and if you're really putting the right and

(12:05):
if you're thinking the right way, you're planning the right
way a lot smarter and you and you got the
right execution systems in it's a lot easier to anticipate
what's coming around the bend. And I always say, I
always say to people, and I had a mentor say
this to me years ago, and it really stuck with me.
You got to have one foot as a CEO, but

(12:26):
not just a CEO. I think any good leader in
the business you gotta have one foot in the present
and one foot in the future. Right, you know, and
so by having that mindset, it really helps you identify, Okay,
I gotta focus on this now because we got to
get this done right Tom. But at the same time,

(12:49):
I got to anticipate what's coming because you know, quite frankly,
the more I can anticipate while I'm still getting stuff
done today, the less the chaos is when I managed
the change process, which is what growth brings. So so
you know, that's my story and I'm sticking to it.

(13:10):
But the phases basically are you know, customer needs. You know,
it's it's stretch, how do you manage your resources, it's
your systems, your management systems, it's your intentional focus on
your culture, and it's anticipating what's coming around the bend.

Speaker 1 (13:29):
Yeah, so let's let's talk about that you mentioned. Okay,
you gotta have one foot in the present, one foot
in the future. How far in the future is that?
Is that future? Foot? Is? That?

Speaker 2 (13:42):
Is it?

Speaker 1 (13:42):
Just? You know, in other words, one foot today and
one foot tomorrow? Is it one foot today, one foot
next year, one foot today, one foot five years.

Speaker 2 (13:52):
You know, like anything, there's a science in an art
to everything, right Tom, you know, and and you know,
so I think every company, every leadership team that's making
their transition into because every leadership, every leader has to
transform before the company can transform. Right. Everybody talks about

(14:15):
what the company has to do, and we're trying to
we're really talking about both today, right, you know. So,
but but the leader has to make that transformation first. So,
and how I answer your question is I think it
made it. It's sort of like, you know, for instance,
when I had when I had to coach a mentor

(14:36):
start working me through this process. In the beginning, for myself,
it was like, you know, myself and my partner, we
were so overwhelmed in today that it was hard to
think too far out in front, right, and in today's
world of uncertainty, you know, if you think too far out,
you might be wasting your time. Right. So, so I
think it's a combination of of what you're and what

(15:01):
you can really handle on your own, because you still
got to get done today, you know, and how far
can you stretch out your thinking. There's an art and
a science to that. The art, I like to say
to people today, have a vision. That's what the foot
in the future is. Know what you're focused on now
and then at least know what your next few steps

(15:23):
are right in that longer term vision. And if you
really force me into an answer, I'd say force yourself
in that one foot out in the future, think three
years out. I like to think three years out. I
always say I got a five year plan, But what
does that really mean today? What does three years mean? Right?
But it's so the vision is more important because when

(15:47):
you really get it down to today, I think it's
so important to manage the the perfection of how do
you say it, paralysis analysis, right versus the ready fire
aim message method when we're doing things, and there's a
fine line in the middle, Okay, that that ultimately says

(16:08):
you do enough thinking and planning for that future whatever
is right for you and whatever you can comprehend. And
there's systems management systems that can help you think even
further out, which is another conversation, right, But but in
that process, you know what you're really what you're really
trying to do is have a vision. What are you

(16:30):
focused on now? What are those next few steps? And
and just trust that as long as you can embrace change,
the pivots will reveal themselves right and start steering you
through towards that vision, if that makes sense.

Speaker 1 (16:47):
Yeah, let me ask you a question. So I love
this word anticipation because I think that's the hardest part
of business, is anticipating what's next. And because you can
know you're not just insis paying what you're gonna do.
You got to anticipate what your competitors are doing, who
your competitors are, what, what your customers are thinking, what
they what, what they're they're going to. All of that

(17:10):
requires your anticipation in your experience.

Speaker 2 (17:14):
How do you.

Speaker 1 (17:17):
How do you see the future? Basically?

Speaker 2 (17:19):
Great question? Great question? Uh, you know none of us
have a crystal ball, right okay, So so to me,
the way I was taught and and and the way
I look at it is this, think about this. Every
company starts, we typically are managing activities. Right. Then we

(17:43):
move to learn how to manage budgets. Right then we
learn how to move to management by objectives whatever that's
called in today's terms. Right, the really good companies, I think,
answer your question, which is is how do you manage
by assumptions? How do you manage by planning assumptions? Right? Okay?

(18:05):
Because because and and and I have a system for
that which is not for today. But and it's an
old system that was used in the old ge days
when Jack Welch was in there, and it comes from
some of the Drucker philosophies of management. Okay, And I
always like to say I like to blend Deming and
Drucker in those in those two philosophies. Right. But but

(18:28):
but sticking to the point, you know there there's when
you're looking at those assumptions, right what you're what you're
what you're trying to do is to say, what are
the key categories in my industry for my company that
I want to think about what you are planning assumptions?
And you know, they may be the economy, they may

(18:50):
be the political environment, they may be my pipeline, they
may be what's going on with my customers. A lot
of ways to identify. But I think every and he
can identify six, seven, eight of those key assumptions. Within that,
you start to look at what the trends are right
tom within those assumptions, okay, And and the way you

(19:13):
systematically worked at is look at the trends and then
start to say, okay, if you know trends are backward looking,
if you will through the through the rear view mirror, right.
And what's a trend. It's it's looking at two data
points and you know, and then evaluating that over a
period of time. Right. So so if you look at

(19:37):
that through the wind through the rearview mirror, you can
look at that trend and then you take the same
thought process and look at it through the windshield and say,
what do I think might happen with that trend? Okay?
You know now, of course this is after you've decided
this is who I want to be in my market

(19:57):
until I decide to change, right, So you have a
vision and of what kind of company you want to be,
but that begins to adjust. Right. But but within those assumptions,
you look through the windshield and you say, okay, let
me try to make some assumptions around what well where
that trend's going and the and then let me let

(20:17):
me look at you know, if it, if if this,
what are my trigger points to take action if that
trend gets to this point in time? Right or or
some It's almost like having a thermometer and a thermostat right,
tom you know where where right where where? Where? Where
you're looking at? What are the indicators I'm going to watch, okay,

(20:40):
and then and then what action am I going to
take when the if this trend gets here because of
the impact that's going to have on my company? And
then in that thought process, all right, you start saying, Okay,
what happens if I don't pull that trigger? What happens

(21:00):
if I don't take that action? So that's what gets
you into Okay, nobody has a crystal ball, but it's
better than working with a blank sheet of paper. And
then you constant you don't revisit that once a year,
even once a quarter. I recommend you take it. You
take ninety minutes with your leadership team, and you do
that once a month, and you evaluate how that's working

(21:25):
or not. And it's a constant adjustment. But but you
build it into your system. So and that's one way
also of teaching your team how to have one foot
in the present and one in the future in a
system that you can actually say, this is my crystal ball.
And it's a lot better than looking into that glass

(21:45):
that I don't I don't know. It's a systematic way
of looking at it. But there's a science in an
art and you're constantly adjusting and pivoting, but it's a
systematic way of looking at it, hopefully I answer your question, Tom.

Speaker 1 (21:57):
Yeah, So one of the biggest challenges I find businesses
have a success because they get successful in what they're doing,
and then the assumption, to use your term becomes well,
that success can just get bigger. But that may not
be the case, right, So, how do identify those barriers
or those issues that might be creeping up on you

(22:22):
when you're kind of smacked down in the middle of
success and your assumptions are, well, we're going to continue,
we're going to grow, we're gonna we're going to develop
these systems, you know, we've we've got the culture, we
have the values, we're good there, and then something blindsides
you because you're blindsided because of your success. How do

(22:42):
you deal with that?

Speaker 2 (22:44):
Well? Great, huh jeez, A great question. You know, I
think I'd be lying to you if I said I
had a perfect way to deal with it, right Tom,
But I think you know, like anything, it's it's you
deal with that by anticipating not to use that term again,
meaning you know, looking at things and and every leader,

(23:06):
especially that entrepreneur, that CEO or that senior leader in
the company must understand it's sort of like gravity. What
goes up, what comes down. You got to understand that
in order to grow a business, everything you do to
get to where you got will not get you to

(23:27):
where you want to go. Okay, you have to buy
into that. If you don't, I don't know that you're
going to be open minded or prepared for anything. Right.
So I think it starts there even if you don't
know your way, okay, if if if you like I've
always I've been taught to always look at things like
I don't know what I don't know. I have confidence,

(23:50):
but I don't have the arrogance to think I don't
know what I don't know, And I always start there, right,
the curiosity, right, And I think a good leader in
growing a bites this has to first buy into two things.
One what got me here is not going to get
me there, okay, And two Okay, that I have to

(24:11):
transform how I think, plan and lead at every single
transitionary stage of growing a business. And I think if
you have that mindset, that'll naturally, you know, leads you
to getting out in front of that. You know. The
last thing I'll say, Tom so often we struggle with

(24:33):
how to answer step five or question five, whereas if
we start at one, two and three, four and five
will reveal themselves. And I guess that's what I'm saying.
The best way to answer that question is go back
to that beginning and that underlying assumption. You got to
buy into that, right and if that makes sense. And

(24:54):
then the last thing I'll say, Tom, promise I'll shut
up h is don't worry about it. Have that philosophy
and always worry about two things. Get started, and then
know that you're going to embrace change and you'll pivot.
And if you just every leader will recognize that those

(25:16):
two things, it gets you unstuck, because we all get stuck, right,
So it gets you unstuck, and it gets you moving forward.
And if you're moving forward, it's a lot easier to
anticipate what's coming than when you're stuck and all those
problems stack up on you.

Speaker 1 (25:36):
Thank you, so, pat do you ever does it ever
seem like you're always in all five phases? So, for example,
your customer needs I mean, you've got to be thinking
about that all the time, because there needs change, right,
the market changes what they're looking for changes I'm thinking
about right now. For example, is a really good example

(25:58):
in my business and the tax business. I heard somebody
say just this morning, Well, you know, service industries are
going to be taken over by AI, and if you're
not using AI in that service business, you're just gonna
be left behind. So it seems almost seems like you've
got to be in that customer needs. Then you've got
to be thinking about Okay, but I've got to be

(26:19):
I'm stretching, I'm gonna be stretched. I've got to continually
adjust my systems. I've got to. Uh. I think culture
and values can be a consistent I actually think that's
the one that is the stability of the company. And
then I've got to constantly be anticipating. How do you
how do you not get overwhelmed by all five of

(26:39):
those phases going on at all the time.

Speaker 2 (26:42):
Oh great, great, great, great question. Tom. You know, I
think I think, first of all, they can and they
they could, right Uh. And I think, you know, is
anything I think you know building a business, it's it's
just about managing change all the time, right, So I
think I think I think that's at the core, and

(27:02):
the change is in yourself as well as the business.
So having said that, that's why, you know, growing a
business is messy, there's overwhelm, there's chaos. Right. But I
think if you understand those those phases, you know, it's
like I remember in my trade show company, I use

(27:23):
myself as an example. We did you know, I could
beat us up and say, you know, I wish we
had done a lot of things better. We were. I'm
very proud of what we did there, but growing through that,
I remember I almost burn out when I was having
to make that entrepreneurial transition because everything was stacking and
it was a lot of things right, you know, and

(27:45):
that's what creates the overwhelm in that process. Right. And
as good as we were at putting the systems in,
I mean at that time we were probably and I
you know, we we weren't about maybe thirty twenty five
thirty million dollars in revenue, okay, you know, and and
and and we have outgrown our systems so so it

(28:09):
we were growing so fast that it that it had
made that stage even more stressful, right, Okay, But I
think in anything, you know, at that point in time,
if you if the sooner you recognize some of the
things we've talked about. The easier it's never easy easy, right,
but the easier you can manage that change. Okay. But

(28:31):
I think even when it if it stacks up on you,
the only thing I think leadership is about staying out
in front. So it's it's I think you you just
no matter where you're at, even if you're in that
where you're putting out that fire and you can't do
anything but that, and it's the stress of it, find
people you should. Hopefully you've found them before that situation,

(28:55):
but always find people that know where you're going, that
have been there, okay, that can help you with that,
whether it's people you bring into your company, whether it's
people you access from outside your company. But but just
just do the best you can and set your priorities
and focus on what's next, okay, because you know, and

(29:18):
you got you just got to dig your way out
of it if you will. But but that's why companies,
what do they say, entrepreneurial companies so many fail. You know,
if you've made it through a certain time, you could
fail because you maybe you waited too long to do that,
or or maybe it just broke you or it burns

(29:39):
you out, okay, or you know you it doesn't mean
you don't change and do all the things that we're
talking about. You just have to. You just have to
look at the stage and have I run out of
time or have I run out of money? That's where
cash crunches come from. There's no magic bullet. It's just
you know, if you you know what those phases are,

(30:03):
you can do the best. You can do so much
better in getting out in front of them. But quite frankly,
sometimes if you wait too long, that's where turnarounds come in.
And then somebody's got to come in or you've got
to figure out on a fly, you know, how do
I turn this thing around? Which is another whole level
of leadership. If that makes sense, Tom, it does.

Speaker 1 (30:24):
And I want to fish out by going back to
the tide of your book, Obstacles to Opportunity? What do
you if you get kind of in your mind, what
are the top two or three obstacles to opportunity that
you find? And and when you look at different businesses.

Speaker 2 (30:43):
Uh, you know, I think it's really everything we've talked about.
You know, it's it's when when we when we look
at that stuff is it's it's one big one is
that transit. Again, it depends on what stage we're coming in.
But typically someone will call me and say, I want

(31:05):
to I want to grow, I want to get us
to the next level. Okay, you know, how do we
do that? Okay? Or if you know and and they're
they're successful, they know they're successful. Or it could be
at another stage where they're having those growing pains of
not getting some things in place. They're really a lot
of pain. Right. So when I when I look at obstacles,

(31:28):
the opportunity, the book that I wrote and and and
why I wrote it, it's it's one to help leaders
understand everything we've talked about. One. You have to be
ready for your own mindset change. Don't think you know.
We all like to think we don't know at all.
But when we don't know, we don't know. You know,

(31:48):
trust me. As many years as I've been doing this,
and and I don't want to sit at a table
where I'm the smartest guy in a room. You know
that's that's the wrong place to be, right tom So,
So you know so in that you know the biggest
things are to me, it's at the highest level is
is recognize that you must change and recognize how you

(32:13):
have to change in each of those situations. Okay. And
and then in that process, how do you how do
you how do you get out in front of it enough,
because you've got to turn around to your people and
get them to understand the question that they're asking, what
we've been this has been working, Why are we trying?

(32:35):
Why do we need to change now it's working? Right?
So I think those are the biggest things. And once
you accept that, you can accept guidance, and quite frankly,
you're smart, you've been successful, you can make that transition.
I see people hold on to that too long, and
then I see owner, CEO, senior leaders saying I get it,

(32:59):
but they really don't. They think they're letting go, but
then they either let go too much, okay, or they
don't let go in the right way and they're still controlling,
you know. And and that's all part of that transition
to that next level of growth.

Speaker 1 (33:16):
Well, it's very hard to let go something that worked
for you in the.

Speaker 2 (33:19):
Past, absolutely right.

Speaker 1 (33:22):
Right, I mean it's what got you there. But like
you say, what got you to this point won't get
you to the next point, and I think I think
that is the one of the major lessons in business.
What got you here won't get you there. And it's
always changing. Your Your environment's changing, your market is changing,
technology is changing.

Speaker 2 (33:43):
Uh.

Speaker 1 (33:44):
And the hardest part is does it. I think where
the culture and the values come in is that your employees.
Employees aren't employees because they like change. They don't like change,
right right, they like stability and so and so you
have to create the sense of stability, which I think
where the culture and values come in. While the tasks

(34:06):
uh uh, even the individual tasks may not change that much,
but where you are in the market, the customers you serve,
those things may change. So again, the book is Obstacles
to Opportunity, transforming business opportunities into triumph. And our guest
has been pad Alaqua. Pat It's uh, it's been absolutely

(34:26):
great having you on the Wealtability Show. If you could
let us know where can we go to get more
information about your studies.

Speaker 2 (34:34):
Oh, thanks for thanks for asking Tom. I guess to
two primary places my my website, it's Pataloqua dot com.
P A T A l A c q u A.
You'll find some free some free content. You're like a
lot of platforms today, but some free content, some premium
and also how I can personally work with with those

(34:55):
that I have the time to do to work with.
And then LinkedIn. You know, I'm not a big social
media guy, but I love LinkedIn because people will reach
out and I just I just love to talk with
people that are taking that that business building journey. It's
it's it's how I'm wired and it's what I have
fun with.

Speaker 1 (35:14):
I totally get that Pat, you and I are similar
in that and that we I have a lot of
faith in entrepreneurs. I truly believe entrepreneurs are the lifeblood
of the economy and the world. And you know, when
we I think I would encourage everybody to go back
and watch this again or listen to this again, because

(35:35):
I think that when we identify what stage we're in
or what phase we're in, and we can actually look
at and anticipate, Okay, what's coming. And I love that
three years down the road, what's coming three years down
the road, not what's coming ten years down the road.
We can't control that, but we can have an impact
on what's coming three years down the road. And when

(35:57):
we do that, we're gonna make way more money. Hey, wait,
less tax. We'll see y'all next time on the Wealtability Show.
Thanks for listening to The Wealthability Show. If today's episode
gave you a new perspective, remember this. The tax law
is not your enemy. It's a roadmap, and when you
know how to follow it, you can build real lasting well.
If you're a business owner or investor who's tired of

(36:19):
overpaying taxes, the Wealthability Accelerator is your next step. You'll
have the opportunity to work directly with me for eighty
percent less than my standard rate, and I'll personally guide
you through how to change your facts so that you
can change your tax Go to wealthability dot com, slash
bonus and apply today. Remember it's not just what you make,

(36:43):
it's what you keep.

Speaker 2 (36:50):
This podcast is a presentation of rich Dad Media Netflork

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