Latest / Financial Survival Network / Plan Today, Profit Tomorrow, Win - Justin Goodbread #6248

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Plan Today, Profit Tomorrow, Win - Justin Goodbread #6248 · Financial Survival Network

• 0:00
  Speaker 1: What they're looking for as an investor is a ten,
• 0:02
  Speaker 1: fifteen to twenty percent return. So what we have to
• 0:05
  Speaker 1: do on our mindset is you may be a solopreneur,
• 0:07
  Speaker 1: you may own your company, but we've got to shift
• 0:10
  Speaker 1: to the other side of the table and say, how
• 0:11
  Speaker 1: can I make my company where somebody's willing to pay
• 0:14
  Speaker 1: me cha ching serious revenue and then themselves be able
• 0:18
  Speaker 1: to look back and say, hey, I can get above
• 0:20
  Speaker 1: average market return.
• 0:21
  Speaker 2: You're listening to Carrie Letz's Financial Survival Network, where you
• 0:25
  Speaker 2: get valuable information you just can't find anywhere else to
• 0:29
  Speaker 2: thrive in today's trying times. You need the Financial Survival
• 0:33
  Speaker 2: Network now more than ever. Go to Financial Survivalnetwork dot
• 0:38
  Speaker 2: com and get your free newsletter and gift. Financial Survival
• 0:42
  Speaker 2: Network now more than ever.
• 0:48
  Speaker 3: And welcome. You are listening to and watching the Financial
• 0:52
  Speaker 3: Survival Network. I'm your host, Carrie Letz. My god, we're
• 0:55
  Speaker 3: just two days from the end of February of this
• 0:58
  Speaker 3: new year, and so much is happening, but none of
• 1:02
  Speaker 3: us me in particular, you as well are getting younger.
• 1:07
  Speaker 3: If you own your own business, you really need to
• 1:10
  Speaker 3: listen to what you're about to hear Justin goodbred an
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  Speaker 3: expert in succession planning, building your exit plan, because if
• 1:19
  Speaker 3: you haven't done it right, it's going to be really
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  Speaker 3: difficult to get top dollar for your business and to
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  Speaker 3: move on to something else if that's what you want
• 1:28
  Speaker 3: to do, or retire. And I've been through this, owned
• 1:32
  Speaker 3: a number of small businesses, was fortunate enough to sell
• 1:35
  Speaker 3: a couple of them. No regrets for sure, But had
• 1:38
  Speaker 3: I known this information thirty forty years ago, I would
• 1:42
  Speaker 3: have done things completely different. Justin, it's great to have
• 1:47
  Speaker 3: you on the show. Hey, if you got a question
• 1:48
  Speaker 3: for Justin myself, email is kl at kerrie lets dot com.
• 1:54
  Speaker 3: Justin Blake, how'd you become an expert in succession planning?
• 1:58
  Speaker 1: I would say that that comes like me of things
• 2:00
  Speaker 1: carry that we come through trial and error. So like yourself,
• 2:03
  Speaker 1: I started and sold at this point six companies, and
• 2:06
  Speaker 1: I became a major shareholder in the seventh and exited it.
• 2:09
  Speaker 1: But my first three, if i'd known now then what
• 2:12
  Speaker 1: I know now, Oh my goodness, it'd been in the
• 2:14
  Speaker 1: world difference. I'm talking to the two to seven figures
• 2:17
  Speaker 1: in terms of value difference. So just through the role
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  Speaker 1: of Harbor Knox and then about ten years ago, I'm sorry,
• 2:22
  Speaker 1: twenty years ago now, I started consulting business owners, began
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  Speaker 1: teaching at the Exit Planning Institute as one of the
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  Speaker 1: founder of faculty members there. And now after two decades
• 2:32
  Speaker 1: of working in value acceleration, which is how you grow
• 2:35
  Speaker 1: the value of a company, and walking through exits bostht
• 2:37
  Speaker 1: my own and with hundreds of clients, I think that's
• 2:40
  Speaker 1: what led to the exits of the expert status that
• 2:42
  Speaker 1: you're asking about.
• 2:44
  Speaker 3: So all right, so you got some experience in this,
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  Speaker 3: and what are the three most common mistakes that business
• 2:51
  Speaker 3: owners make along these lines of not having an exit plan.
• 2:56
  Speaker 1: Well, most of us as business owners were extreme control freaks,
• 2:58
  Speaker 1: and we need to be, especially because in the early
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  Speaker 1: days of our business it takes a lot of tenacity
• 3:03
  Speaker 1: and a lot of vigor and vem to actually survive
• 3:06
  Speaker 1: the business world. And what happens, though, is that we
• 3:09
  Speaker 1: really don't understand the truth the income that we make
• 3:11
  Speaker 1: out of our companies. You know, a lot of business
• 3:13
  Speaker 1: owners will pay for let's say, our kids' education, will
• 3:16
  Speaker 1: pay for our vehicles, our health insurance, our trips, our travel,
• 3:20
  Speaker 1: you name it, through the company. On top of taking
• 3:22
  Speaker 1: a salary or distribution. And while we do that, when
• 3:25
  Speaker 1: it comes time to exit our company, we don't really
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  Speaker 1: calculate the sheer amount of money we're going to need
• 3:30
  Speaker 1: in order to reach our long term desire. As you mentioned,
• 3:34
  Speaker 1: some people want to just exit and retire myself sounds
• 3:37
  Speaker 1: like you as well. We did and we want to
• 3:38
  Speaker 1: do something slightly different. So the first stake that people
• 3:41
  Speaker 1: make is they don't realize the sheer amount of money
• 3:43
  Speaker 1: they make in their company and how much they need
• 3:45
  Speaker 1: their companies to grow. For to grow too. I actually
• 3:48
  Speaker 1: run my own podcast called deca Millionaire Decoded. The reality
• 3:51
  Speaker 1: is is deca Millionaire is a new millionaire, especially for
• 3:54
  Speaker 1: US business owners. So for example, if you're making a
• 3:56
  Speaker 1: two hundred thousand dollars or three hundred thousand dollars in
• 3:59
  Speaker 1: take home pay as a successful business owner, you may
• 4:02
  Speaker 1: have another hundred two hundred thousand dollars of income that's
• 4:05
  Speaker 1: being sheltered by the company through good tax strategy. That
• 4:08
  Speaker 1: means you need somewhere north of ten million dollars in
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  Speaker 1: value in order to maintain your lifestyle if you're going
• 4:13
  Speaker 1: to go into retirement. So the first mistake they have
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  Speaker 1: is that we don't realize how much income our businesses
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  Speaker 1: generated for us. The second one is is we end
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  Speaker 1: up staying at the epicenter of our business. We all
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  Speaker 1: know that we should work on our business working versus
• 4:25
  Speaker 1: working at our company. We know that we've heard it
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  Speaker 1: if we've been around a while, but many of us
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  Speaker 1: don't realize that we end up costing us ourselves millions
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  Speaker 1: of dollars in terms of enterprise value because we don't
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  Speaker 1: build a business that can operate without us. So that'd
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  Speaker 1: be the second one. And the third one is is
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  Speaker 1: we don't start planning our exit soon enough. A lot
• 4:45
  Speaker 1: of the words here. What I also see is business
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  Speaker 1: owners will wait until a year before I'm like, Okay,
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  Speaker 1: I'm tired, I'm ready to exit my company. The reality is,
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  Speaker 1: as you know through your law practices in the past,
• 4:55
  Speaker 1: is there's certain state laws and there's certain tax codes
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  Speaker 1: issues that if we start planning our exit three, four, five,
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  Speaker 1: six years, perhaps even longer before we need to exit,
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  Speaker 1: we can actually drive our value up and position ourselves
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  Speaker 1: in a more tax favorite environment, as well as it's
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  Speaker 1: in a better negotiating standpoint when we're negotiating with the
• 5:14
  Speaker 1: perceived buyer.
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  Speaker 3: In the future. All right, So if you were starting
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  Speaker 3: over from the beginning, what would you do.
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  Speaker 1: What I do in terms of trying to grow a
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  Speaker 1: company for value?
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  Speaker 3: Yeah, exactly, with the intention of selling it eventually. Right.
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  Speaker 1: Absolutely. We actually teach this when we're coaching business owners
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  Speaker 1: on how they could double or triple the value of
• 5:33
  Speaker 1: their company. And this is what we talk about when
• 5:35
  Speaker 1: we do our free strategy calls. So the very first
• 5:38
  Speaker 1: thing we have to do is what we call a
• 5:39
  Speaker 1: relentless foundation. The foundation of anything has to be laid solid.
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  Speaker 1: Most of us we because we don't know exactly where
• 5:46
  Speaker 1: we want to end up. We have a trade, we
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  Speaker 1: know a skill set. Maybe we're a technician. I was
• 5:52
  Speaker 1: a financial advisor, you were an attorney. We knew our craft,
• 5:55
  Speaker 1: we go to school for that, we knew our trade,
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  Speaker 1: but yet we don't think ourselves and a business owner.
• 6:00
  Speaker 1: So the very first thing we teach our business owner clients,
• 6:03
  Speaker 1: whether just starting out or when they engage us to
• 6:05
  Speaker 1: do relentless coaching, is we say, okay, let's lay the
• 6:08
  Speaker 1: foundation on where exactly do you want to be and
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  Speaker 1: why do you want to be there? And then what
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  Speaker 1: are the mechanisms that we're going to do to grow
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  Speaker 1: to that particular point. So the very first thing we
• 6:18
  Speaker 1: have to know is our vision. What specifically do one
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  Speaker 1: want to accomplish? Now, whenever I say vision, carry you
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  Speaker 1: and I've been around the block a while, man, we
• 6:25
  Speaker 1: both are seasoned entrepreneurs. I get so tired of these
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  Speaker 1: fly by night coaches. I come out of the corporate
• 6:30
  Speaker 1: world as they talk about vision, vision, vision, and they
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  Speaker 1: don't understand that, actually, what are with? Where do I
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  Speaker 1: exactly want to end up? I love shooting my bow
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  Speaker 1: and arrow. It's like me trying to aim my arrow
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  Speaker 1: at the bullseye on the target. I want to know
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  Speaker 1: exactly where that era is going to end up. Many
• 6:44
  Speaker 1: business owners will take that position, So I would start
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  Speaker 1: there right off the bat with any business owner, know
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  Speaker 1: exactly where you want to end up, what your value
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  Speaker 1: needs to be, what do walkaway numbers need to be,
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  Speaker 1: and then we can backwards engineer the academic side of it.
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  Speaker 3: Okay, so you know, you got to have goals, you
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  Speaker 3: got to have long term vision. You know, problem is
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  Speaker 3: here justin It's like when you start a business, you're
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  Speaker 3: so concerned with just trying to make it successful and
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  Speaker 3: make it work that you just don't really focus on
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  Speaker 3: these things.
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  Speaker 1: What happens is in the early days, you and I
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  Speaker 1: both have founded businesses, and we know what it's like.
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  Speaker 1: I founded seven and exited seven. And what is happening
• 7:24
  Speaker 1: is is we work with anybody who fog amerr because
• 7:27
  Speaker 1: we have to make income. And that's okay, but there's
• 7:30
  Speaker 1: so that comes a certain right point, and I challenge
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  Speaker 1: our students, the ones at our clients and we have
• 7:35
  Speaker 1: the privilege to serve, I challenge them at some point,
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  Speaker 1: usually within the first twelve to eighteen months. As soon
• 7:39
  Speaker 1: as we get a little traction where we're making a
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  Speaker 1: little bit of income, we're able to feed our family.
• 7:43
  Speaker 1: We're no longer living on beans and duct taping our
• 7:45
  Speaker 1: families at that point. What we need to do is
• 7:46
  Speaker 1: when you get hyperniched, we talk about niche and down,
• 7:49
  Speaker 1: but some of us business owners we don't get super specific.
• 7:51
  Speaker 1: And here's where the problem lies because we don't know
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  Speaker 1: specifically who we're going to serve. We don't know specifically
• 7:57
  Speaker 1: the marketing that we need to use to attract that person.
• 8:00
  Speaker 1: So we're going to serve we don't know specifically the
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  Speaker 1: language and the syntaxes of which they're going to buy
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  Speaker 1: from us, Nor do we align our offer whatever that service.
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  Speaker 1: Whether you're in a law practice or mean and my
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  Speaker 1: advisory practice, or maybe a dentist or an entrepreneur a
• 8:13
  Speaker 1: construction company, we don't know specifically the offer that needs
• 8:16
  Speaker 1: to align with that avatar. So what we do in
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  Speaker 1: the early days that we cast a wide net to
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  Speaker 1: work with anybody and everybody. The danger with that is
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  Speaker 1: is that we cannot build scalable models that drive us
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  Speaker 1: to that eight to nine figure exits that we need.
• 8:30
  Speaker 1: Most of us need to reach decka millionaire status in
• 8:32
  Speaker 1: order to in order to maintain our quality of life.
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  Speaker 1: So the way that we drive this, the way we
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  Speaker 1: work with our clients to drive them to their success metrics,
• 8:41
  Speaker 1: is we get super niched on who we're going to serve,
• 8:44
  Speaker 1: and then we align the entire ecosystem of the company
• 8:47
  Speaker 1: to serve one specific avatar. Now, when I say that
• 8:50
  Speaker 1: I've been doing this a long time've been a business
• 8:52
  Speaker 1: over thirty plus years. When we say that we as
• 8:54
  Speaker 1: business owners, often we fall into the scarcity mindset like, oh,
• 8:57
  Speaker 1: my goodness, you only want me to work with one
• 9:00
  Speaker 1: one particular type of person. Well, what about is all
• 9:02
  Speaker 1: these other ones I can serve. You know, the way
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  Speaker 1: I talk about this is again back to my bow
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  Speaker 1: and earrow. I like shooting my bow at my target
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  Speaker 1: and the very center of the target. May have you
• 9:09
  Speaker 1: seen this in the Olympics. There's a red dot. We
• 9:12
  Speaker 1: call that the bull's eye. Typically that's where ten points.
• 9:14
  Speaker 1: If you get the air to land there, that would
• 9:16
  Speaker 1: be what we call our perfect avatar. That is the
• 9:18
  Speaker 1: person that we know that we can solve their problems.
• 9:21
  Speaker 1: We so we we've assessed sever of their problems. We
• 9:24
  Speaker 1: know our service can deliver them a phenomenal result like
• 9:27
  Speaker 1: they are raving fans. That's our center point, that's our
• 9:30
  Speaker 1: ten ring. But oftentimes the wind may blow the arrow, etc.
• 9:33
  Speaker 1: We may land on the nine ring or the eight
• 9:35
  Speaker 1: ring or the Severn ring. It's okay to work with
• 9:38
  Speaker 1: clients who maybe not fall in that exact avatar because
• 9:41
  Speaker 1: as wes, long as we shoot at that bull's eye,
• 9:43
  Speaker 1: where more often hit the bulls eye, which creates a
• 9:45
  Speaker 1: greater value for our company. So what we try to
• 9:48
  Speaker 1: coach our clients around is get hyper focused on serving
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  Speaker 1: one person. One person. You can see their face, you
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  Speaker 1: know where they work, you know what their syntax, you
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  Speaker 1: know where they shop, you know their beliefs, you know
• 9:59
  Speaker 1: their you know their emotions. And in doing so, it's
• 10:03
  Speaker 1: okay if the economic winds come. If somebody hears your message,
• 10:07
  Speaker 1: you're like, dude, I know I'm not quite the person
• 10:09
  Speaker 1: you're looking for, but I want to work with you.
• 10:11
  Speaker 1: It's okay to work with them. But when we put
• 10:14
  Speaker 1: ourselves carry in the position of the buyer of a company,
• 10:18
  Speaker 1: not the owner of the company. The buyer's ultimately looking
• 10:21
  Speaker 1: for ROI, what is the return on their investments? And
• 10:24
  Speaker 1: the way that they drive the multiple up and the
• 10:26
  Speaker 1: value of our companies up is by us being able
• 10:28
  Speaker 1: to show a repeatable process, deliver it on a repeatable solution,
• 10:32
  Speaker 1: delivered on a repeatable sales process, et cetera, serving the
• 10:36
  Speaker 1: exact same person over and over and over without us
• 10:39
  Speaker 1: being in the center of our business.
• 10:40
  Speaker 3: Yeah. So all right, So we're scaling and we're basically systematizing.
• 10:49
  Speaker 1: Right, we're systematizing, but we're systematizing around one key word,
• 10:54
  Speaker 1: and that is value. And this is a huge paradigm
• 10:57
  Speaker 1: that most business owners don't think about. Literally, I'll be
• 11:00
  Speaker 1: on a call tonight with seven thousand attorneys CPAs and
• 11:03
  Speaker 1: financial advisors teaching this concept as we a third day
• 11:05
  Speaker 1: in a row with this coach of this group that
• 11:08
  Speaker 1: I'm teaching, most of even the professionals that work with
• 11:11
  Speaker 1: business owners, don't think in this light. You see, all
• 11:14
  Speaker 1: of us know we want to see our top line
• 11:17
  Speaker 1: revenue increase. We call it profit. Let's say we want
• 11:19
  Speaker 1: to see our profit increase. The problem is is we're
• 11:22
  Speaker 1: scaling systems. The Internet gurus and all the stuff I
• 11:26
  Speaker 1: see on YouTube and social media, a lot of stuff says,
• 11:29
  Speaker 1: let's go out and create more sales. You can get
• 11:30
  Speaker 1: more sales. You can make a million dollars in a day.
• 11:32
  Speaker 1: I've seen all this nonsense out there. We all kind
• 11:34
  Speaker 1: of scoff at because we know how hard it is
• 11:36
  Speaker 1: to get scales. Here's the reality, though, if we focus
• 11:39
  Speaker 1: on value, what we end up doing is we end
• 11:42
  Speaker 1: up driving our revenue. I say it this way, Carrie,
• 11:44
  Speaker 1: and it's a play on words. I'd love to have
• 11:46
  Speaker 1: your insight on this particular statement, especially with your past.
• 11:50
  Speaker 1: I've seen a lot of companies and I look at
• 11:52
  Speaker 1: thousands of financials and thousands of transactional documents what we
• 11:56
  Speaker 1: call due diligent documents. See thousands of them, per I
• 12:00
  Speaker 1: have yet to see a company I've seen any companies
• 12:03
  Speaker 1: who are profitable but are not valuable. Think about what
• 12:06
  Speaker 1: I call chuck in the truck. You know there somebody's
• 12:09
  Speaker 1: out there riding around do an HVAC work or landscaping,
• 12:11
  Speaker 1: or maybe they're attorney or financial values like you and
• 12:13
  Speaker 1: I are in our past life. They're making a good income,
• 12:16
  Speaker 1: but their business is not worth a lot of money.
• 12:20
  Speaker 1: They may get one at one time's revenue or four
• 12:23
  Speaker 1: times sde it's just not worth a lot of money.
• 12:25
  Speaker 1: But Carrie, I've yet to see a business that focuses
• 12:28
  Speaker 1: on value and builds a business that where value is
• 12:31
  Speaker 1: at the center where we're saying we're going to move
• 12:33
  Speaker 1: the enterprise value of the company up through systems, through decentralization,
• 12:37
  Speaker 1: through revenues, what I call the eight value drivers. Whenever
• 12:40
  Speaker 1: I see companies that focus on value, they are always profitable.
• 12:44
  Speaker 1: So it's the play on words. I've seen a lot
• 12:46
  Speaker 1: of companies who are profitable but not valuable, and thus
• 12:48
  Speaker 1: we end up having this workforce who ends up working
• 12:50
  Speaker 1: till they die or they just close the business down.
• 12:53
  Speaker 1: I've yet to see a company that's valuable, that's not
• 12:56
  Speaker 1: also profitable.
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  Speaker 3: All right, So there's a difference, all right, there is
• 13:00
  Speaker 3: a difference. So if you have a one man solopreneur business,
• 13:04
  Speaker 3: who's going to buy that from you? Right?
• 13:06
  Speaker 1: That's correct? Then that's what happens. Most of us are
• 13:08
  Speaker 1: at the epicode of our business and an investor does
• 13:12
  Speaker 1: not want to buy a job. I saw this actually
• 13:15
  Speaker 1: just yesterday when in the teaching session there was an
• 13:18
  Speaker 1: attorney who's a tax attorney, slashed the state attorney, and
• 13:21
  Speaker 1: he was going through an M and A deal where
• 13:22
  Speaker 1: where he had a landscaper who was trying to sell
• 13:25
  Speaker 1: a business and it was a profitable landscaping company in
• 13:27
  Speaker 1: terms of top line revenue, but the company had not
• 13:30
  Speaker 1: been built for the investor. And the investor came in
• 13:33
  Speaker 1: and they're like, look, you only pay four and a
• 13:34
  Speaker 1: half million dollars with landscape company. But by the time
• 13:38
  Speaker 1: I end up replacing the owner, regrastructuring the company, putting
• 13:41
  Speaker 1: together the right systems and processes, my ROI is only
• 13:45
  Speaker 1: going to be four percent. Why in the world would I,
• 13:47
  Speaker 1: as an investor put money into a high risk, high
• 13:50
  Speaker 1: concentrated position of one company only get a four percent return.
• 13:53
  Speaker 1: What they're looking for as an investor is a ten,
• 13:56
  Speaker 1: fifteen to twenty percent return. So what we have to
• 13:58
  Speaker 1: do at our mindset is you may be a solopreneur,
• 14:01
  Speaker 1: you may own your company, but we've got to shift
• 14:03
  Speaker 1: to the other side of the table and say, how
• 14:05
  Speaker 1: can I make my company where somebody is willing to
• 14:07
  Speaker 1: pay me cha ching serious revenue and then themselves be
• 14:12
  Speaker 1: able to look back and say, hey, I can get
• 14:13
  Speaker 1: above average market return. Behind your background drop right there,
• 14:16
  Speaker 1: I see technical indicators, I see market movements behind your return,
• 14:20
  Speaker 1: behind your stream their carry what most investors, they're familiar
• 14:23
  Speaker 1: with the capital markets, what we call the capital markets,
• 14:26
  Speaker 1: and they realize that they're going to invest dollars into
• 14:28
  Speaker 1: what's called the private capital markets, which is where we
• 14:30
  Speaker 1: have small business owners and business owners live. Then they
• 14:33
  Speaker 1: should get a better return than the small cap market
• 14:36
  Speaker 1: would be or the S and P five hundred or
• 14:38
  Speaker 1: the Russell two thousand. They're looking for a better return
• 14:40
  Speaker 1: than that. And so we have small business owners and
• 14:42
  Speaker 1: we change the paradigm and say, hey, our business is
• 14:45
  Speaker 1: not our identity. It is not it's nothing more than
• 14:49
  Speaker 1: a wealth creation tool, and we've got to align it
• 14:51
  Speaker 1: for the future buyer. So my own story was I've
• 14:55
  Speaker 1: started three businesses. One was a landscape company, one was
• 14:58
  Speaker 1: an insurance based business, one was a small dental consulting practice.
• 15:02
  Speaker 1: Each of those were acquired by big national firms. I
• 15:05
  Speaker 1: built systems, and someone reached out and said, hey, Justin,
• 15:08
  Speaker 1: I want to buy these firms from you. But I
• 15:10
  Speaker 1: had not reached my personal goals. I had this desire
• 15:12
  Speaker 1: to become a deca millionaire so I could maintain my
• 15:15
  Speaker 1: quality of lifestyle that I was generating through my companies.
• 15:18
  Speaker 1: I had because I know that if I have ten
• 15:20
  Speaker 1: million dollars earning five percent, it's going to give you
• 15:22
  Speaker 1: five hundred thousand bey four taxes. And in reality, that's
• 15:25
  Speaker 1: where many small business owners live. When they backwards engineer,
• 15:28
  Speaker 1: what we call recast their income. They may be taking
• 15:31
  Speaker 1: one hundred and fifty, but all the benefits in the
• 15:33
  Speaker 1: company surely add up to a lot more than that
• 15:35
  Speaker 1: company vehicles, trips, and things of that nature. So I
• 15:37
  Speaker 1: can remember carry's sitting down. I said, you know, I'm
• 15:40
  Speaker 1: going to restructure my life. I'm going to build a
• 15:42
  Speaker 1: company from the investor's viewpoint versus my viewpoint. I'm going
• 15:46
  Speaker 1: to build it in a way to where an investor
• 15:48
  Speaker 1: would come in and say, man, I am willing to
• 15:50
  Speaker 1: pay you significant cash because I will get a better
• 15:54
  Speaker 1: return on the quality of this asset than I will
• 15:57
  Speaker 1: if I buy the S and P five hundred or
• 15:58
  Speaker 1: the wrestle two thousand. And it took me about forty
• 16:01
  Speaker 1: nine months. The company scale from a startup to an
• 16:03
  Speaker 1: eight figure exit in forty nine months. And the secret
• 16:07
  Speaker 1: to that, and the secret that we coach literally business
• 16:10
  Speaker 1: owners all over the nation, hundreds of business owners of
• 16:12
  Speaker 1: my career, the secret is is that we have to
• 16:15
  Speaker 1: change a paradigm and not look at our business as
• 16:18
  Speaker 1: our baby, but we have to look at it from
• 16:20
  Speaker 1: the investor's lens and make sure it's attractive to the
• 16:23
  Speaker 1: investor so when the time comes that they will be
• 16:26
  Speaker 1: willing to pay a significant cash for the business.
• 16:29
  Speaker 3: Hmm, all right, I like it. I like it justin
• 16:31
  Speaker 3: how do we connect with you on the web? How
• 16:33
  Speaker 3: do we find out more about you? Where are you?
• 16:35
  Speaker 1: Absolutely so for those of you who are interested in
• 16:38
  Speaker 1: perhaps a free strategy call to talk about how you
• 16:40
  Speaker 1: can look at your company and rapidly accelerated, I would
• 16:44
  Speaker 1: say go to justingobread dot com for slash free call
• 16:47
  Speaker 1: and we have a whole process there that'll hope you
• 16:49
  Speaker 1: get prepared for one of our strategies to hop on
• 16:51
  Speaker 1: the phone with you. For those of you want to
• 16:52
  Speaker 1: see what a life of freedom is as a business owner, Hey,
• 16:55
  Speaker 1: follow me on Instagram at Justin Gearbread. I'm the only
• 16:58
  Speaker 1: Justin Gearbread in the world. I promise you has really
• 17:00
  Speaker 1: unique name. Or if you want to learn like a
• 17:03
  Speaker 1: DIY self learning, I having a YouTube channel. It has
• 17:05
  Speaker 1: over one thousand videos of me teaching the technical side
• 17:10
  Speaker 1: of how to scale businesses. So I would challenge you
• 17:12
  Speaker 1: to look at either my website, our YouTube channel, our
• 17:15
  Speaker 1: Instagram channel.
• 17:16
  Speaker 3: All right, I like it. Hey, if you got a
• 17:18
  Speaker 3: question for Justin or myself, shoot me an email Klatcarrie
• 17:22
  Speaker 3: Lutz dot com and you'll find a link to Justin's
• 17:27
  Speaker 3: site in the show notes to this interview on Financial
• 17:30
  Speaker 3: Survival Network dot com. Well you ask is when you
• 17:33
  Speaker 3: go there, please sign up for your free newsletter, as
• 17:35
  Speaker 3: over seventy thousand FSN members have already done. Justin been
• 17:40
  Speaker 3: a pleasure. We'll talk to you again soon.
• 17:41
  Speaker 2: Thanks for having me, Kery, Thanks for listening to Carrie
• 17:44
  Speaker 2: Letz's Financial Survival Network your solution to today's trying times.
• 17:50
  Speaker 2: For the latest, go to Financial Survivalnetwork dot com. Financial
• 17:54
  Speaker 2: Survival Network now more than ever
• 18:02
  Speaker 1: Clus