Latest / The Hannah Hammond Show / How He Runs 22 McDonald's Without Doing Everything Himself — Mark Parrish

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How He Runs 22 McDonald's Without Doing Everything Himself — Mark Parrish · The Hannah Hammond Show

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  Most people know me as the McDonald's guy.
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  So I have 22 McDonald's today. I do $88 million a year.
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  I have about 1300 employees. The average McDonald's operator
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  has 8 restaurants. So I'm I'm almost triple and
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  what's helped me is my ability to.
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  How are your managers managing people effectively?
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  My job is to make sure that I'm incentivizing the right
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  behaviors with the right reward, and that it's enough to to push
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  them to go that direction. I believe that every person
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  should get exactly what they paid for.
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  What are the most important lessons that you could share
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  with the audience to actually create a wealthy life in all
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  areas? Why don't we lead our families
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  with the same intentionality that we do in our business?
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  We've got a mission statement, we've got a vision statement.
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  We've got policies and procedures.
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  We call it our family constitution.
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  This is how they can earn really between 25 and another $50,000
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  per year per restaurant. And that's.
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  Welcome back to the Hannah Heaven show.
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  I am here with Mark Parrish from Salt Lake City, UT and we were
• 1:03
  introduced from me sharing my Mcflurry story on social media.
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  One of the greatest stories I'm I'm surprised only a few
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  thousand people saw it. That should have been millions,
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  yes. We'll make some, we'll make some
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  tweaks. Yeah, no, we got to.
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  Because really, what it told me is the same thing always known
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  as #mcflurries are for winners. I mean, it's really a way that
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  we've all celebrated. It's what people think about
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  McDonald's. And you think the same way.
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  It's like, man, you do something good, you have an
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  accomplishment, Go to McDonald's, celebrate with an
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  ice cream cone or Mcflurry in your case.
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  I loved it. I love your story.
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  Well, there's still nothing I love more than a good Mcflurry
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  with extra whipped cream and extra Oreos.
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  Well, we can we afterwards we can go get one.
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  Please. That'd be awesome.
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  But for the audience, who is Mark Parrish and what mission
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  are you on? Yeah, so I'm a, I'm a simple guy
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  like I I've been in Utah most of my life.
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  I've been married 21 years. I have 5 kids.
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  And so inside of Utah that's pretty normal.
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  Outside of Utah, that's not my oldest is 18, my youngest is 9,
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  and that's a whole different dynamic.
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  Maybe we'll jump into that a little bit.
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  I'm a military veteran, served in Ramada, Iraq for a year and a
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  half and years. O5O6I served a Christian mission
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  for two years in Brazil. So I'm now fluent Portuguese and
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  Spanish, but I'm a guy. Most people know me as the
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  McDonald's guy. Oi have 22 McDonald's today.
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  I do $88 million a year. I have about 1300 emloyees and
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  that's across the state of Utah and Art of Wyoming.
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  And that's, you know, so today I'm just juggling all those
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  things at the same time, kind of like you, right?
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  A few things at the same time. Yeah, just a few.
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  Yeah, that's amazing. That's so cool to see what
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  you've built. And I've personally never met
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  McDonald's owner, so that's very exciting and McDonald's is the
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  golden child of operational excellence.
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  And so I we were talking offline and I would love to learn from
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  you today on. And you, you're an author as
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  well. So you have the golden blueprint
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  and then you the franchise formula and you run on thin
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  margins, high turnover of your employees and not the most, you
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  know, educated, high experienced employees.
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  So you're having to manage that. So I'm fascinated with how you
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  run such a precise, operationally excellent
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  enterprise and manage all of the hiring and all of the turnover
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  and all of the operations to like get everybody to actually
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  do what they have to do to be successful with such thin
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  margins and continuing to scale. And I know, you know, you could
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  share a little bit about your background and how you even got
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  into McDonald's, but I'm just excited to dive into all that.
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  And then not sacrificing your soul or your family in the
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  process and obviously maintaining your health.
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  And you have a a huge family with incredible kids and and you
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  know, that's a big piece of it too.
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  So that's. No, I'm excited to dive in too.
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  Wherever you want to get started, we're going to get to
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  it. So first, let's dive into
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  operations. Let's get right to.
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  It. Let's do it.
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  I always love these interviews because I love learning and I
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  love teaching and it accomplishes both of those
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  things. And so, you know, I find in my
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  bootstrap startups a little bit different, right?
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  There is no franchise formula in my business.
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  I mean, I'm sure there is a formula somewhere because
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  someone's done it, but I'm not one of those people that has
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  done it nor do I have the playbook or formula.
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  And So what lessons would you share on just operational
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  excellence, like how do you build an operationally excellent
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  company and even any insights on how you would actually build
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  those systems out from the ground up and like those key?
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  Let's start there. Perfect.
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  So we started talking about you personally, Kay, but I'm going
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  to talk a little bit about me and then we'll see how it it
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  plays into your situation. So for me, before I was able to
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  leave, because a lot of people talk about you need to scale and
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  you need to replace yourself, right?
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  But before you can do all that, you have to understand the
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  business yourself and you have to go through those pains of
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  learning the lessons being in doing the grind.
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  And so for me, when I joined McDonald's at the time, the
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  group I was with, we had five restaurants and I started at 14
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  years old and just worked my way up step by step by step by step.
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  Ever since I became an owner now I've been able to grow it to 22.
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  And that was because of the little steps that you take along
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  the way. But I had to learn the
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  operational question that you had about when do you hire those
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  next levels? It's really once you get to that
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  plateau that you don't see another way around by you doing
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  it yourself. So I would ask you for what
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  you're thinking, do you know what the next step is for you to
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  do in order to get your business to the next level?
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  That's when you need to bring in the next two.
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  And for me, it was right around 11 or 12 restaurants where I
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  brought in what we call a director of operations.
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  So there's me as the owner operator and then this guy
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  that's now over the operations for the entire restaurant.
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  In your situation, be like a CEO or president, something like
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  that, right? But that's what then I've had
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  him 7-8 years and been able to double the company in size
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  during that time because you think of what you do
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  operationally, that's your day-to-day grind of making sure
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  that all the processes, procedures are being put in
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  place. But if you can't work on the
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  business because you're in the daily grind, that's where I had
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  plateaued O once I brought that guy in, I've now been able to
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  double where I was. And we have different lanes,
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  roles and responsibilities today.
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  And then also it's today I manage the people to manage the
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  people that take care of the customer.
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  So depending on where you are in that, that framework, where I'm
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  not taking care of the customers everyday, I'm not cooking the
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  food, I'm not taking the orders. I'm not, I'm managing the people
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  that manage the people that take care of the customer.
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  So it, it's all about those levels and scaling at the right
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  time. And, and we'll keep diving in
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  onto your own personal situation and I'll, I'll give you what I
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  think you should do right now. To me, I feel like it's time.
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  Yeah. So you were at 5 locations.
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  Yeah. So I, I started with one, right.
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  So I was in an organization that had five.
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  So I was able to learn from a mentor who got to five.
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  And then it was me when I first bought bought my first one that
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  I've now been able to scale to 22 but but mentored up to 5 is
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  all that I was able to get from. So how do you go about buying a
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  McDonald's? And this may be a.
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  Pretty simple. Haven't you seen them like just
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  the signs out front to save for sell?
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  No, no, that's because they don't, right?
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  McDonald's is one of the toughest companies to to become
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  a franchise. And the reason they do that is
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  how they protect the brand. A lot of franchises in the
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  world, you can just go and invest.
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  You know, it's just a a group that go and partner invest and
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  they hire a management company to do it.
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  McDonald's requires full time and best efforts.
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  So everything I do has to be engaged into the McDonald's into
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  my McDonald's restaurants or into the McDonald's brand.
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  And so working through as a 14 year old, working my way up
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  every single position till I became a restaurant leader and I
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  had left 5 or 6 times. I didn't plan on doing
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  McDonald's when I joined the military, went on my mission,
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  went into door to door sales across the country, did all
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  these things. And every time it was like,
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  well, McDonald's is there when I get back and I will do it while
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  I figure out the next step. And every time I went back to
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  McDonald's, I was able to stay where I was or move up in rank,
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  you know, and, and get promoted. So I'm like, all right, this
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  thing keeps working for me. So it was around the age of 25
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  that I decided to go all in and I bought my first one at the age
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  of 29. How?
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  Much are they? So today I would say the average
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  cost is about four and a half, four and a half million.
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  And you are you able to get SBA financing to so?
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  You, you are. And McDonald's, this is where
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  they're unique. So they have lenders that are
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  approved and they're like Wells Fargo, U.S. bank like, but those
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  are who you go through. But you do it the way McDonald's
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  just tells you, you have to structure your debt.
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  So for an example, I go buy from an existing owner operator.
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  It's a seven-year note. There's no if ands or buts about
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  that. And I have to have at least 25%
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  equity in the entire company and then I need cash flow coverage
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  ratio of 1.2 or more. So some of the banking things
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  that they require financially. And as long as you can meet
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  those screens, McDonald's will say yes, well, if they like you.
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  If. They like you, yeah.
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  And if they like you is based off our operations, right?
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  You think of every franchise, their engagement different and
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  then the way they serve their customer different and and you
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  say, well, it's McDonald's. It's all supposed to be
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  systematized. It's all supposed to be the
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  same, but that's how you make food.
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  Like the way you make the food, the way you cook the food, the
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  way you clean, the way you. All that stuff is systematized
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  and supposed to be the same. But all of us lead people
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  differently. And that's where you get to be
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  unique in the McDonald's system is you get to decide how you
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  want to lead your people and what people you want, like how
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  many managers you want to have and what their roles and
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  responsibilities are. That's what I get full control
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  over. And so that's what makes it kind
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  of fun, right, is and that's where you have people that are
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  successful and you have people that aren't.
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  And then, you know, at times we all get complacent.
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  You, you have success that was either by you or by someone
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  else. And then you kind of back away
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  from the organization or back from the grind, and then things
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  can change pretty quickly. So when you bought your first
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  McDonald's, Yeah, how did you learn the operations?
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  Like, do they just hand you this playbook and be like, here you
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  go, like, how is it structured? How is it they didn't?
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  Let me buy until they had seen me prove that I knew the
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  operations. So that that's where it's
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  totally different. So let's say, for example, you
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  want to become a McDonald's franchise today, they would say,
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  OK, you've got to come work in the restaurants for a minimum of
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  two years. The ones you've proven, you
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  understand the operations, you understand the systems, you
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  understand the people management side.
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  Now let's see if you have the money.
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  Now let's see if you can actually become a franchise on
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  that side as well. O it was when I decided to go
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  all in at 25. That's when I gave my full
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  commitment and that's when it became the proving ground.
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  And that and that test was difficult.
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  I had to give them my schedule. I had to tell my hours.
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  I had to tell them when I so they, they were micromanaging me
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  until they knew they could trust me.
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  And then they allowed me to buy. And then after one, when I had
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  the first one, they once again micromanaged me until I was able
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  to buy my second because they said just because you can run
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  one doesn't mean you can run 2. And after buying 2, then they
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  kind of relaxed a little bit and said, OK, things are going
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  pretty well. We'll let you keep going.
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  What do their, what is the McDonald's process look like?
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  Like how are they running their operation?
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  You know, what is training like, what is hiring like what you
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  know, how are they recruiting talent?
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  How are they training talent? Recruiting and then hiring and
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  then training and then how are they managing talent?
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  Yeah. And these are big questions
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  with, so I'm going to try to make these answers as easy as
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  possible for everybody. But like you think about
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  attracting McDonald's, that's one of our hardest things, our
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  biggest obstacles we have today, I am competing with Chick-fil-A.
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  I'm competing with, you know, everybody else and for the same
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  labor pool. But the problem is I can offer
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  more money. And that I, the guy who owns
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  Chick-fil-A in my town, he, he's seriously like 5 doors down for
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  me. I can offer the same 16 year old
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  $15.00 an hour. He can offer them $11.00 an
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  hour. And most of them will take the
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  $11.00 an hour 'cause they want to be able to tell their friends
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  they work at Chick-fil-A, not McDonald's.
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  So that's one of my biggest struggles that we're dealing
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  with right now is McDonald's is not cool for the moment, right?
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  And Chick-fil-A is in this case. Why is McDonald's not cool?
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  No, it, it's just so there's, there's just different things
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  that are trendy. I would say that McDonald's is a
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  difficult job, right? I think all fast food is, well,
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  your job's difficult. All jobs where you go to earn
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  money are difficult. There's a reason somebody's
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  willing to pay you, but that you know, you have these stigmas
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  back in the day in the when McDonald's was established in
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  the 50s, you had men only working there and they were all
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  usually fathers. They were heads of household
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  with kids. And you know, today
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  economically, you can't necessarily not everybody at
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  McDonald's can be a head of household and be supporting
• 12:50
  their family with the wages. So things have changed
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  economically as well as, you know, So it's difficult then.
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  So when we look at wages and we compare, people are like, you
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  know, sometimes the wage people want more than just a wage.
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  So I have about 1300 employees and every year I need to hire
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  about 1300. So take 1300 / 52 weeks, right?
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  And that's how many people we're hiring across the 22
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  restaurants. What is that every single week?
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  So it's about two per restaurant.
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  So about 50. OK, take a week.
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  Take about 50 people per week. Yeah, which is crazy, right?
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  Because you're thinking about, right.
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  So we have to attract that many people and then and we're we're
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  competing with everybody else for the same people.
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  And then we have to now train and retain.
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  The hardest part about retaining in the McDonald's world is
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  really in that first 30 days because so much is being thrown
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  at them so quickly. And in our restaurants, we
• 13:45
  intend to have shoulder to shoulder.
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  So someone side by side with them for the first two weeks and
• 13:50
  they're just working the shorter shifts, 3 to 4 hour shifts while
• 13:53
  they figure it out. Well, while they learn and they
• 13:56
  help teach them. But then after that we kind of,
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  you know, let them go and hopefully they're, they're
• 14:01
  hitting the ground running from that point.
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  But I would say we lose 30% of the people in the 1st 90 days.
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  So they came in with an expectation.
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  We didn't meet that expectation. They left.
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  So we're still trying to figure it out.
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  It's a tough business and, and we know for a lot of people it's
• 14:17
  just a transitory job, right? They most people don't want to
• 14:21
  make it a career. I would say 2 to 3% actually
• 14:24
  make it a career. And I, I've got several people
• 14:26
  making over 100 grand. So you can make good money at
• 14:28
  McDonald's, but you know, most people coming in, it's just
• 14:32
  like, no, I'm going to come work at McDonald's and then I'm going
• 14:34
  to go do this. One in eight Americans have
• 14:37
  worked at McDonald's so. 1. In eight, one in eight, yeah.
• 14:40
  So I mean, just walking down the halls, you know, one in eight,
• 14:43
  it's quite a few. Well.
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  I was there. My first job was Yogurtland,
• 14:45
  right? And I was running that store and
• 14:47
  it taught me a lot. I learned customer service, I
• 14:50
  learned operations. I learned how to balance the
• 14:53
  books and clear the cash register and clean the store and
• 14:55
  open it up and close it down and make sure it's safe and manage
• 14:58
  employees and learned how quickly I had to do everything
• 15:02
  for everyone, all those. Skills that you learned have
• 15:06
  made you who you are today, right?
• 15:07
  They've been necessary to get you to the successful state that
• 15:10
  you're at. And that's the same.
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  And that's what I tell people about McDonald's.
• 15:13
  The greatest thing you're going to get is not the paycheck.
• 15:15
  It's going to be who you become after, you know from being at
• 15:19
  McDonald's. Yeah, and I chose Yogurtland
• 15:22
  because I it's, well, that's all I ate was once a day, which was
• 15:25
  a bowl of ice cream with all my toppings, my Oreo cookies.
• 15:28
  Not too bad. Of a choice.
• 15:29
  Yeah. And no, it it, it was a great
• 15:33
  learning lesson, but and that I think that that's the difference
• 15:35
  is I was so passionate about it. Like it was a like it was 1150
• 15:42
  an hour is what I was getting paid.
• 15:43
  I want to say maybe $14.00 an hour or something like that.
• 15:47
  But I gave it my all. I was excited.
• 15:50
  I showed up like I really was passionate about that.
• 15:52
  And so like, how do you get people excited to work at
• 15:56
  McDonald's? Yeah.
• 15:57
  And so the excitement, there's a couple things that people come
• 16:00
  naturally with, and there's a couple things that we can teach
• 16:02
  people. The one thing I know about
• 16:04
  people when I hire is I don't get to decide their personality.
• 16:07
  I don't need to decide their work ethic.
• 16:09
  I can try and create incentives to help those things, but I have
• 16:13
  no control over them. So the things that I can control
• 16:16
  is the knowledge and, and so when I, when you're asking how
• 16:19
  do you get people excited, the only thing you can do to get
• 16:22
  people excited is give them a reason.
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  And there's a couple, a couple ways, like I can offer type of
• 16:27
  bonuses or incentives or like food, things that get people,
• 16:31
  you know, excited to do certain work, But the rest of it, most
• 16:34
  of it comes internally. So my job then is to find where
• 16:37
  those people fit best within the organization.
• 16:40
  If they're, if they're not a people person, I'm going to want
• 16:42
  them in the back in the kitchen, right?
• 16:44
  I don't want them working directly with the customers.
• 16:46
  If they're happy and friendly and they're people person and
• 16:49
  they like to talk a lot, then I want them inside at the front
• 16:52
  counter. I don't want them on my drive
• 16:53
  through because I need friendly, but you know, people that aren't
• 16:56
  going to chat them up all day, you know, to keep that thing
• 16:58
  rolling. So that's, that's part of it.
• 17:00
  It's just deciding where the people have the best fit for me.
• 17:05
  Like if someone wanted to come and be AGM or area supervisor,
• 17:10
  regional manager or even wanted me to help train them to be a
• 17:13
  franchise. I just need the right person.
• 17:15
  All the knowledge I can teach. It's the same in any industry.
• 17:18
  It's finding that right person and trying to decide if they are
• 17:23
  that right person. That just takes time.
• 17:24
  There's surveys, there's questions you can ask in an
• 17:27
  interview, but ultimately, you know, people can put on a good
• 17:30
  show for one or two or three months, but eventually who they
• 17:32
  are will come out so. So how what is your hiring
• 17:36
  process like? Like not and not only just the
• 17:39
  the lower level entry level hires, but even up the chain to
• 17:44
  management and operations and all that, Yeah.
• 17:47
  Inside of my well, we'll start at the very lowest point at the
• 17:50
  beginning. So we, we have an AI service
• 17:52
  that people start putting in an application.
• 17:55
  So it'd be like, Hey, I hear you're interested in a
• 17:56
  McDonald's. So they'll, they'll say, hey,
• 17:58
  I'm interested and I'll say give us your name and tell us a
• 18:00
  little about what McDonald's you want to work at.
• 18:02
  AI goes through and does the entire application.
• 18:05
  Then we set up an interview and this once again is AI
• 18:08
  controlled, meaning the interview is they're answering a
• 18:11
  question through video. So you imagine every day I get
• 18:14
  applications and we there's the question and they answer it on
• 18:18
  video, which is so telling and it makes it so easy, especially
• 18:21
  when we're doing so many people in a week and in a year it it
• 18:25
  helps facilitate the process are.
• 18:27
  These just job ads on job boards that you're getting.
• 18:30
  OK. Yeah.
• 18:30
  So. We we post a lot on Indeed, but
• 18:34
  correct, yeah, just just your normal job boards that we post
• 18:38
  and then you know, there's there's obviously things to try
• 18:40
  and get to the top, but. And what are OK, so you you ask
• 18:44
  them questions and do you do this AI process for only our
• 18:47
  entry level or are you doing this for management?
• 18:49
  No. So once you're already inside
• 18:51
  the organization, now it it comes down to, and this is where
• 18:54
  I come into play, right? Because I'm trying to take care
• 18:58
  of the people that take care of the people, take care of the
• 18:59
  customer. So I'm teaching them what
• 19:01
  characteristics to look for. Cause a lot of times they will
• 19:05
  look at someone who they feel is doing a great job, someone who
• 19:08
  they feel is friendly and fast. But we also have to look at
• 19:12
  KPIs. And so these, and I'm always
• 19:17
  promoting from the inside, right?
• 19:18
  I, I've really never brought anybody from the outside inside
• 19:21
  of my organization. But now it's, we have to
• 19:23
  identify the people within our organization, do the best.
• 19:26
  One that by far is the most important decisions that I make
• 19:30
  every year is I get a recommendation.
• 19:32
  I get recommendations from my regional managers who should be
• 19:35
  the next general manager. And I have a group that I go and
• 19:40
  I spend time with because those restaurant leaders, the ones
• 19:42
  that are general managers in the restaurants, they have control
• 19:44
  over everything. They're the ones that are going
• 19:47
  to make sure whether we make money or not, whether the
• 19:49
  restaurants clean, whether we take care of our customers,
• 19:52
  everything that's supposed to be done that's important.
• 19:54
  They're the most important person.
• 19:56
  And so for me, that's my most important job and I make
• 19:59
  mistakes choosing those people. Still, the things that I think
• 20:03
  are the most important today are is honestly loyalty.
• 20:06
  Have they been, how long have they been with me?
• 20:08
  And if someone's been with me 8101215 years, generally
• 20:12
  speaking I'm finding more success with them because they
• 20:14
  know me, my culture, what I'm looking for, what my
• 20:17
  expectations are, and they'll be able to find success.
• 20:21
  A lot of times I'll have somebody two or three years and
• 20:23
  they are like a shiny star for a little bit, but and then I make
• 20:26
  him a general manager and then usually I've got a year or two
• 20:29
  and then things don't work out. That's what I'm finding out
• 20:32
  right now. But every time, I mean leading
• 20:34
  people is a learning process, changing all the time, always
• 20:38
  learning, always trying to make the best decisions.
• 20:41
  You only hire from within. So in in that case promoting
• 20:45
  within correct? I can't think it's probably been
• 20:50
  10 years or so since I brought somebody in at a higher level
• 20:52
  from outside. Yeah.
• 20:55
  Well, think of the story that it tells, right?
• 20:57
  You're, you're an 18 year old, you've been working at
• 20:59
  McDonald's for a year or two and I bring in somebody from the
• 21:02
  outside to take a position that you wanted to do.
• 21:05
  Like think of what it tells that person.
• 21:06
  It's like, well, why should I keep trying?
• 21:08
  Why should I keep performing if they're just going to bring
• 21:10
  people in from the outside? I want the people that I know to
• 21:13
  know that I appreciate them and I will recognize and reward them
• 21:16
  when those opportunities come. And so I I always want to be
• 21:20
  loyal to my people, especially as they've been loyal to me.
• 21:22
  Yeah, yeah, yeah. That's, that's good.
• 21:26
  That's really good. I remember when I was an
• 21:27
  engineer at Caterpillar right out of engineering school, it
• 21:31
  was 28 years old or something, but they, I was one of the only
• 21:36
  people that they hired from outside of the organization and
• 21:39
  recognize that I was like, wow, do you guys only hire from then?
• 21:41
  They were doing a billion dollars in revenue, I think
• 21:44
  nearly a billion dollars in revenue, I I believe, but but
• 21:47
  that that that's, that's definitely good to know.
• 21:50
  And then how are you like in your management levels?
• 21:54
  How are you vetting people are are you doing is McDonald's have
• 21:58
  a process, I'm sure for that or they they.
• 22:01
  Do but this is where once again, it's like they they give you a
• 22:04
  little bit of the blueprint, but but you have to make those
• 22:08
  decisions so myself, right. I told you already that general
• 22:11
  manager most important job. So whoever's listening, think
• 22:14
  about who, where that position would be for your company,
• 22:16
  right? But I created a group underneath
• 22:18
  them that I call my Next up group.
• 22:20
  And so basically it's how can I spend more time teaching and
• 22:23
  training and developing the people who are going to step
• 22:25
  into that position? And I've got 15 people in that
• 22:28
  spot. And I'm, I'm the only one in the
• 22:30
  country that does this right now.
• 22:31
  But it's where at least quarterly I go and I spend a
• 22:35
  full day with these guys learning, developing.
• 22:37
  And that helps me understand them and them understand my
• 22:40
  expectations. And then for me, when I'm
• 22:42
  choosing the next replacement, it helps so much.
• 22:46
  And so that's that's where I find the most value in myself
• 22:49
  today is with them because that general manager is the most
• 22:53
  important position in my company.
• 22:55
  So what's the org chart look like?
• 22:57
  So me, the director of operations who's also over the
• 23:01
  operations of all 22 restaurants.
• 23:03
  And then I have 6 regional managers who divide
• 23:06
  geographically and then each side of the restaurant you've
• 23:09
  got your general manager, 3 department managers, 10 shift
• 23:12
  leaders, and about 30 hold. On.
• 23:13
  Hold. On.
• 23:14
  Hold on. Yeah, Sorry I lost you.
• 23:17
  You, your director of operations, you've got 6
• 23:20
  regional managers and then what? And.
• 23:22
  Then the general managers inside of the restaurant each.
• 23:25
  One has AGM. Yep.
• 23:27
  OK. And they've all gone through
• 23:28
  like Hamburg University, they have.
• 23:29
  So McDonald's has hamburger. University.
• 23:31
  Oh yeah. Haven't you been there?
• 23:33
  No. So is this an online training
• 23:35
  program? No, you go to Chicago.
• 23:37
  So McDonald's is headquartered in Chicago.
• 23:39
  And so you'll do a bunch of online training, a certification
• 23:42
  in house, and then we send you there for a week to like finish
• 23:45
  it off. Just the manager levels OK top.
• 23:48
  Level. OK.
• 23:50
  To become a general manager, Correct.
• 23:51
  OK. So hamburger, it's called
• 23:53
  hamburger. Yeah, versus, that's awesome.
• 23:55
  So Hamburg University, they go there for a week before they
• 23:57
  become a manager. So and then you personally
• 24:00
  created this Next up group. No other McDonald's people
• 24:03
  created nobody. Else is doing it.
• 24:05
  OK. And so that's where your general
• 24:07
  managers, I'm assuming, tell you, hey, Mark, these are top
• 24:11
  talent rising stars. Yeah.
• 24:13
  They they help identify who they are and then I spend the time
• 24:17
  with them. But.
• 24:17
  But basically I'm just using this as a way to get them
• 24:20
  prepared for that next step faster.
• 24:21
  But. Wouldn't they be replacing the
• 24:23
  general manager? Correct.
• 24:24
  And then but hopefully. That general manager is going to
• 24:27
  become a regional manager, right?
• 24:29
  And hopefully because I bought more restaurants, right?
• 24:31
  So all of us are excited. For me, the reason I want to
• 24:35
  keep growing restaurants is because there's people that I
• 24:37
  really care for and I want to give them an opportunity that
• 24:40
  they don't have today. So today, like I have 22 and
• 24:43
  it's like, well, my current goal is 30.
• 24:45
  When I get to 30 though, I'm going to change and say, well,
• 24:48
  now I want 50, but it's just because not because I personally
• 24:52
  need more, but I have people that work for me that I want to
• 24:55
  give more. And so I'm, I'm going to do what
• 24:58
  I can to get it, get it for them.
• 25:00
  So when you bring someone aboard, what does their training
• 25:03
  process look like? So what do you mean they just
• 25:08
  what level? I guess, yeah.
• 25:09
  I know, yeah, because it's going to be different, I guess a
• 25:13
  manager level so. That Next up level for an
• 25:15
  example. All right, so Hamburger
• 25:18
  University, it's accredited as an example.
• 25:21
  So everything you learn through the Hamburger University process
• 25:24
  is stuff you would learn at business management at any
• 25:27
  university. And it's accredited.
• 25:29
  So you can actually transfer to university and use them.
• 25:32
  I'm doing the same thing. So every all of my managers, so
• 25:36
  the Super regional managers, the GMs and the next step are all
• 25:40
  reading books and they're books off of my list that I give them.
• 25:44
  I've got a book of a list of 50 and we have book clubs.
• 25:47
  And then when we get together, we're all just talking about
• 25:50
  leadership strategy, tactics, ideas, philosophies, because all
• 25:54
  I can do is raise their level of leadership in order to elevate
• 25:58
  the company. For me to get to raise my
• 26:01
  company, I have to elevate my level of leadership, which means
• 26:04
  I have to learn and grow and I have to become better.
• 26:06
  And then I need, I'm requiring the same thing out of them.
• 26:10
  So really, that's what it is. Leadership, management the whole
• 26:14
  time. We're not talking French fries,
• 26:15
  we're not talking shakes. Weren't there's very little talk
• 26:18
  of that. It's all leadership management,
• 26:20
  yeah. And what about for your entry
• 26:23
  level team members? How what?
• 26:25
  How are they trained so? That that is just your this is
• 26:28
  how you do fries. This is how you salt the fries.
• 26:30
  This is how you put them in the package.
• 26:32
  That is what that looks like. And it's just shoulder to
• 26:34
  shoulder. Yeah, for two.
• 26:35
  Weeks. Correct.
• 26:37
  So shoulder to shoulder and and basically it's supposed to be 20
• 26:40
  hours. So.
• 26:41
  Oh, and I try to do it over a two week period, but somebody's
• 26:44
  just supposed to be next to him. So in the beginning they're
• 26:46
  going to show, they're going to talk, and then eventually
• 26:49
  they're just going to kind of be sitting by, you know, help with
• 26:51
  questions. But everything in McDonald's
• 26:54
  world, like the way you salt the fry is supposed to be exactly
• 26:57
  the same. The way you cook the meat, like
• 26:59
  you put the Patty in the bottom right corner 1st and then you
• 27:03
  move everything. That's where they have the SO.
• 27:06
  PS That's where their secret sauce is.
• 27:08
  But then when it comes to the people management side, that's
• 27:11
  the difference. Gotcha.
• 27:12
  OK. So is there a big very, because
• 27:15
  I always as a serial psycho entrepreneur, I of course looked
• 27:20
  at buying franchises as an option versus starting my own
• 27:24
  business like back in the day. And so I kind of dove into it a
• 27:27
  little bit and I when I was living out in Maui, I was like,
• 27:30
  OK, I'm just going to buy a franchise out here because
• 27:32
  everyone was just a beach bomb. I was like, I got to be in
• 27:34
  business somehow. So I was really exploring and
• 27:36
  analyzing them. But how, how much variability is
• 27:41
  there in profitability in a franchise?
• 27:43
  Like are they all pretty consistent or do you have like a
• 27:46
  lot of room to make it more profitable?
• 27:48
  Yeah. I would say the the top running
• 27:51
  McDonald's restaurants versus the bottom running McDonald's
• 27:54
  restaurants, you've probably got a six to 10% gap.
• 27:58
  So and, and you could say that like the let's for an example,
• 28:02
  say the margin is 15%. So you could have somebody clear
• 28:05
  down at 8 and say is. That like what their target
• 28:08
  margin is or the average margin, it really depends.
• 28:10
  And when I say the margin out loud, people don't.
• 28:12
  So people don't understand what profit means inside of the
• 28:14
  business, right? And we talk about profit after
• 28:17
  controllables and we talk about gross profit and we all those
• 28:19
  terms. So, you know, because we talk a
• 28:22
  lot about EBITDA and that's how we evaluate a company is we take
• 28:26
  an EBITDA and we times it by a multiple and that's how we
• 28:28
  decide how much we're going to buy and sell McDonald's
• 28:30
  restaurants for. But still there's reinvestment
• 28:32
  that that occurs and then you have to look at your debt
• 28:35
  payments. So it's a little complicated,
• 28:37
  but sure, you could say around that 15%.
• 28:40
  And so you're saying a operationally excellent
• 28:44
  McDonald's with great leadership could potentially do 10?
• 28:48
  Percent more so almost, yeah, almost double of what A lower.
• 28:51
  And. And these are numbers that
• 28:52
  McDonald's gives us all the time and they're doing it as a
• 28:55
  comparability to say, look, you can be a better operator, you
• 28:59
  can be a better leader inside of your restaurant and look at what
• 29:02
  you can earn by doing it. So they they're always
• 29:04
  encouraging the the bottom performers.
• 29:07
  And as you know, have you heard of EOS or any?
• 29:11
  Yeah. So does McDonald's run on a
• 29:14
  operating system that's or did they build their own type of EOS
• 29:19
  like this is the cadence of meetings and.
• 29:21
  Yeah, there's both. And so McDonald's is really,
• 29:25
  there's two parts of McDonald's. There's McDonald's corporation,
• 29:27
  then you have the franchise group, right?
• 29:29
  And so I'm a part of that franchise group, the
• 29:31
  corporation, which is also where you can buy McDonald's stock.
• 29:34
  They are the real estate side of the company and but they make
• 29:38
  their money of top line sells so they make about 15%.
• 29:42
  So every dollar spent at McDonald's they take in order to
• 29:45
  pay for the real estate and for them to consider pay for them
• 29:48
  and their operations and. That's their franchise fee.
• 29:50
  That's it. Yeah.
• 29:51
  And so, well, franchise fee, I mean, if we I just want to get
• 29:56
  it's $45,000 and you pay it every 20 years.
• 29:59
  And so that's the franchise fee. So most franchises require just
• 30:02
  an initial down payment over that.
• 30:04
  They call the fee we're $45,000 every 20 years, then you're
• 30:08
  paying this, we call it rent and a royalty.
• 30:11
  So most will have an ongoing royalty that's a percentage
• 30:15
  month after month after month. And and that's where we are
• 30:18
  about 15% that McDonald's takes, whether I make money or not,
• 30:22
  they're taking that percentage, right?
• 30:23
  And they're in the real estate business 100%, right?
• 30:26
  And you guys are in the OPS business as a franchise, I mean?
• 30:29
  They, they also help create new menu items.
• 30:31
  They, they want the operations and the menu and everything to
• 30:35
  be at the highest level because they're the percent, right?
• 30:37
  They get a percent of whatever we make.
• 30:39
  So they're very much engaged in all the rest as well.
• 30:42
  OK. And what about your management?
• 30:47
  Who's the most important person in your company?
• 30:49
  That's a really tough question because the most important
• 30:52
  person is the one who's dealing directly with the customer, but
• 30:55
  they're also the one that's least trained.
• 30:56
  And if you said if I. But they're also in some cases
• 31:00
  the easiest to replace for. You personally, in your
• 31:04
  day-to-day, who is the most important he brings me?
• 31:06
  My director of operations, yeah. And, and he knows that and he,
• 31:10
  he works extremely hard and he's one of the guys that he is an
• 31:14
  over communicator. I'm not.
• 31:16
  I like to say things once, two or three times and then be done,
• 31:19
  right. It's like I already told you 3
• 31:21
  times and he's the over communicator.
• 31:23
  And we also play the game of nice cop, bad cop.
• 31:26
  Like when when somebody's in trouble, I go through and you
• 31:29
  know, I'll take it to a a Level 3 out of 10 and he'll go in and
• 31:33
  raise it to a six or seven out of 10.
• 31:35
  Like like it's a very interesting to have the dynamics
• 31:38
  that we have between us. You're.
• 31:39
  The nice cop I am. Yeah, I'm the nice cop.
• 31:42
  You. Are yeah, but that.
• 31:44
  But that's also my role. So you think about it.
• 31:45
  I walk into a restaurant and I see something that's wrong.
• 31:48
  I don't go to that crew person and say, dude, you're screwing
• 31:51
  up. This is wrong.
• 31:52
  Because then all he's going to think is, man, I don't see Mark
• 31:55
  very often and he's a jerk, right?
• 31:58
  That's what he's going to see. So I go and I talk to the
• 32:00
  managers that I already have a relationship with and I say,
• 32:03
  Hey, I saw this over here. Can you look at it?
• 32:06
  And they watch and they see the same thing.
• 32:07
  And I say, Hey, can you take care of it for me?
• 32:09
  And that way I'm teaching the manager to take care of the
• 32:12
  issues all the time. And and I'm not coming off as a
• 32:16
  jerk to someone who doesn't have a relationship with me.
• 32:19
  I'm very cognizant of of my appearance and what signals I
• 32:23
  tell people. Did you think 1300 people, I
• 32:26
  don't know all their names, right.
• 32:27
  So I walk in first time somebody seen me in person and I go and
• 32:32
  say, hey, you're doing this wrong.
• 32:33
  Can you do it right? Yeah.
• 32:34
  I, no, I don't want to put that on a, you know, a 1617 year old
• 32:37
  kid or even a 25 year old. So.
• 32:39
  Who's doing all the hiring so. Inside of the restaurants you've
• 32:43
  got the general manager and we've got a people department
• 32:45
  manager. Those are the ones that are
• 32:47
  responsible over hiring. And then we do an internal.
• 32:50
  You're asking like so like so intricate.
• 32:53
  No, it's great. I just hope everybody like we do
• 32:56
  an internal orientation. So for those you think my market
• 33:01
  6 1/2 hours by car. So if you want to go from
• 33:04
  southwest Utah to northwest Wyoming is 6 1/2 hours.
• 33:07
  So and I've got like all these little towns in between.
• 33:10
  So we do an orientation online through zoom with the entire
• 33:14
  groups a couple times a week and then they go do the rest of the
• 33:17
  training in store. Gotcha.
• 33:19
  And stuff is important, you know, to think there's, there's
• 33:22
  the two sides as like who you are as an entrepreneur and as a
• 33:26
  leader and a business owner. And that's your values and your
• 33:30
  standards and how you operate as a, as a person and what you
• 33:34
  believe in and what you stand for and how you communicate and
• 33:36
  your, all these things, right? And then there's like the actual
• 33:40
  tactic of how do you actually execute on it?
• 33:43
  And what are those strategic moves as ACEO or as an owner or
• 33:49
  manager to make the right decision on how you actually
• 33:53
  drive that extra 10%? Like how do you get that extra
• 33:55
  profitability and. That's the difference because
• 33:57
  most people can look at the model and they like, they
• 34:00
  understand the model. But when you're trying to
• 34:03
  implement, they, they run into barriers and things.
• 34:06
  And that's where I love to help people.
• 34:08
  Like when people run into the barrier and they're like, well,
• 34:10
  they were doing an online orientation.
• 34:12
  And then they, they, I love it when they call me and I get to
• 34:14
  explain and walk them through those steps because
• 34:15
  implementation is the hardest part.
• 34:17
  You can read any book and understand strategy and tactics.
• 34:20
  But the implementation side, how do you do it with that
• 34:23
  particular circumstance, like with that people situation that
• 34:26
  you have, that's where you have to be an expert.
• 34:28
  And that's the difference between winners and losers.
• 34:31
  Yeah. So do you, you know, I knew you
• 34:34
  were going to say director of OPS is the most important.
• 34:36
  Of course. Well, yeah, because I I could.
• 34:39
  Of course he didn't. Pay you money, Did he You'd
• 34:42
  mentioned that? You brought this person aboard,
• 34:45
  so you were director of OPS. Kind of like playing that hat
• 34:48
  until you got to 12 locations, yeah.
• 34:50
  And that, that at that point being the franchise, I was doing
• 34:54
  that by myself with two regional managers.
• 34:57
  And, and at that point, when I stepped out and I was able to
• 35:00
  work on the business instead of in the business.
• 35:02
  And then every business has politics, right?
• 35:05
  And everybody has, I was able to play at regional levels and
• 35:10
  national levels at that point because we have, we have teams.
• 35:14
  So I'm on a team where there's 53 people, 53 McDonald's
• 35:18
  franchisees that vote on 1.8 million billion with AB billion
• 35:22
  dollars in marketing in a year. And I'm one of those people now.
• 35:25
  So, but I wouldn't have been able to do that, nor would they
• 35:28
  have wanted me to if I wasn't running great restaurants and
• 35:31
  had the time. Wow, that's cool.
• 35:33
  So you got the franchise owners get to vote on you.
• 35:37
  You, I mean. There's only 53 of us, so you
• 35:38
  think about one per state, basically, yeah.
• 35:40
  Get to go and vote on that much money. $1.8 billion in
• 35:43
  marketing, that's crazy. And what are you voting on?
• 35:45
  The amount of the budget that's spent.
• 35:47
  No. So the budget, we, we take a
• 35:49
  percent. So you think we're just top
• 35:51
  line. We create a percent every year.
• 35:53
  All the owner operators vote on supporting it.
• 35:56
  But like right now we got $1.50 Mcchicken for an example.
• 35:59
  That's a national promotion. So we talk about things that we
• 36:03
  want to be valued to drive new customers in or get customers to
• 36:07
  come back more often. We drive things to kind of
• 36:10
  create brand image. So what are the premium products
• 36:13
  that we were competing on to try and, you know, have a better
• 36:16
  quality message? And then like some of it just
• 36:19
  happened. FIFA World Cup, right?
• 36:21
  We had nine players, I'm sorry, eight players.
• 36:23
  Grimace was on one of the cups. And you know, so that promotion
• 36:26
  and how we supported the World Cup being in the United States.
• 36:29
  So we vote on issues and items like that.
• 36:32
  Gotcha. OK.
• 36:34
  And then how are your managers managing people effectively,
• 36:39
  like getting them to actually do what they're supposed to do and
• 36:42
  coaching them and discipline if they're not and then deciding,
• 36:46
  you know, when to fire. Yeah.
• 36:48
  And even on your level with your your regional manager, so.
• 36:51
  This is one of the so I told you that the biggest thing I do or
• 36:55
  the most important thing I do is I pick which, well, I, I help
• 36:58
  pick who's going to be that general manager of the
• 37:00
  restaurant, right? The next most important thing I
• 37:02
  do is how I incentivize, what behaviors I incentivize.
• 37:06
  So I have 6 bonus categories and that's it.
• 37:09
  So not too many. 6 is still quite a bit I feel like.
• 37:13
  But this is how they can earn really between 25 and another
• 37:17
  $50,000 per year per restaurant. And that's, that's what I'm
• 37:22
  going to drive, right? So the way you incentivize or
• 37:25
  the things you think about as a, as an operator, the way people
• 37:30
  are doing or the results they're producing today is because
• 37:32
  they're avoiding certain punishment or they're trying to
• 37:35
  earn certain rewards. So my job is to make sure that
• 37:38
  I'm incentivizing the right behaviors with the right reward
• 37:42
  and that it's enough to, to push them to go that direction.
• 37:45
  So those are the two most important things I do.
• 37:47
  I would say is pick the person and then decide what behaviors
• 37:51
  I'm going to reward. What behaviors do you reward so?
• 37:55
  For me, I, I have 3 categories and it's accurate, fast and
• 37:58
  friendly. And so I believe that every
• 38:01
  person should get exactly what they paid for, right?
• 38:04
  If you, if you order a 10 piece nugget meal, you should get the
• 38:07
  10 piece Nuggets, the fries and the drink like no exceptions.
• 38:11
  I believe that it should be friendly and that, that, that I
• 38:14
  mean, friendly is different for everybody, but there should be
• 38:17
  eye contact, there should be a smile, there should be a, hey,
• 38:19
  it's good to see you, see you tomorrow, you know, some type of
• 38:22
  greeting and closing. And then it has to be fast.
• 38:26
  Like people always say, well, it's supposed to be called fast
• 38:28
  food. And people come to McDonald's
• 38:30
  because of convenience. Like our locations are real
• 38:33
  estate valuable because of where they are, because it's off the
• 38:36
  freeway, it's on a, you know, a busy street.
• 38:39
  So that fast is important. So everything I do is around
• 38:43
  accurate, friendly and fast. And so I have those six bonus
• 38:46
  categories, 2 for each, two in the accurate category, two in
• 38:49
  the friendly category and two in the fast category.
• 38:51
  And that's all I do to try to incentivize my people.
• 38:54
  So I tell them if you're doing the to the restaurant managers,
• 38:57
  if you're doing anything outside of those three things, you're
• 39:00
  doing the wrong thing, right? Everything they do on a daily
• 39:03
  basis should be, am I making it more accurate for my customer?
• 39:07
  Am I making it friendlier for my customer or faster for my
• 39:09
  customer? And there's obviously things
• 39:11
  they have to do, There's food safety, there's cleanliness and
• 39:13
  stuff, but but the bulk of their work should be in those three
• 39:17
  things. And how often are you meeting
• 39:20
  with you? Are you only meeting with your
• 39:23
  director Bob's or are you meeting with your region
• 39:26
  managers too? So.
• 39:26
  I, I meet with all of them and so I, I try to go to all the
• 39:30
  restaurants once or so a month. So you think 22.
• 39:33
  So that's, it's, it's challenging to get around, but
• 39:35
  that's why I fly myself. And then for me though, I, I
• 39:40
  don't try to manage it in face to face.
• 39:44
  I used to in the beginning, but that's one of the things that
• 39:46
  limited me. So now I have to be able to
• 39:49
  tailor the messages, hold them accountable and be able to do
• 39:53
  it, you know, remote. And so we have lots of
• 39:56
  conversations. We get the entire group together
• 39:58
  4 times a year. And so just quarterly meeting.
• 40:01
  So I've got my next one coming up August 6th, I think, and
• 40:04
  where I'll bring them all together.
• 40:05
  So it's a group of about 60 people.
• 40:07
  And then once again, we'll go through numbers and KPIs.
• 40:11
  But now we're going to go into strategy, tactics and
• 40:14
  leadership. So I will have some leadership
• 40:16
  messages for about two hours and then and then we're kind of
• 40:19
  doing our year end. So we're going to talk about our
• 40:21
  bonus program for next year. I help.
• 40:23
  I let them help create it with me.
• 40:26
  I like that. Yeah, it's pretty fun.
• 40:28
  Yeah, it's a it's a challenging conversation, though.
• 40:32
  Yeah, right. Because everybody wants the
• 40:34
  world, right? Yeah.
• 40:35
  Yeah, Well, some. People are driven by money and
• 40:38
  some are, you know, they're all driven by different things.
• 40:40
  And so the hardest part is incentivizing what's going to
• 40:43
  get that person to do their best.
• 40:45
  How are you figuring out who's driven by what?
• 40:48
  Driven by what they kind of, they kind of let you know,
• 40:52
  right? And so some people, they, they
• 40:54
  just, they want to like we have a ranking sheet too.
• 40:58
  So I rank them every month one through 22.
• 41:00
  And some just want to know that they're, they're better than
• 41:03
  average on that sheet. Some want that praise, some
• 41:06
  don't want that praise. Some want money.
• 41:09
  I, I would say about 50 percent, 50% are driven by more money and
• 41:14
  the other 50% are driven by something else.
• 41:17
  Most of the ones driven by something else is not that they
• 41:19
  want public praise, praise, that's nice, but they just want
• 41:22
  to know that I appreciate them and that and that I'm grateful
• 41:25
  to have them. Like honestly, like I just have
• 41:28
  to go and I have to take that time and say, hey, I've
• 41:30
  recognized these specific things that you've been doing and I
• 41:33
  appreciate the work that you're putting forth like that right
• 41:36
  there. Solve so many problems.
• 41:39
  People always say we work for money, but people act like money
• 41:43
  is the driver of happiness. It's not like you, you tell
• 41:46
  people you're grateful and that you appreciate them and they
• 41:49
  feel it and it's genuine. Solve so many problems.
• 41:54
  Yeah, I've how do you that's The thing is like I find in my own
• 41:58
  organization challenge with here's what we're trying to
• 42:05
  accomplish. Here's the KPIs, right here's
• 42:07
  the goal, here's the expectation, here's the
• 42:10
  training, the tools, the resources, the knowledge, the
• 42:13
  information. And then if you don't do it, how
• 42:17
  to discipline in a not discipline, but like how to
• 42:20
  coach in a way that 'cause I always like to be in the Green
• 42:23
  Zone. I like to be like, I don't, I
• 42:24
  don't, I don't yell at people. I don't get angry or things like
• 42:27
  that. But it's like, sometimes I feel
• 42:28
  like, am I not making any F and sense?
• 42:30
  Like, do you not understand here?
• 42:32
  And so then I just want to get rid of them.
• 42:34
  Like how, how do you guys, especially in, in that type of
• 42:37
  talent pool, right? It's like I'm dealing with
• 42:39
  finance degree pretty experienced, like, you know, mid
• 42:44
  mid 40s or 30s or type type people.
• 42:47
  But I'm just like, how do you really instill get it, want it
• 42:51
  and have the capacity to do it? And, and you know, here's the
• 42:55
  expectation and, and when you get rid of summer, how do you
• 42:57
  coach people to keep them in check?
• 42:59
  Because I can't figure that. I definitely can't like tell
• 43:02
  someone here's an SOP and go, go do it.
• 43:05
  You know, it's like if everyone's like document your SO
• 43:07
  PS and all this, I'm like, OK, nobody reads them like we have
• 43:10
  them, but nobody, even if I do loom videos, here's the loom
• 43:14
  video, here's the document library.
• 43:15
  Like here's the training. They don't get it.
• 43:18
  They don't do like the attention spans are so short.
• 43:19
  Like if I didn't show up on my onboarding trainings and
• 43:22
  physically be looking at somebody and training them.
• 43:24
  This is how you do it. This is step one.
• 43:26
  This is Step 2. And just had tried to be
• 43:28
  efficient and have them kind of self trained with tech like
• 43:32
  nobody it would, it would never work.
• 43:33
  So I'm trying to figure out how do you really scale that?
• 43:36
  And. It's hard, so you get what you
• 43:39
  tolerate. That's right.
• 43:40
  So everybody's going to do to the behavior that you allow that
• 43:43
  you tolerate. So if, if I'm walking in the
• 43:45
  restaurant and I see something that I don't like, but I walk by
• 43:48
  it, I've allowed it. OK.
• 43:50
  And then the way I look at it, I used to talk about the carrot in
• 43:53
  the stick. You know, you think about this
• 43:54
  is your incentivizing or this is your incentivizing by whipping
• 43:57
  them. But it's really a push or pull.
• 43:59
  So I pull people by incentivizing something that
• 44:01
  they want, so offering a reward. And that's how I'm pulling them.
• 44:05
  And then if there's people that aren't playing well, then I I'm
• 44:08
  pushing them along. That is one of the hardest
• 44:11
  things to do and how. Do you show up in those
• 44:14
  conversations? Yeah.
• 44:15
  And it's difficult and it depends on each one because
• 44:17
  there's also cycles in everyone of my leaders.
• 44:21
  So I'll have someone who's been a restaurant manager for me for
• 44:24
  six or seven years and I will have 4 great years out of them.
• 44:28
  And then right now they're slipping and they've been
• 44:30
  slipping 68 months a year. And, and so I believe deep down
• 44:35
  that they're going to recover. And I know who they can be
• 44:37
  because they've been that person before.
• 44:39
  And, but, and, and usually it's like they're going through
• 44:42
  something that's personally upsetting and, and that's where
• 44:45
  they've been loyal to me. How am I loyal to them?
• 44:47
  But yet how am I also loyal to the business?
• 44:50
  Those ones are all personal and they're very difficult.
• 44:54
  I've treated somewhere I was tough and they've flipped around
• 44:59
  and I've been other times where I was tough and they quit and
• 45:02
  they said, how would you dare do that to me when I've done
• 45:04
  everything for you, right? It goes both ways.
• 45:07
  And so anything that's with people, that's the.
• 45:11
  Hardest part? And you have to read them and
• 45:14
  you have to understand them and you have to be empathetic, but
• 45:16
  you also have to be, you also have to set the example because
• 45:19
  I've had other times where I've let people slip and because
• 45:22
  everybody gets to see everybody else's results, they're like,
• 45:25
  dude, you're letting them slip. Why are you letting them do
• 45:27
  that? And it, and it's like, well,
• 45:31
  first of all, I say, you don't know what I'm doing in the
• 45:33
  background, right confidentially.
• 45:35
  And this is the same way with kids.
• 45:36
  You tell your kid you don't know what what I'm doing with this
• 45:39
  kid, what conversations I've had, right privately.
• 45:43
  But it's, it's extremely challenging.
• 45:46
  It's tough. But if you do it and there's
• 45:49
  just going to be times that you have to let them go.
• 45:52
  If they know what to do and how to do it, but they choose not to
• 45:55
  do it, at some point you just have to cut the line.
• 45:58
  Yeah. Yeah, yeah.
• 46:00
  Do you think you hold on too long due to loyalty?
• 46:03
  Yeah. But that's where my DO is very
• 46:05
  helpful with me. And because my director of
• 46:08
  operations are a deal, I hate, hate it when I do that director
• 46:11
  of operations because he all right.
• 46:13
  So he's, he's engaged more with the people on daily, daily
• 46:17
  conversations than I am. So that's where I really weigh
• 46:20
  on his opinion, the regional managers opinion.
• 46:23
  And then also look at the KPIs and they will come to me and
• 46:26
  they'll present, you know, what they think and why.
• 46:30
  And, and then that's, that's how those situations go.
• 46:33
  And yes, I am, I am forgiving to a fault.
• 46:37
  And I also give people credibility immediately.
• 46:39
  A lot of people they trust has to be earned for me.
• 46:42
  I, I automatically give people trust and then until they burn
• 46:46
  me. Yeah, I'm.
• 46:47
  The same, yeah. Which I think is awesome because
• 46:49
  ultimate how many people have really burned you, I mean.
• 46:54
  It's a decent amount you've. Had a decent amount.
• 46:56
  I haven't had that many. I can't I mean the people burn
• 46:59
  you, but really it's like maybe 5%.
• 47:02
  So why why do we want to punish 95% for the you know, the five
• 47:06
  bad, bad percent? That's how I that's a pretty.
• 47:08
  Good run rate that you haven't been burned that much.
• 47:10
  I don't. Know, I guess I'm lucky, yeah.
• 47:12
  Well, the Hardy work is your. Number worse than that?
• 47:14
  Is it worse than 5%? I feel like it.
• 47:18
  I feel like I get. I've been burned.
• 47:20
  So when you've been burned, you let it stick.
• 47:22
  Like, yeah, less now less. Now 'cause I continue to improve
• 47:26
  and get more clearer on my values and get myself optimized
• 47:32
  and to my highest ability and attract better people.
• 47:36
  Now, I think before I was just very broken and I attracted a
• 47:39
  lot of broken people and tried to fix them and ultimately I
• 47:44
  just was the dumb. I was the one of those
• 47:46
  situations. I agree with what you said 100%.
• 47:49
  So you are going to attract the type of person that you are.
• 47:52
  Yeah. And so when I talk about the
• 47:53
  books that I read and the leadership conferences, so I'm
• 47:55
  taking all my people to a leadership conference outside of
• 47:58
  McDonald's. So the Vault Conference, Patrick
• 48:00
  Bennett. Yeah, I love Patrick Bennett.
• 48:01
  I'm taking my team, so it's in Vegas this year, which is
• 48:04
  awesome because it's super close.
• 48:05
  But this is a non McDonald's thing.
• 48:07
  But it's because I value and care about them as people and as
• 48:11
  leaders. So we're all going to the
• 48:13
  conference together. How cool and but you will who?
• 48:16
  Operates the business for your God, Yeah.
• 48:18
  We'll be, we'll be OK, right? There's other people, but, but
• 48:21
  you think about it, you will attract the type of person you
• 48:24
  are and the type of person you're becoming.
• 48:26
  You're going to attract. And that's why you cycle through
• 48:28
  friends in your life, right? You had high school friends and
• 48:31
  you had college friends. You cycle through because as you
• 48:34
  change, you're attracting and attracted to different types of
• 48:37
  people. And and that's how it works in
• 48:39
  business as well. Yeah, you attract who you are
• 48:42
  and you have to become the kind of person that does deserves the
• 48:46
  kind of people you want to attract.
• 48:48
  And so I, I don't feel like I'm burned that much, but I don't,
• 48:51
  I'm, I'm not attracting those type of people most of the time,
• 48:54
  I guess. Well.
• 48:54
  Mine has been mostly just in like business partnerships or
• 48:58
  let loans when I first started private lending.
• 49:00
  Well, I've had that, yeah. I've I've had that too, but I
• 49:03
  don't let that bother me too much.
• 49:04
  Yeah, lending people money that had no intention of ever paying.
• 49:08
  And don't. That's a rule.
• 49:09
  They'll never loan money, including family, unless you
• 49:11
  plan on just letting it be a gift.
• 49:13
  Well. This was for a business.
• 49:14
  It was like, I'm a lender, a private lender, yeah, but that
• 49:17
  collateralized by real estate. But that's your business, yeah.
• 49:21
  But real estate drops and then your assets worth less than you
• 49:24
  lend, so you're not getting the money back, right?
• 49:26
  So OK, so do you wish you would have hired an operator sooner?
• 49:32
  No. I, I mean, I don't regret
• 49:34
  anything because I feel like those, those time frames when I
• 49:38
  had to grind it out and figure it out for myself is when I
• 49:40
  learned and developed for myself and which now allows me to teach
• 49:44
  other people and guide other people through those decisions.
• 49:47
  If, if I would have done it, I had other people recommend it to
• 49:50
  me. I had my so McDonald's has
• 49:52
  representatives that help you business partners.
• 49:55
  So I've got a business partner that we have conversations.
• 49:57
  He helps guide me in what he thinks I should do
• 49:59
  operationally, but ultimately it's my decision.
• 50:03
  They recommended for probably two or three years that I, that
• 50:06
  I hired that person or promoted that person.
• 50:10
  And I, it took me a little while to do it, but that's because I
• 50:13
  was cheap at the moment. I was trying to save as many
• 50:16
  dollars as I could and maximize profit because I was, I was
• 50:20
  hanging by a thread. So in the very beginning, you
• 50:22
  buy a McDonald's restaurant, OK. Most of the time, especially
• 50:27
  when you buy an existing one from somebody else, you go cash
• 50:30
  flow negative on that one restaurant.
• 50:33
  For how long? Two or three years, really.
• 50:35
  Yeah. And so you buy a restaurant and
• 50:37
  because it's a seller's market, so think about real estate, it's
• 50:40
  a seller's market. So we're buying it a high
• 50:42
  multiple and so multiple. Are they so right?
• 50:45
  Now I'm probably like a 7 so A7X, yeah, I need a 5 1/2 times
• 50:49
  multiple to break even. And so I'm paying more than it's
• 50:53
  going to generate cash flow wise.
• 50:55
  And because I have to do a seven-year note, so I have to
• 50:58
  pay the whole entire loan in seven years, I'm losing money by
• 51:02
  operating that restaurant for the first year or two and less.
• 51:05
  I can really increase revenue or maximize profit.
• 51:09
  And and so in the very beginning when I was growing and getting
• 51:12
  6789, I was just like I was buying a next one and I was just
• 51:17
  strapped. I was like just barely pulling
• 51:19
  it off margin wise to be able to buy the next one.
• 51:22
  And so it was difficult. So I wanted to keep maximizing
• 51:26
  and being able to grow at the same time, yeah.
• 51:29
  And that's that's where that's what I was talking to you about
• 51:31
  is like, I don't have an abundant like I only have so
• 51:34
  many resources. I only have so many dollars in
• 51:36
  the account of a brand new business that just sucking
• 51:38
  money, right. People think like, oh, you have
• 51:40
  a business, you're making money. I'm like it.
• 51:42
  It takes a lot of money reinvestment into the company.
• 51:44
  Every dollar gets reinvested. The wrong person and now like it
• 51:48
  could, it could destroy you, right?
• 51:49
  It totally could. It's a big risk, so.
• 51:51
  So you're on the flip side of you wouldn't recommend you would
• 51:54
  say keep growing it? Depends, right?
• 51:57
  Have you learned every lesson that you were supposed to before
• 51:59
  you bring somebody else in? Because what you need is that
• 52:02
  person that you bring, you need to know if they're making
• 52:04
  mistakes or they're doing something wrong and that you're
• 52:07
  going to be a partner together. Right.
• 52:09
  And it's hard to know if you haven't done it yet at that
• 52:11
  level. Yeah.
• 52:12
  And then you don't. It's then that's a challenge
• 52:15
  too. Is like, you don't know what
• 52:16
  success could even look like, right?
• 52:18
  You might think that it's doing really well, but because you
• 52:21
  haven't actually built it already or done it before, you
• 52:24
  don't know if it actually is. Yeah.
• 52:27
  I just created a new position in my company and she's a training
• 52:30
  lead for the entire company now. And right now her job is just
• 52:34
  costing me money. That's all it is.
• 52:36
  Like I'm seeing very little progress in the KP is to to say,
• 52:40
  Oh yeah, she's worth worth every penny right now.
• 52:42
  But that's how it'll be initially too.
• 52:44
  You bring that person on, there's not going to be an
• 52:46
  automatic return. It's going to take month after
• 52:48
  month after month. Hopefully in nine months a year,
• 52:52
  you're going to be like, oh, it's starting to pay for itself.
• 52:55
  And that's a long time and it. Can also be very destructive
• 52:58
  and. Yeah, it can go.
• 52:59
  It can be the opposite. Yeah, big risk.
• 53:03
  That's why I haven't done it. You'll be alright.
• 53:06
  Yeah, but I've just been, I've always been scrappy, you know,
• 53:11
  it's like I make a little profit.
• 53:12
  I hire the next cheapest thing. That is the worst thing for me
• 53:15
  to be spending my time on, right.
• 53:16
  The easiest to get, get rid of cheapest to hire out, build that
• 53:19
  up and then hire that next person.
• 53:21
  Build that up, Hire the next person.
• 53:23
  So just the next bottleneck. Always hiring that next person.
• 53:25
  But some some leaders say Richard Branson style go find
• 53:32
  the best of the best, partner with them, let them build it and
• 53:34
  and move on and do it again. And it's just a different model
• 53:38
  and and you. Can do that.
• 53:40
  But if you've never went and hired somebody from the outside
• 53:42
  and know what that person's supposed to do and what it's
• 53:45
  supposed to look like and stuff, and you're not able to guide
• 53:47
  them when they don't know what to do, then you know it's going
• 53:50
  to cut. It's going to be tough.
• 53:51
  Yeah. What?
• 53:54
  Are the key attributes of success in your personal
• 53:59
  experience? Like what are your key
• 54:00
  attributes that you feel made you so successful and be able to
• 54:03
  scale to such a massive organization?
• 54:06
  Yeah. So my my things that I consider
• 54:09
  unique to me that have helped me.
• 54:12
  So the average McDonald's operator has 8 restaurants.
• 54:15
  So I'm almost triple. And what's helped me is my
• 54:18
  ability to connect with people emotionally.
• 54:22
  So I I get in front of crowds at McDonald's has me present all
• 54:25
  the time at meetings and they use me as a salesperson.
• 54:30
  So they'll have something that they want to do like, hey, let's
• 54:33
  convince everybody they need to open late night or they need to
• 54:35
  be 24 hours or we want to do this.
• 54:38
  If it's something I believe in, they'll ask me to sell it for
• 54:41
  them. And that's something I'm good
• 54:42
  at. And that's probably because I
• 54:44
  did door to door cells and because I, I was a Christian
• 54:47
  missionary going around doing door to door cells.
• 54:49
  Nothing. Harder to sell than Jesus, yeah.
• 54:52
  Right. And so, and you think that's
• 54:55
  that taught me discipline, it taught me how to sell, it taught
• 54:57
  me how to communicate with people, how to read people, to
• 54:59
  be able to respond. And, and now when I can get on a
• 55:02
  stage, I can communicate a message in a simple way and then
• 55:06
  get some type of an emotional attachment to drive some type of
• 55:10
  action. And that's, that's what makes me
• 55:12
  special today. So even with my team, when we
• 55:15
  get together quarterly, all I'm trying to do is sell one thing
• 55:19
  differently. I'm saying, all right, this has
• 55:21
  been our focus and I need you to focus on this.
• 55:24
  And this is the one behavior that I want you to do.
• 55:26
  And this is how it's going to benefit us.
• 55:28
  And that's all I need to do. And and that that often once 1/4
• 55:32
  is plenty. Yeah.
• 55:34
  It's so funny because a lot of people I know that have built
• 55:38
  massive success like you have at some point to door to door sales
• 55:43
  or some sort of mission trip or or even like multi level
• 55:48
  marketing sales, like a lot of rejection, you know, rejection.
• 55:51
  I was in timeshare sales. Oh, wow.
• 55:53
  Yeah, that's crazy. Yeah, yeah.
• 55:55
  So I think what did you learn most from door to door sales
• 56:01
  that you think served you so? Really it's you just keep going
• 56:06
  like ultimately you're going to find a yes.
• 56:09
  It might not be with the person that's in front of you today,
• 56:11
  but every time you talk to a new person, that's a new lesson to
• 56:14
  learn and the next door has a chance that they're going to say
• 56:17
  yes. And I never really would think
• 56:21
  about quitting. And so for me, especially when
• 56:24
  when I was a missionary in Brazil, it was 9:30 to 9:30.
• 56:27
  So 9:30 AM to 9:30 PM every day. We don't listen to music, we
• 56:31
  don't watch TV, we don't all we do is we just go door to door
• 56:34
  and talk about Jesus Christ, right?
• 56:35
  And that's it. And so you think that's, that's
• 56:37
  all you're doing. And so there was no
• 56:40
  distractions. Your, your focus was just what
• 56:43
  can I do to, to help the next person get the right message?
• 56:47
  And so you have practice that many times that quantity of
• 56:51
  being rejected, that having success, you figure it out,
• 56:55
  right? Wait, you do something 10,000
• 56:57
  times, you're going to figure it out Was.
• 56:59
  That always your, I mean, like what was life like for you
• 57:02
  growing up? Were you always a pretty
• 57:04
  confident, I mean you got it all figured out?
• 57:06
  Like what? What were the challenges?
• 57:08
  I think it's so funny when people say that you're like
• 57:10
  massive success. You have it all figured out.
• 57:12
  It's like, no, but OK, I go ahead.
• 57:14
  Sorry I. Mean you're doing good, but
• 57:15
  every. Time people say that it's like
• 57:17
  all right, yeah, so. Do you still feel like you don't
• 57:19
  have that identity? No, I mean, I, I can look at the
• 57:23
  numbers in the metrics and say, yeah, I'm being successful.
• 57:25
  But most of that is easy, just on the financial side, right?
• 57:29
  It's easy to say, oh, you have your own airplane, oh, you're
• 57:31
  doing well. Oh, you have a big house, Oh,
• 57:33
  you're doing well. Oh, you drive nice cars, right
• 57:35
  on. Financially, it's very easy to
• 57:36
  measure success, But but that's not the most important metric to
• 57:40
  me. The most important metric is
• 57:42
  what type of relationship do I have with my wife?
• 57:44
  What type of relationship do I have with my kids?
• 57:46
  Am IA good person? Am I supporting the community?
• 57:49
  Right. I've got goals and seven
• 57:50
  different targets. You know, how am I taking care
• 57:53
  of my body? All those things.
• 57:54
  So what are your? 7 targets.
• 57:56
  So I use the same ones that Dave Ramsey does.
• 57:58
  So I've got a social goal, a financial goal, a spiritual
• 58:01
  goal, a physical goal. Yeah, all of those.
• 58:04
  So I have, I have one to three in each one.
• 58:06
  And then it's just every day you just go and try to drive it.
• 58:10
  So I'll look through my book once a week and I'll go through
• 58:12
  all 7 and be like, alright, what am I going to do this week to
• 58:14
  try and impact all 7 and then just go.
• 58:17
  But financial success, easy to say, yeah, you're successful,
• 58:20
  but but it could all change, right?
• 58:23
  How many, how many companies have gone bottom up that were
• 58:25
  great? Like I, I am not naive or
• 58:30
  ignorant to the fact that my industry could change overnight
• 58:35
  and if I'm not working to deliver the best day after day,
• 58:39
  my customers can choose to go somewhere else.
• 58:41
  So I don't take any of it for granted ever.
• 58:43
  Like it, it could all change overnight and I'd still be
• 58:46
  happy. It'd be fine.
• 58:47
  Like honestly, I'd figure it out, it'd be OK.
• 58:49
  And I believe in your goal, your book, the golden blueprint, you
• 58:52
  talk about the importance of growing self along with your
• 58:56
  business and these other verticals of life.
• 58:58
  And I always say that same true wealth is spiritual wealth,
• 59:01
  mental health, physical health or wealth, relational health and
• 59:05
  financial wealth, all, all of the, the verticals of wealth,
• 59:08
  right? So what are the principles in
• 59:10
  that book? Like how you know you're running
• 59:12
  a massive company and you've got a ton of employees and you have
• 59:18
  five children and you're married and you're in shape and you're
• 59:21
  healthy and you're doing all these things.
• 59:23
  How what are the most important lessons that you could share
• 59:27
  with the audience to actually create a wealthy life in all
• 59:33
  areas? Because so many entrepreneurs,
• 59:36
  business owners, highly driven people let everything else burn
• 59:42
  to the ground. Yeah, they.
• 59:43
  Totally do. Every time I've learned
• 59:45
  something like you read a business book and most people
• 59:49
  will take what they learned in that business book or leadership
• 59:51
  book and they just apply it to work to their career.
• 59:54
  But all of those principles are really eternal and they, they,
• 59:57
  they go across everything else. And so I call my, my, my all, my
• 1:00:01
  restaurant group, an organization.
• 1:00:03
  Organization means we're organized, right?
• 1:00:05
  We have certain, we have a vision statement, a mission
• 1:00:07
  statement. We have policies and procedures
• 1:00:09
  that we follow. So why don't I have that at
• 1:00:12
  home? So at my home, we've got a,
• 1:00:14
  we've got a mission statement, we've got a vision statement,
• 1:00:16
  we've got policies and procedures.
• 1:00:18
  We call it our family constitution.
• 1:00:20
  We, we have monthly follow-ups where the kids will talk about
• 1:00:24
  what they've been working on for their goals.
• 1:00:26
  And it's an accountability. A conversation once a month and
• 1:00:29
  they have a report card. We have the, the reading list
• 1:00:32
  that I have for my managers of 50 books.
• 1:00:34
  It started because I already had a, a list of 70 for my kids.
• 1:00:38
  So my kids start reading early and I pay them for it.
• 1:00:40
  And I'm like, well, if that worked well for my kids, why
• 1:00:42
  don't I do it for my for my leaders inside of the
• 1:00:44
  restaurants? Every single leadership
• 1:00:47
  principal, it crosses over. Why don't we lead our families
• 1:00:50
  with the same intentionality that we do in our business?
• 1:00:54
  Why not have a mission statement?
• 1:00:56
  Why not have a vision? Why not have values like we have
• 1:00:59
  family values just like it, we have company values.
• 1:01:02
  Why not have those same organizational traits that lead
• 1:01:05
  companies to be successful? That and, and leave it for
• 1:01:09
  yourself and your family? Like that's, that's really what
• 1:01:12
  it's all about. So in the, in the book, I talk
• 1:01:14
  about those things, but it all starts with you, right?
• 1:01:16
  This was not something that I did.
• 1:01:19
  So my oldest is 18. It's not like I started the day
• 1:01:22
  he was born. It's, you know, we figured these
• 1:01:25
  things out. We just even created our family
• 1:01:28
  values this Independence Day just just a month or so ago.
• 1:01:32
  Yeah, we were up in Coeur d'Alene, Idaho and we're having
• 1:01:35
  a conversation saying, right, if we, you know, and we, we picked
• 1:01:38
  3 values that we think are important to, to us.
• 1:01:41
  And so now we have our three family values, the, the
• 1:01:44
  Constitution, which goes through everything.
• 1:01:46
  So how we want to participate in the community and how we treat
• 1:01:50
  money and how we treat friends and family.
• 1:01:52
  And like that part, that was probably 8 years ago.
• 1:01:56
  And, and now every week the kids have to go read one or two of
• 1:02:00
  the, the items off that and then they present it to the rest of
• 1:02:03
  the family. Like, so then they're, you know,
• 1:02:05
  anyway, there's stuff like that. And every day they read their
• 1:02:08
  book, their assigned book. So all of those characteristics
• 1:02:11
  that you want your leaders to do, why aren't you doing it at
• 1:02:14
  home? If you're developing, you know
• 1:02:16
  that your company's success is based off of building your next
• 1:02:19
  line leaders. Why aren't you doing it at home?
• 1:02:22
  So my kids, I have the blessing that all five say they want to
• 1:02:25
  work with me in the future, right?
• 1:02:27
  And the the youngest is 9. So does she really know what
• 1:02:30
  she's saying? Right.
• 1:02:31
  But, but that means I'm building future business partners.
• 1:02:36
  So if you have kids and you think, man, can I do business
• 1:02:41
  with them in the future, that means tough conversations.
• 1:02:43
  You need them to be wise. You need them to be honest.
• 1:02:46
  You need them to not be entitled.
• 1:02:47
  So now I need to build those business partners today and I
• 1:02:52
  have full authority to do so. I'm their parent.
• 1:02:55
  So why am I not doing that? So I, so that's what I do every
• 1:02:58
  day. It's like I build my family the
• 1:03:00
  same way I build my business. What are the biggest challenges
• 1:03:04
  that you face in your journey? I mean, the, the biggest
• 1:03:11
  challenges is people all you just never know, right?
• 1:03:16
  You start taking a risk, you start going a different
• 1:03:18
  direction and you just don't know if it's going to work out.
• 1:03:21
  But that's where I've always been a full optimist.
• 1:03:24
  I, I've had this deep down belief that everyday if I go do
• 1:03:28
  the right things, that eventually I'm going to make it,
• 1:03:31
  that eventually things are going to work out financial.
• 1:03:35
  It's been way better than I ever expected it.
• 1:03:38
  Like my, my faith drove me to think I would own 5 restaurants
• 1:03:41
  one day and I'd have this 5000 square foot house with three car
• 1:03:45
  garage and I'd made it and, and financially I've gone way past
• 1:03:49
  that. But, but just optimism and
• 1:03:51
  faith. Like, do you believe that if you
• 1:03:54
  say no to something you're doing today that's not good in a year
• 1:03:58
  from now, will your life be better?
• 1:03:59
  If you say yes to something today that you should it, will
• 1:04:04
  it make a difference in a year from now?
• 1:04:05
  And that's it. Once you have that faith, and
• 1:04:08
  then you just take one step every, I call it every 90 days,
• 1:04:11
  I call recreating myself. I try to take one hard step
• 1:04:16
  every 90 days of saying no to something that I need to say no
• 1:04:19
  to or saying yes to something I need to say yes to every 90
• 1:04:22
  days. That's it.
• 1:04:22
  One little thing. That's what Kent, who I was
• 1:04:26
  coaching with a couple days ago, he said.
• 1:04:28
  Make one critical decision every 90 days.
• 1:04:30
  Smart guy. Yeah, yeah, I.
• 1:04:31
  Call it recreating myself though, and sometimes I do
• 1:04:34
  stupid things. Like I I joined the hockey team,
• 1:04:36
  I barely could ice skate. Like that was one of how I was
• 1:04:38
  going to recreate myself for a bit.
• 1:04:40
  I mean, sometimes they're stupid and sometimes they're like, I'm
• 1:04:44
  no longer going to eat my favorite cookie again.
• 1:04:47
  Like sometimes that's it. Like I mean that one, I'm no.
• 1:04:49
  Longer to eat Mcflurries? No, not.
• 1:04:51
  That'll really impact your bottom line though.
• 1:04:55
  Yeah, not that one. Yeah.
• 1:04:56
  But that but that's what it is. And you do that every 90 days
• 1:05:01
  and you think over three years, five years, you're a different
• 1:05:04
  person and and that'll make all the difference you've.
• 1:05:07
  Been married a very long time. Yeah, 20.
• 1:05:08
  One years 20. One years and so in a
• 1:05:11
  relationship I have experienced if like I'm obsessed with growth
• 1:05:16
  and obviously you are too. You continue to grow and reading
• 1:05:19
  books and your leadership. I have found that it can be very
• 1:05:23
  challenging if you outgrow your probably if your partner's not
• 1:05:26
  growing at the same pace, it can seem like you outgrow your
• 1:05:30
  partner. I don't know anything about your
• 1:05:32
  relationship or your marriage or anything, but I definitely have
• 1:05:36
  fear around a commitment like that.
• 1:05:38
  And like, I'm like, wow, that is so inspiring to see that you've
• 1:05:40
  been married 21 years, you've got five kids, and you built
• 1:05:43
  this incredible empire on the business side too.
• 1:05:47
  So I guess how do you keep growing with your partner and
• 1:05:52
  balance that that relationship with the business?
• 1:05:55
  Because I know that it's not like it takes a lot to run the
• 1:05:58
  type of organization you're running and the kids and all the
• 1:06:00
  things. So what are some of your advice
• 1:06:02
  as far as relationships go as a driven entrepreneur to make sure
• 1:06:06
  you're keeping that as healthy as you're keeping your business?
• 1:06:10
  And it's very simple and it's the same thing I do in the
• 1:06:12
  company, right? I've told you the two things are
• 1:06:14
  the same. So I have two main jobs as the
• 1:06:17
  as the leader of the company is to sell the vision.
• 1:06:19
  So as I told you, I'm always talking about the vision, trying
• 1:06:22
  to insire better and then drive operations.
• 1:06:24
  So what can I do physically in order to drive oerations better?
• 1:06:28
  OK. And that's for all my team.
• 1:06:29
  I tell them the same thing. They all have to sell the
• 1:06:31
  vision, drive the operations at home with my spouse, I'm always
• 1:06:35
  selling the vision. So the same thing.
• 1:06:38
  I can't get anybody else to change, but I can give influence
• 1:06:42
  or ideas or I can help them want to on their own.
• 1:06:47
  But you go give advice to somebody who doesn't want it,
• 1:06:49
  right? It's not going to happen.
• 1:06:51
  So for me, it would be like, hey, I I'm 3 chapters into this
• 1:06:55
  book right now. It's an awesome book.
• 1:06:57
  Would you be willing to read it with me or, or I say, hey, I
• 1:07:01
  want will you listen to this chapter?
• 1:07:02
  And then she she reads as well. She well, she listens to books.
• 1:07:06
  Yeah, I listen to a lot of books too, but, but we take them along
• 1:07:10
  just the same way you would take anybody along in business.
• 1:07:13
  The only way to do it is you have to push or pull.
• 1:07:16
  And the best ways to pull, right?
• 1:07:17
  What can you do to inspire or to motivate that type of change?
• 1:07:21
  But ultimately, my wife, her greatest attribute is she's
• 1:07:25
  agreeable, which when you say it's agreeable, it's like she is
• 1:07:29
  always looking for anything that I want in my in my life to make
• 1:07:34
  me happy. She will.
• 1:07:35
  She's the most selfless person out there.
• 1:07:37
  And so it's it's not hard, OK? Not hard at all.
• 1:07:41
  So we'll be like, hey, what do you want for dinner?
• 1:07:43
  And she will be looking at all five kids and me and be like,
• 1:07:46
  what do these guys want? And she has no inclination to
• 1:07:49
  what she personally wants. Like she knows what she wants,
• 1:07:52
  but it's it's like only it's not worth much to her.
• 1:07:56
  She cares more about the family. Very.
• 1:07:58
  Agreeable. And so for me, that attribute
• 1:08:00
  out of her is extremely important.
• 1:08:03
  I don't want her. I want her to leave, leave the
• 1:08:05
  home. She is the leader of the house.
• 1:08:07
  So I, I, you know, it plays the role of what we want.
• 1:08:12
  For me. She's in charge of that, and I'm
• 1:08:14
  in charge of this. Yeah.
• 1:08:16
  She's the CEO. It works.
• 1:08:16
  Really. Well, yeah.
• 1:08:17
  And. You're the CEO and.
• 1:08:19
  That's a tough job. Her job is harder in mine.
• 1:08:21
  A lot of the times, yeah. What drives you to keep going?
• 1:08:25
  I mean, what, What are you? Yeah.
• 1:08:26
  What are your goals? And.
• 1:08:27
  That, that's a funny thing because I've questioned that
• 1:08:30
  myself sometimes, right? We, we both, we all have moments
• 1:08:33
  where we're like gunco and we have aspirations that we want to
• 1:08:36
  achieve. And then I've had moments of
• 1:08:38
  lull where it was like, do I really like this?
• 1:08:41
  Do I really want to keep going and, and do I want to keep
• 1:08:43
  driving myself? That's where it's important to
• 1:08:46
  have a coach. So Patrick, but David, he's one
• 1:08:48
  of my, I do elite masterminds with him.
• 1:08:51
  So I have one-on-one conversations with him on a
• 1:08:53
  monthly basis. And, and we I want to have
• 1:08:57
  influence over the world somehow.
• 1:08:59
  I do and that's why I'm here today.
• 1:09:02
  And it's not because it's not because I want to influence.
• 1:09:05
  It's because I want people to see the way that I've done it,
• 1:09:08
  that's been successful to me and see if it'll try it on for
• 1:09:10
  themselves and see if I can help.
• 1:09:12
  I don't care. I don't want to be famous.
• 1:09:14
  And my wife said, well, why? Why are you doing this then
• 1:09:16
  where people get to see you? Because I don't want to.
• 1:09:19
  So it's really interesting. And there's times where
• 1:09:21
  financially I, there's nothing financially that can make my
• 1:09:24
  life better. So why do I keep driving that
• 1:09:27
  part of the business? So it really just has to be
• 1:09:30
  something internal. And I think long term legacy
• 1:09:34
  wise right now, I'm not building something for me.
• 1:09:36
  I'm building something for my family, for their generation and
• 1:09:39
  their kids. I'm going to be judged.
• 1:09:41
  I'm going to judge myself by my grandkids.
• 1:09:44
  Are my grandkids the type of people that I want them to be?
• 1:09:47
  If so, I did a good job raising my kids.
• 1:09:49
  So I look at that. And then the same thing with the
• 1:09:52
  business. Are my general managers creating
• 1:09:56
  and raising the Next up leaders that I need them too.
• 1:09:59
  And then then I know I'm doing a good job.
• 1:10:01
  So it's, it's kind of a weird way of evaluating and, and, but
• 1:10:05
  you have to have a reason deep down inside, like why you want
• 1:10:08
  to keep going. But happiness has to be earned
• 1:10:11
  every day. All right, The first time you
• 1:10:13
  had a decent amount of money in your banking account, did it
• 1:10:15
  make you happy? Nope, not even for a minute.
• 1:10:18
  Well. For a minute, yeah, yeah, I
• 1:10:19
  know. I had the dopamine hit and then
• 1:10:21
  I was immediately kind of like, well, well, I'm still here and I
• 1:10:25
  still don't like myself so. How long did that last?
• 1:10:27
  Yeah. Very short, very very seconds.
• 1:10:30
  Or 5 minutes right? The first time I hit a certain
• 1:10:32
  number in the bank account I went and showed my wife and I
• 1:10:34
  said see look and she's like oh that's cool.
• 1:10:36
  And that I felt the same way. And then it's like, but joy and
• 1:10:39
  happiness has to be earned every, every day.
• 1:10:41
  Like it's just like, and So what are you going to do today to
• 1:10:44
  earn that joy and happiness? So tomorrow?
• 1:10:46
  Like that's why most people like successful people, they have a
• 1:10:50
  routine, right? They wake up at this time and
• 1:10:51
  then they exercise. And it's because joy and
• 1:10:53
  happiness has to be earned every day and you have to do it
• 1:10:56
  through that routine. So creating a routine that will
• 1:10:58
  earn it. And so that's why I do what I do
• 1:11:01
  every day because if not like, I wouldn't be happy, right?
• 1:11:04
  I wouldn't find joy. Yeah, and I found that too.
• 1:11:07
  And I, I was talking to Kent about this.
• 1:11:11
  I do a lot of different things because I love it.
• 1:11:14
  And I, I, I'm like a traditional addict.
• 1:11:18
  I love the dopamine hit. I love the I love the new
• 1:11:20
  conversations. I love learning.
• 1:11:21
  I love the different opinions. I love connecting with people
• 1:11:24
  and growing and teaching and and creating and I have a new idea
• 1:11:28
  like every 3 seconds. That's why I can't take a day
• 1:11:30
  off. I'll start 14 new entities.
• 1:11:32
  I was in a meeting and they're doing this good lady.
• 1:11:33
  She's like, you realize you have like 37 entities in Arizona.
• 1:11:36
  I'm like, sounds about right. Because every time I have an
• 1:11:39
  idea, I just go open an LLC Yeah, I know it's a it's a lot.
• 1:11:43
  So my difficulty is like is doing the thing that will create
• 1:11:51
  the long term fulfillment and happiness that may not feel
• 1:11:56
  great in the moment. Like operations, right?
• 1:11:59
  Like I don't like operations because it's like sitting there
• 1:12:02
  dialed in, focused energy, getting in the numbers, getting
• 1:12:06
  in the weeds, looking at the spreadsheets, looking at the
• 1:12:08
  financials of the books. I'm like, I just want to show up
• 1:12:10
  and do the things that I love, which is connection.
• 1:12:12
  Like I love human connection. But if I really dial in and kind
• 1:12:16
  of go through that pain for the time being, what it it will
• 1:12:21
  create in the future because of the excellence that will be
• 1:12:24
  produced from that and the freedom in the future of like, I
• 1:12:26
  don't have to show up every day and connect.
• 1:12:28
  I get to show up every day and connect, right?
• 1:12:30
  And so just finding that balance to of being aware of those
• 1:12:34
  dopamine hits and understanding that just because it feels good
• 1:12:40
  doesn't necessarily mean it's the right thing for the time
• 1:12:44
  being. And I think just always trying
• 1:12:46
  to uncover like, what is the real intention behind the things
• 1:12:50
  that we're doing and the things that are driving us every single
• 1:12:52
  day. And like, why, why are we, why
• 1:12:54
  are we doing it? And we can buy into our own
• 1:12:56
  story, right? Of like doing it for my family,
• 1:12:59
  I'm doing it for, but then you never see your family because
• 1:13:02
  you're working 180, right? It's like, that's bullshit.
• 1:13:04
  You know, it's that that's not accurate.
• 1:13:07
  It's you're really doing it for yourself or for something inside
• 1:13:10
  of you. Maybe it's insecurity, maybe
• 1:13:12
  it's selfishness, maybe it's greed, whatever it could be,
• 1:13:15
  maybe it's truly like for me, I find more fulfillment in helping
• 1:13:20
  others then I have found it any amount of money that has hit my
• 1:13:23
  account from closing a deal or whatever.
• 1:13:26
  And I used to be somebody that I would have an anxiety attack if
• 1:13:30
  you took a picture of me. So it never thought I would be
• 1:13:33
  on a camera on stage. Yeah, funny how God works,
• 1:13:37
  right? But but that feeling of getting
• 1:13:41
  a letter of, hey, I was going to take my life and I've been
• 1:13:45
  following you and you believe you made me believe in myself
• 1:13:49
  more than I thought I could believe in myself.
• 1:13:51
  Like that is what fuels me to keep learning and to keep
• 1:13:54
  growing and to keep serving and to keep creating and to keep
• 1:13:57
  failing and then all of these things.
• 1:13:59
  And that's what I found. Is it the most profitable thing?
• 1:14:02
  No. Is it the thing that buys me the
• 1:14:04
  most time freedom? No.
• 1:14:05
  But it's the thing that really pulls me, that pull motivation
• 1:14:09
  to get out of bed with balance of like keep building the
• 1:14:11
  businesses and keep doing those things.
• 1:14:13
  Like, do I get super? I'm sure you're not super
• 1:14:16
  passionate about hamburgers. I mean, I eat one every day,
• 1:14:20
  right? But it's not like the thing that
• 1:14:22
  you live for, right? And and so but and but that's
• 1:14:27
  where I think people get confused is like follow your
• 1:14:29
  passion. Well, it doesn't mean I like to
• 1:14:32
  play basketball, but I'm not built for basketball players.
• 1:14:35
  So that you probably shouldn't follow that passion.
• 1:14:36
  You should do it as a hobby and have fun, but you can execute on
• 1:14:40
  the things that you're passionate about with vehicles
• 1:14:42
  that you don't like. I'm not obsessed with
• 1:14:45
  structuring capital stacks and and real estate buildings.
• 1:14:48
  I'm obsessed with the life that it can provide and the freedom
• 1:14:50
  that it can bring in the impact that it can have.
• 1:14:52
  Totally. My favorite thing to do is to go
• 1:14:54
  speak at universities to entrepreneur classes.
• 1:14:57
  That is my most fun thing. And when I go in there and I do
• 1:15:00
  that, I say, hey, look, today we're going to talk about
• 1:15:02
  whatever you want to talk about. It can be business, it can be
• 1:15:04
  politics, anything you want, but family, that is the most fun
• 1:15:07
  thing. But the only reason those people
• 1:15:09
  invite me to go talk and that they actually want to listen to
• 1:15:12
  me when I'm there is because I have the credibility of having
• 1:15:15
  done it. So I have to do the other work,
• 1:15:18
  the grit, the grind that create the success so that when I go
• 1:15:21
  and speak to groups like that, that I can have it influenced to
• 1:15:24
  help them with their own lives with their own questions.
• 1:15:27
  But by far, that's my the the most favorite thing I do.
• 1:15:29
  And I do that for free all day every day.
• 1:15:31
  Like universities invite me, I fly myself up, I go, I take, I
• 1:15:34
  just, it's my favorite thing. I would do it every day.
• 1:15:38
  That's. So cool, yeah.
• 1:15:39
  But but why would they care if I was there if I didn't?
• 1:15:41
  If I didn't become the person through the grind to get there.
• 1:15:44
  Right, 'cause this is all about that.
• 1:15:46
  It's who you become and you have to become and you have to grind.
• 1:15:48
  And that's like that's why that's when you become a guru
• 1:15:52
  that hasn't done anything and you're out there trying to
• 1:15:55
  preach all this stuff, but you haven't actually executed on
• 1:15:57
  what you're preaching on. And that's what I struggle with
• 1:16:00
  sometimes with these gurus that haven't built anything.
• 1:16:03
  But yeah, anyway, I wanted to cause a lot of this.
• 1:16:08
  You know, I always, a lot of times on my my show, I try to
• 1:16:11
  get really real and raw with the audience because sometimes they
• 1:16:15
  can look at people like me and people like you and, and the
• 1:16:18
  idea and the hope is that they take away really key important
• 1:16:22
  lessons and solve something that they needed to be solved and
• 1:16:24
  have that inspiration, that motivation and the actual
• 1:16:26
  tactics behind it to go create their vision and bring that to
• 1:16:29
  life. But sometimes it can also, I'm
• 1:16:31
  sure, make it seem like they're not doing enough or they're not
• 1:16:34
  successful or they, you know, wish they could be more like you
• 1:16:38
  or more like me or whatever. And so I always like to go into,
• 1:16:42
  like, what is some real raw pain that you have gone through?
• 1:16:47
  Because we all have. And there has been, it is not
• 1:16:50
  sunshine and rainbows. And it is really freaking hard
• 1:16:53
  to create this kind of abundance.
• 1:16:55
  And it doesn't come from nowhere.
• 1:16:57
  And like, what was rock bottom for you in your life?
• 1:16:59
  Where was there a moment where you thought like you were going
• 1:17:02
  to lose it all or that you just couldn't keep going or Yeah.
• 1:17:05
  So that the place where I had the most pain and where I
• 1:17:08
  learned the most was when I was just graduating high school and
• 1:17:11
  didn't know what to do. Like I had no vision of what I
• 1:17:14
  was going to do. Success like I didn't know where
• 1:17:17
  I was going to go to school, what I was going to study, what
• 1:17:19
  I was going to do after. And, and I was so like, and it
• 1:17:24
  sounds like, well, that didn't, doesn't sound that bad, but I
• 1:17:26
  put a lot of pressure on myself. And so I ended up joining the
• 1:17:29
  military. And you think that was like a
• 1:17:31
  glutton for punishment because the military today is still
• 1:17:33
  pretty challenging. But back, I mean, it's been more
• 1:17:35
  challenging more the further back you've gone.
• 1:17:39
  And that was just trying to figure it out.
• 1:17:40
  But that was the first time someone ever saw me as a leader.
• 1:17:44
  Until that moment, I, I was never a leader.
• 1:17:47
  But my, my drill Sergeant, Ben Bedell freaking stud hated the
• 1:17:51
  guy at the time, right, because he was the biggest jerk
• 1:17:52
  possible. But he allowed, he saw a leader
• 1:17:55
  in me and he allowed me to lead that group.
• 1:17:57
  And ever since then I've had the confidence that it's like, well,
• 1:18:00
  he saw it in me. I'm going to go from here and
• 1:18:03
  and really rock bottom. I mean, you have bad moments,
• 1:18:06
  like we all have bad moments. You have people that pass away,
• 1:18:08
  you have people that die, you have financial problems.
• 1:18:11
  The first investment I made was in a double wide trailer that
• 1:18:15
  had mold in it. So I went, I'm like, oh, I can
• 1:18:18
  figure that out. When ripped everything out,
• 1:18:20
  cleaned it out, de molded it, put it all back together.
• 1:18:22
  That was stupid, but it wasn't because it worked.
• 1:18:26
  I more than doubled my money. And I mean, so anyway, it's,
• 1:18:29
  it's just about just kind of what we talked about earlier,
• 1:18:32
  having faith and saying, I can keep going and I can go figure
• 1:18:35
  it out because everybody can everybody that listens to these
• 1:18:38
  things have a mass potential, right?
• 1:18:42
  We've all been blessed with certain unique characteristics,
• 1:18:44
  unique abilities, let's say. And all you have to do is you
• 1:18:47
  have to keep going so you can find out what those are and then
• 1:18:50
  use them to bless other people's lives.
• 1:18:52
  And and that's, that's all you and I have done.
• 1:18:55
  We've just kept going until we found out what we're good at.
• 1:18:57
  And now we keep going, doing the thing that we're really good at.
• 1:19:01
  Yeah, leaning into that unique gift and ability and I love I
• 1:19:05
  got goosebumps again. I always pay attention to my
• 1:19:07
  goosebumps when people say certain things.
• 1:19:09
  Yeah, but I just, Dan, Big D was on the show right before you
• 1:19:13
  today, and he said that same thing.
• 1:19:15
  He said when he was 14 years old, somebody told him for the
• 1:19:19
  first time, I believe in you and you're going to be able to do
• 1:19:23
  something great. And that sparked and that's why
• 1:19:26
  I'm so passionate because it's so fulfilling.
• 1:19:28
  Then you feel it too when you speak to younger college
• 1:19:32
  students and learn in entrepreneurship classes and
• 1:19:34
  things like that. Like some people that to have
• 1:19:37
  someone believe in you more than you believe in yourself and just
• 1:19:42
  say like, you got this and I'm proud of you and I believe in
• 1:19:46
  you and you, you can create whatever you want to create.
• 1:19:48
  That's all you need to go create whatever you want to create is
• 1:19:54
  that belief. And I was talking, I had Pace
• 1:19:57
  Morby. I don't know if you know him,
• 1:19:58
  but I had him on my podcast and he said that every single day.
• 1:20:03
  His goal is like, imagine if you had a light switch on your back
• 1:20:07
  and every single day when you go to bed, it turns off and when
• 1:20:11
  you wake up in the morning, somebody has to flip it on.
• 1:20:13
  It's like right in that section of your back that you can't
• 1:20:15
  reach. And that's what that belief is.
• 1:20:17
  And he said every day my goal is to turn as many light switches
• 1:20:21
  on people's backs as I possibly can.
• 1:20:23
  Because when you create that power and that belief in
• 1:20:26
  somebody, they can go change the world and not only in their life
• 1:20:30
  and their family's lives, but everybody's lives like for
• 1:20:33
  generations to come. And that's where one of my
• 1:20:36
  friends, William Lamb, he says, what is your thousand year goal?
• 1:20:40
  You know, we talk in terms of one year, three-year, five year,
• 1:20:43
  maybe a 10 year goal, right? Maybe like on your deathbed, but
• 1:20:47
  nobody talks about your thousand year goal, your Jesus goal.
• 1:20:50
  Like what is the ripple effect that your legacy is going to
• 1:20:54
  continue to help people and impact people forever for as
• 1:20:59
  long as as long as humanity exists totally.
• 1:21:02
  In 1000 years, people will remember Elon Musk, right?
• 1:21:06
  But in your family, will you be remembered?
• 1:21:08
  And so I don't think they'll remember my name necessarily,
• 1:21:11
  but they're probably going to have some type of reading
• 1:21:13
  program. They're probably going to like,
• 1:21:15
  there's going to be things that we established today that last
• 1:21:17
  forever. I love the movie Troy.
• 1:21:19
  When, you know, he's like, that's why no one will remember
• 1:21:22
  you. It was Achilles.
• 1:21:25
  Anyway. Great story.
• 1:21:26
  Just saw that movie on it yesterday.
• 1:21:27
  But you haven't seen Troy. No.
• 1:21:29
  Brad Pitt. Great movie.
• 1:21:31
  Yeah. But his Achilles is driven only
• 1:21:34
  to be remembered. Like everything he does, every
• 1:21:36
  risk he takes is because he wanted people to remember his
• 1:21:39
  name in the end. And that's.
• 1:21:41
  I mean, that's just what you're talking about.
• 1:21:42
  How will you be remembered? What can you leave beyond the
• 1:21:45
  grave that that will impact the world?
• 1:21:48
  Even if it's just one or two people, even if it's just your
• 1:21:50
  family line? What is those things that you
• 1:21:52
  can do? Yeah.
• 1:21:54
  And before we wrap up, I did want to circle back real quick
• 1:21:58
  to Patrick Bate David. I know a couple people that work
• 1:22:02
  with him and I love him. Yeah, he's.
• 1:22:04
  My guy. When you have such an incredible
• 1:22:07
  leader masterminding with such an incredible leader of
• 1:22:11
  yourself, what are those conversations look like?
• 1:22:14
  Yeah. It's really interesting because
• 1:22:16
  I'm one of the few people that and and this has been a couple
• 1:22:19
  years and I've actually influenced Patrick.
• 1:22:21
  I believe in this direction is because I would get on and I'd
• 1:22:24
  ask one or two business questions and then at the end I
• 1:22:27
  would say, hey, but I've also got a personal family question I
• 1:22:30
  would ask because for me, I was always building both at the same
• 1:22:33
  time when most other people that are on, they're only asking
• 1:22:36
  business. So let me paint the picture.
• 1:22:38
  There's me and five other people, five other CE OS are
• 1:22:41
  founders of companies and we're all talking, we all get our 15
• 1:22:44
  minute window with him. And so we were all listening to
• 1:22:48
  each person, each other have a conversation and get their turn.
• 1:22:51
  And then Patrick, David, I don't know if you know, he just
• 1:22:54
  launched a course, I think it was about two weeks ago, but it
• 1:22:57
  was how to be a good dad as a, as a father.
• 1:23:00
  And so it was how to be a good parent.
• 1:23:01
  He goes and breaks down rules and stuff.
• 1:23:03
  And, and so he's taking because he's got 4 kids himself and he's
• 1:23:07
  like, you know, these are the same things that are really
• 1:23:09
  important. Like business is important and
• 1:23:11
  we do it for our families. Families is important.
• 1:23:13
  And I think I've influenced him that way.
• 1:23:15
  But those conversations, I feel like we challenge each other by
• 1:23:18
  paying a coach like I am and a substantial amount of money.
• 1:23:22
  I know I have to show up with something like, why am I going
• 1:23:25
  to pay him money and pay for his advice?
• 1:23:27
  And then we talked about something last month and I can't
• 1:23:30
  come back and report something. And so that holds me accountable
• 1:23:35
  where it's like, well, I got to talk to Pat next month.
• 1:23:37
  So I better have something that I can tell him that we can talk
• 1:23:40
  about and then have the next issue or problem concern that we
• 1:23:44
  can work on together. So having that coach is it.
• 1:23:47
  We all need accountability partners.
• 1:23:49
  I don't want my spouse to do it right.
• 1:23:50
  I don't want that that positive tension between I don't want
• 1:23:53
  that tension between us where she's trying to hold me
• 1:23:55
  accountable or me holder accountable.
• 1:23:57
  So I got to do it outside and AT's my guy for that I.
• 1:24:00
  Love that. Yeah, I think coaches and
• 1:24:02
  mentors is so critical. Extremely.
• 1:24:04
  Imortant. Yeah, always.
• 1:24:07
  Well, awesome. Well, I'm excited to go see your
• 1:24:08
  plane and do some content over there.
• 1:24:11
  A little hot. Out there, but it'll be fun
• 1:24:12
  yeah, we'll go check it out but. Anyway, I always like to wrap up
• 1:24:15
  with rapid fire school of Hard Knocks Before we do so, is there
• 1:24:18
  anything I should have asked you that I didn't that you'd like to
• 1:24:22
  share? Oh no.
• 1:24:23
  Yeah, no, as we walk around and we talk about the airplane.
• 1:24:26
  So for those who want, it's a Pilatus PC12 Pro, it's a brand
• 1:24:29
  new one. They just upgraded the avionics.
• 1:24:31
  For those that are pilot people, it's an amazing airplane, up to
• 1:24:34
  10 seats that that part's going to be really fun.
• 1:24:37
  So I'm excited to go show you that.
• 1:24:39
  But no, we're going to talk more about your personal life though
• 1:24:42
  offline. I think that's going to be fun
• 1:24:43
  because that's where I always like to dive into.
• 1:24:46
  And and then a little bit more about the, you know, who you
• 1:24:49
  want to hire and why you want to hire for your for your business
• 1:24:52
  as well. I'm excited about that to ask
• 1:24:54
  me. No.
• 1:24:55
  There's a million other things you could ask me, but no, you
• 1:24:57
  did good. Well, you're awesome and I'm
• 1:24:59
  super grateful that we connected.
• 1:25:01
  And everybody that I've had on the podcast, I've never, I don't
• 1:25:05
  have like a Booker. Like it's all relationships and
• 1:25:08
  relationship is my thing. And it's all been completely
• 1:25:10
  organic. And people who seem to be
• 1:25:12
  aligned with the values and the mission and who are always
• 1:25:15
  elevating to realize their potential and help people do the
• 1:25:17
  same, which is the ultimate mission of the show.
• 1:25:19
  So really grateful that that you shared my story of the Mcflurry
• 1:25:23
  millionaire. McDonald's will always hold a
• 1:25:25
  very special place in my heart and I will always go back to
• 1:25:28
  celebrate with a Oreo Mcflurry. With extra whipped cream and
• 1:25:32
  extra Oreos of course. And it's really truly a
• 1:25:34
  testament because I still remember being that 7 year old
• 1:25:37
  girl that just wanted a freaking Mcflurry more than anything else
• 1:25:41
  in the world. And I just remember being in the
• 1:25:44
  backseat of my dad's 1996 silver Toyota Celica.
• 1:25:47
  The windows were rolled down, no AC was on.
• 1:25:51
  We were smack dab in July I same time, I was 7 years old and
• 1:25:54
  we're in July right now when we're filming this.
• 1:25:57
  And I was like, dad, can I please have an Oreo Mcflurry?
• 1:25:59
  And he doesn't slow down and he keeps driving.
• 1:26:01
  He says, no Hannah, we can't afford it.
• 1:26:04
  And going back to that same McDonald's, which is the video
• 1:26:06
  that you saw, which I owned a rental property in that
• 1:26:09
  neighborhood. And I was going to look at it
• 1:26:12
  because I was selling it. And I was like, Oh my gosh.
• 1:26:15
  I, and that whole memory came back to me as I was driving past
• 1:26:18
  it. And I was like, all right, I got
• 1:26:20
  AI got a roll through here. And yeah, I wasn't looking very
• 1:26:22
  presentable. I was like disgusting in that
• 1:26:24
  video. I wasn't planning on filming,
• 1:26:26
  but it was just that moment that I had to capture.
• 1:26:29
  And, and you know, it's those moments like those little
• 1:26:31
  moments that mean so much in life and have so much
• 1:26:35
  significance. And that drove me and I, I, I
• 1:26:39
  hated my dad for so long, but now I see him as my greatest
• 1:26:42
  blessing because I'm like, if you're going to blame people for
• 1:26:44
  the things that do you think they did wrong in life, also
• 1:26:48
  blame them for the success that you created because of it and
• 1:26:52
  the impact that you're able to have as a result of that moment
• 1:26:56
  of pain that you had as a child. And so make sure to to thank the
• 1:27:00
  people that you. It's easy to be a victim of, you
• 1:27:03
  know, this person did this. But really, like, that's the
• 1:27:05
  gift. Yeah.
• 1:27:07
  Oh, cool. All right.
• 1:27:08
  Rapid fire. How old are you?
• 1:27:10
  And you became a millionaire 29 What line of business are you in
• 1:27:13
  So. Restaurants or real estate?
• 1:27:15
  What's? The best piece of advice you've
• 1:27:16
  ever received? It's.
• 1:27:17
  Really. Just just keep going.
• 1:27:19
  I mean, you receive so many different pieces.
• 1:27:21
  Yeah. Nothing's coming to mind.
• 1:27:23
  I know. It's supposed to be rapid fire.
• 1:27:24
  No. You're good.
• 1:27:25
  No, you could take time. What's a great be?
• 1:27:28
  A leader among leaders, That would be the best piece of
• 1:27:30
  advice. So that became an inspiration
• 1:27:31
  for me is I I want to be a leader among leaders, not a
• 1:27:34
  leader among sheep, a leader among leaders.
• 1:27:37
  I like that one, that's really good.
• 1:27:40
  Yeah, it's really good. What's one book that you think
• 1:27:42
  everyone should read? So I would say Atomic Habits is
• 1:27:46
  extremely important, but since we've been talking about Pat
• 1:27:49
  Beck, David like that is the guy that's helped me really organize
• 1:27:52
  and think five years ahead, 10 years ahead, 20 years ahead.
• 1:27:56
  So he's got 2 great books. Your next 5 moves.
• 1:27:59
  Read that one and then Choose your Enemies Wisely was the
• 1:28:01
  second book. Both of those are incredible,
• 1:28:03
  incredible books. I'm.
• 1:28:04
  Reading your next 5 moves right now, are you?
• 1:28:06
  Ready. Yeah, it's great, right.
• 1:28:08
  It really helps you think ahead and how can you strategically
• 1:28:11
  get there. So yeah, that's awesome.
• 1:28:13
  Good for you. What's?
• 1:28:14
  One thing that you think holds most people back from reaching
• 1:28:16
  their goals it's. Just fear, right?
• 1:28:18
  There's, there's two different things inside of us.
• 1:28:19
  There's faith and fear and, and those are battling each other
• 1:28:22
  every single day. And do you have the faith that
• 1:28:24
  if you do something, there's going to be an outcome that's
• 1:28:26
  different? And, and, and the answer is yes,
• 1:28:29
  like if you do it, it'll change, it'll get better.
• 1:28:31
  What's the? Number one thing you attribute
• 1:28:33
  to your success, yeah. It's that it's my pure optimism.
• 1:28:37
  And then because it, it, it allows you to take the risk,
• 1:28:42
  right? Why would you take a risk if you
• 1:28:43
  believe you're going to fail? And I always believe that I'll
• 1:28:45
  be successful. And that doesn't mean I'll
• 1:28:47
  achieve the goal I wanted, but I'm going to learn something.
• 1:28:50
  And that learning is going to be something that helps me the rest
• 1:28:52
  of my life. So I'm I'm just a pure optimist.
• 1:28:55
  Who is your hero and why? So my dad is a hero of mine,
• 1:28:59
  right? He he's coached me, taught me
• 1:29:01
  everything he could in his life and he continues to coaching
• 1:29:04
  counsel when I ask. But you know, we have lots of
• 1:29:07
  heroes. Like there's things that Patrick
• 1:29:09
  bet David, he's a hero of mine. There's things my wife's a hero
• 1:29:12
  of mine. My 18 year old son right now in
• 1:29:15
  some ways is a hero of mine. Like I look up to him, man, if I
• 1:29:19
  could have been as cool as he is, as awesome as he is, as
• 1:29:21
  disciplined, as diligent as he is at 18, if I could have been
• 1:29:24
  there like that kids going to be a rock star.
• 1:29:27
  So I I find heroes in a lot of the people that I work with,
• 1:29:30
  like you doing what you're doing right now.
• 1:29:32
  That's it's incredibly awesome. Like especially since you didn't
• 1:29:35
  even want to have a picture of you taking like that's like it's
• 1:29:38
  awesome. Thank.
• 1:29:39
  You. Yeah.
• 1:29:39
  And if you could leave one message with the next
• 1:29:41
  generation, what would it be? The.
• 1:29:43
  Greatest thing you can do for yourself is read a book.
• 1:29:46
  Like constantly be reading like you think about right now that
• 1:29:50
  the goal and the benefit is for them to learn something from
• 1:29:53
  someone else. A book is an interview with the
• 1:29:55
  greatest minds that have ever lived.
• 1:29:57
  If you're reading a book all the time, that alone will change
• 1:30:00
  your life. Yeah.
• 1:30:02
  I agree 100% so well thank you so much this.
• 1:30:06
  Was awesome. It was.
• 1:30:06
  So awesome. Yeah.
• 1:30:07
  Thank you.