The Only 3 Things That Actually Make You Money | 1 Hour of Alex Hormozi on Getting Rich

0:00I think you were you answered this question which was how do you filter all the information what's changing you answered it from the point where you have already figured that out because now you're like what should I make a video on you've already decided I should make a video >> I don't think anyone's getting to that >> I think honestly most people are so overwhelmed like should I learn clawude code this new thing that's been buzzing recently or should I learn

0:25>> NFTTS or crypto or whatever um how do you trust that what you've decided on is the right thing to do and that you don't need to go back and >> check you know >> I think what you just said was like the the operative word that Sam said was trust and so I think the the scattered brainness comes from a place of fear is I'm afraid I'm going to be left behind I'm afraid my stuff's not going to be relevant I'm afraid if I don't learn how to code I etc etc etc I have a belief. I trust that when something is significant enough that it actually affects my business, I will change. Until then, I will continue to do what I know works, which is that I will gather attention. I will point it in a direction. I'll make a compelling offer, and then I'll deliver on that promise. And so, fundamentally, like, especially most of y'all here are below a million bucksish, somewhere in that neighborhood.

1:27What makes you money is letting people know about the stuff and then delivering the stuff and making the stuff you have to deliver. Those are the only components of the business because for those of you who have a conversion mechanism that's automated like the about page, there's no like real sales motion. You just point it there. If you do have a sales motion, you have a sales call or you do a webinar or whatever, you'll have that extra step that's in there. But that is usually a very curated. You don't need to remake your sales script. You don't need to remake your webinar once you know this is the thing that converts.

1:58That's just kind of like a performance that either gets you know automated or you just do it on a weekly basis or whatever. But what are the inputs and the outputs of the system? The inputs in the system are more people knowing about the stuff which means paid ads and content by and large for most of you guys. That's the input. We have this automated conversion for many of you. And then delivery also for many of you is relatively leveraged in that like there's recordings and maybe you do one call a week. If you have 10 times the people on that call it still probably works pretty okay. And so pretty much everyone here should be spending the lion share of your time promoting. And I don't say like in a shilly way. I'm saying like let people know about your stuff and do it in a and go two levels deeper. Spend more time on the problem in and then let that come out in the content or the ads. And that's what's going to to create the differentiation.

2:49So yes, like right now my my my simple advice is if you have I don't know what let's assume you work a 12-h hour day, you can shrink it down to whatever hours you work. I know we had the French guy who was like I don't like working more than four hours per week. Uh it's too much. So yeah, right. Shrink that down according to you. But I just like first four hours of the day I'm promoting. Uh next four hours of the day I'm I'm building the stuff. And then last last one I'm delivering the stuff that I built. That's that's the just third third and just set a timer and stick to that block. Like don't like have like some fire camp like you have if you know what you do every day because it shouldn't be a surprise to you. There's slacks, there's decisions, there's whatevers, but many of you guys don't have like massive teams you have to deal with either. And so like if it's not that, it is a distraction. And so if you think about f like what is focus? Focus is doing is doing one thing which means that anything that's not that thing is less focused. Like the most focused video game player would not sleep, would not eat, would only play video games. As soon as they introduce any activity that's not playing video games, they become a less focused video game player.

3:57Now, you can't be 100% focused because you'll die because you need to drink water, you need to eat food. So, it's like, okay, well, what degrees of not focus can I introduce into the system? But fundamentally, that is it. Like, the ultimate productivity hack is no. Is this you seem to understand this problem, right? Are we getting at it like the Are we >> Oh, good. >> Why do you think these people just endlessly scrolling and not doing anything? Like what is going on in their mind?

4:26>> You're talking about consumers >> just you seem to know what we're talking about. Like people do this. They they're trying to figure out what's going on. What should I do? And they never quite figure it out because every day it changes. Right. >> Right. >> And so they never are like I'm this is it. I'm gonna do this and I'm gonna ignore everything and I'm just gonna do it. They don't do that. Like why not? >> I think just speaking from personal experience, we try to learn as much as we can >> and consume as much as we can and then we listen to somebody who's a YouTube expert that says do this. Then we listen to a copywriter that says do this.

4:56>> And at the end of the day, I know deep down that everything does work if you just do it for long enough and get good at it. >> But we we get into this circle of >> Did you did you used to do this sort of thing? I used to do more of it. Not not to this extent. >> I had a gym. I was like, >> but you read books and like I read >> I read books around specific problems though to be real. >> But I remember you saying something too where it's like you were reading all these self-help books. Oh, that was before I started business.

5:23>> But even just in general, the concept of reading all these self-help books and at some point they all end up contradicting each other. Totally. And you're like, "Oh, I'm in the same exact spot. I just need to [ __ ] pick one and do it." But I think picking that one gets tough for >> all a lot of us. I'll I'll give you a a a wonderful piece of advice that even very high level entrepreneurs will forget. So it's something we need to be reminded of more than taught. But it's like you will do something and as soon as it begins to work, do not stop doing that thing until it stops working. Do not stop doing that thing because you fear it will stop working. Do not stop doing that. Like if it keeps working, you keep doing it.

5:55>> Repeat successful actions. That was a success. We should repeat that. We should do that again. But we did it yesterday. Do it again. Aren't they tired of it? Did it work? Yes. Do it again. I I'll tell you the most extreme version of this and like why I'm like so I did the book launch right the second day there was all this juju about like uh you have to have a rep pitch is a different presentation all this type of stuff I I was so adamant about this that I was like no I think I can give the exact same presentation again same exact presentation and more people will buy because I believe that it is about asking again more like it worked so I will do it again. And so I did the exact same presentation day two and we had did like $25 million in sales day two. Same presentation. Now you're like, "But would it be different people?" Tons of the same people. They just watched it again. We watch reruns of shows that we already know happened and we think, "Oh, we I have to somehow come up with a new business model every week." If you have something and it works and you make money from it, then you have an input output equation. And so then it's like great h the real question becomes how can I actually do a hundred times the inputs. Now part of that comes from work ethic. The other part comes just leverage. What kind of systems can I put in there so that this one piece of content gets put in 10 places? That kind of stuff.

7:16>> But like school has one of the simplest business models in the world. Promote [ __ ] point to page. Cha-ching. Deliver [ __ ] And I repeat the [ __ ] out of that on every single I'm like look they have a Instagram link in bio about page money. >> Yeah. >> Again and again and again and again and again and everyone's still like what do I do? >> Yeah.

7:41>> But it's the so like so when we look at that which of those has volume the conversion is there's no real volume there. Maybe there's a split test if that the delivery most of you guys have fixed delivery and that it's like I do a call a week. I do some sort of Q&A or breakdown or review for a pickup guy or I do a a page breakdown for Evelyn or an ads breakdown, whatever. Right? That's it's a fixed backend. It's an automated conversion. The only thing the only part of the system that actually you have to do is the input is the ads. And when I say ads, I mean in the formal sense, advertising. Let people know about stuff. That means content and paid. And now that content and paid are merged, it's just content and finding the good content and then putting more money behind it so more people see it. That's it. Traffic, conversion rate, churn, like one of those things

8:30>> might be the problem. Maybe all. >> Maybe all. >> But I swear most people don't even start it. So yeah, but we've talked a bit about this too. is like maybe it this term for it is too nerdy but like first party data. >> Mhm. >> Cuz I was telling Horoszi once in one of our calls that I was like [ __ ] I don't even know when the last time I read a book was. >> Yeah.

8:53>> It was like two years ago which seems crazy, right? If but um when I when I was younger and I didn't know what was going on, I would read a lot and I would take a lot of courses. I would consume a lot and that's because I didn't have anything to do to test if it worked or not. I was trying to figure out what I should do, right? So, I was like all over the place. And then when I finally figured out, okay, I'm going to do this, then I did it. And then if it worked, I would be like, okay, now I'll just make it keep working or and if there's a problem, I will seek information to solve the problem. And then I was consuming less. But then the more I got, the further on I got, the less the more first party data you have from doing it.

9:41And that's obviously so much more accurate and relevant to you than third party data, which is other people cheering what they think worked for them. Do you do you see what I'm saying? >> Yeah. And I think that once you get that first party data, you can totally tune out a lot of things. like you can tune out everything that's going on because none of that if that matters it will touch the first party data right like you'll see a movement and you're like oh maybe that is important but if it doesn't who cares and is this making any sense

10:18>> I endorse this message >> I love figuring out my favorite thing to do is like I can completely ignore that I don't give a [ __ ] like that is what I'm trying to do to everything basically because I'm trying to figure out what can I ignore. Um and I try to ignore a lot really and I >> should I repeat

10:41>> it's signal versus noise regarding the the earlier question finding out what is signal what is noise and once you get more first party data the signal becomes stronger the noise becomes smaller right >> yeah you'll do stuff and then either your >> conversion rate will be a problem and then you consume a YouTube video about conversion rates and you're like okay that gives me like six things to try And until you try those six things, there's really no point in consuming more stuff because you just need to try the six things. And I will say um Leila says this a lot. Uh which is just like a great reminder for me. She's like don't change things when a solution is on the way.

11:18So like we will we'll be mid split test on a price thing and be like man our turn is a problem. It's like we're we're running the test right now. So why should ch it's like dude we're we're mid-flight like unless we land the until we land the plane if we change mid-flight everyone dies and it was complete waste and so some things just take time is that you just have to let a certain number of repetitions certain number of posts certain number whatever occur so you can actually get feedback on that data which I think is the sec once you get into the first party world that becomes the next issue is like you want to try too many things even with the data that you have and then that's where strategy becomes important because strategy is prioritization of resources right and so you have 20. I mean, how big? I mean, the school list of like things that we can do with the platform is longer is very long.

12:03>> There's 2,000 new ones each day um from you guys. Thank you. Um >> and so you have to pick and so that to be fair like that at the absolute core in my opinion is the core of entrepreneurship is being able to choose. I have these very limited resources and time, money, energy, and there's a hundred things I can do, but which of these hundred things that if I were to implement has the highest likelihood of yielding the biggest outcome? For most people, you don't have enough data for it to even make sense.

12:30>> Like ask again. >> That's why it's not a feature in school. By the way, >> uh you know, you are not going to implement AB testing for about page. >> It's just not worth it because we see how much traffic most people get and we see how schizophrenic their behavior is. And we see people think that their about page change bombed after five clicks, right? like and they change it four times in a day with like 20 clicks and I'm like and they want to AB test it.

13:00I'm like no you need to leave it alone for at least a week with your amount of traffic right and I've got this method I use and I still use it internally at school. We don't even run a lot of AB tests and we've got a shitload of traffic, right? I call it cowboy testing and I just change it and watch the number to see if it goes up or down.

13:23And a lot of the time, a lot of the time I can get away with that [ __ ] And when it's more sensitive, like very sensitive, I'll run an AB test and properly set it up. And I'm still continuously amazed at how hard it is to make something that can beat the control that um I think most people don't really understand the the actual underlying mechanics of an AB test. And if you don't understand that, you're just going to create more noise.

13:53>> We ran 16 AB tests on the school games. 14 of them lost. >> I'll put it this way. This is another way to look at it, right? So, we've got the signup page for school. We send an enormous amount of traffic to that page. So, it's obviously very important. We've tried so hard to like make it better. Most of the time we make it worse in an AB test, right? However, if we try a different random creative on meta, it can work five times better. So, like the leverage in the creative is so much more powerful than the leverage on the the page. It's insane.

14:29>> I think okay, this is a I want to continue down this. The earlier on in the funnel that you are, the bigger the leverages in terms of the throughput. So, if you change your your CTRs on your ads from 1% to 2%, you double the whole business for you to do for you, you're probably not going to double the conversion of your page. It's just it's just very unlikely. You might get a 10 or 20% lift maybe if it's a really good, you know, improvement, but you could. But the crazy part is like you absolutely can get a double or a triple in convers in in CTR on the ad side and that can get paired with if it's a really good creative you might get double or triple the conversion rate and your CPMs might be one6th of what they are and so all of a sudden you have an 18x improvement and there's just nothing downfunnel that gets you that kind of gain besides maybe a 10x or 20x in price or something like that but like for the actual mechanics it's very rare and so like these are the biggest levers in the business are going to be price all the way at the end because you can you can make that kind change and then the the pure volume of creative on the front.

15:30>> Most people don't have about page conversion problems. It's what we see is they mostly need more traffic or they need a fixed churn. >> Yeah. >> Um but you know if your about page doesn't convert you do have an about page problem and that is possible. Um >> so for for example uh we had monthly subscription which is $9 and then we added premium and it was only yearly price uh for 77 and our conversion to yearly uh rate was like 20%. And then we add VIP which was 20 249 per year and we we thought that we're going to increase the uh uh the RPU but our premium conversion rate dropped to 5% because we added third tire. So my point was like I want to test like different types of uh about page. Uh so one of them like just uh uh normal and uh premium and the second one is just for VIP for example.

16:28Can't you can you cowboy test it? >> I think you just did. >> Yes. So, you know what works better? >> Uh, no. I mean, if I got two tires, the uh conversion to premium is really high. But if I run three tires that so the conversion to premium is uh is not so good. >> So, which one works better? >> The first one. But I already got a lot of VIP people in the group, right? >> Maybe do the first one. Uh, so what should I do with the people who already bought the VIP for yearly?

16:57>> I don't know. Um, keep keep them or cancel them, whatever you want. >> Also, to his point, first party data, right? Like you can you can read like, hey, having a high anchor works in a lot of scenarios. >> Here's 14 years of business advice in 60 seconds. Sell to the rich until you have the money to sell to all the poor people. The middle is where you get killed. You lack priorities, not information. Most times it's not that you lack insight, it's that you're solving the wrong thing. Business as a whole will only be as strong as its weakest link. Your best talent you h have your best talent is in the future.

17:33You haven't hired them yet. Lots of rules means you have dumb people. If you start making stupid rules, it's because your standards are too low. Every person you hire, you want to raise the average bar of the team. A lot of money that you want to make is on the other side of a few hard conversations. I would rather pay 50% more for somebody who can move me 10 years forward than some 50% less for someone who keeps me the same or moves me 10 years back. If you want to get bigger, get better. Better leads to growth. Bigger leads to bloat. If you're going to enter a new marketplace, you want to be an order of magnitude better than the existing solutions. It's 100 golden BB's, not one silver bullet, that creates the outsized returns. You have to let some fires burn. For the first four, I work uninterrupted for the first four to six hours of my day on the things that I think have the highest leverage. If you allow everything to be urgent, it means that everything's a priority, which means nothing is.

18:21Priorities literally means prior, which means they come first. Entrepreneurship at the highest level is always hiring ahead of where you're at. Branding is simply an association people make between something they know and something they don't know. Between what you say, what other people say, and what customers experience themselves, what customers experience themselves is always going to be the strongest thing. State the facts and tell the truth. Do not make promises you can't keep. Brand gets you higher returns on advertising, allows you to price far above the market, and get people that once they buy from you, they keep buying from you.

18:50Always ask yourself why you can't do more. Why can't we 10x this? It's so much better to spend 100 hours making one exceptional thing than doing a 100 things mediocrely. What they want is value per second, not seconds of value. The magic you're looking for is in the work you're avoiding. We need to be reminded more than we need to be taught. Why do so many entrepreneurs get stuck chasing the next shiny thing instead of fixing what's right in front? >> I think it's a misunderstanding of the difference between problems and opportunities.

19:19What people don't realize is that your problems are your opportunities and the opportunities often become your problems. Meaning, if you have something that's broken within your existing thing, fixing that will make your existing thing better and then will ultimately strengthen the business. If you have something that's weak within this business and then you try to pursue another opportunity, you now have less attention for the thing that's already causing problems and this one you just are unaware of the problems that are going to come as a result. And so now you have more problems and less bandwidth. And so as a result, you are less likely to succeed. And so the best way to create the outsized opportunities is to solve the problems that are in front of you that you don't like solving, but that is what the business requires today. So the framing question that Leila always asked me when I when we think through this, she says, "Is this a problem? Is this a missed opportunity or problem to be solved? And just codifying like that means that oh this is a missed opportunity means we don't have to think about this now because it actually only exists in my mind and not in reality. The problem exists in reality. And that's what you need to solve.

20:16>> How do you decide what to focus on when everything feels urgent? >> It's a prioritization issue, not an urgency issue. And so and so imagine a pilot has a flickering candle. Sorry. So, imagine a pilot has a, you know, a cabin light that's flickering while they're landing with one engine. Okay. Well, we see that we need to change the bulb here, but there's also one engine that's on fire. We should focus on that, not the flickering light. Like, if you go into the emergency room, it's literally called triage, right? Which is, okay, do you have a broken ankle or do you have a heart attack? Broken ankle, you can stay here. Heart attack, go straight in. And so, fundamentally, like you have limited resources. And so, you have to be able to prioritize. Um, and you have to let fires burn. We have to accept the fact that there's going to be problems. They're going to occur. the business will never be perfect and we have to say that's okay.

21:01>> What separates a top 1% entrepreneur from a top 0% up? Most entrepreneurs think about strategy the way they think about what they want to make for dinner. And so they will go to the refrigerator, open it up, and say, you know what's inside of here? Let me see what I can whip up. Rather than opening their hands and looking up and saying like, what the [ __ ] do I want to eat? and then going to the grocery store, going out to eat and looking at all the potential options that exist. And so strategy is the curation and prioritization of opportunities. And so the curation part is that most of them are looking just with their head in the fridge and looking at six options. So you have to be able to see all the potentialities.

21:39And then when you have all the potentials, the prioritization is of all things which of these is the most important. And I think this is this is where you get your 100x differences in entrepreneurs. Um because of what they'll call deconstrained thinking. People say you should just bur the boats to go pull in. Is that actually the right way to take a big risk? >> Yes or I'm a huge fan in plan of plan B's. But I want my plan B to continue to level up. And so I remember that when I started my business, my plan B was that if this didn't work and I spent all my savings on my gym, that I knew that I could drive Uber and strip and if I could do that, I'd be able to make another $150,000 a year, take the extra cash, and then try over, you know, try to start over again. Once I learned how to sell, that was the first real skill I learned. I was like, "Okay, well, I could start selling cars and probably make, you know, 200, 300, $400,000 a year, depending on what kind of cars I was selling." And I could do that and hustle really hard for a year and and then go back out if I really wanted to.

22:36And then once I learned how to market, I knew that I could make a million dollars a year because I could just go get leads and and sell them myself and then ask for a significantly larger portion of the business. And so what happened is like with every risk that I've had to take in business, the skill set has basically given me a backs stop to fall back to knowing that I can take this bigger swing because my worst case scenario is still fine. And I think that knowing that your worst case is actually not death is what unleashes you to go take big swings.

23:05So, I'm not a fan of like, you know, my wife and kids need me uh and I have a a really stable job and I've never done business before and I'm going to quit everything with no savings and you know, make this work. I mean, you will certainly have high motivation, but you might still not have the skills. Um, and so there's a chance that you will do a lot of damage when you could have otherwise still taken the same upside with a little bit of consideration.

23:32>> Yeah. What's a red flag to watch for at business owners that most people miss? >> Well, so if I have teammates or employees or even customers who come to me with a problem for every solution, then they are literally making my life worse at every interaction. So here's a solution and then they give three more problems and here's another solution.

23:56Here's three more problems. I want solutions and you can show your work if you want to, but unless you have something to add. This idea is the best bad idea we have. And so we use that as like this is our best bad idea and unless somebody else has a better bad idea, this is the bad idea we're going with. And I think you want people who can come forward with best bad ideas because it's so easy to sit on the sidelines and critique but not be willing to put your own ideas forward that are kind of in the arena for everyone else to attack. And so I think that is a a huge red flag, green flag um that I think about is like is this person always offering solutions to my problems or are they offering problems to my solutions?

24:31>> Do I need to go viral in order to build a direct route? >> I am living proof that you do not need to go viral to build a brand. I think you need to do tremendous amounts of work and demonstrate expertise over a long period of time in different conditions that shows a specific avatar that you can help them with their specific problem. That's basically it. And so in a lot of ways virality and there's tons of people who have clips that hit lots and lots of views and I'm sure if you go over to their profile they don't actually have many followers at all. And so like if you're a one-hit wonder uh that nothing really happens like you have to be able to turn that attention into something meaningful for you. And so the big difference here is that there are entertainers and there are educators.

25:10Educators are typically going to show that they can they can solve a problem for somebody and then that leads to services or products of some kind. entertainers, the entirety of their goal is to simply get attention and then sell your eyeballs to an advertiser in the future. And that is the media business. And so people think of like of like, okay, I should copy these entertainers, but the vast majority of businesses do not need entertaining content. They need educational content and then as a result have that lead to products and services.

25:37So no, you do not need your brand to go viral. A brand can go viral if lots of happy people talk about your stuff, which is I think the slow grow or even fast grow way of getting where you want to go. Like I think the top video I have in total has like seven or eight million views. That's not mega viral. But I have made like I don't know 100,000 pieces of content. >> Should I focus or have quality or quantitative? We actually internally call this qu which is how do we do quality volume and the I think the answer to that is more around capture than manufacture. So what does that mean? You have certain things that you do in the regular course of business every day. That's you living and the answer is not let me just capture all of this and then post it up there because that's not going to be quality, right?

26:29And so it's more being deliberate about how you can choreograph or structure or prepackage the way you do things in a way that creates content from doing what you're already doing where you're going to have significantly more volume than you otherwise would. So I'll give you an example. So like if I'm a dentist, I want to cap like let's say you say you see 50 patients a day. I'm making it up. Well, we know that they're going to get greeted at some point. We know that they're going to get work done at some point. We know that they're going to walk out and probably have some sort of uh experience before and after, right?

27:02And so all we need to do is set up a camera in the before, during, and after three-term contingency, by the way. Before, me or like bad, me good. Very simple. All right? And so you structure your life so that you can demonstrate that relationship over and over again so that you can create a high volume of highquality content. >> How should I be thinking about making content in 2026? So, we're at the convergence of paid and organic. And in each of those settings, the people who are succeeding the most are making the most total content overall. And so, there's a number of strategies that you can do to make shitloads of content. So, number one, you can have AI inhouse making tons and tons of statics, doing tons and tons of post for you. So, you can have a team of 10 that works like a team of 100. That is a centralized approach to this. The decentralized approach is where you have an army of people, UGC creators, etc., user generated content, uh, who do reviews of your stuff. They post it organically and they do it for a commission. And so the goal is basically, how can I build this community of call it super affiliates or affiliates that are making, you know, five posts a week times a,000 of them, it's 5,000 posts a week. That allows you to decentralize it. I think that is the better of the two. Um, but you'll have less control, which is a downside and depends on the type, you know, business you're trying to build. And so functionally it's either decentralizing externally or AI enhancing internally.

28:24And those are probably the two primary strategies for hitting volume. In terms of brand, I would be thinking about live and interactive and demonstration. How do you do things that AI cannot do in the real world and do in a way that your competitors will have difficulty cloning? >> Is AI going to replace all of us? >> I don't think AI is going to replace all humans. I think it'll replace some of the work that humans do. But if we look at, you know, let's take a simple example, uh, chess, right? Robots can do chess better than humans can do chess.

28:59It can beat everyone. But chess has grown in interest over the last however many years. And so, like, how can that possibly be when there's a robot that beat everyone? Because people care about stakes. They care about like real drama. And so, to put a different example to this, like, will AI replace Mr. Beast's videos when he says, "Here's $5 million and I put 10 people on an island." Uh, let's see. Well, if you had an AI exact clone of that video with 10 people who didn't exist, um, and the $5 million wasn't real, no one would care because the stakes is what makes the video, right? And so that means that right now in the future, it's going to be leaning more towards things that are reality based, IRL based, like are there real life stakes? This is where live streams will always be recordings. there there's going to be experiential like concerts aren't going anywhere, right? People still want to go to that stuff. If you want to go to a stand-up comedian show, like people want the experience and so those things AI will not replace uh anytime soon. And so I think it's just knowing what are the things that we're doing that uh do not have stakes that are not IRL. Those are the things that are most at risk.

30:11I also think that the industries that are most likely to get disrupted from a content perspective are inversely proportional to the amount of risk that the consumer takes on by listening to the influencer that is talking. So for example, uh a pure entertainment like meme style thing, yes, I think AI can replace that. uh hot girl on beach with butt pictures absolutely can uh get replaced with AI. Then you start crawling this way. You're like beauty influencer who's now doing reviews on stuff and give you tactics on how to put makeup on. The risk of buying lip gloss or eyeliner and then using it based on what this influencer said that's AI pretty low. So do I think that there's a high likelihood of disruption there?

30:57Yes. Now you move on to personal finance like how I spend my money. Okay, the stakes are a little higher here. What about taxes? Okay, if I mess something up here, I could go to prison, right? You go into business. And then you go to enterprise, right? Like the further up you go this way, the margin for error goes down. And the more likely you want an influencer who has real life proof. So, for example, if you look at even on the personal finance space, like there's tons of UGC beauty beauty influencers, and there's already AI that's disrupting that AI has disrupted porn, right? Or is actively doing that. But if you look at the biggest influencers in the personal finance space, almost all of them have huge credibility behind them of things that they've done, things they've accomplished, etc. that gives their advice credibility, right? And the thing is is that AI will not have credibility in the real world for a while. And so you just need to lean on proof which decreases the stakes for the end user.

31:44So everything comes down to stakes. >> So guys, >> I think they keep themselves from being lazy and complacent with the tools. >> I think you should totally be lazy and complacent with the tools. I just think you should take all the time that you get back and then just do like a 100 times more using the tools. So it's like let's say I work an 8 hour day using a shovel. If there's a bulldozer, should I only work 10 minutes to, you know, dig the horse grave or should I work 8 hours using a bulldozer and do the entire field and have like the next year of work done? You just get 100x leverage.

32:16So what's interesting is that there are psychological and logical solutions. And so most of the time when we are in business, we always try the logical solutions first. If you've tried two or three logical solutions to solve a problem, you might want to consider a psychological solution, which is something that is irrational or illogical, but still solves the problem in terms of a human behavior change. And so the simplest example I think Roy Sin brought up in his book um is it if you have people complaining about elevators being too slow, you can try and spend hundreds of thousands of dollars on a faster elevator. Or you can put mirror in the elev uh you could put a mirror in the elevator and then people stare at themselves and they pick their teeth and they forget that they're in the elevator while they're riding it. And they did the same thing with uh you know the the trains uh in the UK. It's like you could spend a billion dollars trying to make the trains faster or just simply telling people how many minutes they have to wait until the train comes allows them to not feel like their time is wasted because they know exactly how long they have to do whatever they're going to do.

33:10And so in those situations, it was a psychological solution rather than a logical solution that solved the problem. And so if you're stuck on something, try and think of something totally crazy like, hey, what if I just put something on top of my pricing menu that was 100 times as expensive? Let's see what happens there. It is irrational, but it still could absolutely work. >> What business should I start in 2026 to make? >> So, this is how I think through opportunities at each income goal level, which by the way, starting a restaurant that's really successful and building a billion dollar software company takes the same amount of life. Uh, one just has a much more capped upside. That said, if I wanted to make $100,000 a year, uh, sales career is probably the easiest thing um that you could get into. Uh, if I want to make a million dollars a year, I would probably look at a local business, uh, or an education business. Those are both pretty straightforward to start. Um, and can make a million bucks a year without huge amounts of scale. Um, if I was trying to go $10 million a year, I would try and pick a low churn uh, business. So, basically, you do the same activities you do in the $1 million business, except you just have a product that people keep buying. and then five 10 years later all of a sudden you have a $10 million business. The difference is that that that local and sometimes it's education businesses are faster to make that million. They just never get to 10 or 100 because people your your work never stacks. Uh if I was doing if I want to go for $100 million a year, uh it's the same thing as the 10. You're picking a permanent revenue vehicle uh that you're chasing after, but you now have a monster uh front end in front of it in terms of your ability to acquire customers. Uh, and then finally, if I was trying to get to a billion, um, there's a number of ways of hitting a billion. Uh, the fastest way to hit the billion is software. Shest way to hit it is just having a low tune vehicle like insurance premiums that go over time.

35:01Um, or buying, you know, through M&A and combining businesses that are of similar kinds. Um Brad Jacobs is a great book uh you know a few how to make a few billion dollars uh where he talks about this. Um but yeah that's that's how I think about this. But what's interesting is that like what changes your activities is literally your goal. And so I think someone else said this but $100,000 goals are the most common goals which are actually why they are some of the most competitive um because everyone's competing for them. And so like going after billion dollar things sometimes it's like you're only competing against 20 people instead of 200,000 or 2 million. What was the logic behind buying that UFC building?

35:39>> That's dope. It's >> pretty. Yeah. It's a lot. That's a lot of space. But to go from someone who's kind of working from home >> remotely to getting a full-on office space that it's massive. >> Yeah. Yeah. Yeah. Yeah. Um >> how many square feet was that? It was like 12,000 ft something. >> It's three floors of 12. It's 36. >> 36,000 ft. >> It's 12 12. Yeah. It's It's part of the part of the grand plan. part of the grand plan of uh of what what what I'm investing in. Um so we're we're investing heavily in media. Um and so that's going to have a ton of studios uh inside of it that we're actively building out right now.

36:15>> A ton of different sets for um different types of content that we want to be putting out uh with higher quality and higher frequency >> uh in the future. And so that's that's what, you know, that's that's what I'm that's what I'm building towards. And so, uh, having a place where all of my team could sync up and, um, I could I could attract talent to come, you know, here to Vegas is is kind of what we were what we were shooting for.

36:40>> So, what's what's the grand plan with with content? >> Are you trying to like take people under the horosy brand or? >> No, I actually I'm actually going to do more uh me personally. Okay. um and Leila and just we're it's more that we're going to we're going to be facilitating more types of content rather than more talking ads. Um because as much as like my quote brand has grown um that's actually still been the result of like a half day a week um or every other week of actual filming and the rest of it is just the the the awesome team that we have that knows how to cut, distribute, repurpose uh content across different platforms. So, um, but I actually want to increase inputs, um, into the machine and, uh, in order to do that, I I thought it would make sense to to have to make this type of investment.

37:24>> Yeah. But 36,000 ft. >> Yeah. Well, I want a massive gym. I want a massive gym. So, that's like floor one basically. >> A whole floor. 12,000 ft of gym. That makes no sense. 12,000 ft. >> It's a big commercial gym. Well, half the bottom the bottom floor, half is park, >> but there's no but there's there's going to be a commercial half. Yeah. 100%. >> Yeah. But still 6,000 square feet. Yeah. >> Of gym. Yeah. >> There's no way there's enough, >> dude. There's machines. >> I I barely can fit anything in there. >> How

37:50>> I I like equipment. I'm a I'm a connoisseur. I have a I'm an afficionado of gym equipment. >> But I feel like you could probably get 99% of the same result. >> Sure. >> With 2,000. >> This isn't this isn't a utility question. This is all This is all uh what Alex wants. This is this is my purses in my in my Cocoa Chanel. Like she could have a plastic bag and carry her [ __ ] but like she wants a Chanel purse. Like I could just have one shoulder press, but there's three different brands that make different ones that I like for different reasons.

38:18>> All right. There is one question I have. Um there's a space in that building I think where there's one of those like roll up things that goes into a space. >> Yeah. >> What What's your purpose with that? >> That's just parking. So I said like that's the bottom floor is half is uh is is >> I thought there's but there's one where it's kind of like a bit of a it looks like a bit of a warehouse. >> Yeah, it's there's the roll up door. That's the whole that's the bottom floor. There's the roll up and then you've got all the parking and then I mean it has all the pillars. What would it take for the iced coffee hour to be able to, you know, get an office space in there?

38:46>> Got to take it up with Ila. >> Ila said that she would probably she'd do it for free. That's what she said. >> Definitely. >> She said she don't ask. Don't ask. Don't ask. It's what she said. As long as it's okay. >> We've already prepared it. >> No, I'm I'm stoked about it. But to answer the question, um, like I want to I want to there's I don't want to spoil anything, but we have a bunch of new shows that we're going to be putting out, new types of content. Um, new new characters that we're going to be bringing in uh to the content. Just a lot like a lot of really cool stuff.

39:19Like I was super inspired when I went out to see Dave Dave Ramsey and his whole setup. >> Really? >> Yeah. >> Yeah. What was it what was it like for meeting Dave Ramsey? >> It was great. Dave's I mean Dave was exactly the same, you know. I mean, as I expected him to be. I mean, my whole interview, if you I don't know if you saw it, was uh was all about business. Yeah. Like I just want because like he does he always talks about personal finances and savings. He kind of has his like his buzz his buzz things and I wanted to like try and avoid those to get to like how how does Ramsay solutions work and kind of like what what were some of the strategic decisions that he made that that led him to there. Um the thing that I find really interesting is that he has somehow managed to have an education and information business without being seen as a scam. And I find like think about anybody else who sells a course, coaching, events, and an app. Like that's that's like the prototypical every other coach, whatever guru out there.

40:08>> And somehow he managed to do that and build a $300 million a year >> uh business from basically the same ingredients. And I was like, what I wanted to really get close to like what made it different for Dave versus everybody else. And so I think I think there's two main things. This is my two cents. So Dave, if you ever see this, this is my thoughts. Um, one is that the promise that he was making was something that is absolutely believable and no one can fight, which is that if you spend less money, you will have more left over. It's very different than most other promises, which is our make money, which is like if you if you do this thing, then you make an extra $2,000 a month or whatever it is. It's like if you make 5,000 and you save a,000, you have a,000 left over. Like there's just no one can fight you, right? And I think that really protects him from a from a promises perspective.

40:50>> Yeah. The other side is that he absolutely focuses on brand above everything and his reputation. And so like an indication of that is that he does the biggest slice of revenue that he has is media. Like everybody else just like right hooks the [ __ ] out of their audience at all times. And so like they couldn't even sell media places, media media spots on their own if they wanted to because they have like no goodwill in their audience.

41:15>> But he still deposits so much more goodwill, provides so much more value at scale. um that he's able to make, you know, 10 million a month just on just on media alone. He shared that on the podcast, so I don't mind sharing it. Um and then uh yeah, so those are those are the two the two big ones. And then the third kind of bonus takeaway that I had was uh they run a lot more events than I thought they did, which I thought was pretty interesting. They run an event every week. I was like,

41:40>> I think that's isn't that a newer? >> I don't know. They have a new they have that venue, but they're doing one a week, and I thought that was interesting. >> And then the second thing, you know, bonus B2. um is was the amount of volume that he was putting in. And that was part of what inspired me uh to basically do more was, you know, I figured that he would spend the majority of his time, you know, running Ramsey Solutions and then make, you know, do his show and then and and whatnot. But when you look at actual hours, he spends like 20 hours a week making content. And I also found that with PBD, he also did 20 hours a week. Um and some of these other brands that that you know produce a lot of content. And when I look at my hours, significantly less than that. We spend way more on the portfolio side. And so, uh, the building was somewhat of a commitment and investment towards building towards that.

42:27>> I think what I'm getting from this is that you were inspired by Dave Ramsey. >> Yeah. >> You bought this building and you can turn your version of business, >> your Dave Ramsey approach to what you're doing. >> Yeah, that'll be an element of it for sure. >> Yeah, >> that's really interesting. >> Yeah. I mean, >> yeah. I wish you could tell us more about it. >> Yeah. I mean, you'll see it, but uh you know, I'm I'm a model success, you know what I mean? I mean, I think that we will do it a little bit differently cuz we're, you know, we're us. We talk about business, we have different subject matters and whatnot, but I think um I do it's funny because I've been a remote only business since I mean basically my almost my entire career. And so, I mean, I had my inerson gyms, but even those I ran from home because you I didn't drive out to all the locations every day. And so, um, it's really cool having the in person now and like seeing people at the office every day. And I think the amount that we can influence and teach and and upskill the team in an inerson environment is so much faster uh than in a remote environment. The ability to influence culture at scale um is so much faster in an inerson environment. So, I'm actually just very excited for our speed of execution that we're probably going to be able to unlock.

43:34>> Yeah. When is the gym going to be complete? >> Probably a month. Well, I'll say it's stages. So, the entire gym will be done probably in a month and it'll have the first wave of equipment. Um, I'll have equipment orders coming in for the next year after that. >> Wow. I really want to go there and work out. >> Oh, it'll be the best gym in Vegas >> and no one will be able to go. >> No one can go. But Jack, >> it's not going to be like It's not like a public gym. I'm not going to like have a private gym. It's like someone's out, you know?

43:59>> Yeah. It's my office. I'm not like having Jack and I have a little bit of room for a couple of Jack and I could go, right? I mean, we get an invite. You just take it up with Ila. I'm sure she'll she'll be right in terms she for sure said yes. >> Are you going to put a ping pong table in there? >> We already have one. >> Got it. >> We game. We ball. >> Are you living from the office? I feel like I wouldn't leave. Like for you to be that efficient, I would live there.

44:24>> Um not as much as you'd think actually. Um well, we're still to be fair, we're still like building out some of the stuff and some stuff's like half done and so it's be easier for me to do some things at home. Um but one of the things that we wanted to be really particular about was uh we wanted to create an incredibly rewarding environment that would encourage people to come you know as often as possible but not have like rules as in you don't have to show up at 9:00 you don't have to leave you know stay till 5 like you don't have to come certain days of the week because we've been a remote company but the idea was that we would want to create an environment that people wouldn't want to stay home from. And so that's kind of what we're shooting for.

44:55>> Yeah. When I saw well Jack and I saw Mr. beast. He turned one of his offices into a bedroom and it was incredible. >> Yeah. >> And it made me kind of think if I were in that position, >> I would not mind living. >> If I were single, I would absolutely live in the office. If I were single, I would >> absolutely. But I bet. But it's big enough where you and Ila could have >> 3,000 square ft in this place and you would never even know. >> Well, there's already a suite. >> There's There's two suites that have full Actually, there's three suites that have bathrooms and full everything. Um, and the previous owner uh was international and so he would come and he would sleep here or sleep at the building and then he would fly back. I think he was like uh Asian. Um, and uh, yeah, like no, she wouldn't go. Not even close. Like not a chance, not a chance on on Earth.

45:41>> To me, that just seems like so much fun because like the gym is down there. You >> also just never leave. >> And I think I think there's like it's almost creating space to be missed from from from work too. Like it's nice to have somewhere to go. And I will say with the office thing, and Jason, you can back me up here. I do feel it's such a different vibe going home. >> Like home when you work from home all the time, it's like home and work are just basically all the time, but working somewhere separate from where you live. When you get back, it home feels a little bit more relaxing, which is kind of nice.

46:09>> Sure. >> Yeah. >> So, you prefer at this point having an office? >> I Yeah, I do. I'm super pro office right now. Really like it. >> That's something I've not had in a very long time. I used to go into the Oppenheim group almost every day pretty much. I'd be there. Even when I was mostly doing YouTube full-time, I'd still go into the office just because I liked it. I enjoyed just getting out of the house, going somewhere, seeing other people work. Literally >> got me in the zone of working cuz it's like, oh, everyone else is here. I put on my headphones and

46:36>> felt motivated. >> It's exactly that. And I know I'll work out harder when the team's there around me. Like, I'm like, >> I now am going to be able to like >> be able to record content while I'm working out, which I don't really do because public gyms, it's weird. I already have enough people stop me. It's like they don't want to draw more attention. Um, but like I'll be able to do that at the gym there and that'll be awesome. So like now I'm actually having another rewarding >> uh like stimulus from working out. So it's like I get to work out and then I also get to make content. So it's like I have even more reason to work out. So it's just giving more more ways to win.

47:05So Adam, 22, want to build a multi-million dollar business. Should I start now, fail forward and learn on the way or spend what you choose building skills, cash and clarity? To me those are one and the same. Um, like you will build skills by failing. So I would try and try and do stuff. Just being real. Like do stuff. Uh, learn from it. And if you can make money while you're doing it, great. I think that for many people, one of the the w like a huge leg up that you can have is working one to three years in the industry that you want to get into. Like I think there's just there's huge upside there because you don't even know what you don't know and you learn so many like default ways of operating because when you have to I'll give you an analogy. So imagine you've got a pile of bricks, right? So you've got this pile of bricks. All right, let's say that these bricks represent, you know, stuff that you can use to build. This is going to be a terrible pile of bricks, but whatever. Okay, and someone says, "Go build me a building."

48:03Right? So you then try and assemble these bricks in a in a hundred different ways. And the thing is is like if you don't have directions on how to assemble those bricks, you're not going to know what assembly is the correct one for a building. And so the thing is is that if you have an ideal building in mind, right? Then there may be a few ways that you can correctly assemble the bricks to get a building, but there's going to be way more ways to not assemble the bricks to make a building. And so for me, I would rather just like kind of like if you're building a building, like you're building an IKEA desk, right? If you don't have the directions and you have the pieces, you might eventually figure it out, but it's so much it takes so much more time than having a model to look at because you automatically know.

48:47You're like, "Okay, well, first thing I'm going to do is I'm going to separate my tools over here. I'm put my screws over here, and then I'm going to put my my blocks over here." Great. So, it's the first thing. That's what you do. And then after that, you're like, "Okay, I'm going to look at this picture. There's got these four legs." And you're like, "Let me put the leg flip it upside down. but like one like two like like four like okay it's almost looking like a table but if you have no idea and you've never built a table before you didn't built anything before then it's way harder to do and so that's why I think I would recommend make money earn and learn one to three years like my first thing out of college and like college is different now than it was then but like like I did college for three years and then I worked for two years and then the next thing I did is I still didn't even start immediately I then um started as like an apprentice at a gym because I wanted to get in the fitness business.

49:30So, I went to a successful gym owner and said, "Hey, can I like work for free? Can I mop the floors?" And I was like a white collar consultant. So, I went from making I think I actually don't remember what I made. I knew I had $50,000 in savings. Uh the reason it's like unclear is because I I got paid on contracts. It was like very lumpy. Anyways, um but anyways, I uh he then basically started paying me minimum wage u to follow him around, but like an amazing ROI for me because he was like, "Oh, yeah, like email marketing." And I was like, "What's that?" and he was like, "Oh, it's this whole thing."

49:59Right? And again, YouTube wasn't really like around the way that uh when I started doing this. Um and so I had to had to learn the hard way. So that being said, hopefully that helped uh for Adam in terms of thinking about what to do. >> Are there different tiers to wealth that you've noticed like for people that go from zero to 100, 100 to a million? >> What are those tiers and when do you see diminishing returns? >> I think Felix Dennis has a book called like it's like how to be rich. I I think it's how to be I'll teach you to be rich or how to be rich, something like that.

50:28Anyways, it's funny, but like the first chapter he breaks down like 11 levels of wealth. And he says basically after $400 million liquid, he's like that's when you're truly wealthy. And he's he was, you know, he was worth that much money. He's like, at that point, it's like you can really do whatever you want. I do think that the jumps are much smaller in the beginning in terms of what makes a really big difference. I think going from anything to about six figures a year is a material change. Um, I think going from like, you know, even 10,000 a month to 20,000 a month is a significant change. Going from there to about 40 or 50 is another change. And if we think about like how we're defining the change, it's usually like what are the variables that affect someone's daily living. So, it's going to be where they live, um, the, you know, the schools that their kids can go to, the vacations they can take, where they can stay, uh, the food they eat, the clothes they wear, like those are all, but almost all of those are affected mostly. I would say like up to kind of like that 1% earning level which is about $500,000 a year. Now you can live a baller lifestyle 500 but not really save anything. And so if you're a responsible saver it really depends on your saving.

51:32Um I'm actually a lot like Graham believe it or not even though I I I spend money cuz Ila spends money but like by percentage of income I spend a very small percentage of my income. Um and so it really just depends on your appetite for saving versus spending. Uh, and I think that's entirely personal because it's really just a question of risk. Like how much risk am I really going to take on? But, um, beyond that, there's that's just a ratio. But after that, it's like, you know, you're you have nicer and nicer houses. You go on nicer and nicer vacations. You travel private. You know, maybe that's at a couple million bucks a year. You start traveling private.

52:07After that, again, it's like it's just like you're buying boats and you're buying houses. Like there's you can't at a certain point, you really can't consume any more of it. Um, I will say this is that I do think that, and this is controversial, >> um, but I do think that money, um, because, you know, they they had a study, it's like up to $70,000 a year, um, and now like inflation adjusted probably closer to 100. >> I actually think it it it continues to go up beyond that. But I think the problem is that people have a skill deficiency in terms of how to spend money. I think most people know how to spend money effectively up to $100,000 a year in terms of how to make their life better, but they don't know how to spend it above that in terms of like things that improve their lives. Like I think but I think it's a learnable skill. I think you can get better at spending money uh to make your life better. And so for me, things that make my life better are going to be things that buy me time back. Um things that basically are all the annoyances and frustrations in my life, if I can pay to make those go away, those are things that net enhance. Um and then long-term in terms of purpose, it's like if you find something meaningful, you can actually devote real resources and make a change or an impact, which I think is, you know,

53:06>> you should see the updated study on that. That whole $75,000. No, it was that was done in a in in a different country with so great. >> They they did one they did one recently >> uh well within the last 10 years of the United States and they found that I think it was about $150,000 was where you get peak >> dollar to value ratio. It continues up diminishing returns >> but diminishing returns. And they found that it the diminishing returns really stopped about $650,000 about top 1%. They found that over a million dollars a year, you actually have lower quality of life. And I'm guessing it's because you have more problems, career issues.

53:45>> Uh or maybe friends are not friends with you or you have fake people, >> manage money, which is another like a whole another thing, >> right? But it was really Yeah. 650, 700 grand and then it just kind of tapers. Yeah. After that >> I would that seems super super believable. But like after, you know,5 or $10 million a year in income, like but the next strata is like, I don't know, 25 maybe 30 40 million a year in income like where you can do like even, you know, crazier things, I guess. But at a certain point when you can buy the hotels you stay at, it's like like whatever. I don't know. I don't have a need for Omega yacht. I think Leila wants one, though.

54:22>> You should buy a hotel. Ah, and I think the single greatest differentiator between the poor and the middle class, middle class and rich, rich and the truly wealthy is how they see time. >> And if you think about money as simply a condensed unit of time, right? That's all money is. Like you trade it for time. I mean, you can trade time for money. So like it is their almost equivalent units. And the people who know how to master their time the most mean that they know how to master their money the most, right? And so really if you want to master to the original question of like how do wealthy people become wealthy is because they master their time. And so time horizon is just like the perspective from which we see what we want to achieve. And so if I am doing if I'm building a company from the place of like I believe that this company should exist. I believe this problem is worth solving. And that is where you start it from then you build it differently

55:14>> versus I need to make money. I need to make money this week. I need to make money tomorrow because >> what can I go make money with? >> Exactly. And so I think like I mean you've built this amazing brand here. >> If if people were able to >> not ask for 12 months and just serve. >> Dude, this is what I did when I launched this cuz I literally sold another company. I didn't I didn't make that much, but I had enough for like two years to live. >> And I was living pretty frugal. I wasn't like

55:40>> I never bought anything fancy. It was like, you know, >> whatever food and travel maybe, right? But I was still sleeping on couches back then, you know, just cuz I wanted to save and I wanted to spend it on hotels. I didn't start spending hotel rooms until about four or five years ago. >> Oh, really? >> I would always find a way. Who do I know in that town I can crash on? Anyway, side note, >> but when I launched School of Greatness 10 years ago, I remember saying, I'm going to do this for one year cuz I I wish I had access to this.

56:06>> I wish this was a thing that I could go listen to. >> Yeah. >> In the world to teach me. >> Yeah. >> And I'm not going to try to make money. Like I'm going to do it for a year. >> Yeah. all in, but I'm not going to try to make money. I don't want to make money. I mean, if the money can, great. >> But it wasn't my intention. It was just to how can I create the best >> content to serve people on the things that I wish I would have learned in school growing up. Yes. >> The school of greatness. >> And after one year, I was like, man, this thing is really starting to take off. Yeah. You know, but it wasn't based on how do I make as much money.

56:36>> Totally. >> It was how do I create something that can really make a lasting change. >> Yeah. And that intention is what's made me sustainable for 10 years loving the process. >> Totally. >> So when people come from a place I'm hearing you say when they come from a place of that intention of service or because this needs to be in the world. >> It's art. Art exists not to do something. It exists to exist. >> Right. >> It's like no one says why did you paint that? >> It's like

57:00>> it needed to come out to express it. >> Exactly. And so I think that if people chose their businesses that way, I think, and don't me wrong, I'm all about making money. Like, by all means, go get your bag, you know, as much as you can. >> Yeah, by all means. But I think that what it does is it ends up freeing you to then make your real impact because then you can start the whatever the next thing. And hopefully your first thing is that thing. But realistically, it probably isn't. And all you have to do is look at every entrepreneur that's really wealthy, the amount of graveyard businesses they have in their back, right? And so like right now, if you're listening and you're like, I'm not sure if this is the perfect business idea.

57:32Let me just save you the time. It's not because look at every other person who has been ultra successful. They have 10 failed business ideas. So just like just start so you can just start notching off the bad businesses, right? >> But extending the time horizon I think only happens if you do shift the intention through which you're building it >> or you're just unbelievably self-disciplined. But I think it's easier to just like start at it with the right heart because small tangent, but I think it'll be worth it. Is that the reason that most people aren't successful in my opinion is that they sacrifice global benefit for local benefit. And that happens in all areas of life. You eat the piece of cake because you have an acute local benefit versus the global benefit of a six-pack that lasts for a very long time or better health, etc. Right.

58:14>> You mean the instant gratification as opposed to delayed gratification. >> Yes. Exactly. And I just I like saying global. I just like saying local versus global because it it it happens in an organization. For example, sales guys don't want to put the notes in the thing because it's a pain in the butt to put the notes in the CRM, but finance needs the notes, customer service needs the votes, success needs the like all of these other departments need those notes for all the other things that we're going to do. And so it's a local cost but for a global benefit. And so I think if people were able to delay that immediate gratification which is like this is the nature of success. I think funny man.

58:49>> There was the study that was done. I can't remember it. >> The marshmallow test or the other >> Okay. God, I can talk about the marshmallow test. Okay. So, fun fun one with that with the marshmallow test is measuring how long they delay for the marshmallow. >> Uhhuh. >> So, at what point does it not make sense if they say you can get one because because they like everyone simplifies the experiment which is like if I give you a marshmallow one now or you can get two later, right?

59:15>> But what if two is in a year? >> Yeah. You're like I don't I'll take the one now. >> Right. So then the next question I would have is like if you were to test kids and then say at what point the global versus local crosses would be and then track the kids who had the longest marshmallow waiting period cuz then you could measure how long successful probably life >> really interesting just total side note but the three things that I think were in common of the ultra successful were uh inflated sense of self as in they thought that they like they deserved big things. They wanted to go after big things. They believed in themselves, right?

59:47>> Inferiority, never being good enough, >> and impulse control. >> Those are the three factors of the most successful. >> Like when they did a common factors analysis, like these people think they believe that they can achieve all this amazing stuff and then it's just it's an amazing paradox because at the same time they think they're not good enough and they are insecure about whether they they can achieve it and they have impulse control. >> And so it's like if you have Yeah. Yeah. Yeah.

1:00:12>> And they just they they and they stay focused on the thing. And what I like I'd say the biggest breakthroughs that I've had I think that will create a lot of the wealth that we will have in the future is is really a deep understanding of how long long is. And shooting with the intention of like I'm only bringing this up cuz my YouTube guy said it. He's like I've never had somebody who actually started. I was like we'll see what we do in 5 years.

1:00:37>> I was like we'll measure that. And he was like no one has literally ever said that to I was like, "As long as I see progress, I'm good." >> Cuz everyone wants results in like two months. Yeah. >> Yeah. Yeah. Like if we're making if we're going this way, I'm cool. I don't need to like that's good enough for most people. If if they could extend the time horizon because like I'll give you another hack. You can know how wealthy someone is based on the time horizons they speak in. >> Give me an example. >> So if someone's talking about how they're trying to make, you know, make money this today, hey, let me hold 20 for today. You know how you know how poor they are. I have to say poor. Like you know how important they are, right?

1:01:11If someone's talking about what they're going to make this week or this month >> or this quarter or this year or this decade, think about how different the people are who are talking in those time horizons. >> And so I think that if we can shift the time horizon that we think in >> then we gain more leverage over our time which we then know we will compound into money. >> Yes. >> Because I think if you can master the time, you master the money. M so I'm curious where those opportunities are today because it seems like every few years in hindsight you could look back and be like that was the best time to do that. What are what's going on today that people aren't recognizing the potential in?

1:01:47>> Well, I think there's micro and macro opportunities. So like from the macro perspective I think we've had like three big ones. So at least in my lifetime. So it's like we've had internet uh which is like kind of opportunity number one. Uh opportunity number two is kind of like web 2.0 which is social. Um, and then opportunity three is AI. Now, so there's the three macro ones. Now, underneath of that, it's kind of like, well, Facebook ads was kind of like a like an opportunity kind of like within that. And then like Google search was an opportunity. Like all of those are kind of like sub uh kind of like micro opportunities like I think like Tik Tok shop right now. Um, a lot of people are kind of kind of like in that Amazon of 2013 14. Like I know a lot of people who are who've really never done much and then just like within 60 90 days are doing a million a month. And it's just because there's a huge supply demand uh discrepancy between the amount of influencers that are there that want to make money and the amount of products to sell and they will just continue to populate it until eventually it becomes a stabilized market. But it's like when those when those market those land grabs occur, that's when there's typically outsized returns to be had.

1:02:47>> What do you think people need to be able to capitalize on these opportunities? >> I think you have to have skills. >> Just straight up. >> Yeah. Like you just have to have skills. was like I remember it was really funny like um our first ever conversation that we had um I was like man if I had your amount of following I was like I'd be a billionaire >> and I saw that as a supply demand um like and even so like when you asked just a few minutes ago like you know what's the what things are there now like I still kind of see social media still thinks there I still think that opportunity exists for people if you're good but maybe it's less so than when Instagram came out in 20 whatever year it was, uh, when you could just like just post pictures of you on the sunset and have like a million followers and and people would just buy because you had just had this insane reach. But I saw it as a as a as a the fact that we could still this the fact we could still advertise ourselves and get paid to do it is still mindboggling to me that that like opportunity exists. Like you can build a brand and get paid to do it,

1:03:46>> which I think is insane. >> Okay, so now it's arguable that you have his brand, if not even a bigger brand. M >> are you did you accomplish that goal? >> I I won't be public about what our stuff is valued at, but I think that >> we've done well. >> Yes. >> Yeah. >> The classic answer. That makes that makes a lot of sense. Okay. >> Yeah. Yeah. I don't I don't want to I don't want to make uh claims around things market values for enterprise value for illquid assets like private equity investments and you know, companies that are owned really depends only on the time that somebody's going to buy it. Um I have had um some of the biggest banks that you've heard of, things like that, out to this headquarters um to see what we have going on and they've been like,

1:04:27>> "This is going to be a fun one for everyone. Um hey, Alex. So, uh a lot of people over these last three days are are starting to post on the internet saying, "Hey, I'm >> the break. >> I'm I'm going to break down the Hormosi funnel. I'm going to tell you how Alex did this. is I'm going to tell you how acquisition.com pulled off the world record and I'm going to wager that no one knows cuz all everyone sees is just this. Um so my first question for you is I want you to maybe share briefly outside of

1:05:06>> Thank you. Thank you guys in the chat. I appreciate the reinforcement. outside of outside of the book and the playbooks, could you maybe talk about just for a second on >> the time you spent writing all the other things like what were the other things that you wrote? Talk about like the emails, the what just list people list something out because I want to I want to show how much effort went into that.

1:05:30>> A lot. Um so obviously there's there's there's 12 playbooks. Um, and that's it's it's like it's a lot. Like you stack it's a lot. That's 12 playbooks right off the bat. That's one thing. Um, the the Lost Chapters is an entire other book. It'sund It's let me see how many pages this thing is. It'sund and 15. It's the same length as offers, >> right?

1:05:56>> All right. So, the same length as offers. Uh, and there's the money models book. So, there's two books there. I also made the 70 business tactic audio book which was a prize for anybody who referred 10 friends. So it's it's 12 books plus three. >> Mhm. >> Then I made the affiliate blackbook which was basically the full playbook for affiliates to promote the launch and all the stuff that they needed collateral to do the promotions.

1:06:23>> So let's explain what that like. That's text messages, that's emails, that's posts, that's ads, that's all the entire affiliate plug-andplay playbook. Yeah. >> So, how long did it take you for example to write and edit money models? >> It was shorter than leads. Leads was the hardest [ __ ] >> Leads was rough. >> Leads was tough.

1:06:46>> Leads was tough. Um, money models was probably say, thousand hours. >> 1,000 hours. >> Yeah. >> And how many pages is it? Uh, I think it's 187. It's big text though or big big pages. Excuse me. >> I know. No. >> 180ish. >> Yeah. >> Guys, it's really hard to make a book this big, by the way. It costs way more money to make big books than small books. So, like we put effort into this to make them look

1:07:14>> Yeah. >> and easy to read for you guys. So, like the reason the books are big, Alex is very specific about it. We want to make sure it's easy to physically read the book. >> I want it to feel like a textbook and at the same time I want it to feel like a kid book. >> Yeah. That's partially the reason that I they're all big and colorful. Um they've got so many pictures because like if I if I if I if I really do believe what I say I do, which is that I'm trying to help as many entrepreneurs as possible start businesses, then I have to meet entrepreneurs where they're at, which sometimes is they're not even entrepreneurs yet.

1:07:41>> And so, uh like you will never hear the term cash conversion cycle inside of this book. Some of the more advanced business owners understand what that concept means. But I will describe what a cash conversion cycle is, which is like you get more customers to spend more money in less time. That's what happens right now. Now the end result of that is you speed up the cash conversion cycle which means that you can cash flow basically you can I'm going get you guys already you already saw the presentation is also like the more advanced you are the more you don't need to speak in

1:08:08>> right >> in that language anyway we don't speak like that what's our cash we're like >> uh okay make more money you know how can we do it faster so uh that's talking about the writing component then you did the recording component the full audio book >> yeah so yeah the recording the full audio book I also did yeah and the and and the actual course. >> Yeah, that's I actually refilmed the course three times. >> Okay, he did that was really big. >> Horrible.

1:08:33>> Yeah. >> Yeah. Horrible. But yeah, I just like I did it and then I was like, I can make it better. And so then I did it again and I was like, >> well, so >> I can make it better. >> I just want to call out for this is a lesson for folks where, you know, hand me a book. This is a lesson for folks where they're like, I wrote a book. >> Yeah. >> What people don't understand is this is the artifact. This is the prize. And then there's 500 things that go around this to explain why this is the thing, right?

1:09:00>> Yeah. >> Um then everything launch related started. So Leia, I have a question for you. How um >> this launch process? >> Yeah. >> The process of actually getting someone to own the launch, build the launch, you you you kind of set up and set the vision for that. Talk about that for a second. >> Well, we ended up rescheduling launch twice. So a launch this big, you know, we had had it planned, but then acquisition.com was growing so fast that pretty much all of our internal resources got sucked. And so it was really like, do we want to launch sooner or do we want to launch, right?

1:09:36>> And so then when it got to the point of like, okay, >> how can we? And it was essentially like, I mean, in the last two quarters, we brought on six new leaders, >> one of which was somebody to own this this project through and through. Um, >> and you got relief with Shawn. >> Well, yes, Shawn's here. Yes, that was enormous. >> Um,

1:10:01>> and I think that every single person >> I do not think it could have gone this well without every single person that we brought on. >> Yeah. >> Like specifically. >> For sure. >> Yeah. Um, and I think you know a couple of them replaced people too that we felt like I was like I can't launch and have any weak links in any area that is a threat to the launch. >> Can I can I I'm going to piggyback on this because I I'll share something that Laya probably won't won't say for herself but like

1:10:28>> one of the reasons that Ila is such a good leader and she is the internal leader of this company to be very clear like I I have a lot of public like I'm more public facing like to the degree that I'm public facing is internal facing. Um, and so like if you see brand publicly, we see that as culture internally. And one of the biggest ways that she reinforces culture is that she just simply is not okay with mediocrity. And so I think the VA like so many and it takes a very long time as a business owner. Many people don't graduate to this next level, which is just that they accept okay candidates. And it's like the people that like they never really do anything wrong, but they're just like they can never really own anything. You know, you kind of always have to check in and kind of nudge things along. And they're okay. And you know what? And they're not they're not mean. Mhm.

1:11:07>> They're well-intentioned. They're just they're just kind of there, you know, and um so many businesses unless you prune the tree and otherwise you can't grow because you have all these stunted branches that just weigh the whole tree down and you can't actually get the vertical growth that that you're looking for. >> So, you're great at that. You're great at pruning the tree to keep the whole culture healthy. >> Thanks. I think that going with that, you know, a lot of people, if we saying behind the scenes of launch, I'll just put it out there because I I don't care.

1:11:32Um you know, a lot of people ask, you know, who helped? Who' you guys sell? all this stuff. Um, I think that's messed up and I don't like that cuz it's our team. Like the reason this happened was like the vision that was set, the work, the insane work that was put into all these products and then the people that helped are the people that work at acquisition.com. Like that is who helped make this happen. And it's because we have amazing team, amazing people who were able to pull something off that many of them have never done before.

1:11:58Actually, I don't think any of them have done anything close to this. None of them have done a launch before like this. >> Yeah, >> I can say that. Well, I I'll tell you the interesting part that a lot of people don't know, and I'm I can go on record saying this is uh whatever funnel hack you want to do, you can't do this. Just telling you right now, you can't do this. And let me tell you why, right? Because most people try to do a book launch and that's not what we did. We have a business that helps businesses.

1:12:25So, we have an entire sales team. And if you had to turn on and spin up a sales team and teach them not just the skills but to also care, >> it is very hard to do. We have an entire media team to turn on an entire media team to run all the operations around it to come up with the entire $100 million green man concept. >> I I had nothing. I just I had zero to do with the green man. Nothing. >> It is impossible. >> It was their idea. It literally I I scripted none of it. I had I just was like they were like can we do this thing because and because it's such a good team they were like we know that you're really busy with the launch and that you're preparing you know the the slide presentation that you guys saw which was 1 1700 slides

1:13:05>> uh and you need to practice and all that stuff like can we just take over some of the content and we'll make it and they were smart about it. They're like we're going to make it faceless. So it's not like hey we're trying to promote ourselves on your on your behalf. It's like no we'll just create it was super smart and they crushed it. They're like, "We're just going to ride these viral trends." >> Yeah. >> Um but like make them business and book audience. And I was like, they crushed it. >> Well, and then you've got sales and marketing, but then we also to run all of this, we run events as a business.

1:13:32>> So we have a full events team. So to be able to actually do all of this, >> then you have an entire technology backbone to run >> all the technology, all the software, all the dashboards, entire process, all this, everything that you're all seeing on screen. You can't just pull up a team and go to a conference room at a hotel to do something like this. By the way, I will tell you about the unsung heroes in all of this. There is finance that runs in the background that has to reconcile all the monies across all the continents that all this is happening. There is legal that if you think that is not, you know, that's that's super super hard to do. Yeah, you guys that are all in different countries like we have to consult with CPAs that understand how to submit for tax returns in every country which by the way there's some countries you have to submit the tax returns in the country's language like uh there are certain countries in Asia where you have to submit it in their language so then you have to hire somebody who knows how to do that like there is just so much that goes into something of this scale

1:14:25>> us getting countries 80 countries turned on was like a herculean fee >> and we didn't know all this on the first launch and it was a freaking nightmare because then you find it out after when you're like oh wait submit this Hong Kong. >> Yeah. Yeah. We actually Hong Kongian. Is that what you just said? >> Mandarin Chinese. Yeah. But here's the other crazy part. And Alex, I love how you talk about this. The amount of time like some many of you think that you can funnel hack this, but what you don't realize is how many memos went into creating the the entire flow of the donation model that we have because I every time this was a talk, write a memo, get it by the strategy team, talk, write a memo, get it by the strategy team. We had to talk right we and we did this over and over and over again. There were several audles called as well. So you may think that you can put this structure together but that's why we're giving away in this as a part of the launch bundle the entire kind of launch blueprint for you to see the internal memos that went into creating this.

1:15:21>> That was only for the uh during >> people who were there for the live. So sorry if you were there for the live you will like you'll you'll get the launch bundle. >> Um so so couple more questions. What um Leila, you ran the last launch? >> Mhm. >> Mhm. >> What was what was different for you? What did what did you see from an upgrade perspective from the last launch to the previous launch? >> Honestly, the biggest upgrade was that we took everything into our own hands.

1:15:47>> Like we took the time like we used our internal business and essentially >> rented it to the launch. >> Yeah. >> And before we said, "Oh, we don't know how to do this. We've never done a launch before." So, we should rely on people who have. relying on the people who had was why we didn't get the result we wanted, right? >> Was why things broke. >> Yeah. >> And so this time it was like, okay, we're going to we had before this launch, you know, 3 days that were intensely training our team on the specifics of this launch. They already have know how to do the work. They get our culture. They get our values. They get our ethics. It was just like, okay, how's this going to go?

1:16:20>> I I'm going to give you guys numbers on this. So, we trained 90 support reps from scratch. Number one. Number two, we trained 300 additional phone reps from scratch. >> Number three, we got 40 in personal in like our 40 teammates that were not like dedicated, you know, they weren't doing something in the launch that were like we have we had HR people taking phone calls for you all who were like, "Oh, I want to I want to do the 800 and I had a payment issue that came up." That team is in our other building like they're they're working right now. Some of you guys are on the phone with them, right?

1:16:55Um, and we had to train all of them on like they're like they're they're processing payroll and we're like listen I trust you and I know that you'll be able to translate our brand better than any else. And so we we train them just to like be payment facilitators. >> Our executives we have executives on the phone. >> We have executives on the phone. Um, so, so if you add that up, 90 plus 300 and then transfer transfer training. And so we had over 400 440 whatever trainees that we had to do for this.

1:17:23>> The sales support playbook alone, >> yeah, >> was more detailed than most launch playbooks for the entire launches. >> I think the sales support playbook was probably somebody would sell that for like 20 grand, >> right? Just a sales just a support sales support playbook. um >> for our internal sales support. >> Yeah. >> Alex, what did you think? What was what was uh from the last launch to this launch, what was what was a different for you? What was an upgrade for you?

1:17:48What was a highlight for you? >> Um well, that everything worked. >> Yeah. >> You know, last time it was it was I mean >> obviously the last launch was great. Um, but we did have the link break and everyone was cool with, you know, no one no one was weird about it. But I was obviously super disappointed because 50% of the people who wanted to get on couldn't. >> I mean, imagine working for, you know, two years to do something and then having 50% fewer people. And of the 50% that got on, half them jumped on YouTube live luckily because, you know, Leila made a game time decision was like just get them on you like even though like because we had a whole Zoom set up and all the stuff and it and it broke. Um and so we lost half and then the other and half of the half got like a different experience that we were intended and so obviously it was fine and you know was it it was all good but you know we always see room for improvement. So the number one just the fact that everything worked.

1:18:37>> Yeah >> that was that was probably like from a highlight perspective um number one and then um it's weird to say but like I think the team is probably a highlight >> of course you know. Oh, it's so fun. >> Of course. Well, the the interesting part about the team that no one really understands >> is that >> we still operated the full business. And here's the crazy part. Not only did we operate the full business, last week, Alex still did a full consulting day to fill to to feed the the the AI.

1:19:08>> So, it's the last the last the last uh 10 10 businesses I I fit the week weekend before so we could get them in uh to the AI for you guys. Our team was working all the way up until this past Wednesday, which is the day then they started training for this. Yeah. >> So, our team hasn't had a day off. They've been on. So, you know, we're gonna have a party. But >> yeah, Hermosa heat. >> But I mean, also just like I think the willingness of everyone, not one person complained.

1:19:34>> Not one person said, "I don't want to do." Like everyone was like, "I'm so excited to participate. I'm so excited to help." Like >> everybody was getting in here at 3:00 or 4 a.m. on their own valition, staying until 1:00 a.m. 2 a.m. on their own valition. like we didn't ask. It's just like everyone's like we want to make this happen together. And I think that's just really freaking cool. >> Yeah. Um as you think about kind of behind the scenes of what we already know that the world does not see.

1:19:59>> Um there are there are entrepreneurs out there doing launching different things which we want them to do. So we're so grateful that you're able to do it. Use the better money model to do it. what what would be what would be some a piece of advice or uh something that you would share with them on what they have not seen behind camera but what is behind the scenes that hey if I were you I would consider doing that >> for launching something >> yeah for launching something

1:20:27>> I would say number one is you want to have a killer reason why um so I would say the more I the more you I don't want to say advanced the more seasoned I become as a marketer um the more I see the alpha in stories. So I'll explain this cuz try and have I and I've had this conversation. So um I told you guys I've been studying um like historic Deca billionaires and beyond like the wealthiest people in history to try to understand their decision-m frameworks and Rockefeller writes letters to his son and I imagine that those are pretty pure from their advice perspective because he just wants his son to you know be successful. And so in one of the letters he writes uh to his son, he explains how he became the largest uh oil refinery in Ohio. And so I think Cleveland is was his original his first city that he like kind of was in. And so he was the second biggest oil refinery there. And the number one guy was significantly bigger than him. And so he asked the the asked he he he tried he made an offer to buy the bigger guy out. And the bigger guy like laughed at him and like made fun of him and all this stuff. like if you learn more about Rockefeller like deeply don't like he's he doesn't mess with that. Anyways, so uh the guy kept saying more and more insane prices and finally uh they did a deal and so Rockefeller lended the financing, got the deal done and the guy afterwards was like you I totally screwed you. You overpaid for this thing like you're an idiot blah blah blah. And so what Rockefeller writes to his son is that he said he was only thinking about that deal. He said, "I was thinking about the next 22."

1:22:01>> And so in the next 60 days, what happened is that that one refinery when combined with his made him the biggest in Ohio. And so as a result, he then immediately rebranded uh General Oil or Standard O. No, I'm forgetting the name, but Standard Oil, I think, um as the number one in all of Ohio. And so with that branding, that story, he then was able to leverage that into closing 22 more M&A deals in the next 60 days, which he got smoking deals on. And so I see that as the alpha or the premium that he paid for that company is what he paid to get the return on all the next 22 deals that he did. And so some of the themes you probably saw some from some of the conversations we had today was how do we reframe this in a larger context?

1:22:48>> And so if I'm going to launch something like you got like I'll this is behind the scenes, right? So what's the larger context of the money models launch right? So we have multiple that are in my opinion additive. So number one is I want to get books in the hands of every entrepreneur in America. And the real reason for that is because books and and and training education is the thing that's changed my life. I'm I will I will go to the grave with that. And you know there was even an earlier I had an early person who was like man you need to hardcore like basically pretend that part of your life didn't exist right because that that space is so such a cesspool and it is and the main reason that it's a cesspool is because of promises that are gone undelivered not because education itself is inherently bad obviously and so I am a product of the alternative education uh system you know what I mean like I've bought every you know course book tutoring coaching everything under the sun because I just want to get an advantage I always want to learn and So meta concept number one was I want to get a book in the hands of every entrepreneur. Number one. Number two each book is it was intended to be a meta concept. And so I wrote all three books more or less at the same time but they were like it was like this this massive thing. And so when I realized I was like this is too like every I I gave it to like initial readers and they were like dude I it's too much man. And so that became I had to split it into three and it made offers, leads and money models. And so because I had all three books at the beginning, I was like, "Okay, what would be the most badass S tier thing of all time? It'd be like, wouldn't it be amazing if I could do a launch of each of the books demonstrating the concept of the book only?" And so offers, I hadn't talked about advertising yet. And so I didn't advertise it at all. I just posted it once and said, "I have this thing." And I think I had like 10,000 followers. It was like not a huge, you know, followership. But because of the quality of the product and because of the offer itself, which was it was 99 cents, I think uh when I when I premiered it, um and it came with a course that you didn't have to opt in for and it had all this stuff and it was really exceptional. Um it spread on word of mouth alone and it sells thousands of copies to this day because of word of mouth. Then the second book is like, okay, well now that you have an offer, then you advertise it. So then I got to use the second skill set and weave that on top, right? And it's like and then that that showed what combining those two things together crazy offer plus crazy advertising. But then money models is okay well how do you monetize? And so what I wanted to have happen what I thought was like the most elegant S tier thing ever would have been to launch $100 million money models to end the trilogy of the $und00 million series with a $100 million launch. And so this took four years from beginning to end

1:25:32>> uh to do because I released offers in July of uh 20 one and then I released leads in August of 23 and then I released money models in August of 25. So two years apart every time and so each one added the next layer and so that was the meta concept behind it. And obviously we you know you probably did the back of napkin math here. we surpassed 100 million for the launch. Um, and so that was the that was the meta concept uh for the launch itself. Third meta concept was how do I position this in a way that I can get buyin from business owners to foster and model reciprocity.

1:26:15And so by taking the action of donating books as the key CTA, what happens is I so like if you think about again the meta concept, I start the presentation by giving a huge amount of stuff away. The money models uh system, the course, the money models book itself, the audio, um the lost chapters and the 90 days of school, right? All free for anybody. Okay? Comes Tuesday. Relax. Comes on Tuesday as in tomorrow.

1:26:45um you'll get all that stuff and that's because we wanted to finish the launch and then you'll have it okay but if you think about modeling which is the primary way that you can influence and teach right um I modeled giving and then the CTA was hey I just did this cool thing in front of lots of people and if you like that thing then you will want to model that behavior which then means when I give you the opportunity to model that behavior via donating then you will learn the loop because my life has changed because I learned to give first.

1:27:15It was something I'm very fortunate that happened to me earlier on in my career and I always gave first and I've gotten I've for sure I've been taken advantage of. But I've had more opportunities that presented themselves because I gave first. And so with that then you've probably already seen it already a lot of these um uh posts already of like hey I want to give away 200 books. I want to give away 200 books. And the thing is is that now thousands of entrepreneurs are going to give first to their audience and then see how much comes from that.

1:27:44And so like I don't think I can change the world. I'm going to try really hard to change my world. And if we can have that tiny dent of shifting how reciprocity and how advertising occurs, which is people actually giving more upfront, everyone wins. The marketplace wins, customers win, and business owners win. It's a virtuous cycle. Everyone assumes it's a zero- sum game, and it's not. that's additive. The whole pie gets bigger. And so, um, by by framing it in that way, um, it allowed people to identify and take the first action that they just saw modeled in front of them.

1:28:17And so, that was the third metaccept of it. And the fourth, I know like this was took years to to plan. So, you're like, man, there's a lot. It took two years, man. It took two years of my life. Um, was I do genuinely believe like I'm an entrepreneur at heart. I believe in capitalism. I think there's flaws with capitalism, but I think that we don't have a better system up to date. Um, and so the fact that all of the non-fiction book sales winners, all of the records were owned by politicians who who I don't want to say never had businesses, but like the reason that they sold their books was because of the state sponsored media that and and I say state sponsored lightly. I mean it was taxpayer dollars and whatever, you know, that funded it.

1:28:56I was like, well, that's that's messed up, you know? I mean, like we I was like, one of us should have that. And so that was that was the the catalyst behind trying to also break the record. Um and so yeah, and then obviously it's like okay well then how do I take care of all the people who who who follow and consume my stuff as well because I have to serve multiple audiences. I have people want to start a business and obviously I have I mean you heard a bunch of phone calls today like I have tons of you know legit business owners who follow our stuff and so yeah thanks and so uh that's why we we uh you know we became coowners of school right and so that was again almost it was 18 months ago whatever that was um again in preparation for this like when when Sam and I did that deal um which we started talking about at no before we started talking about it 6 months before my leads launched to give you an idea of how long this time horizon's been. We talked about this launch and the stipulations that I had then like that's that's what it was. I was like how can we get school to be as close to free as possible.

1:29:57>> Um and so that's when we came out with the hobby plan uh uh which is $9. And just so you guys know anybody who signs up for that um there's a link you'll get tomorrow. Uh it's I'll tell you what it is momentarily. Uh but when you get that that that rate is lifetime. All right. So um that's a lifetime low rate of N bucks. So kind of cool >> after your 90 days free.

1:30:21>> What what uh to bring us home, what is your piece of advice for someone who is thinking about doing small medium launch or thinking about launching something uh doing something in their business. They've only seen what they've seen on the front end from the back end. What what piece of advice do you have? You know, I see a lot of comments that were kind of coming in as we were talking about it, which are like, are they holding back? They're not telling us the whole story, like all this stuff.

1:30:47And so, I think just like for anybody watching, like the one thing that I learned is that when I was unsuccessful, I always thought that there was like a silver bullet that these really successful people weren't telling me something and that they were all BSing and lying and there was something more to it. And then I became successful. And then I realized that no, I just had a broken view of the world and perspective. And that the reality of it is that it's just so much work. It's so much more work than anybody can anticipate. And because of that, people don't believe that it's that you actually do it. And they don't believe that you can actually. And it seems so far away when you're first starting that I get it. Like you don't believe that that's possible. But like when we sit here and we tell you guys what's going on, like that's because this is actually what's [ __ ] going on. Like we're not holding anything back. And I actually I take offense of that cuz my number one value is honesty. Um but like if you don't believe that that's the case, then that's the problem, not what we're saying. Like you have to understand that it is just a lot of work. And you know, it takes trade-offs, which is like if you want to do a really really great launch, it's like anything in life. if you want to go and say I'm going to have a kid or I'm going to go and move across the country and buy a house or like it takes a lot of energy and it takes energy from other things. And so if you want to do that, I think you need to look at your life and say, "What am I willing to put to the side? What am I willing to sacrifice for this time?"

1:32:11Because whether you make the choice or not, you're going to sacrifice it. It's just a matter of if you choose what you sacrifice or not. And so I think that that's honestly what I would say. >> Yeah. Um, I will say something that Alex Leel won't and I'll speak for the entire team when I tell you this. The the easiest way to win more in whatever you're working on is to up the bar of whatever you think is reasonable. That's it. Cuz the reason why we are probably in hour, I don't know, 30 of a live stream here where it is what the reasonable bar is. He's going to do it for two hours, maybe three, not three full days of this. And the main reason is the the bar of unreasonleness has been achieved, right? The comments around are they going to continue going.

1:33:01This the all about being unreasonable. And the reason is if you are unreasonable, then you will want to do things that no one else would do. And I will tell you this is a super big uh kudos to our team because the team believes in the ethos of just being unreasonable. It's everything can be done and it's it's amazing to have a a players and a partners and and and an a team overall. But when Leila tells you that we are sharing everything, there is nothing to hold back. The the bar for how unreasonable this is is so high. And outside of just the book, outside of the effort, what I wanted you to see was all the effort that Alex put in first, the team put in second and the entire delivery of all of it third because it's extremely unreasonable. And so the more we can all normalize what is unreasonable, the better this this will be and the easier this will get for you.

1:33:54So if there's any gift that this this entire experience on this side of the camera has given you, my hope for you would be to change to normalize what is unreasonable in your life because when you when that shift changes, everything will change for you. >> Yeah. >> I'm going to I'm I just saw somebody Sam Serio. He said, "Uh, yes, but how do what exactly? Like what exactly should I do right now? Put in more work than needed." Dude, part of the work is figuring it out.

1:34:24Like that's that's the work, man. Like if I said, "Hey, I want to start this launch. Just tell me exactly what to do." Like the world's not going to give you that. Now, I do my absolute best of like, "Hey, the these specific problems. Your show rates are low. Your close rates are low. You know, people aren't buying fast enough. You need more leads. Your your ads aren't converting." Like all these things, right? Like there's specific solutions for that. But if you want to like if you want to do something big, the whole nature of doing something that's historic that no one's ever done before is that no one's ever done it before. And the alpha is in figuring it out. is your ability to say, "Okay, well, of the things I already know about the world, what are those things generalized to understanding how to make a guess about how this is going to work?

1:35:00>> We don't know." Like I like like so like no one has had like I don't know anyone who's done a donate books offer. >> I don't know anyone who's done that. Also, it was it was a it was a 50, you know, a $6,000 price point. I don't know anyone who's done that from a from a large presentation. I don't know. Um, and but like the the pervas the the pervasive uh you know lore is like never above three. It's always like that's like almost like a law. It's an unwritten law. And I was like, but I don't know. I think that if we you know, like it felt unfair considering people pay $35,000 for one of them to to charge to charge three. Um so I was like, no, I think this is the the right thing. Um we were able to even get, you know, even the fact we're even able to get a firm um to do this was because we had physical products. So like we fronted all the capital for all this stuff. You know

1:35:51>> what? >> I don't know. I see people coming. >> Yeah, people coming. >> Many millions of dollars to it. >> Um while our team's getting ready to come, I will I'll say this. I've known Alex and Ila many years. And for those of you who think that, oh, someone else ghost wrote what Alex wrote, you're crazy, right? Uh oh, come on. And no, no, like someone else wrote the emails, someone else wrote the webinar. And the crazy part is you actually know that Alex made the slides because

1:36:19>> you know that Alex made the slides, right? Because we could have ugly >> because they're No, but but the interesting part is Alex made the slides to show you that Alex made the slides. And I think that is super important because um Alex's ability to take a phone call and give you advice is because he has all the reps doing this. So you have to understand that this is not that the reason why you saw 30 hours of this is to prove that this is not ghost written. This is not staged. This is not something random. This is not a framework that is stolen. Like this is not somebody else that taught some random webinar framework. Like this is not it, right? And it's important for you to see that. It's also important for you to see the entire team rally behind what exactly what Lelo was telling you about because we have an entire team waiting to celebrate right now after 3 days and 30 hours of being live. And I wanted you to see how we normalize being unreasonable because what you see is what you get. And you're going to see a lot of hey, let me uh let me funnel hack the hormosy, you know, 3 days.

1:37:20>> There is no magic behind this. And we wanted to show you that it was 3 days of unreasonable effort to show you how much we care about you, how much we love you, and how much we want to get this in your hands. >> And anybody who claims that they are the reason that this launch happened or that they sold a methodology is selling you a pile of [ __ ] So you heard it first from me because Chiron and Al Alex will never say it and Shiron's too nice. So I don't give a [ __ ] Okay? We did this all on our own. Our team is a bunch of [ __ ] ballers. If you like this video and you're a business owner who wants to break through your current revenue ceiling, I distilled every lesson from scaling 10 businesses past 10 million and three businesses past 100 million into a completely free scaling road map that I've used to go from 0 to 1, 0 to 10, and 0 to 100 plus. And so you can click here and you can check it out.

1:38:02Again, absolutely free. And since you're a business owner, appreciate you. And uh enjoy.