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0:00Uh, we sell health insurance, life insurance, retirement planning to uh middle income Americans. Uh, we uh currently about 4 million in top line. Want to be uh about 10 million here. Um, I think we can do it in 2 years. Um, our constraint is we've got two locations, brick and mortar. We have a DMA about 90 miles um from our you know, uh brick and mortar. We're at max capacity at this point. Awesome. >> And so we need to you know, we're looking to bring another location on outside of this DMA, right? And so how do we efficiently as we're thinking through the strategy um find good talent that we can eventually groom into leadership to lead that office. Um, and then um do so cash flowing as quickly as we can because one of the challenges is uh taking somebody from unlicensed to licensed to learning the business to we have a 6-month sales cycle as it is once we start marketing.

0:53How do we do that as efficiently as possible? What stops you from taking one person from your current locations and giving them the opportunity to own a small chunk of that one? Yeah, we we've we've thought about doing that. Um and then the thought process is there where we kind of disrupt the flow of that existing office. >> How many guys are in each office? Um, they're small. So our our West West office is two people and then we've got five in our in our home office. Okay.

1:21Yep. Do you think you can take one of the five? Uh no, not No, I don't. I don't think so. Okay. >> Mhm. No. Well, which problem would you rather have? So either you can take your five location and bring it down to four and then backfill within that location that's already cash flowing positive, has the culture there, and bring somebody else in. Or do you think it'll be harder to get somebody who's brand new, not surrounded by anyone, to get up to speed?

1:49I I It's a great question. I I don't know without testing it and I know that you know, both have risks and you know, you know, we might you know, we take somebody who's a Yeah, exactly. So I'm always thinking about how do we mitigate the risk and >> Yeah. Yeah. Um So I'm I'm I'm leading to where I'm where I I think that it is lower risk to take one of the five and bring them over to the other location and have them seed that with all the values and the culture that you know, they already know how to run the business. And so now you only have one new variable, which is the location. But you know the guy's good, you know he's going to do your values, and then you can spin that location up.

2:22And then the location that you have that is your mothership, it can take a little bit of a dip, right? If it needs to because it can weather that. You've got cash flow, you've got existing contracts, you've got uh premiums that are coming in. If you do new guy, new location, everything's new and you're not sure is it the market that's bad, is it this guy who's bad? Maybe he's good, but he's not a culture fit, but now I got to turn the whole location over because he ends up hiring two other people underneath him that also aren't culture fits. So like to me it's it's it's a pretty straight like I think the risk on going from five to four, taking the one of the best guys, giving them the opportunity for his career to advance, which also paints a picture for everyone else in the organization that hey, you do a great job you might be able to have your own office that you can lead.

3:07I think that's a really good story and you're in the talent business. Mhm. It's hard to find good guys. Right. For sure. Yeah. I own insurance companies, so I I I get it. Question for you to follow up on that then. So to efficiently scale that quicker and continue to duplicate that then um you know, we've thought about that as as as a model for it. So then it but it it's kind of slower. We got to build this up, find a guy from here and then move him here, right? Guy or girl from here. Or how do we eventually across state lines now find somebody that's two states over, you know, and you got somebody that's like I don't want to move two states over. Maybe they do because the the upside's so good. I you know, so

3:44>> It's opportunity. Creating good enough opportunity. Yeah. And this is career pathing. I think it's actually really good for the business. Cuz people do eventually they build a big enough book of business. You know, I'm thinking about hanging my own shingle. It's like, cool, let me just take care of that for you. Hang your own shingle, but under our bigger flag and you get all of our systems, all of our infrastructure, all of our our support, our lead generation, everything that's in that area we'll just immediately send to you. You'll hit the ground running. So from initial onboarding having a good process that's thought out since in you know, from A to Z, hey, if you get to this point, this is an opportunity.

4:14Yeah, and I think that paints a really compelling picture. Yeah. That's what I would do. I also would just this is for everybody. A lot of the problems that you have are based on timeline Mhm. which is just like an arbitrary line in the sand that is like I must get to this point by this, you know, by this date, which is basically irrelevant, just made up. And so I think at the end of the day if you thought, well, what would it take to make this, you know, insurance company one of the biggest in the in in the US in 20 years Mhm. you would probably grow very strategically off of this culture that has worked really, really well and trying to seed each location with the best best seeds from the ones before so you just keep those values kind of all the way through.

4:54So I think that's the much lower risk path. Appreciate it. Thank you. 100%. If you are a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling roadmap, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly, where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it.

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