From Fitness to Fortune: Strategies for Scaling and Building Winning Teams
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- Leadership is the most important skill you can learn. And what that means is like, you're very good at finding talent. Like if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at anything, but you knew how to find people who were good at that, that actually would overcome your deficiencies.

I know like two people where they're like pretty useless at business. And I'm like, dude, how do you make so much money? And then it's just because they've got a bunch of good people around them. And so if you can get better at like hiring staff and finding A players, all of a sudden you notice like, oh, there's really not any problems in the business because you can trust that that person is going to do a good job. And that just took me years to learn. My name is Rudy Moore, host of Living the Red Light podcast. And I'm here to change the way you see your life.

in your earpiece every single week. If you're ready to start living the red life, ditch the blue pill, take the red pill, join me in Wonderland and change your life.

What's up, guys? Welcome back to another episode of Living the Red Life. Today, we're going to talk about both of our journeys in fitness, where we both started, going to many, many millions, up to 100 staff, how we both survived this space, thrived in this space, the lessons learned in the coaching space with my buddy, Tanner. Welcome to the show. Thanks for having me, dude. Good to see you.

Excited for you to be here because out of everyone, there's me and a couple of other people we're friends with that I think we started 10 years ago, however long. We're both in fitness and then we did well there, built a business, then got into coaching. But not many people get past the 10 million mark, grow big teams. So I want to dissect today for everyone listening what made us different and how we did it, right? Because a lot of people that are on that journey that we've been through,

Right? And they can learn. So just if someone doesn't know, do you mind just recapping? - Yeah, so quick recap about me. My name is Sarah Chister, I grew up in a family of seven kids. So pretty big family, religious family, four sisters, two brothers. Dad was a teacher, mom stayed at home. So it wasn't a lot of money growing up. And because of that, I wanted to get rich, you know, make a lot of money.

And up until I was about 22, it was pretty much to play in the NFL. That was my dream. Like, I wanted to play sports, play in the NFL. I got very into weightlifting, mostly because I got bullied as a kid. I was a little strange. And then at, you know, 22-ish is when that ended. And I had a mentor who convinced me. He's like, hey, you should drop out of school and start a business. And I was like, you're crazy. And

And eventually I did drop out, but it took me two to three years to actually start making money. But once I started making money, it just blew up really fast because I kind of, I feel like looking back, I, there's three things that really make you a different person. And it's like skills, obviously, criteria, um,

characteristics and then beliefs. Right. And I think I just was doing all this work on beliefs and characteristics without knowing it. And so finally, when I got the skills, things just blew up. So in a short amount of time, like six years, we did 100 million in sales and it was it was pretty crazy.

yeah and you know 100 million sales and you built teams about 100 similar to me right so i want to dive into like what were some of the biggest uh jumps and lessons during that journey i think one lesson that i look back now and i didn't realize is i was lucky i had my brothers to start with because i could trust them and i just and they were good in the business yeah i mean just to be frank like at first i didn't train them very much so i was like

Figure it out. And I just would get mad. I'd scream at him. But that actually gave me like some latitude to grow really fast because I had reliable people. Outside of that, I think a big mistake I made when hiring is I didn't hire them before I hired them, meaning I didn't test people out. And I wish if I could go back, I would have tested people out, meaning, hey, like a sales rep, I would be like, hey, here's some calls. Here's a script. When you're ready, like we're going to give you a live call. If you close it, you get paid.

you know and like trying to actually test people out before you bring them on because you bring people on and then you waste all this time and ramp up period getting them up to speed and then they're not even a long-term fit and a lot of people like like i learned from going to 110 staff especially w2 in office like a lot of them straight up lie on their resume too it's not even like yeah you know i don't know how it was for you but i didn't really look at resumes from the standpoint of where they go to school it was just

what experience you had. But even that, like people like we had somewhat like people working for us where they're like, oh, produce shows at Netflix. And then four months later, I fire them because they're useless. And then you learn that they were like sweeping the floor at Netflix. So they weren't. So they were like what they were saying. Yeah, it was like straight up, like not even like a lab.

It wasn't even a little, yeah, it was just like completely bullshit. Yeah, yeah. So you do get it. Like, I think it, just to emphasize the point though, because we've gone back to doing a lot more like, hey, you want to work with us? Well, we're going to put you through a two week probation and test you. Yeah. And then make a decision. Because I used to be more. It feels like, it feels on the front end, like more work. But I think in the long run, it's actually better. Yeah. Right. Because you don't waste time. Because what actually hurts the business the worst is the onboarding and the offboarding.

and the trusting of they've got that now and then you find they don't. - Right, right. Like it's just better if it takes you longer to like, and you have to work with more people up front, but then you find that like longer, I guess, person on the back end. - And we've streamlined that too for anyone listening. Like, so now for most of the roles we test, we literally have like a doc that's like test one, here's how you're gonna get paid, here's how to do it, here's what you've gotta do. Once approved, go to test two. So it's like now we just hand them this packet.

So it's like, we tried to automate it. - I think that was the other thing is I didn't have like set SOPs and KPIs when I started. So, you know, like now they can come through and it's like, right, here's the job. Here's exactly what to do. Here's a video for everything. So if they can't follow that, you're just like, you can't work here. But in the beginning, when you're growing really fast, I think,

having that structure just like it sounds nice on paper, but it's like sometimes you don't get to build it as you're going or you build it too slow. Like, and that's just reality though. And I also think like as entrepreneurs, it's great hiring mentors and everyone that tells you to do this. But I think part of us entrepreneurs, we like have to get punched in the face to learn.

Yeah, like ultimately you have to go through it. Yeah. Ultimately, like one of the best learners is experience. Yeah, you can like read stuff all you want, but like there's no there's no substitute for like having a kid and then probably reading about how it's like not anywhere near the same, you know, so probably similar. So so on the journey, so like testing people better, maybe having some, you know, building out the systems process, SOPs. What about the marketing sales side? Like we both obviously have a gift for selling. And, you know, I lucked out on that. I

I'm so glad I was good at sales and marketing because I see horror stories all the time. Like people are like, oh, this person says they'll come in and run all my sales and marketing. I'm like, yeah, but like, why would they run your business for you? Like, it doesn't make sense.

Like the one of the best benefits I ever had was door to door sales because door to door sales teaches you so many skills very quickly. It teaches you not to be nervous. It teaches you to be quick on your feet. It teaches you like to just be bold and aggressive. I think because of that, that really helped me grow faster because I was able that was like one of those things I could just tell right away. It's like you're full of shit. You're good or you're not.

And there's some positions you're not as skilled. I think being good at sales and marketing is more important in the beginning than it is to be like product or client fulfillment, right? You can come back and get better at that. But like in the beginning, if you're not good at sales and marketing, you can't make any sales. You don't have a business, right? You don't need product, client fulfillment if you have no clients. Yeah, yeah, yeah.

And it's funny you say the sales side because, you know, I was a personal trainer for three years in a gym. And you're like, I was 17, 18, 19, 20. And like you legit had to walk up to someone like running on a treadmill and try and talk to them. Yeah. And it's like, at least for me, I don't know how it was for you. But when I did door-to-cells, like two months, I'm probably really nervous when I would knock on that door. Like my heart would like beat. And after two months, you're just like, whatever. Like you just get so used to like...

abnormal situations that i think it just made abnormal situations the normal so i was like i'm not going to even get nervous anymore because who cares because because i realized it didn't really matter for the situation like it doesn't do anything they are not they don't care as much as i think they do this isn't as big a moment as i think it is and you're never going to see him again oh and that was a big thing too is you you just realize like i'm never going to talk to that person ever again like literally not ever again in my entire life and once you start to realize that it gets a lot less scary

Yeah. So, Matt, you know, what would you say is a question then? Because I do see, you know, and probably you too, we coached, we've coached a lot of people, the entrepreneurs and CEOs that don't have the sales and marketing background. I think they struggle so much because they don't know how to hire their agencies, do it themselves. Yeah. What advice would you give to someone like that? Dude, honestly, like...

If people are willing to do it, obviously very few people are, but dude, going and doing door-to-door sales for like two or three months would absolutely change someone's life. Like I even look back today, to this day, at the hardest thing I've ever done. And some people are like, you know, was building a $100 million company the hardest thing? And I'm like, I still think door-to-door sales was harder.

Well, you're literally just walking around getting the door slammed on you. It's mentally just a beat down. And it's like pretend you're working out at the gym and people are yelling and screaming at you at the same time. That was kind of what it was. And so I would tell people usually like do that. If you can't do that, the next best thing is just to get on some type of sales team and get your feet wet. But there's really nothing that's going to be an experience in that realm because like you kind of hear what people say, but there's a difference between like

hearing and implementation but like for me door-to-door sales was by far what made me so successful because when i finally sold like online services i was like

dude, this guy actually wants what I'm selling. And that was so different for me, but it was so much easier, obviously. And your sales experience, did that help you a lot in training the sales team? Oh yeah, because it's like, just copy me. A lot of the times when you're building the business to start, you're not hiring people smarter than you because you can't afford it. You're hiring people to

follow you. So the better you are at the skill, the easier it is to get results because you say, guys, this is the script. This is the cause. This is how it should sound. Do it like me. Right. Versus a lot of people who like I just

I just don't see a lot of people very successful at business who are not good at sales or marketing because that's how the business grows in the beginning. Even like the billionaires, when you actually learn about them, a lot of them were like, had a sales or marketing background. Right, because like end of the day, it's like you have to convince a stranger that what you have is a good opportunity

a product and like i just don't understand how someone can't be good at that even like like today for example we had this uh we were like short on staff and like i had to go in and uh message on one of our sub accounts and go high level and like i haven't done it in three years and i booked three calls in an hour and like our normal kpi 0.5 per hour so i had three i booked six times

as many calls, but it just so natural to me because like, Hey, like how's stuff going? Oh, good. Great. Like what's your goal? Great. Oh, like why is it? Why are you struggling that? Oh, have you, have you thought about getting help? Oh. And then you just like offer help. It's not like that complex. And, and I think also like sales and marketing at its core is persuasion, which you're going to use to lead your team, to persuade a business partner, like understanding that psychology, it goes into everything. Oh yeah. A hundred percent.

I mean, to this day, I don't know why that happened, but I still think getting my feet wet in door-to-door sales helped me because when I got to online sales, I was so far ahead of the curve without realizing it because I had nine, I did nine months.

and it was usually like after drive time like it was eight hours a day six days a week so that's 40 something hours a week of sales practice it's like it doesn't get much harder better than that yeah okay and so let's just shift now about i would you know people are like 100 mil that's a lot selling you know online what are some of the

tactics, like the types of funnels you used and things that really worked for you. Sure. The best thing that's ever worked for me specifically, I don't know why it's worked better for me than other people, but it's like DNL. It

it drove me bonkers because to this day, there's people who just have better like straight to page funnels, but like for whatever reason, they just have not converted as well for me. I don't know if it's because my VSL is not as good. It's like, but everyone has their thing. Like mine was always low ticket. I've done tons of millions. Yeah, everyone has their thing, right? And so DM ads have been great for us because when they come in,

they get the link to the training and they can get their email and phone number, but then like our setters will go in and they like have a full on conversation. And if they book a call from the conversation, great. If they book a call from the opt-in page, great. That's been good. Outside of that, we did do a lot of low ticket too, but out of all the low ticket, the thing I always hate about low ticket is like one and done sales.

right so you get 97 bucks and usually low ticket it's like 50 liquidations what you want so if you spend 100 grand you make 50 000 up front the best low ticket funnel i've actually ran i thought i was going to get massive chargebacks and disputes and so we call it forced continuity and what we do is we sell a three dollars two dollars ninety five cents so it's really three bucks but it's you can sell whatever and but we sell my book on the front end of the ebook so we actually make a little money and not just like waste 20 something dollars on shipping

And then we put them into a seven day free trial in our community. We call it forced continuity. And for whatever reason,

we don't get a lot of cancellations or upset people. And so what's happened is what we've seen on average is usually for about every $10,000 we spend, we get $25 increase in MMR. Wow. And it's worked great. And so it's kind of nice because you get those low ticket buyers, you can still send them, but you get them in a $97 a month continuity. And like that makes it feel more worth it to me

than just trying to sell a low-ticket buyer and then try to get them to send. Because sometimes that's really difficult. Yeah, we tracked it over...

thousands of clients, tens of millions. And we got up to 7% with a send, which was like, we started at two. - And that's like even crazy that like. - We started at 2% and we got up to seven over the years. - And even that's like crazy to think of like how many buyers you have to go through to get them to buy your stuff. - And I would say I'm one of the best in the world at that part. - Right, and so I would say like out of the best funnels, like that got the most money, like the quickest, add to DMs was the best. Then there was probably that forced continuity funnel.

And then there was like very, it was always variations. Do you ever do much with webinars? Ever crack that? Not really. Like we did, like in the beginning I did automated webinar, but like, I didn't really, I don't really view that as like a legitimate webinar. It was more like a BSL. Yeah. I was, I never did like, I did, you know, a few mil with webinars, but never like tens. I never, it's funny how everyone has their thing. And I think that's important if you're listening, like,

Don't I think because at one point I became obsessed of trying to get like all of them working and making me tens of millions And then my energy got split between like trying to get a lot of DM low ticket BSL Yeah, when you actually go back to the book, I think about the most is ready firing by my yeah masters in Like I think the way he describes it the best is it's not necessarily you need a bunch of funnels selling the same thing It's like you need to have different products

And like really what he talks about in that book to scale is he says you get something working and then you scale it and then you create a different variation. And sometimes it's not like a completely different product, but like in his book, he talks about newsletter business. So he created a new newsletter, but it was still a newsletter. And that's how he really scaled his company. And I think that there's a lot of wisdom in that than thinking, all right, like we got it working with a webinar. Now we got to get it working with this. It's like whatever works the best is fine. But I think ultimately,

when you run into scaling issues, it's because like people are just seeing the same stuff over and over and like they've decided like I'm never going to buy that. I don't need it. So I need something else to buy. I teach people a lot like a good way to look at it is just put in a new outfit on. Right. Like you're still the same person and body. Right. But sometimes you got to change outfits for people to take notice. And that's

the best way because I think sometimes we try and create a whole new person. Yeah. And I've spent hundreds of thousands of dollars and like today and a great way to test is like just send an email like today. We we I was asking my team like what else can we sell?

Right? To make more money. What else can we sell? And my team's like, well, let's... We could test out selling a done-for-you VA service. And I was like, okay. Like, let's send an email and let's send them to a type form. And the team today is like, dude, we're getting killed with, like, applications. I was like, cool. And if it works, then we can scale it up. And if it doesn't, no big deal. But, like, it's the same...

buyers that we've already had. It wasn't like we ran a new ad. No one even knows about it right now. We just ran it to our email list. - Yeah, I do that and Instagram poll too is a great way to test. - Yeah, and I think a lot of times we just get stuck in a rut of doing the same thing over and over. And even I found myself this year,

You know, sometimes you just get away from the basics because you've been doing it so long, right? And so you forget that the basics are what made you successful, not like all this other shit. And that was hard for me because when we got to 100 staff, I was like changing who I was. It's like now a CEO and I was filming my Amazon Prime show and working with these celebrities. So I, for the first time in my life, I got off my marketing call and I had a nine people marketing team doing a daily call. And that year, like our revenue dropped.

because I left the marketing pool, right? And now I'm back on it. And I probably will never leave it again until I'm worth like hundreds of millions. I think there's certain things like it's just hard to replace yourself with unless you find a true number two. But like to get a true number two, like usually- But they might still not be good at marketing. Yeah, or you just got to be willing to pay the piper because I think sometimes like we're like, oh yeah, like I found this guy and he's willing to come in for like a good amount. And like, it's a good amount, but it's not like it doesn't hurt. And sometimes I think like,

if your skills are high enough you got to be willing to pay that person where it's like fuck this kind of sucks but it is what it is i have to get this guy and i make it fit too now like i do my marketing call at eight in the morning when i'm at the gym so i'm like just on a headphone giving ideas and approvals so it's like it's not a chore it's just like it's just like it's a lot easier when you don't have to but it's like those little ideas i do give or approvals like i'm

create massive effects. So if you're listening, I think it's like always look at what's your superpower and how do you create that mass effect with it. Yeah, 100%. So next question for you, you know, you're testing these things now, you're constantly innovating. How as an entrepreneur do they juggle selling their core product and sticking to the foundations and knowing when to create new products? That's a great question. I think the way you know is just like when you start having issues with scale with ads, right?

Right, because ultimately, like if you're spending two count ads, you're making eight. Then it's like, OK, if I spend four, I'll make 16. I'll make six. I'll make. Yeah. And it keeps going up. So eventually, though, with ads, there comes that blocking point. And the first thing I try to do is like optimize. So it's like, hey, can we look at the sales team? Can we look at the ads? Where can we optimize? But eventually you kind of see like, hey, like.

we spent about 200 grand on this and we're going to make out eight. And every time we've gone up from that, we really don't make a much more, but it's a lot more bullshit. So I think like in that

it going back and looking at like ready fire aim michael masterson and like some other books that's when i should have just stopped having ego of like oh yeah we can like force it and then maybe make something else because at the end of the day no one really cares like you don't really care how you get there you just want to get there i just think the issue is a lot of people they'll lose focus too soon like it gets hard and so they're like oh

"Oh, I gotta make something." It's like, no, you just suck at marketing. But eventually, if you're at a high enough level, it makes sense where it's like, "Hey, instead of trying to keep pushing this thing, let's maybe sell something else." And that's where you can look for another opportunity. Or even now where I've made millions of dollars, I've invested in other companies that

I'm like, okay, like this guy's running the company. It's a different avenue. It's different leverage. It's like different, right? It's like gives me a different way to win. That's unique. And I think that's important. Well, and I want to add to that. I just had Damon John on my podcast. We were talking about licensing.

And he grew FUBU to hundreds of millions through licensing. But as an entrepreneur, we don't like licensing. So when he was licensing clothes, what does he license? He would license other stuff. So he built the clothes, but then he was like, well, I can sell shoes to all my customers, but I don't want to learn how to sell shoes anymore.

So I'll let a licensed person... So he would license it to another company. Yeah, yeah, yeah. But we don't think about that as entrepreneurs, right? We just try and do like hammer and nail more ads. Yeah, just like figure it all out. But it's like you can create these JVs and cross... Like in our industry, the simple version of licensing is...

JVs and selling additional services like if you sell say you do this VA offer right you could sell 200 grand of VA offers and find someone that has a 10 grand a month VA agency that's awesome at hiring them and training they're crappy at marketing and now you basically create what is not deal with the fulfillment yeah because the fulfillment is usually the biggest nightmare with sales like

actually fulfilling on the customer and most of us listening are marketers so we're great at the selling part and there's most people are sookie at the marketing part we're always worried about a reputation going down through the fulfillment not through the actual marketing yeah so so i think listening to like like licensing in the big billion dollar brand world we can still do in the smaller yeah i was thinking uh kevin o'leary when i hear licensing because that's just his game on the

But most of the big, like, you see the biggest brands, like, Damon, like, because I'm partners with him now, like, since partnering with him every time I talk, like, I learned so much about, like, Disney. Like, Disney is, like, a whole empire. Half of it's licensing. Richard Branson, who I'm friendly with, half of his companies he doesn't, like, Virgin. Oh, he has so, yeah, because he has to because he has just so many companies.

And I remember sitting with Richard on his island asking him about Virgin Bank and he like, Oh, he's like, I don't know. Yeah. He couldn't answer like a question about a credit, you know, like some basic questions. So, so I think that's a great lesson too, as an entrepreneur, like it doesn't always have to be you, especially if you're good at the brand. I think like the, yeah. End of the day, like to summarize what you said, like, and I agree with this is like leadership is,

is the most important skill you can learn. And what that means is like, you're very good at finding talent to do stuff because ultimately you can't, like if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at anything, but you knew how to find people who were good at that, that actually would overcome your deficiencies.

I know two people where they're pretty useless at business. And I'm like, dude, how do you make so much money? And then it's just because they've got a bunch of good people around them. They just got a bunch of studs. And so I think that's hard to happen over time. But I think now what I've realized is the best skill I can learn is acquiring good team players. Because when I look at the issues we've had, it's like, oh, this guy sucks.

Oh, this guy had a problem. This girl sucked. This girl had... And it's like, what's the common denominator? Yourself. You're the one who's hiring them. Yeah, yeah, of course. So if you can get better at hiring staff and finding A players, all of a sudden, you notice like...

oh, there's really not any problems in the business because you can trust that that person is going to do a good job. And that just took me years to learn. And I think that's so important listening. Like we've both built teams to 100, which in our industry is like, we're one of the biggest really, right? There's Grant, Tony, and then probably is really. So like, you know, because no one teaches this. Me and him, we learned the hardware.

and we got hit in the face along the way a bunch by all the departments. Yeah, most of the headaches I've had from business has been from bad decisions. So if you think about, I'll use a dating example. If you think about in a dating example, you have a high-stress girlfriend

It's the same thing. It's like, your life's going to suck. Like if she's like constantly sucking your time, like, Oh, why aren't you doing this? Why aren't you doing that? You're just like, Oh my gosh. Like it's the same thing with a team. But a lot of times in hindsight, you think, at least what I thought is I was like, Oh, I got to do better training. I got to do this. But it's like, yes, that's part of it. But really finding the seven and making them a 10 is way easier than getting a three and then trying to make them a seven. And even if the three is a seven, he's still just a seven. Yeah. He's not that great. He's average. And this is,

Yeah, there's such a big jump there. Like, so we went from 110 staff to 70 and we run better now. We're doing more celeb partnerships, more stuff with the 70 because I just like the top people. I trusted more and gave more and I got rid of more stuff. Yeah. Like the first thing you do when you cut staff is like you go, OK, is there someone on the team who can handle this responsibility? That's the first thing you do, because like ultimately, if you're cutting staff, you don't want to like have to replace them unless it's like vitals.

Well, we didn't yet. So one of my guys, Luke, for example, he's an old school friend of mine. Actually, he now runs four departments better than like four highly paid people that were like super experienced and seasoned. And it's one guy. It's like, just like, you've got to understand that as an entrepreneur. Cause I was wrong. And I used to think more staff equaled faster progression. And it doesn't, it doesn't, it like comes down to how good the staff is ultimately. Yeah. That's great. So, so last couple of questions for you. Um,

Where do you see the industry right now? Because I know like me and most people, we grew a bunch of post COVID. Yeah. And I feel in the last year, everyone's like that. Yeah. It's stopped. Yeah. So I think part of my success is like, I didn't realize it, but it was like right place at the right time. And I was like, I didn't realize it. Like when COVID happened, I didn't realize that that actually was a massive boost to the business. I'd say now like trust is lower because

online services and online coaching they've been out now so what did right right so there's so many options trust is much lower so it either has to be much better or people have pivoted because like ultimately

I think I also want to grow and like I've just told myself like I don't want to be six years old and like still doing coaching. Right. So it's like I think where the industry is right now is like either A, you have to be willing to build more trust. Right. And it just takes more time. So you've got to really be on top of people's minds with your marketing, your ads, your branding or B, it's like moving to other industries that have higher equity and like

you know, software, like, um, you know, her mosaic, I saw him just recently, like he got into school with Sam ovens. Now, when I saw school, to be frank with you, I was like, this is a piece of shit. Like I honestly, to this day, I still was like, I cannot believe this got as big as it has, but like ultimately that company can probably sell for over a bill, but because it's got so many users and it's doing so much revenue. Yeah. So it's, but it's a different business model. No one's ever going to be like schools of scam.

But in coaching consulting, people do it all the time. So I think in this industry, like you can learn a lot of skills. You got to build more trust with people and or you just like be done with it, like wipe your hands clean and move on. The great thing about this industry is it's high cash flow and cash flow. You can move into other things, but I don't think it's a great equitable business. Well, the good thing about this industry, too, is you learn the skills to go and conquer other industries where they don't. This industry, this industry, you learn more skills than any other business because you

have to like other businesses where there's marketing all this stuff you're not going to learn it with a fast feedback loop that you do in this industry this industry is crazy yeah like i've took all of my skills into some of the celebrity brands like industries and the like cinema tv industry yeah

And it's like, no one knows what I know in those industries. So it's just like, it's like what this industry was 10 years ago. Yeah. And so it gives you that competitive edge. And then also, I think when you take, like, I don't know how you want to say it, like more legit, like a more seasoned industry. Like, it's crazy. You'll just see like people, they don't know how to market. They don't know anything. Because this industry, if you look at it, it's like,

it's actually much higher levels of marketing and client acquisition and sales and all that. So when you take it into like a normal industry, you just stand out because it's like, dude, these people don't have any practice like with actual marketing. It's funny. Yeah. So Clever Investor, Cody was on my podcast and he,

He said the same. He was like one of the first in our space to build the info products in real estate. Right. And now he's doing it in like manual labor, like flooring companies. And he's like, no, it's just like play a child's play. Yeah, because he says no one's doing it and you're the only option. The other the other thing that makes you successful. And I tell this a lot of people is like low competition. Yeah. Like some of my best clients, I look at their offers. One of the clients, it's like he helps people get EBT one green card. Yeah, yeah, yeah.

Like, no one's doing that. And, like, he's one of the only people. So his application is, like, it's 15 grand. Yeah. And as long as his ad's more than, like, one line that most people's already winning. Or, like, there's a girl who we're working with right now who does career progression for, like, engineers. Yeah, yeah. And it's just, like, it's just the fact that there's no competition, which gives them this massive advantage that they don't understand that they have. Yeah, we see that a lot. Like, this client's making millions. I'm, like, looking at it. I'm, like, how?

how are you making any money with this? And then it's terrible. But it's just like some of it is just like how much competition there is in the marketplace. So I think that's good for listening, like the market, you know, understanding the marketplace and what I'm always saying now in this year especially is like, how do you take a sidestep to the left or right?

right? Like in looking at those opportunities. So just last question, as we wrap up today, I always ask a couple of questions, like what's the, if you could go in a teleport, you know, time machine to your younger self, what would you say to yourself? My younger self, I just would have told them to like invest sooner. Like, and I didn't, there were two reasons. One, I didn't know this world existed. I didn't know you could pay people to like learn stuff. I was like,

that's not wasn't a thing and number two was i told myself i like oh i can't afford it and as an adult i just think that's a excuse it's like you do whatever you gotta do to survive right and so instead if i if i had the mentality i had now what would happen is i probably would have not wasted three years i would have made a million dollars two or three years sooner and then if you do the math on like how much i made let's say on average like i do 15 million or something well that's 30 million dollars i lost by

And delaying that. And so I always tell people, like, just be willing to invest in yourself because that is the best investment you're going to make. And it's going to be the one you're not going to regret. You're not going to look back at your life and go, man, I wish I didn't try harder. I wish I hadn't, you know, sacrificed as much. Like, you only care usually because other people talk shit. But it's like if you can just move that to the side and not worry, it's not that big of a deal. Like, it's something you'll be proud of.

Love it. And last final question. If people want to learn more from you or see what you're up to, where do they find you? Yeah, honestly, if people are listening to the podcast, they could DM me on Tanner.Chist or Rudy so that I know they came from this and they can just ask me for whatever help they want.

Great. And the software companies, what have you got going on right now? Because I know we talked about it. Yeah, so we have Elite360.io, which is a white label Go High Level. So I don't lie to people or try to make it up, but it's got the Go High Level infrastructure, but it's our own stuff. It does about six figures a month. The benefit, though, when people work with us is they get our software, our templates, our services. And then I have some other ones I've invested in, but nothing I'm really pushing out right now. Nice. Great. Love it. Well, thanks for coming on. I know it's been a long time coming. Yeah.

uh guys you know obviously uh two of the somewhat ogs i feel at this point right uh and hopefully you learned some things from all of our you know experience and mistakes and hard lessons so hopefully you don't have to live through all of them so that's a wrap keep living the red life i'll see you guys soon take care