Amrinder Kamboj: Master Business Scaling: Secrets to Going Global | DSH #1454

Summary

Digital Social Hour
Episode: Amrinder Kamboj: Master Business Scaling: Secrets to Going Global | DSH #1454
Release Date: July 18, 2025

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Introduction

In this riveting episode of Digital Social Hour, host Sean Kelly engages in an in-depth conversation with Amrinder Kamboj, a seasoned entrepreneur renowned for scaling businesses globally. Kamboj shares his journey from humble beginnings to managing a vast international empire, offering invaluable insights into business scaling, strategic pivots, and the importance of cultivating the right team and mindset.

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Early Business Beginnings and Foundations

[00:33]
Amrinder Kamboj opens up about his entrepreneurial roots, tracing them back to his father, Imran, who started in the gas station business. Building on his father's legacy, Kamboj ventured into entrepreneurship at the age of 20 by acquiring a GNC franchise. This early experience laid the groundwork for his multifaceted business endeavors.

Notable Quote:
"We've been in business. Well, I've been doing business since I was 20 years old... from there just built so many different other companies, built like an ecosystem out of there." — Amrinder Kamboj [00:33]

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Strategic Pivoting and Adaptability

A central theme of the discussion is the necessity of pivoting to stay relevant in a rapidly evolving market. Kamboj emphasizes that strategies effective today may not yield the same results tomorrow, highlighting the importance of adaptability.

[01:43]
He delineates the varying strategies required as a business scales, from moving from zero to a million in revenue, then to 3 million, and so forth, each phase necessitating different leadership, marketing, and operational approaches.

Notable Quote:
"What took what got you here today is not going to get you there tomorrow. Everybody needs to understand that." — Amrinder Kamboj [01:43]

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Embracing Technological Advancements: The Role of AI

Kamboj underscores the critical impact of artificial intelligence (AI) on modern businesses. He warns that businesses failing to integrate AI will be outpaced by more technologically adept competitors.

[02:28]
Discussing the shift of companies like Nvidia from gaming to AI chip manufacturing, Kamboj illustrates the profound transformations AI can drive across industries.

Notable Quote:
"If your business today, if you're not pivoting, you're still doing it in an older way... you're gonna get swamped by somebody who just starts a brand new company." — Amrinder Kamboj [02:28]

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Global Expansion and Market Diversification

Kamboj details his strategic expansion into international markets, highlighting the importance of replicating successful business models across different countries. His ventures span Canada, the UK, Australia, New Zealand, Dubai, the Philippines, Africa, India, Pakistan, Malaysia, and Singapore.

[27:40]
He shares specific projects, such as a $100 million fiber optics initiative in Kenya in collaboration with the government, and plans to delve into quantum computing and aviation, showcasing a diverse investment portfolio.

Notable Quote:
"We're in Canada, UK, Australia, New Zealand, Dubai, Philippines, Africa, India, Pakistan, Malaysia, Singapore... multiply your reach." — Amrinder Kamboj [27:40]

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Building a High-Performance Team and Company Culture

A recurring topic is the cultivation of a dynamic and positive company culture. Kamboj emphasizes the importance of surrounding oneself with high-energy, problem-solving individuals who align with the company's vision.

[08:13]
He recounts his personal approach to team building, wherein he prioritizes hiring based on five-year plans and personal growth aspirations rather than traditional resumes. This strategy ensures that team members are not only skilled but also driven to evolve alongside the company.

Notable Quote:
"You're the smartest one. You're the one giving direction. You need to build leaders." — Amrinder Kamboj [18:47]

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Financial Strategies and CPA Selection

Kamboj provides an in-depth look into his financial strategies, particularly the selection of Certified Public Accountants (CPAs). He advises business owners to choose CPAs who are proactive, well-informed about current tax incentives, and capable of strategic financial planning.

[14:27]
He criticizes traditional CPAs for being reactive rather than proactive, advocating for partnerships with financial advisors who actively contribute to a company's growth trajectory.

Notable Quote:
"What do you know about legal entity structures? CPA needs to be working for you, not for the IRS." — Amrinder Kamboj [15:37]

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Leadership Philosophy and Problem-Solving

Kamboj delves into his leadership style, which centers on fostering a proactive, solution-oriented environment. He outlines a unique approach where employees present not just problems but also viable solutions, encouraging collaborative debate to arrive at optimal outcomes.

[20:46]
He shares an anecdote about handling underperforming but high-revenue salespersons, ultimately prioritizing team harmony and long-term success over short-term gains.

Notable Quote:
"You're the CEO... You need to build leaders. You're not supposed to be working in the business. You're supposed to be working on the business." — Amrinder Kamboj [48:36]

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Networking, Conferences, and Continuous Learning

Highlighting the significance of networking, Kamboj discusses his upcoming Domination Conference in Miami, designed to facilitate high-caliber networking and collaborative learning among business leaders. He emphasizes the value of continuous learning and humility, advocating for open dialogues and knowledge exchange.

[51:13]
He explains his interactive conference format, which includes case studies, panel debates, and opportunities for attendees to contribute, fostering a dynamic and engaging learning environment.

Notable Quote:
"Never stop learning. Like somebody says something like, 'That's right.'" — Amrinder Kamboj [52:46]

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Impact Over Wealth: A Vision for the Future

Towards the episode's conclusion, Kamboj reflects on his broader ambitions beyond financial success. He expresses a desire to create significant societal impact, particularly in education and technology, aiming to uplift underserved communities globally.

[40:30]
He articulates his commitment to developing educational systems in countries like Africa, India, and the Philippines, recognizing the untapped talent and the transformative potential of accessible education.

Notable Quote:
"Once you become a billionaire, what's your next thing? Impact... how long is this thing gonna last and how is it gonna make human life more effective?" — Amrinder Kamboj [40:30]

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Conclusion

Amrinder Kamboj's insights offer a comprehensive roadmap for entrepreneurs aiming to scale their businesses globally. His emphasis on adaptability, strategic financial planning, team culture, and impactful leadership provides a blueprint for sustainable success. Through his experiences and philosophies, Kamboj inspires listeners to pursue growth not just for personal gain but for broader societal advancement.

Final Notable Quote:
"If you're working with me, you will see how... E Commerce, it's pretty big. Good luck competing with me." — Amrinder Kamboj [43:24]

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Key Takeaways

• Adapt and Pivot: Continuously evolve business strategies to stay ahead.
• Leverage Technology: Integrate AI to enhance efficiency and competitiveness.
• Global Diversification: Replicate successful models across international markets.
• Cultivate the Right Team: Hire proactive, high-energy individuals aligned with your vision.
• Strategic Financial Management: Partner with knowledgeable CPAs for long-term growth.
• Proactive Leadership: Foster a solution-oriented, collaborative work environment.
• Continuous Learning: Engage in networking and knowledge exchange through conferences.
• Focus on Impact: Prioritize societal contributions alongside business success.

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This episode is a must-listen for entrepreneurs and business leaders seeking to expand their ventures on a global scale while maintaining a focus on impactful leadership and sustainable growth.

Transcript

[A]

And I call one of my guys, it's at 9am he's in Arizona. I'm like, hey, Miguel. He said, what's up? I need you to be in Vegas in two hours. Can you make about 12? He's like, Let me see what I can do. He goes, but I got you. I will be there no matter what happens. No ticket, no nothing. Goes to the airport, buys a ticket on the spot. 1230 is here by the time we land, boom, we go to the meeting, we knock out the deal and everything done.

[B]

Wow. All right, guys, Amarinder Camboge here today. What a name. What a name. And you're killing it in business, right?

[A]

Yeah, it's. We've been in business. Well, I've been doing business since I was 20 years old. Well, if I take it further, my dad Imran comes in here with nothing and then from there, you know, struggles a little bit, you know, works and then starts his business when. The gas station business. Yeah, we're all in the gas station business. All the stereotype. Right. And then from there. When I was 20 years old, I got an opportunity to buy a GNC franchisee. Started my entrepreneurship there and then from there just pivoted ways and now we're 15 companies deep, 15 countries doing multiple different things with multiple like minded, savage people like you.

[B]

Wow, that's impressive. Yeah. So your intro to business was first buying a company.

[A]

Yeah. So not buying a company. It was more so of, of being a franchisee, you know, so started that when I was 20 years old, built that, and then in 2018, pivoted. GNC wasn't doing too well. So pivoted, got into the e commerce space and then from there just built so many different other companies, built like an ecosystem out of there and then got people to invest from small, medium, large, which opened a lot more doors. Now we're in so many other vehicles and we're just shaking hands.

[B]

Yeah.

[A]

You know, and there's having normal conversations with people and then we just bring our infrastructure, they bring their infrastructure and then we go from there.

[B]

I've noticed being able to pivot is a really important skill in business.

[A]

100% thing is what took what got you here today is not going to get you there tomorrow. Everybody needs to understand that. Right. And there's different strategies when it comes to going from zero to a million. Right? A million revenue. Yeah. 1 million to 3 million revenue. There's a different strategy, 3 to 8 and the 8 to 12 and then 12 to 25. And then 25 is a big jump to 50 and the 50 to 75 and then 100 million. Right. It's a different strategy every single time. Your leadership board team changes, your marketing team changes. Everything just changes. Your accounting, every. The whole thing changes, you know, So a lot of people, they. They give. The reason why a lot of business owners, I feel like they fail is they don't understand that pivot point. You might have a product or service that you're providing, it might be working. But imagine this. Recently, what's the biggest buzz has been going out?

[B]

AI.

[A]

Correct. Right. So if your business today, if you're not pivoting, you're still doing it in an older way, like the old method that you've been doing for the past five or six years. You're gonna get swamped by somebody who just starts a brand new company. Right. And then. And integrates AI in the same amount of space that you're in. You're gonna be destroyed.

[B]

Absolutely. You know, I'm studying Nvidia right now, and they started off as a gaming company, which. Oh, Nvidia.

[A]

Oh, Nvidia, yes.

[B]

Crazy, right? And now they're known as like an AI chip company.

[A]

Yeah, they're the number one AI chip company.

[B]

Yeah.

[A]

Yeah.

[B]

So I think a lot of that. I don't know how much luck is involved. But they were also first to market, I think, for AI chips, I believe.

[A]

So. I'm not sure about that. That's the other thing is too, is a lot of business owners, they're not always looking for other markets. There's horizontals in business and there's verticals of business. You've got to be looking at that stuff. So right now you're in the podcast business, right?

[B]

Yeah.

[A]

So you're in the podcast business. But have you thought about getting into other verticals as well, too? I'm pretty sure you're smart, dude.

[B]

I know you have. I am, yeah. I'm thinking about the agency route, signing shows under me.

[A]

There you go. And then you just said something about. Yeah, I'm pretty sure you're working something with AI. Bringing out to the market with AI. That is the key thing that a lot of business owners are not doing. If they're in one business, they stick to one business. Yeah. You know, I know a lot of friends who are in trucking companies are. They're struggling right now because trucking is so expensive, it's not doing so well. But the thing is, if you've been doing the same thing for five to 10 to 20 years, you're you're setting yourself a failure. Think about it.

[B]

Yeah.

[A]

If you're not pivoting, pivoting and moving and all that jazz, getting, you know, parting with other people, investing in other vehicles, you got to be researching all the time, you know, what's the point of you having a phone and not able to have the resources in your pocket? The number one thing is on your phone, you know, especially now with Chad GTP plug whatever question you have and find out the verticals, horizontals, your SOPs, KPIs, everything's done like this absolutely instantaneously.

[B]

I think AI might replace trucking man.

[A]

I believe so. Yeah. When it comes to the operations, definitely that's going to happen in a year or two.

[B]

Yeah.

[A]

You know, when it comes to the, the driving aspect of it, it might take a little bit longer because obviously, you know, the Nikola, I think it's called Nikolai or something. Tesla, Tesla tried it too. And there's a trucking company called Nikolai. They try to do it that it wasn't as successful. All the like they said. From my. For my understanding is all the vehicles on the road, they have to be autonomous for the trucking route to work. Autonomous as well too.

[B]

I could see that. Well, there's Waymo, which is blowing up right now. Self driving cars, they're rolling it out everywhere.

[A]

Oh my God. Last time we went to Arizona.

[B]

All right, guys. Sean Kelly here hosted the digital social hour podcast. Just filmed 33amazing episodes at Student Action Summit. Shout out to Code Health, you know, sponsor these episodes, but also I took them before filming each day. Felt amazing. Just filmed 20 episodes straight and I'm not even tired, honestly. So Code Health amazing products. I also take these at home, especially when I travel. I used to get sick every time I, I flew and I started taking that first time I haven't had a runny nose. Knock on wood. One standout element. I mean it's so easy. You know, you got the travel pack here, but you could just take this, fit it in your pocket if you need to. Also all natural, like only saline solution in there so you don't got to worry about any crazy side effects or anything. Yeah, Code's unique with supplements. There's a lot of who knows what's in these, those ingredients. Code Health, I haven't seen much like this where it's just based off, you know, the coat. The codes that are in the saline solution. So I would say they're very unique. It's going to be the future of health and medicine. Code Health has been awesome.

[A]

Feel the drop and go code yourself. When? And we went to go get dinner with the team and I see these cars. So I'm asking one of my guys, Miguel, I'm like, is that seriously just a self driven car? He's like, yeah, it's by Jaguar. It's called Waymo. It's so popular here. Like, would you trust yourself in there? He's like, no, have you done it? He goes, no, I don't know, I want to give it a shot. He goes, apparently it's really safe. So then one of the days we tried it out, it's actually pretty impressive what technologies they've built.

[B]

It's impressive, man. I tried it out in San Francisco. I think that's where they launched right on the west coast. And it was cheaper than Uber. And no one bothers you Sometimes Uber drivers are annoying, let's be honest. But yeah, I mean, from a business point of view, it makes sense. It's cheaper. Yeah, well, I'm down to save money.

[A]

Yeah, that. The other thing is convenience is the biggest part of things too, like Uber's convenience as well. The thing about WAYMU is it's just, it's, it's. I think it's a starting point for the autonomous stuff to begin. Yeah. So they're smart. Jaguars, really smart. Are parting of the wayu. Look at all the database that they're going to have, which is going towards the future of autonomous.

[B]

Well, they're saying Elon's doing that with Tesla too. That's his plan.

[A]

Yeah. So from my understanding, what Elon's trying to do with the whole Tesla thing is completely get rid of all of his employees in the factories and make every factor on planet Earth.

[B]

Adrian Bezos is already starting.

[A]

Yep, yep. Isn't it funny how Bezos and Elon, they kind of like, they're like the competition, right?

[B]

Those guys are playing chess out here.

[A]

Yeah, man.

[B]

They're competing in space and AI and multiple verticals.

[A]

It's crazy to me because some of the people that I talk to and I have a conversation, they're always just struggling on their day to day things. Trying to make money, trying to take care of kids. What else? Business. Xyz. Right. And I'm like, what are you complaining about? You still have the same 24 hours. Like Elon Musk. Elon Musk was over here trying to put people on the moon. Right.

[B]

On Mars, or sorry, Mars.

[A]

Why did I say moon on Mars? He's trying to put civilization on Mars. Figuring that out. And he runs the most Successful companies on planet Earth. And you're over here complaining about the smallest little things, you know, like just, it's, it's all about efficiency. Yeah. You know, how efficient people are. And then on top of that, acting with the tent, that's the biggest thing.

[B]

I'm not a fan of complaining. I cut people out of my life if they complain too much because it rubs off on you 100%.

[A]

Yeah. You know, you're just, you're just going to be that same person, circle of your surroundings.

[B]

Absolutely.

[A]

You know, and that's the biggest of the key thing that I've done in the past few years. A lot of go, a lot of my family members, a lot of friends changed them all up. And that's opened so many doors because it's changed your mindset. When I was over here talking to somebody who's never ran a business, hey, bro, what do you think of this? Yada, yada, yada. No, it's not going to work. It's not going to work. And then I was like one of the days, like, stop me in my face. I'm like, why am asking you? He's never, ever, ever ran a business.

[B]

Right.

[A]

It makes zero sense. Why don't I ask somebody who actually ran a business, done it, trialed and everything. I was like, boom. That was a lesson learned. Right there is like, be very careful where you get your information from as well.

[B]

Absolutely. You know, and then people will say you change. But isn't that a good thing?

[A]

We're supposed to change. We're supposed to develop. We're supposed to grow. Think about it. You know, it's like when we're kids, we're, we're, we have, we have. We're curious to learn. We're curious, curious to do things. And the slowly we're growing, growing, growing, growing, growing. We're changing. Our environments are changing. We're changing the way we think and process information as well too. We're supposed to grow and we're supposed to change. If you're stagnant for five or 10 years, you might as well just be dead beat.

[B]

Absolutely.

[A]

There's some people I've talked to. So in the gas station business, when I was helping my dad for I think a year or two, I only helped him for a few years. I couldn't do it. And some of the conversations these employees, these customers that would have having with me, they've been in the same job for 20 years. They've never went up or down, leveled up or downgraded. 20 years. How can you live the same life for 20 years? Be in the same city with 20 years, with the same friends for 20 years? It makes zero sense. And they're always complaining about what I'm dead broke.

[B]

I can't live like that. I need growth, I need change. I move cities every few years.

[A]

Yeah, and that brings back to like what my pivoting point was in 2018. So basically I got the GNCs going, but they're not doing too well. Okay. And then from there I'm helping my.

[B]

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[A]

Dad with the gas stations, and I'm trying to do more in life. My dad's like, you know, this is fine, the gas stations. We can just, you know, run this and everything. But I'm just not happy. I know I'm capable to do more. Like, I love challenges. You know, it's challenge. It's just the adrenaline rush. When I have challenge, it's crazy because that's how we learn and that's how we develop. When we struggle, we fail. The challenge comes to you, right? The bigger the challenge, the more fear. But that's. That's what people need to learn as well, too. Fear is a good thing because when you talk, when you talk about comfort and we're doing the same thing over and over and over again, you're body's familiar with that. Your mind's trying to protect that. When do we grow? It's fear, right? So then in 2018, I was like, I need to do something else. I got into e commerce space, and then from there it just pivoted, basically. I changed completely of the way my mindset was, and I was just like, okay, I'm obviously doing something wrong here. You know, dad's successful. How do I become successful? Dad's model that he taught me isn't working for me. I need to find somebody who's hyper successful, you know, and then I found people with jets, cars, all this other jazz, like, how the heck they doing it? And then, then what happens? YouTube podcast, Boom. On my phone, listen to podcasts. Tony Robbins, Grant Cardone, Patrick Alexi, all these guys just putting all the information rewiring my brain. And how they're talking, how the collaborating and everything, Boom. Everything just changed like that. Instantaneous.

[B]

Wow.

[A]

And it literally, dude, within a year. So imagine this 2018, we're in 2025. From there, barely making it to now over half a billion dollars in revenue and over 15 other companies, multiple transactions. I'm a board member of 25 other companies. Other companies. We scaled companies really fast recently. There's a company that we started in January. We did 20 million in revenue, you know, in about 120 days or 100 days. Insane, right? But how? The number one key thing that business owners fail is they stop asking questions and they stop the curiosity. You should never stop that.

[B]

No matter what happens, always be learning, right?

[A]

Always be learning. As kids, doctors, lawyers, CPAs piss me in the shit off. They do. They stop learning. They always give you the best advice. I'm pretty sure, dude. Sean, like, they probably gave you your cpa if he's not good cpa, like, he's probably like, go get a car and we'll save this much taxes. But he's never said, hey, if we move this money here, put this into, we buy this xyz, yada, yada yada, you become an equity holder over here, blah, blah, blah, boom. By the end of the year, boom, this is what we're going to get done. Think about it.

[B]

I'm on my third cpa. I just found out the other day that my first one, I lost seven figures, you know. Yeah, because he didn't write off the proper things or he didn't know certain write offs.

[A]

So then let me ask you this question. The CPAs that you're looking for, okay, what qualifications are you looking for?

[B]

I need them to constantly be learning because there's all these new incentives coming out. Like my old cpa, I never applied for erc. I never applied for any grants, Nothing. Because he didn't even know about it or care to do the research.

[A]

Okay, then the number one question I would ask any CPA or any CPA is in your portfolio, whoever you're helping out. What's the.

[B]

I hope you guys are enjoying the show. Please don't forget to like and subscribe. It helps the show a lot with the algorithm. Thank you.

[A]

Most amount of revenue your business owner does. The business owner. Okay. Second thing is, what's the most amount of taxes he, he's paid? Right. He's gonna say NDA, non disclosure. I'm not talking about any names or anything like that. I'm just talking about you did 100 million in revenue and this is how much he paid in taxes and that's it. Third thing is, what's the T, how much tax did you pay? Think about it. If he's your CPA and he's not, he's paying a lot of taxes. How the heck is he going to help you?

[B]

Yeah, that should be a no brainer question.

[A]

And the fourth thing is, what do you know about legal entity structures? CPA needs to be working for you, not for the IRS. And 98, you're talking about three CPAs. I talked to over a hundred CPAs.

[B]

Jeez.

[A]

So we created our own company, right? Just to help People out. And then from there, basically, CPAs do this thing wrong. What they do is in the beginning of the year, they, they, they, they talk to you for a little bit. At the end of the day, they file your taxes, and then that's it. But what should be CPA should be doing is depending on the revenue you're doing. Right. Let's just say you're doing about 25 million. Why aren't you having a conversation with Sean every month going through this financials so you can pivot point? So what we do is in our company, Cambridge Advisory, in January, we do basically, okay, Sean, where do you want to go? You did 25 million, let's just say last year, if you want to get to 30, 40, 50 million. Okay, bam. Here's the. Here's December 31st, 50 million revenue. This is how much we're projected to forecast. Right now we have a full plan. It's only January 1st or 2nd. Let's just say the first week we have a full plan. You know the plan, I know the plan. Then from there we do a monthly calls, right. To understand are we still on the plan or not? Are we doing more or less then? Now we have pivot points of where your money should go. So we're not paying any taxes or anything like that. Right. That's what a CPA should do. Not see at the end of the end of the year when it's too late.

[B]

Yeah. Can't write off anything by then.

[A]

Nothing. Nothing. You can't do anything. You can't change nothing. But if you have the data matrix and you have. This is anything with business, bro. So if you have the data analytics, you have the data matrix, and you know exactly where you're going in five years. Right. You have it all planned out and everything. You can pivot going back to the things. Same thing we're talking about. Pivoting is the biggest key success ingredient.

[B]

Absolutely. You know, my first one didn't even know how to set up a trust.

[A]

He's not a cpa, bro. He's just an accountant.

[B]

Crazy, man. Yeah. There's once. Once I found out Trump pays nothing in taxes. Made me think about how I'm doing then.

[A]

So in 2020, when Covet happened, we made so much money because everybody was buying online.

[B]

Yeah.

[A]

Right. And that's when I paid the most amount of taxes. And that's when one of the videos popped up on YouTube and it says something about Trump to pay some tax. I'm like, okay, I'm doing this thing wrong. And I'm never, ever going to pay tax again. Boom. Open up the books. Learn so much about taxes. Bam. Just from there, just start educating CPAs of how to do things.

[B]

You were educating them. I swear to God, bro, I love it.

[A]

Yeah. I swear to God. Because they stopped learning, you know? And then when you're in business and you see all these other things are happening, all that kind of stuff, your mind starts going, what can I do? You start talking to your business owner friends. What are they doing? The CPA is just doing this. These clocks in, clocks out, Pretty much.

[B]

Yep.

[A]

You know, that's the reason why I asked that first question in your portfolio, when you're talking to your cpa, ask the number of questions in your portfolio. What's the top amount of revenue? This client. What's the number one client you have? What's the top amount of revenue? I don't even know. I need to know the revenue, and it has to be legit. Don't bullshit me. Because if. If you're doing 25 million and your CPA, the top revenue is you, you have the wrong CPA, bro.

[B]

Yeah, you want to be the smallest, right?

[A]

Exactly is what I'm saying. So that's why you need to know that number. Like to say, you want to be the dumbest. Dumbest person in the room, you got to be the dumbest person on the table. Same thing, bro. You need to be the dumbest person in your. In. In. In your organization as well, too. That's it, you know?

[B]

Yeah.

[A]

And that's the other thing. A lot of business owners, when I'm coaching them, when I'm talking to them, that's the number one thing that they're lagging as well. They're always the smartest one. They're the ones doing all the work. They're the one giving direction. They're the one telling what the next thing to do. Dude, you come into, you come to my door. My guys, they know, do not give Amrinder a freaking problem. You need to come up with a problem solution. And then exactly what we're going to do. And he's going to tell you, and then we're just going to debate. That's the biggest thing I love doing in my company, is we start debating. So it's Sean, if you come to me and you have like, hey, I'm reader. I. We have a problem, boss. Okay? And I'm like, okay. I'm just gonna sit there like, okay, what do you. What are you gonna do about it? Right? I don't know. That's why I'm coming here for you. You're fired. Dude. Get the hell out of here. I don't, I don't need, I don't need people, I don't need people with problems. I need, I'm, I need problem solvers. I'm over there dealing with a lot of things, right? You come here with, with solutions. That's what we're talking about. Then what we do is bring three or four other people in there with different mindsets, right? From the same organization, from the same group. Then like, okay, this is what we got. It's a three, one, three rule, bro. What's your problem? What's the three solutions you have? And out of those three, what's the best solution you think is going to be? Write it on the board. And now everybody, let's debate. I love that.

[B]

Yeah, a lot of people just come with problems and then it gives you anxiety.

[A]

Yeah. What's. I'm the CEO of the company. You don't come with me, no problems. You come up with your. If you're like, let's just talk about your company. You know, your head of, director of, of marketing comes in, Sean, we got a problem. Our, our reviews are dropping. You know, like Sean's like, Sean has 50 other things to do in his head. He should be focusing on growth, right?

[B]

Yeah.

[A]

The marketing director should be find out how can we fix this. Right. And then, but then the next day he comes in, he goes, Sean, okay, so this is the problem that we're having. Our views are not showing, are not as high as what it used to be. I'm thinking it could be this, this, this. I think we should do XYZ to solve this. What do you think? That's that. Now that's a different conversation.

[B]

Yeah.

[A]

You know, completely different conversation.

[B]

No, I love that. I just saw. This reminds me, I saw a clip, you know Dan Martel?

[A]

Yeah.

[B]

Saw a club of him last night. When he hires someone, he doesn't tell them what to do.

[A]

Yeah.

[B]

Isn't that crazy?

[A]

Yeah, same here.

[B]

Like he, they have to tell him what they're going to do.

[A]

Yeah. Yeah. So when we hire, it's a little different process. When we hire is I want them, when they come in, we just talk about life. The first question I asked is, what's your five year plan? What do you want to be? Some people would be like, they're so, like there's. We're so conditioned to have a resume, bro. Ever since 20 years old, up until now, you can have all my guys. I'm 32 now. In all those years, I haven't looked at one resume.

[B]

Wow.

[A]

Swear to God, not one resume doesn't matter to you. To me it doesn't. Because there, there's a reason. Here's the reason. It's a piece of paper. You can lie on a piece of paper, right? Put that to the side. Let's just have a conversation, right? Because right there I can look you directly in the eye. I can know if you're bullshitting, you're telling me the truth, and if you're going to be the right person. Right. The first thing I ask is when. As soon as you sit down with me. Okay. What's your five year plan? Right? I want to help your company go xyz. No, no, no. Then I put my hand, I'm like, no, no, no. What's your five year plan? That's. You don't have to worry about me and my company. You're not even having a join yet. Yeah, that's my baby. I'll take care of my company. What's your five year plan? And the only thing I'm trying to see is where does his headspace go when I ask him the five years? So if I ask Sean, I know, I already know you have a five year plan.

[B]

Oh, yeah.

[A]

So I'm like, sean, what's your five year plan? This one go. This one I'm going to do, yada yada, this is my house, my lady, this is my car. Blah, blah, blah, blah, blah, blah. Right now. Okay, Sean is. Dude, the biggest saying I always say is the most disciplined man on planet earth is the one who's disciplined, determined, and knows exactly where he's going. And that's the reason why you've got to ask that question as well. It doesn't matter if it's your person you're hiring. It doesn't matter if it's somebody you're partnering up with, you're having a conversation. Just ask them a question. Simple. It's a simple question. Where's. When you know, where you trying to go in the next five years? Yeah. So the next five years, is it.

[B]

A red flag if they don't know that answer 100%?

[A]

Especially if they're going to work for you. Think about it. If they don't have a five year plan, how are you going to help me run my organization if you don't even know where you want to go? Right? So then we put a pause. I'm like, go talk to him first. You Have a five year plan. Let's dissect everything on paper. Let's work on you first, then we'll work together. If you're still trying to figure yourself out, how are you going to work with me and my speed? We work fast, we're aggressive. Yeah, you're not going to last. But if you know exactly where you're going and then that aligns where I want to go, then let's work together.

[B]

I love that. I just had Bedros Coolian on. He said he doesn't work with undisciplined men.

[A]

There you go. Same, same thing. Discipline, determined, and know exactly where they want to go. That's what matters.

[B]

Yeah. He said that's the biggest red flag if you can't even trust the person.

[A]

Yeah, exactly. You know, so that, that, that's really important to me. Second thing, what I would ask is standards. What are your standards? What do you stand for? You know, I stand for, you know, me. I'm, I'm. I like to be nice to dress. Everybody in my company, you know, they like to be nice to dress, have suit, well groomed. That's my standard. So if you want to, you know, you, you want to be more chill, more relaxed. So sorry, you're not gonna be able to work for me. Oh, you want a nine to five type of job, clock out, have Saturday, Sundays. Else you're not gonna be able to work for me. Oh, if I call you at 2am or 3am for something you can't answer, you can't work for me. If I tell you, hey, you gotta be here for a meeting and you only got two hours to get to Vegas, you know, and this happens all the time. Well, the other day we had to come to Vegas for something. And I call one of my guys, it's a 9am he's in Arizona. I'm like, hey, Miguel. He's like, what's up? I need you to be in Vegas in two hours. Can you make about 12? He's like, Shit, let me see what I can do. He goes, but I got you. I will be there no matter what happens. No ticket, no nothing. Goes to the airport, buys a ticket on the spot, 12:30 is here. By the time we land, boom, we go to the meeting, we knock out the deal, and everything. Done.

[B]

Wow.

[A]

I need. Yeah, bro. We're fast. That's how we. That's how great. That's what I'm saying. He knows exactly where we're going. He knows exactly how to operate. There's no yes. He just Told Z, pack my bags, I'm going for a day and I'll be back tomorrow.

[B]

Yeah, entrepreneur lifestyle is unpredictable.

[A]

Yeah. Yeah.

[B]

You never know when you get called to fly out somewhere. It could be the day before, it could be the day of like you're saying.

[A]

Exactly. Yeah, yeah, yeah.

[B]

That's cool. Cool culture you built. For real?

[A]

Yeah, it's. The culture is very fast, very aggressive. It's very. We thrive off of hospitality. You know, we. We take whoever comes to the office that we take care of them. If, if you know, if you're one of our clients or if you're one of our partners or if you know you and we know it's your birthday, we'll make sure we take care of you. You know, know this is one of the cultures. It's human.

[B]

Yeah.

[A]

You know, and then we don't have. I don't even have one 1,800 number for any of my companies.

[B]

Damn.

[A]

If you need something get done, there's an iPhone and I message, you talk directly to whoever you need to. You have everybody's number. You have everybody's access. If that doesn't personal answer, you talk to somebody else in the company. You have everybody's number.

[B]

That's impressive.

[A]

Yeah, dude, I like that. To think about it, how many times have you called somebody, you dial a 1, 800 number, dial 1 for this, dial 1, 3 for this, and then you're just waiting and waiting, waiting for a simple answer. What about. Hey, Sean, when is that podcast going to be released? Two minutes later, boom, it'll be released. XYZ date done.

[B]

Yeah.

[A]

Been the connection. That's cost of your service, bro.

[B]

18 hundreds are the worst experience. Whenever I call my bank, it's like an hour.

[A]

Yeah, yeah. Now when you get to a certain revenue level, right, you have a bank teller, you would you just call right away or you text message and you have to respond right away.

[B]

Damn.

[A]

Yeah, dude.

[B]

What revenue level is up?

[A]

It matter? It. It depends. I would say anywhere from like 10 to 15 million.

[B]

Oh, okay.

[A]

Yeah. So then when we got to that, we had a banker from pnc, we had a banker from Chase, we had been from all, all of them. And I just. Anything needs to be deposited, any issue, solve it right there on the spot. I don't need to call 1-800-I- need. I don't need to go to the branch or anything like that, you know, but using that principle is how I built my companies as well too. That's how it needs to be. Even if, dude, even if you're a roofer. You don't need a 1, 800 number, you don't need anything like that. Boom. Somebody calls you close them on the spot. You know, we have Google Maps. Just look at the roof real quick. This is how much the metrics takes the xyz. I'm saying in Colt, let's get this done. Boom, boom, boom. You know, whatever we've done in all of our companies, you can take those principles and apply it to even the smallest business and take it to the next level. But it's all about execution.

[B]

Yeah. How did you get good on the acquisition side? Because that's not something that's easily learned, right?

[A]

Well, yeah, it's, it's, it's a tough game. So you gotta look a lot about numbers, analytics and all that kind of stuff. Deal structure is big, right. And then so the way I learned it was just basically reading a lot of books, listening to a lot of podcasts, making a lot of mistakes. For sure. You gotta have bad deals to learn how to make good deals. Right? And then even till today, we make some bad deals as well too. But we know how to switch them over to the point where it turns into a good deal, you know, and that started in E commerce. We just started buying a lot of brands, you know, from slow, lower brands. And then from there we started buying more higher brands and higher brands and higher. And then I was like, okay, I've understand the game of mergers and acquisition. Now we can go for bigger dollars. 100, you know, the 20 million, 30 million, 50 million, all that jazz.

[B]

Yeah.

[A]

Now we have a full team of the Philippines. All they're looking is just analyzing.

[B]

Wow.

[A]

Now we're just building a. A data data AI data analytic software just for us where we can throw in all the data and it'll let us know if it's a good deal or not, where we're in the next 10 years. Yeah.

[B]

That's brilliant.

[A]

Yeah. Dude, sick.

[B]

And are you seeing a trend in the global market? Because US is a lot of businesses are peaking here, right?

[A]

Yeah. So, yeah, we're less. That's why we pivoted two years ago to many different countries. We're in Canada, uk, Australia, New Zealand, Dubai, Philippines, Africa, India, Pakistan, Malaysia, Singapore. We expanded a lot and the whole thing was basically, whatever we're doing here, how can we copy paste it, do it there? So the E commerce is everywhere. I knew it was going. And our system is bulletproof. Right. So we started doing that and then we started getting to real estate, and then we Started getting into AI infrastructure. And then from there, more people from those countries started bringing us projects. So, like, for an example, let me tell you a project in Kenya with the. We have a $100 million project in Kenya for fiber optics. So we're doing all the fiber optics and Internet with the Kenya government for that. From there, we're like, you know, what if we do that? When we control that, we talk to the government. What about if we do quantum computing? Quantum computer is building, right? That's the next biggest thing, because AI. So now after that phase is done, the second phase is going to be quantum computing. And then from there they. They want to get into aviation, right? So now we're getting heavily into aviation. So then I have connections who are, you know, one of my. Our partners, Joseph, he's been in aviation for over 30 years. You know, training pilots, maintenance workers. He knows all that stuff, that he's a geek on that, right? And then, my Lord, Gary, one of my attorneys, he's. He's big into that too. Give him a call. Hey, I'm about to buy a jet and I need you to create another company for me because, well, you know, this is what I do with my partner over here. Let's sit down. Let's talk. He came from one jet to have a private charter company and have multiple jets from there. We're starting a commercial company in about three years in the U.S. to there. He's. Joseph, the partner is about to introduce us to the King of Ghana for an aviation project out there that I introduced. I'm about to introduce him to the Kenya. Kenya government to do an aviation project out there. Right. You see how that collaborative success works as well?

[B]

Yeah.

[A]

You know, so that. That's the biggest thing about a lot of business owner here is you got to have a collaborative success. But if you want to scale into other countries, that's what you got to do. In the Philippines, same thing. I called one of my guys, Roman, and I was like, hey, bud, what do you think about doing E commerce in the Philippines, right? And he's like, dude, it's 10pm at night. I'm about to go to sleep. You figure the shit out. You're a nut job. All right, cool. Call them the next morning. All right. I already got a team built up and everything. She, you know, there's the woman, she used to work for Lazada. So they don't have Amazon. It's called Lazada, right? So I was like, she's been working there. She wants to join Xyz I'm gonna, you know, she's gonna run the whole show. Okay, well, my family is well known in the Philippines. We can talk to the president. Xyz from there, it just grew.

[B]

Wow.

[A]

Yeah. And the same thing with Dubai. When he wanted to came to Dubai, one of my guys from Pakistan are back in teams, all in Pakistan. He calls me and goes, hey, bro, what do you think about doing E Commerce in Dubai? I'm like, okay, tell me more. You know, he tells me the whole shebang and everything else. Great. And then I was like, what do you need? He said, I need capital. And then I have two people who are basically, they work for the Saudi somebody. Somebody well known. The Saudi, they're. They're sheikhs and they're willing to sit down and talk to you. And then from our team, 10 guys will go to Dubai, have an office and start the E Commerce there. Said done. So we go, you know, we have a zoom call with the guys and we present them everything. Well, we got to do xyz, they're like, done. What do you guys need? Well, I need to open up a company there. You know, we don't need the funds. I just need your connections. And I need you to be on the corporation because got to have two. Two natives from there to open up a corporation, be very successful. He's like, done. We give him equity. Boom. From there just skyrocketed.

[B]

I love it.

[A]

Yes. That was like about two years ago, and we're probably about to do about, I think, like 13 million there. Jeez. Philippines is even crazier. So we started that about two years ago. Start with a small little warehouse. Dude. Selling brooms. Right? And then now we're into a big warehouse, two big warehouses, and on the top is all of our offices. And then we have think about like 30 or 40 employees, some of them, majority of them packers. Then we have live TikTok folks upstairs in the podcast, little thing that they're doing and everything. We're probably going to do about, I think, five or six million of that. Holy crap.

[B]

That's a lot in Philippines.

[A]

I know, dude. It's crazy.

[B]

You're a billionaire out there with that money.

[A]

Oh, yeah, for sure, for sure. And then so we have a lot of infrastructure that we're building over there, too Net. Then when I went to go visit, we're going to go pretty soon again, I started looking at other opportunities and I'm like, dude, there's a lot of development that needs to be happening in the Philippines, and that's When I was like, okay, a lot of these countries. What I'm trying to say is a lot of these countries, they're. They're up and coming. Okay. And then you also got to understand this. This too is like history repeats itself. Before the US Was a superpower, was what country was a superpower?

[B]

Before that, was it U.K. yes.

[A]

Right. So I think it's getting to the time where what's going to be the next superpower? Yeah, I think it's going to be, you know, Saudi Arabia or, you know, Abu Dhabi or, you know, Dubai, those Arab countries, because the. The amount of influence that they have, the amount of capital they have, amount of speed that they have when it comes to business, all that kind of jazz, right?

[B]

Yeah.

[A]

So that's the reason why I wanted to put my pockets into other countries, too. The other thing, what I'm thinking is we have about 800 investors. Small, medium, large. Right. So if I'm putting. If they're investing there, too, if, God forbid, something happens to the US and we have to move, you can just pick up and leave whenever you need to. You're protecting your family as well.

[B]

Safety net.

[A]

Correct. You're friends and everything. US Is great. It's always going to be there. But again, it's a pivoting point. You always got to think. You gotta. Always got to think ahead, you know?

[B]

Yeah.

[A]

To see what else can we do out there.

[B]

That's how. I'm going to be the greatest podcaster of all time, because I'm learning other languages. I'm learning Spanish right now, so I'm going to be filming podcasts in Spanish in other countries. And if you want to be number one, you have to be international. You can't just live in the U.S. and film in the U.S. yeah, you can't, dude. You got to be global.

[A]

Yeah, you can't. Yeah, not even. Just. Not even just the podcast area, I would say any. Any business, you know, and that just opens up a lot more doors from there, too.

[B]

Yeah, I'll connect you with the president of Uganda.

[A]

Done.

[B]

They're flying me out to film over there, so maybe we could do a big deal out there.

[A]

I'm down. Yeah, we'll take. We'll take the plane and we'll just go out there, man. Oh, yeah, yeah.

[B]

Sounds fun. Yeah. I've always wanted to do international business. That'll be a cool trip. It's.

[A]

It's not easy to do international business, but once you get in the game and you understand one or two deals, you've Done. Because you got to be, obviously, very careful. You got to have a very good legal team. But once you get it done, it's. It's. It's fun then.

[B]

Yeah, but that's how you get those. Those crazy multiples, because in the US the markets are saturated, but if you go overseas, you get hit a 10x, right?

[A]

Yeah. The other thing is to the USC conversion to their country, like the Philippines. It's like $1,000 here is like millions of dollars over there.

[B]

Damn. Yeah. I remember when I went to Jamaica when I was in high school.

[A]

Yeah.

[B]

I think I was a millionaire with like 100k.

[A]

Yeah, yeah, yeah. There you go. Yeah. You could probably live, what, maybe six.

[B]

Months right off 100k here. Yeah. I spent 50k a month here. Not even six months.

[A]

Yeah. Crazy.

[B]

Yeah.

[A]

You.

[B]

If you want to live out here, you got to be. Got to be balling.

[A]

You got to at least make six figures, minimum.

[B]

Yeah.

[A]

And it's crazy to me that a lot of people, we were just in Oklahoma for this one project over, about to start in the health business, and she was saying the medium household income in the around the area was about, I think, 42, 000 or 36, I think this ridiculous amount of $40,000 a year. Jeez. I was almost like, how do you even survive off of that?

[B]

Crazy.

[A]

And people are okay with that, and they think it's fine. Damn. Yeah.

[B]

We live in these bubbles, though. You know, people are normalized to that lifestyle, but there's a lot more out there.

[A]

100. But then it's like, how do. How do we pop that bubble is another question too. The government's just keeping us control and keeping us trapped in this way to think that way. I used to think that way when I started this whole E Commerce thing, I was like, dude, I just want to make an extra five to ten grand a month, and I'm freaking killing and crushing it.

[B]

Yeah.

[A]

And then it's like, boom. You start making, what, 5 or 10k a day, and then you're like making 5, 10k an hour. Then it just changes the whole spectrum. What's the difference? Just mindset change. Whatever took you to make the 5k a month, you can do the same thing to make it another day or a month, a week or whatever. Whatever it is.

[B]

Yeah.

[A]

You know, I remember in 2022, in November, I went to Phoenix, Arizona for. To a grant card. Owns business, business boot camp.

[B]

And.

[A]

I'm like, oh, dude, you know, I'm killing and crushing everything. I'm going there Just to learn more about business and everything. He says, who makes. This is where the. The mind shift changed, because who makes about 100k a year? Everybody raises their hand. Who makes 250k a year? Everybody raises their hand. Okay, great. So who makes about 500k a year? You know? And I was like. I look at myself. I'm like, yeah, do that. Okay, great. Who makes 750k? I put my hand down. He goes, who makes a million? Million? Only a few hands. And then he goes, who makes a million a month? He's the only one with his hand up. I'm like, this guy makes a million a month? And he goes, who makes a million a day? Right? And his hands up and no way. I'm like, wait, what? And I'm like, what is the difference between me and that guy that I'm looking at right now? Nothing. It is just lack of information. Right. What you don't know is what you don't know you know. You only know what you know.

[B]

Yeah.

[A]

Right. So what I like to tell all my guys is imagine you close your eyes and imagine yourself with just. It's a dark, black room, right? And then I give you a flashlight, and then you're able to, you know, do this and look around, right? How far can. How far do you think, Sean, you're gonna see?

[B]

Just the flashlight distance, right?

[A]

What about if I give you two flashlights?

[B]

Farther.

[A]

What about if you'd be 10?

[B]

Way farther.

[A]

50, 100? That flashlight is information. That information from books, podcasts, people. Your. Your goal in life should be, how many flashlights can I accumulate so I can see more of their room? I love that, you know?

[B]

Yeah.

[A]

That's all life is all about, bro. And that goes back to what you said you're supposed to grow, and that's how you grow flashlights. Information.

[B]

Absolutely.

[A]

More information we know, the further we can get in life. And that's what that $36,000 a year gets into is just. That's the only information that they. That they know. And it goes into comfort. Their. Their fear of taking the next step. They're okay, putting 100, 200k into a 401k, that's gonna make them, what, a penny, A penny a year or something like that. But they're not. They're not. They don't want to take that out and invest into something else where they can actually, let's say real estate, make money off of our return. Just of fear.

[B]

Yep. When Grant came on, he said the 401k is a scam it's the biggest scam ever, dude.

[A]

You know how many 401ks IRAs we roll over into our program and they're making a 10,000 multiple with us. It's, it's insane. Of how many millions of dollars we've done just this year? About a, you know, we started that I think like two, three months ago. We probably did probably about 10 million transfers.

[B]

Damn, that's crazy. Yeah. And people aim for five, 10% a year.

[A]

Yeah, we do about 60 years.

[B]

Holy crap.

[A]

Yeah, we're giving them 60 year. But obviously we make money on top of that too. Yeah, that's the whole game. We have the all analytics fig. Right. But that's a, that's a shift. And then we got some deals that going on behind closed doors where basically we make 75amonth.

[B]

Holy crap.

[A]

Yeah.

[B]

See, this is what's out there though.

[A]

Exactly. But how do you know that information? So somebody who's just a normal person. Right. Doesn't know about money, it doesn't talk about high level wealth, doesn't talk, talk around. They're like, dude, this is a scam.

[B]

Right.

[A]

But when you're talking, shaking hands, talking to other people and all kind of stuff, it's a bigger world out there, dude.

[B]

Absolutely. You've been so conditioned to get used to stock market. 7% a year is amazing. S&P 500. Put all your money in that.

[A]

Yeah. No, that's the biggest scam.

[B]

Yeah.

[A]

I've never invested in stocks, I never will. I've just, I know so many people that invest 200k, they lose it all kind of stuff. To me it makes zero sense.

[B]

I mean, by the time you invest in a stock, it's overvalued by 5, 10x.

[A]

Yeah. You got to know inside trading, that's the only way. Yeah, right. It's like to me, it's like Elon Musk. HE LAUGHS Stock goes up. You know, Elon Musk, he, you know, he smokes weed.

[B]

It goes down.

[A]

Exactly, exactly. So I have zero control of my money. So that's why I love business. I love the game of business. I can pivot, I can make the decisions. Everything's on me. That's what I love.

[B]

Is becoming a billionaire a goal for you?

[A]

I don't think it's. To me, the money doesn't matter anymore. It's more about how I can help more people and start more things. The challenge for me is what other bigger impacts can I do in life? You know, it's like for an example, like you and Me, we want to start a business. Okay, great. And you're like, dude, it's going to make this much a month or something like that. Yeah, okay, but how's it going to impact some so and so's life? You know, I'm more of on the impact side of thing of basically okay, whatever we do in five to 10 years, how, how long is this, this thing gonna last and how is it gonna make human life more effective? It's health, aviation, whatever, AI, whatever it is, dude, if you want to make money, you can have a pressure washing business making 50 million, you know, a billion dollar business. But how's that really helping human humans for the future?

[B]

Yeah. So you're more about impact at this stage of your career because you've made all the money, right?

[A]

Yeah, yeah, exactly. The money's there and everything. Once you become a billionaire, what's your next thing? Impact. It's always like that. Yeah, but why not make impact but also make the dollars but make it with like minded people and help other people make money as well too. That's my goal.

[B]

Did you have a existential crisis that got you to that point?

[A]

So in 2018 when the GNCs were going down, that was my only life livelihood there was, was helping on my dad and at the gas stations. And it was just more like, dude, I don't, I do not see the tunnel. I don't see myself getting ahead, you know. And then from there, you know, gone to the E commerce, started making some money from there. Like I said originally I just wanted to make 5 or 10k a month. From there it started going and going and then from there I started getting other people to invest with us. They started making money and now we just have a big ecosystem of basically invest with us. We got all this stuff, all this stuff going on. It's up to you, what do you want to invest with? We go. And the whole premise of that was basically to get people out of the comfort, you know, is when I was looking for outlook, you know. And the other thing is too, before I jump into that, my dad has a business, his business mentality is what work your ass off, milk the shit out of your employees and that's it.

[B]

Old school.

[A]

Oh, just very old school. I was like, no, we got to change the narrative. It has to be different. Whoever's working for me, I need to know where they want to go. What's their personal professional, financial goal? Goals. So they're hitting their targets. They're getting ahead in life too. I'm if if they're getting ahead, I'm definitely getting ahead. And that's what makes me happy the most too. Some, some of my guys, they get a McLaren, they get a Lambo or whatever it is. Right? That makes me more happy than me getting the jet, me getting my car, whatever it is. Does that make sense?

[B]

No, it does. It's crazy how that works, right? You could buy anything and you won't be as happy as if your employee gets a car for his wife or something.

[A]

Yeah, exactly. You know, it's just those small, little, tiny things because you're part of the process. You saw them develop, you know, and then with my guys, they're working with me, but then also they're getting educated about life, about business. So then one of my friends, he was telling me, he said, why are you doing this? What about if they just took your business and ran? I said, dude, what. That's, that's perfectly fine. So what I'm trying to say is like that, that's perfectly fine, but if they're not growing, what, what's. I'm just making money, then what's the point? I want them to grow. I want. If they want to leave the structure on this, go ahead.

[B]

You don't care.

[A]

I don't. There's so much money in the world to be made, bro. The way I think and process on a daily basis. If you're with me, you, you will see how. Good luck competing with me, dude. You know, think about it. E Commerce, it's, it's pretty big.

[B]

Yeah.

[A]

Now if you started a brand new E commerce thing going on, AI software, you bought a SaaS business, whatever it is, but we have the team, the infrastructure, the capital, everything. Good luck competing with me. I've already done the years and years and years of work. Yeah, right. I have the strategies and everything put in play. But now why would you do that? Why wouldn't you just knock on my door like, hey, can we do something together that's, that's different and just integrate with my info and for use my infrastructure and make the top dollars with us?

[B]

Yeah, because your network is insane too. I mean, you're tapped in with the un. Not a lot of people could say that.

[A]

Yeah, yeah, I got into the un, United Nations. Everybody asked me, why'd you do that? I just want to know what conversation they're having behind closed doors because that's what's going to shape the future. And I'm big heavily. I want to do a lot of things for kids, man. You know, one think about it. They're the future. Once we die, you know, they're going to. It's their livelihood and all that jazz. And then the other thing is, too, what impact are you trying to make? It's the kids, man. You know, if. If we can help them with, with education, if we can help with better systems, better processes in the world and see what they. Basically, what I'm trying to say is if you're a 14 year old and you talk to a 14 year old, where do you see the future in 5 to 10 years? Your perfect world. Right. You're going to get some crazy idea.

[B]

Yeah, yeah. Kids are important, man. And that's why I'm big on public school and improving that 100%.

[A]

And that's one of my passions as well, too. Before I die, I want to create an education system where basically we have the technology, the infrastructure, everything built. And I want to go to Africa, India, Philippines, all these other countries where basically you can't have education. There's so much talent out there, Sean. It's crazy. So much talent out there, but they can't get ahead because they don't have the means to go to school. But then over here, we have free public schools and they're just talking. They're doing, you know, 14 years old, doing only fans. For what reason?

[B]

Yeah, it's crazy. One out of seven women in Miami do only fans now, isn't that crazy? Nuts.

[A]

Nuts.

[B]

I mean, any girl you see in a high rise out there is good chance she's doing it.

[A]

Yeah.

[B]

It's sad to see.

[A]

It is. It is, because there's other ways to make money and all kinds of stuff, but that's the only. I looked at the quickest way.

[B]

Yeah, yeah. We. We have this instant gratification. I think you. Your generation was more patient.

[A]

Correct.

[B]

You know, that's the biggest change I see.

[A]

Yeah, no, it's 100% true. And it all started when. When Instagram had the like button and you scroll down, scroll, and then Tinder comes left, right, left, right. You can't even have a conversation nowadays. Some of these guys, they tell me all the time, like, dude, Tinder, Tinder. Less like, like, like, like, like. But when they get on a date, they don't even know what the hell to say.

[B]

They're just on their phones.

[A]

Yeah, exactly.

[B]

Right.

[A]

We're humans. We're supposed to talk, we're supposed to collaborate.

[B]

Yeah.

[A]

A lot of the meetings I have, I hate doing Zoom calls.

[B]

I hate Zoom. I'll cancel Zooms.

[A]

Yeah. I want to fly in. I want to see you in person. Let's have dinner. I want to get to know you in person. Do the deal in person, whatever the heck it is. In person. Like a human. Because we're humans. We're supposed to interact. I'm supposed to see. I'm supposed to touch your hand. I'm supposed to shake your hand. You know, all that stuff. There were humans. We're not conditioned to text call, zoom call.

[B]

You're big on energy, I noticed.

[A]

It's big for me, man. So again, going back to what we were talking about, the whole resume thing, the reason why I don't look at the resume is, look, you might have the right qualifications, but if your energy doesn't match my energy, you're not going to be able to work with me. If you're coming with the dead energy and to work, you're not gonna be able to work with me. Let me tell you a little story. This was probably last year. One of the guys comes into the office down, what's up, bro? What's up, bro? What's up, bro? How you doing today? Yeah, yeah. And he comes up to me, what's up, bro? Good morning. I look at him like, okay, go outside, come back in, right? What the heck goes aside. Same thing. What's up, bro? What's up? Go outside, come back in, right? He's like. He's just. Now he's laughing. He's like, what? What's going on? What did I do? Why? Why are you trolling me? We prank all the time at work. We always have fun.

[B]

Yeah.

[A]

He's like, what's going on? That's why I told the guys. I'm like, I'm gonna teach him a lesson. Does it ten. Ten times the next. He still doesn't. He's. We're just messing with him now for like, 10, 15 minutes. We're just laughing. We're like, dude, you're an idiot at this point, right? Yeah. Now the second guy comes in, he's saying he's a little bit down. And I'm like, go outside, come back in. He goes outside the door, he goes, what's up, guys? You guys ready to cry? Let's kill this damn day. Let's do all energy and everything. I'm like, that's how you need to come to work every single day. Because when you're in work, bro, I want that energy. I don't give a what your problems is. You got home. If you do got problems at home, pull me to the side, right? Let's talk about it. But if you come in with the negative energy. Right. Everybody else is going the same thing. Think about this, Sean. When you're making an omelet, you have 10 eggs, very good tasting omelet. You have the 11th egg is bad. The whole omelet gets messed up, Right?

[B]

Yep.

[A]

That's. You don't want that bad, bad egg in your, in your circle at all. You know, everybody. High energy, good vibes all the time, positive mindset. Everything is solvable. That's my biggest thing. Everything is freaking solvable. There's not one issue that somebody's brought into, brought into to my table that we're not able to solve altogether.

[B]

Yeah.

[A]

You just don't know the way because you're. Right now you're panicking, you're freaking out. There's always, there's always a solution.

[B]

Agreed. Sometimes that negative one is one of your top salesmen too.

[A]

Yeah. Yeah. I haven't had one, but I've, I've heard that before.

[B]

I dealt with. It sucked.

[A]

So let me ask you this question. You have a sales guy, you have two sales guys. Okay. And one of them, very high energy and everything positive, very high energy, has the right standards. What you're looking for, cool guy, does less sales. You have this guy over here, very low energy, negative, but sells the most. What do you do?

[B]

I have to let the good guy go, man.

[A]

Why?

[B]

Because it affects the rest of the apples. Like, I had a team of about 10 guys selling. One guy was producing probably 70, maybe even 80% of the revenue. And I had to let him go because he was just being super negative around everyone.

[A]

No, but the good guy has a good energy. This guy sells more, has bad energy and is negative.

[B]

Yeah.

[A]

Who do you let go?

[B]

I let go of the bad energy.

[A]

There you go. You know, so going back to what I'm trying to say is sometimes the business owners, what they do is they just go, they just look at the dollars, but they don't. They don't see. If you have 20 sales guys, one of the guys is doing that, but he is producing the dollars. I get that. It's affecting all the other 19 of the dudes as well too.

[B]

Yeah.

[A]

If he's not, if, if he's not being the leader and teaching the other guys how to do it and good energy and everything, you have the wrong guy. Right. Same thing with you as a CEO and a business owner in a organization, if you want to scale your business, number one, number one tip I can ever give anyone is you're the guy who's the growth, visionary strategy, and you're a leader. That's it, bro. I don't do anything in my business. I just tell them, okay, this is where we're going, and then you guys go execute, and this is the direction I want you guys to go. Go right? And that's what I'm trying to say is you need to build leaders. That's it. You're not supposed to be working in the business. A lot of I did the mistake. A lot of business owners that do that, they're just working in the business. Boom, boom, boom, boom, boom, boom. You're supposed to be working on the business. You got to have multiple use. That's the only way to scale the business. So when a lot of people ask me, how are you scaling this business? Rapidly. Quick is one is action and intent. Everything I do is with full intent. A hundred percent in. Right. Number two is I'm very fast at everything. I just want to get done like this fast. If something's 30 days, how can we figure out a way to do 50 days? It's impossible. Dude, check this out. We're. We're creating a tequila brand. It's called Rising Tequila. So I'm talking to the manufacturer. One of my main guys, Paul, he's. He's the one that brought the project onto the door. He's like, I want to do Tequila, so let's go. The manufacturer comes up to me and he says, it's a two year project. I'm like, did you have nine months to produce this? He's like, that's never been done. I was like, well, you're not my guy then. And he's like, okay. We end the call two hours later. I'm like, okay, I think I have a way how to figure this out. Now we're launching Tequila nine. Nine months. And he said, dude, this has never happened, but I'm down for the challenge. Just because it's never happened doesn't mean it can't happen.

[B]

Right. You know, limiting beliefs.

[A]

Exactly. But now it went from almost a year to two years trying to make a company to produce the alcohol branding label and everything versus nine months. How's that even possible now? Just because now, you know, the timeline is nine months. I have to get this client done. We got to put all of our team into it. Let's hire more people, blah, blah, blah. Whatever it is, let's go. Let's find a way, but let's just commit first.

[B]

Yep.

[A]

Let's get the thing going. You know, yeah.

[B]

The example I love is the four Minute Mile. The first guy that broke it, people thought it was impossible.

[A]

Yeah.

[B]

And then the next week, three people got it under four minutes.

[A]

Yeah, exactly.

[B]

You know, exactly.

[A]

Exactly.

[B]

You got a conference in Miami coming up, right? In August.

[A]

Yeah, we have a conference. It's called the Domination Conference. Previous one we did was in Cabo. We had about 400 people there. Badass event. It was all all inclusive. Everybody had great networking connections and everything. This one, we're changing it to Miami. We have about 2,000 people coming in, all business, legit business owner.

[B]

Nice.

[A]

Fantastic network event. Go to a lot of these events. Right. The random people are there. You can't have good conversation. You don't even know if you're going to network properly.

[B]

Right.

[A]

We're vetting questions before you buy a ticket.

[B]

Really?

[A]

Yes. There's a certain standard I want, you know, there's a certain industries that we're looking for. So if you're a crypto industry type of guy. Sorry, you can't.

[B]

You don't like the crypto ones.

[A]

What real what. Let me ask you this. What real skill sets do you really have that you can apply in any business?

[B]

Yeah. If you make money through crypto, usually it's luck or just right time.

[A]

Yeah. Right. So I need strategies. I need people strategies. Right. So, Sean, what strategies did he have to build this podcast? Magnitude is 11.5 million followers. What did he do? I need those people to learn from that. Right?

[B]

Yeah.

[A]

Number two on this event, what we want to do is, and we did this phenomenon, Cobble is. And I always start this off of this is, look, I'm. I've done what I have done, right. I'm successful, but I'm still. I still want to learn from you guys. So I'm going to give you guys a mic and I want you guys to participate as much as possible. I'm going to be wrong on a majority of the things. This is just from my experience, but I want to get to know your experience because I'm learning too. I literally, on stage had a. A notebook and pen. If somebody says something, I like this. Oh, that's good.

[B]

Wow.

[A]

On stage, bro. Never stop learning.

[B]

That's impressive.

[A]

Never stop learning. Like somebody says something like, dude, that's right.

[B]

I love that you're good at putting your ego to the side.

[A]

You have to. You got to be humble. So all my team, my whole entire team, my whole entire organization was there in the back watching everything, taking notes, filling out the workbook and everything. The Other thing is too like when we're presenting, doing everything, bro, we're doing a lot of case studies. Like I just showed. I asked you a case study right there. You're a sales guy and you have this sales guy. What do you do then we debate. We all debate together. You know, there's three mics around and that's what I want. And that's how we come up with better, you know, that creativity. Your mind starts opening up. It's not like, hey, do this, do this, do this right. Well, this is what I've done in my career. Okay. Now we have a. You know, we have case studies I've created from my experience, from other experiences and everything. Now I want you guys to talk and let's see, let's all debate together, right? Because there's not one way to do business.

[B]

Yeah.

[A]

Two plus two equals four. But five plus five minus one equals four as well. Right. Four times one also equals four. Right. How there's three ways.

[B]

I love that. Because a lot of people are scared to debate these days.

[A]

Yeah.

[B]

But you're providing a comfortable environment for people to speak their mind.

[A]

The only way to grow, bro. It's a non judgment. So we're creating this business thing, we're completely changing it where it's not like you just listen to somebody freaking talk. No, you're listening to me. I'm just sitting in the stage, in the narrative and we're all working together.

[B]

Yeah.

[A]

Then we got top speakers coming in. You know, like for an example, like Bradley's coming in. You know, we got Tony Robbins. We're talking to, we're talking to, with rfk, all these guys with. Yeah. In there. And then on top of that, if you get the CEO ticket, there's special perks to it. You know, we'll take you out to special dinner. You get to spend with time with me and some of my top, top business guys and ask panels better questions. You know, like for an example with the whole tariff thing, how did you navigate this? Insurance, e Commerce. Boom, boom. You ask me the question. Taxes, this, that, yada yada, yada. How can I do this? How can I do that? You know?

[B]

Yeah.

[A]

And then just to get the T. CEO ticket there's a. The special qualification. You have to even be. You don't even have to have the money. We don't care about the money. We. You have to have a specific qualification to even qualify, to even buy the ticket.

[B]

Damn.

[A]

For the CEO ticket.

[B]

I've never seen a conference do that.

[A]

Yeah, yeah. No, I'M telling you, bro, all my conferences, they're gonna be crazy. It's gonna be. It's vetted people, right? So very high standard, vetted people, legit business owners. Number two, it's not a hype type of thing. I don't like that stuff. Number three, you'll network with very top end people, right? And number four, we're gonna have a good time. I'm all about it. Having a good time. High energy in our cobble thing. We had like fireworks, dancers. Every single time when a breakout session was happening, music playing in the back and everything. Love it. We're bringing that whole entire thing again. So it's all about business, networking and having fun together. That's what I'm trying to promote.

[B]

When you're having fun, that's when the best conversations happen, too.

[A]

All day. All day. Me, my guys, we always travel. We're. We're traveling. We're. We're closing deals. But along after we're done with that, we're on Airbnb, smoking a cigar, having a good time. Even if we're having a good time, we're in Jacuzzi or in a pool, we're still talking about business, we're still talking to, having conversations about that, you know, blah, blah, blah, blah. But then sometimes, like when you're, you know, when, like you and I were doing this podcast thing, right? But then, well, behind closed doors, we might have a different, more in depth conversation.

[B]

Right?

[A]

You get what I'm trying to say?

[B]

Yeah. Even before this, we were.

[A]

Yeah, we were having a before conversation. You're asking about the whole health thing and everything, and I kind of broke it down. You go, oh, that's interesting.

[B]

Yeah.

[A]

You know, yeah, but you gotta have fun, man. Life is too short to not to have fun.

[B]

Absolutely. You mix friendship in business, huh?

[A]

There's, there's. I, I know how to do that. But there's a fine line you have to put when work needs to get work done. You've got to know your boundaries, bro.

[B]

Right. That's important. People don't have boundaries.

[A]

100. You got to know when to put the foot down.

[B]

Do you find yourself not being as strict, I guess, with your friends?

[A]

Like, no, everybody knows how I am. Everybody knows how I am. When it's time to have fun, let all go, right? When it's. There's been times when we're having fun, but there's boom. Time to give back work. Right? Instantly, boom. Everybody knows I love that. And then they know I'm gonna chew them out they don't.

[B]

You got good guys around you, man. Some. Some guys take it personal and then, well, then messes up the friendship.

[A]

Don't be with me. Don't be with me. You know, like I said, I'm very fast. I'm very aggressive. You know, we'll have fun, we'll make a lot of money and everything. There's a book there, there's. There's a paper that I have there 10 standards. Before you work for me or do business with me or even become friends with me, there's different standards. There's a friendship, standards, right? So the type of friends I'm looking for, boom, you got to do for business. You got to, you know, boom, boom, boom, boom. This is what I'm looking for. And I tell them straight up, hey, guys, before we work into this deal and everything, I just want to present you guys this. Like, what is this?

[B]

Wow.

[A]

These are my 10 standards of business, of how I do business. Number one, trust is the number one thing. I'm going to keep everything transparent. You ask me everything when it comes to business. Right. And that vice versa. Number two, if you're here with me on my tops, you better be there with me on the bottom. Okay. Number three, communication has to be all in together. So if there's five partners, it can be you and me having a conversation. Other three people are not. Are not. Are not. Are not into that conversation of the business. Does that make sense?

[B]

Yeah.

[A]

It has to be all everybody. It can't be. He said who say shit as we all together in person. Number four, there's conversations that happen behind closed doors. They need to stay behind closed doors. If somebody finds out somebody had a conversation with somebody else that not supposed. Not. You're not supposed to have it. Sorry, we're done doing the deal. Damn. I'll write the check. You're out. Seriously, dude.

[B]

Wow.

[A]

Yeah. And that. I'm telling you, bro, to grow your organization, you have to have those standards. And that's how you vet people, your partnership, too. And you'll find the right partnerships that way, too. Sometimes. Yeah, they will. They'll lie to you and stuff like that, but they'll come out like this, you know, Same thing with your friends, you know? Do you watch sports? Yes, I do. How often do you watch sports? Every single day. Sorry, I can't be your friend.

[B]

I love that.

[A]

Why is that? To me, it's like, sports are great, dude, but you're spending hours and hours and hours time doing what? Yeah, you're not getting ahead in Life, you know, the second look, like, how many books do you read? You know, I don't read.

[B]

I like that one.

[A]

Sorry. Get out of here. You know, number three, who's your biggest influencer? You know, okay, it's xyz Tony. You know, let's just say Tom Brady. Great. Why? Is it because the football is because the football way, or is it because of the way he does things in life? There's a difference on that.

[B]

Big difference.

[A]

Big difference.

[B]

Are you a fan or are you actually implementing his mindset?

[A]

Thank you. Yes. Big difference. And he's a sharp guy.

[B]

I just saw him on a pod. He's. Yeah, he's.

[A]

Yeah, I saw him at event we went to for a business conference. He was there.

[B]

Was that PBD's event?

[A]

PBD's and grants.

[B]

Yeah, I saw that speech.

[A]

Yeah. Phenomenal guy. We're trying to get him to ours too. Phenomenal guy. Very good interviewer. Everything he's been through. Mike Tyson, same thing.

[B]

I'll set it up for you. The owner of this vodka brand is Julian Edelman. So I'll set that up for you.

[A]

Yeah, let's talk.

[B]

Yeah, let's talk.

[A]

Yeah. Yeah. Phenomenal, dude. But all that kind of stuff matters, dude. You know, like, you know, just. Yeah. If you don't have your standards, you're not gonna. You're not gonna find the right people in your life. And like they say, show me your friends, I'll show your future. I'm a big believer in that.

[B]

It's such facts.

[A]

Yeah, Same thing with business too, you know, show me your partnerships and I'll show you exactly where your business is gonna go.

[B]

Yep. You know, people overthink it, man.

[A]

Yeah.

[B]

Like you just surround yourself with the right people.

[A]

It changes everything.

[B]

Everything.

[A]

Everything. Yeah.

[B]

Yeah. Well, dude, we'll link the conference below, we'll link your social media. Anything else you want to close off with. This was awesome.

[A]

Whatever. Whatever you want us to talk about, man. I'm good.

[B]

I feel like you spoke some bars. We'll film A Part 2 in Miami. I'm down. Let's do it.

[A]

I'm down.

[B]

I'll try to come out for the conference too. Yeah.

[A]

789August in Miami in the found blue. It's gonna be sick ass event. Two day events, sessions, breakout sessions, Q&As, a bunch of different things.

[B]

Hell yeah. Thanks, Carmel, man, that was fun.

[A]

Thanks, Sean.

[B]

Check them out, guys. See you next time. It.