Business Power Moves: Navigating High-Stakes Entrepreneurship with Amrinder Kamboj

Summary

Podcast Summary: "Business Power Moves: Navigating High-Stakes Entrepreneurship with Amrinder Kamboj"

Podcast Information:

• Title: Right About Now with Ryan Alford
• Host: The Radcast Network
• Description: Right About Now amplifies real American businesses, cutting through the noise with uncensored insights from entrepreneurs and marketing mavericks. Hosted by Ryan Alford, the show delivers two episodes weekly—guest sessions every Tuesday and no B.S. business briefings on Fridays.

Episode Details:

• Title: Business Power Moves: Navigating High-Stakes Entrepreneurship with Amrinder Kamboj
• Release Date: August 12, 2025
• Guest: Amrinder Kamboj, Serial Entrepreneur and Founder of Amboj Ventures

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1. Introduction to High-Stakes Entrepreneurship

Amrinder Kamboj opens the discussion by highlighting the intense pressure entrepreneurs face. He likens the entrepreneurial journey to the formation of diamonds, emphasizing that "there's a tipping point for every entrepreneur," where decisions can propel them upward or cause them to falter (00:00).

2. Scale vs. Scalability in Business

A significant portion of the conversation revolves around distinguishing between scale and scalability:

• Scale involves increasing operations in tandem with sales growth.
• Scalability pertains to expanding into new verticals or international markets.

Amrinder explains his approach by stating, "So there's different things of scale and scalability," emphasizing the importance of replicating successful business models across multiple countries (01:48). He underscores that scalability is achieved by "copy pasting" successful strategies into diverse markets, citing his ventures spanning 15 countries.

3. Strategic Acquisitions and Business Expansion

Amrinder delves into his acquisition strategy with Amboj Ventures, mentioning that the company oversees 15 major subsidiaries and operates in approximately 15 other countries (01:20). He elaborates on the importance of acquiring businesses that are "ready for scale," ensuring they have robust systems like SOPs (Standard Operating Procedures) and KPIs (Key Performance Indicators).

4. Challenges in the Restaurant Industry

A critical discussion point is Amrinder's aversion to the restaurant and hospitality sectors. He critiques the industry's low profit margins and dependence on key individuals, particularly chefs. Amrinder shares a personal anecdote about his uncle's Indian restaurant, highlighting the pitfalls of not rewarding key talent with equity, which hampers long-term scalability (04:08). He advocates for aligning employee incentives with business success to foster loyalty and growth.

5. Empowering Employees Through Equity

Amrinder emphasizes the transformative impact of granting equity stakes to valuable employees. By offering 15-25% equity based on performance, businesses can foster a sense of ownership among staff, leading to enhanced productivity and reduced turnover. He remarks, "He's not going anywhere. He's going to make better food products," illustrating how equity incentivizes employees to invest in the company's success (05:44).

6. Amrinder’s Entrepreneurial Journey and Lessons Learned

Reflecting on his journey, Amrinder shares insights from his 12-year career, including failures and successes. He recounts his early days in the GNC business at 20 years old, learning harsh lessons that later informed his scalable business strategies. Amrinder admits, "It just cost me 500,000 to learn a lesson," highlighting the value of experiential learning over formal education (07:05).

7. The Importance of Mentorship and the Right Circle

A pivotal theme is the role of mentorship and surrounding oneself with like-minded, successful individuals. Amrinder critiques the notion that “your biggest mentor is always going to be your dad,” arguing instead for seeking mentors who have "built successful businesses" and can provide actionable insights. He advises entrepreneurs to be the "dumbest person at the table," ensuring they remain open to learning (30:57).

8. Cultivating Curiosity and Continuous Learning

Amrinder attributes his success to relentless curiosity and continuous learning. He explains how studying industry leaders like Grant Cardone and Elon Musk fueled his innovative approaches. "Curiosity is what makes innovative companies," he asserts, emphasizing the necessity of constantly seeking new information and perspectives to stay ahead (11:07).

9. Harnessing AI in Modern Business Practices

The conversation shifts to the integration of Artificial Intelligence (AI) in business operations. Amrinder praises AI for its ability to streamline processes, such as analyzing financial reports swiftly during acquisitions. He notes, "If you're not using AI, you're going to get left behind," underscoring the imperative for businesses to adopt AI technologies to maintain competitiveness (35:04).

10. Evaluating and Acquiring Businesses Effectively

Amrinder outlines his criteria for acquiring businesses, focusing on those with solid financials and replaceable leadership. He explains that his team uses proprietary software to rapidly assess potential acquisitions, identifying bottlenecks and growth opportunities within days instead of weeks (37:09). This efficient due diligence process ensures that only businesses poised for expansion are targeted.

11. The 1% Mindset and Overcoming the Victim Mentality

Amrinder contrasts the 1% mindset—characterized by continuous learning, curiosity, and ambition—with the victim mentality prevalent among the majority. He stresses that most people "are scared to just try" due to societal pressures and negative influences. To reach the top tier, entrepreneurs must "bet on themselves" and cultivate resilience against external discouragement (13:57).

12. Balancing the Journey and the Destination

The dialogue concludes with reflections on valuing the journey over the destination. Both Amrinder and Ryan express a passion for the continuous pursuit of growth and challenges, rather than settling for predefined goals. Amrinder shares his enthusiasm for the process of building and evolving businesses, asserting that "the journey is where the real value lies" (22:54).

13. Upcoming Events and Future Collaborations

Towards the end, Amrinder promotes his Domination Conference, highlighting its focus on high-revenue businesses and quality networking. He emphasizes the event's unique structure, including "In the Tank with the Sharks" segments and exclusive CEO sessions, designed to foster meaningful connections and actionable insights (40:00).

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Notable Quotes:

• Amrinder Kamboj (00:00): "There's a tipping point for every entrepreneur, it depends on what decision you want. You want to go down, you want to go up."
• Amrinder Kamboj (05:44): "He's not going anywhere. He's going to make better food products. He's going to be more involved. And now you have a scalable business."
• Amrinder Kamboj (11:07): "Curiosity is what makes innovative companies."
• Amrinder Kamboj (13:57): "A lot of people are scared to just try because they don't want their friends to make fun of them."
• Amrinder Kamboj (30:57): "The dumbest person at the table, you're always learning and curious and you know you have more potential to do more."
• Amrinder Kamboj (35:04): "If you're not using AI, you're going to get left behind."

---

Conclusion: In this episode of Right About Now, Amrinder Kamboj imparts invaluable insights into scaling businesses, strategic acquisitions, and fostering a growth-oriented mindset. Emphasizing the importance of mentorship, employee equity, and continuous learning, Amrinder provides a roadmap for entrepreneurs aiming to navigate the high-stakes landscape of modern business. His candid discussions and actionable strategies offer listeners a comprehensive guide to achieving sustained success and scalability.

Transcript

[Amarinder]

A lot of entrepreneurs, they don't understand there's a part where you're so stressed out and pressure. There's a reason why diamonds are made out of pressure. If there's a tipping point for every entrepreneur, it depends on what decision you want. You want to go down, you want to go up.

[Ryan Alford]

This is Right about now with Ryan Alford, a Radcast network production. We are the number one business show on the planet with over 1 million downloads a month, taking the BS out of business for over 6 years and over 400 episodes. You ready to start snapping necks and cashing checks? Well, it starts right at about now.

[Unknown]

What's up, guys? Welcome to right about now. It's always talking about what's right and we're always talking about what's now. We could talk about last week, about next year. We're talking about right now how to get ahead, how to learn from the best. And look, I like, I got good friends that refer great people to me that know that you need to know that I need to know to get ahead to understand what it takes to. To be successful today. That's why I've got am render. He is here. He is serial entrepreneur. He's just a badass, I guess.

What's up, brother?

[Amarinder]

What's up, Ryan?

[Unknown]

Thanks for having me, bro. Yeah, man. I think you know Ambroser, such strong.

[Amarinder]

Name though it is.

[Unknown]

I kind of just want to call you that.

[Amarinder]

That's fine.

[Unknown]

Amboj Ventures, right?

[Amarinder]

Correct. Yeah, yeah. That's our acquisition main company. We have roughly about 15 companies, major companies under that, under those companies. We have other acquisition companies under that too. We're into what, like 15 other countries. So my whole principle is everybody asked me, this is my whole principle is when I'm doing business, I'm looking at business of whatever I'm doing in the US right. I trial to test it. How can I copy paste and take it to multiple countries? That's where scalability comes in. So there's different things of scale and scalability.

[Unknown]

Right.

[Amarinder]

So scale is increasing your operations as your sales increase.

[Unknown]

Right.

[Amarinder]

Scalability is getting into other verticals and horizons and through other countries. And a lot of people, they don't think that far. And this, the way it happened was one of the days we're, we're doing all the, all the stuff here. So we're buying SaaS businesses, we're buying e commerce brands, we're growing them and everything. One of the days I'm just like, dude, what about if we go into another country? It's E commerce is everywhere.

[Unknown]

Right.

[Amarinder]

The other principle, what I do is, okay, the world pretty much follows what USA does. If you go to India, Philippines, Dubai, London, all these other countries.

[Unknown]

Right.

[Amarinder]

All those people, they're, they're being influenced by the Western community.

[Unknown]

Yeah. Right.

[Amarinder]

So if that's it and I can get into those markets, the entry barrier, barrier entry ratio is a lot cheaper right now and it's going to get much higher because then I started looking at, okay, Philippines. What is the E commerce in the Philippines? What, how much revenue are they doing? You know, $70 million.

[Unknown]

Right.

[Amarinder]

Okay. So if, if U.S. is doing 300 something billion dollars, whatever it is along the way, there's people in there that have money they need to buy products. Convenience is the biggest thing. That's what I love about E Commerce. Every business that I get into, it's all about convenience.

[Unknown]

Yeah.

[Amarinder]

To the client.

[Unknown]

Right.

[Amarinder]

Retail market. I hate retail market overhead. All this other stuff you got to do, blah, blah. Restaurant business I like, but there's, there's different levels to the restaurant business as well.

[Unknown]

Still, hairy business. It is.

[Amarinder]

The margins are ridiculously low. So there's a certain percentage of margin I'm also looking for too, and then growth ability. The reason why I hate hospitality, restaurant businesses, it's a fab. I hate fab businesses. I want business that lasts for five to 10, 15 years.

[Unknown]

Yeah.

[Amarinder]

So that makes sense. Restaurants, it's just like, I'm gonna open up a Mediterranean spot.

[Unknown]

Yeah.

[Amarinder]

How long do you think is gonna last? One customer can literally ruin your repetition if your main cook leaves. It seems like you've been through this, huh?

[Unknown]

Oh, yeah.

[Amarinder]

What happened? I. I want to hear this.

[Unknown]

No, I mean, it's just once you have main people leave, and especially once you get a name for, you know, cooking, you know, restaurant business is tied to the chef if it's high end.

[Amarinder]

Correct.

[Unknown]

Especially I. If you're making tacos behind the. Any tacos have gotten high end. So. But you know, if it's fast food or something, it's one thing, but your brand can get tied to the chef real easily. In the restaurant business it is.

Yeah.

[Amarinder]

Like, like when it comes to restaurant business, a lot of these businesses, when you look at it, a lot of people, they want to create. So there's a fab that's going in California.

[Unknown]

Okay.

[Amarinder]

They're opening restaurants left and right. They don't know how to cook or anything like that. All they know is like, oh, I can make some good burritos, I can make some good Indian food. I can make some good Mediterranean food. And they want to open something up. They start with the taco truck. Food truck, right. And then they want to open up a restaurant. They have these big dreams and everything. But the problem with that is a chef would, is not going to be able to become a owner. And a business owner can now be a chef. And you can't run a business like that. So then that's where it comes in. The conversation you need to have is what am I, Am I the chef? Am I planning to play the chef role? Am I play the business role? And how do I do this? Let me give you a personal story. One of my uncles, he owns, he owns an Indian restaurant. I told him this, he's drinking at my parents house. He goes, and I got this nice Indian chef. He works at a five star restaurant in New York. They treat him like I'm going to pay him 16, 18 an hour. I bought a house for all the employees and he's going to have the master bedroom. And looked him like, are you idiot? You think that chef who's giving you the revenue, pretty much he's the one that, producing the revenue, quality of food and everything. You think he gives a. About living in a master bedroom and only making $18 an hour. And when, when you come into the restaurant as an owner, you get a new car every year and he doesn't, you're not giving them those opportunities. And he's the main bread and butter of the business. And I was like, uncle, why don't you do this? Said, why don't you give him at least 25%, 15% equity to put skin to the game? Yeah, you're a idiot. You're a kid. You don't know what you're talking about.

[Unknown]

Right.

[Amarinder]

But then I was like, think about it. If he has skin in the game.

[Unknown]

He'S not going anywhere.

[Amarinder]

He's not going anywhere. He's going to make better food products. He's going to be more involved. And now you have a scalable business. Because now what he's going to do, you teach him how to create a leadership team of how to have. He's going to start training other chefs. So now what do you do? Your job is to have multiple restaurants throughout the world and that's called scalability.

[Unknown]

Yep.

[Amarinder]

Well, people don't think like that.

[Unknown]

No, they're very hyper focused on today, today control.

[Amarinder]

I know it all A lot of. So I, I coach over a hundred different businesses. And you've been in multiple business. I've done some Research on you, bro.

[Unknown]

Yeah.

[Amarinder]

So business is all the same, Right? Everybody tells me, but you don't understand my industry. No, data is the same.

[Unknown]

Yeah, right.

[Amarinder]

EBITDA doesn't lie to you.

[Unknown]

Yeah.

[Amarinder]

Cash flow doesn't lie to you. Your process, KPIs, they're all the damn same.

[Unknown]

Yeah.

[Amarinder]

Okay, so they. They come as a hundred businesses. And the biggest problem when I see when an entrepreneur is about to fill the tipping point is when they think they know it all.

[Unknown]

Yeah, right. Yeah.

[Amarinder]

When you're successful. I'm successful.

[Unknown]

Why?

[Amarinder]

Because we have people who know it more than us.

[Unknown]

Yeah.

[Amarinder]

And we ask them for advice, then we make the decision. That's when that switch happens.

[Unknown]

Yeah.

[Amarinder]

And a lot of people need to start doing that is take the backseat. I don't know it all, but these are the guys handling my customers. Give me the feedback.

[Unknown]

Okay.

[Amarinder]

How can we improve? How can we improve? We need this AI technology. We knew that. That's how you always grow.

[Unknown]

How did you get so smart, so young?

Adam, Run.

[Amarinder]

That's good question. So 32 years old. I was 20 years old doing GNC business. And I wish this information that I have now, I knew it, in the GNC business, I would have never failed. I had a sports nutrition brand, I sold it. It would have been ten times further if I had this information. What I started doing was, okay, there's a tipping point in my life. In 2018, I started helping my dad at the gas station business. I have the gncs. I have help with my dad's gas station business. And then from there, I'm like, dude, okay, I'm coming in for the health background now. I'm selling Swishers, helping people. You know, there's a different clientele. And I knew in me, I'm like, dude, whatever my dad tells me to do, as far as, like, you know, making sure the county is good to go, whatever it is, like, it's. This is way too freaking easy to me. I can do this. In my closing my eyes, I was like, I need to do something else. There's more fire in me. So then I got into E commerce business. Then what happened was what clicked to me was when his employees kept leaving, he would hire him a couple months later, a year, he leaves gnc. Same thing. So, okay, something's wrong here. And I'm like, what about if we reverse engineer this business? I've been doing business since I was 20 years old. Up until 32 now.

[Unknown]

Right.

[Amarinder]

12 years of a career. I've never looked at one resume, because I'm going towards the vibe that I'm getting through to the purchase. I want to know, Ryan, at a personal level, if I'm going to do partnership with you, friends with you and all that jazz, I need you on a personal level.

[Unknown]

Yeah.

[Amarinder]

That way I can teach you to do everything. But on a resume, you can bullshit, lie to me, all that kind of stuff six months later down the road. You wasted my time.

[Unknown]

I know it. Usually within the first five minutes of talking to someone.

[Amarinder]

Yeah, yeah. They're bullshitting, whatever the hell it is. And I love having in person meetings.

[Unknown]

Oh, yeah.

[Amarinder]

I hate phone calls. I hate emails. I hate zoom calls. I like in person, especially any of my big business conversations. They're always in person because I can read the person like this. If they're nervous or shaky, they're doing this, doing that. The way if they're comfortable, if I ask them something, like right now we're talking about the restaurant business and you reacted. I already knew you've been through that experience, right? You. You're thinking of something.

[Unknown]

Oh, yeah, right.

[Amarinder]

So that's why I asked you that question. Going back to what I was saying. Okay, so when it comes to employees, we always hire base employees on the skill sets that they can bring to the company. So then I said, what about if I change that? What about if I created a business?

[Unknown]

Right.

[Amarinder]

Or at our gas station where they're working for us, but then I'm also helping them get to their goals, too.

[Unknown]

Yeah, right.

[Amarinder]

Their financial goals or whatever the hell it is. So I tell my dad, I was like, dad, this employee right here, he's a good employee. He's loyal to you and everything. If you want to get more stores, why don't you give him equity of the pie? 10%, depending on the performance that he brings in, which is bonus structure. And then from there you can be. You can get more stores and have him be the manager.

[Unknown]

Yep.

[Amarinder]

Now you have a scalable system. And he's like, no, same thing, same answer. Just like my uncle started doing the e commerce business, started growing it, started getting a lot of people. And the first thing what I do is I ask them, what. What's your five year plan?

[Unknown]

I render.

[Amarinder]

My five year plan is to, you know, help a company grow. Xyz and I put my hand up and I POS him, look, dude, that's my company. That's my baby. You're not even in the company and you're already telling me you're going to help me grow this? I'm asking you, what's your personal five year plan? Where you want to be, where you want to go, what do you want to do? All that kind of jazz. Then we create a five year plan from there. Then we reverse engineer it. Now I'm like, okay, what's your personal professional financial goals? Where are you trying to go for the next years? From there. Now I'm like, okay, now I can help you. Let's tailor it. This is how much money you're turn. So it's like a coaching thing from there, from our companies, this is what we can do. If you do xyz, yada yada, yada, yada yada. So you're helping them meet their goals too. They stay loyal to you, your turnover rates less and you're just growing. Does that make sense?

[Unknown]

Yeah.

But I just want to know if you're nature, nurture, did you, you get nurtured to be this structured or was that nature? Were you always that way?

[Amarinder]

It was a little bit of both. So what happened was I in 2018, I started researching other people like Grant Cardone, you know, Patrick David Bradley, you, majority of the guys. And I started to see what are these guys doing? I studying every single move. Why did the, why did Grant Cardone do this business deal with Brandon Nelson of ear? What's going on here? Why is this guy doing this move over here? Why is this guy doing the move here? I started being literally a student of the subject and then from there I started reading ton of books. And then the biggest thing where a CEO needs to do is always be curious on everything.

[Unknown]

I sitting here going, my next line was, the most successful people I know are the most curious.

[Amarinder]

Always. You're a curious creature.

[Unknown]

Yeah.

[Amarinder]

Always know. I come in here, what's the first thing I do? Riverside. What do you think about that obs? I'm curious to see what your thoughts are. Right, right. Because then if you form your own.

[Unknown]

Opinion, but you want a lot, you get the inputs, you want to know.

Yeah.

[Amarinder]

And then you give me the input. Okay. Then you give me the input. You know, you, you spent explaining 20 minutes and rather than two minutes, I already know.

[Unknown]

Okay.

[Amarinder]

If we're doing live events, we're going to use live in person obs. If we're doing mobile with the team, we're going to use Riverside. Boom. That's a structure that I have in two minutes. I already knew that. But then you explained it a little bit more detailed.

[Unknown]

Right? Yeah.

[Amarinder]

Curiosity is what makes innovative companies. Curiosity is what gives you the most information and knowledge. What did they do here that we're missing on our stuff?

[Unknown]

Yeah.

[Amarinder]

Follow their trend. Yeah, that's curiosity.

[Unknown]

No, it is. I can tell you are, you're one of those guys that go down that rabbit hole a little deeper than most. That's what I am.

Yeah.

Yeah, you gotta. But I don't know what I always, I always like to get under the hood with people because I think people that listen to our show are always wanting to kind of know like this is this DNA or you know, can I become that person? You know, like, because we got all ends of the spectrum. We got the 25 year old that's trying to be you, trying to be me. And then we have the 45 year olds that might be 10 yards, 100 yards past us or right there with us. And so I get that question a lot in my DMs and stuff.

[Amarinder]

I think that question is kind of broad.

[Unknown]

Okay.

[Amarinder]

The reason why, okay, what happens is from analyzing a lot of people, what happens is. Well, we just discussed, you and I, we get, we're like that one. 1%.

[Unknown]

Yeah.

[Amarinder]

Then there's that other what, 30, 40, 50%. A lot of people can get into that bracket to get to that 1% bracket that you're just born with. Yeah, okay.

[Unknown]

Right.

[Amarinder]

So you, what I'm trying to say is you and I, we look at life, business in a very different perspective. With Elon Musk. How many Elon Musk are the, the way he thinks? How many people are like that?

[Unknown]

Not many.

[Amarinder]

That's 0,1 5%.

[Unknown]

Yeah.

[Amarinder]

You and I were not even at the level.

[Unknown]

No, the way he thinks trying to.

[Amarinder]

Put people on Mars. He sells PayPal, uses all the money to get Tesla do like what the right.

[Unknown]

So this thinks bigger. I don't know, you know, like, I think we all as humans put limitations on ourselves. Like even a natural, I don't feel like I do, but I do, you know, because I'm, I don't think big enough for Mars, you know, like, and I, you know, how do I think that big?

[Amarinder]

Yeah, exactly.

[Unknown]

Because you can do anything that you think want to do, but you have to expand your mind.

[Amarinder]

Exactly. So what I'm trying to say is you got the 1%, you got the 0.5%. And then we got this tier and then you got the bottom tier. The bottom tier is always looking for motivation. They're never going to do it. They always overanalyze everything. And then you got these people right here where they're motivated. They will get to a Certain level. But they need somebody else to get to the next level. But they're always shy to get to the next level or they think they've done it all.

[Unknown]

Yeah.

[Amarinder]

You and I, the reason why we're at the 1% is because we're always learning and curious and we know we are potential. We have more potential to do more. So the philosop I I use is. Okay. What I tell my team is, you have 24 hours. I have 24 hours. Elon Musk has 24 hours. How come Elon Musk is able to run the most successful companies on planet Earth? Every single company is successful.

[Unknown]

Why?

[Amarinder]

Is. Because the way he does his time, the way he manages time, effort, and everything is so productive. There's no downtime.

[Unknown]

Yeah, Right.

[Amarinder]

Everything's strategically done. And I think that's the difference between what a lot of people have to do. What I'm trying to say is, okay, there's a lot of people out there, they want to do crazy shit. They look at you and I and they're like, you know, private jets, Rolls Royce and all kinds of. How'd you get there? Fuck, dude, put your phone down. Stop watching. Stop watching Tom Brady do all this crazy shit, making him a billionaire. Why don't you work on yourself?

[Unknown]

Yeah, well, they're living the life through the lens of that other person.

[Amarinder]

Correct.

[Unknown]

You know, they're taking some solitude of our satisfaction in the fandom of that person. And I take pleasure in helping people succeed, but I take no pleasure in watching ami get on a private jet. I'm happy for you.

Yeah.

But I don't take any pleasure from that. Yeah. Because that's. I'm not living through a lens of your life. You know, I'm living through my life.

[Amarinder]

Exactly.

[Unknown]

You know, it's not. Because I don't want that for you. No one wants more from my friends and my colleagues than me.

Yeah.

But I can't do it for you. And I take no satisfaction in you getting there, because I want to be there.

Yeah. Yeah.

[Amarinder]

I think what it is. I think you just answered it right there. What a lot of those people that I'm talking about is they live in this victim mindset where basically, I think it's school indoctrination or something like that, where they live in, like, the world. Society owns everything.

[Unknown]

Right.

[Amarinder]

The information is right there. You have the most powerful tool.

[Unknown]

Yeah.

We live in the greatest time ever for that.

[Amarinder]

Yeah. 25 years old. What were you doing when you're 25? What was Ryan like when he was 25 years old.

[Unknown]

I got promoted seven times at the first ad agency that I worked with.

Okay.

With a 2.0 GPA, barely got into the ad agency, but then the people that thought I didn't belong there were reporting to me.

[Amarinder]

What year was that?

[Unknown]

2005.

[Amarinder]

2005. Okay. Now imagine 1980 something. 1980 something. We don't have phones. We don't.

[Unknown]

Yeah.

[Amarinder]

You know, we have those long cord phones.

[Unknown]

Yeah.

[Amarinder]

You know, we don't have no technology or anything like that.

[Unknown]

Okay.

[Amarinder]

Now, you live in a country where there's. There's poverty.

[Unknown]

Yeah. Okay.

[Amarinder]

Then you. Sometimes you have food, sometimes you don't have food. You make the decision in your household to leave and provide for your family, your parents and your siblings, your brother and sister. You go to another country miles away. You. You did some work, you saved up, you got a ticket, go miles away, and you go to Germany. You don't know the language, you don't know anybody there or anything like that. What would you feel?

[Unknown]

You'd feel lost a little. You would, Bill, you know.

[Amarinder]

Okay.

[Unknown]

Yeah.

[Amarinder]

Then two or three years later, you basically do the same thing, and you go to usa. Same thing. You start all. Everything, and then you build from there.

[Unknown]

Yeah.

[Amarinder]

What I'm trying to say, that's. That story right there is my dad's story. Reason why I'm saying this is because. What. What did he do? A lot of the people that are listening, you have the resources and the tools. It's the phones. My dad didn't have none of that. What I'm trying to say is when you bet on yourself and you give yourself no option.

[Unknown]

Oh, yeah.

[Amarinder]

But to succeed and you're living on the edge. Yeah, brother.

[Unknown]

There's nowhere to go. But.

[Amarinder]

Exactly. And I know this, too. You and I, we. I feel like we have the same synergy, same type of personality.

[Unknown]

Right. We.

[Amarinder]

You like to live on the edge. So do I. And that's why we live every single day like we're always broke. We don't have it all or anything like that. Although we might have the jets and. And we're playing private and all that kind of stuff. But the reason why we're doing that is we're just chasing for speed and time. That's the only reason. It's not clout.

[Unknown]

No. Right.

[Amarinder]

It's just. We're just trying to get to multiple places as quickly as possible.

[Unknown]

I want to sit and, you know, wait for four hours or a plane exactly. In five minutes. Yeah.

[Amarinder]

But when you start looking at some of the stories out there. When I was 25 years old, I was, I was at my GNC, you know, watching my dad hustle, grind, all that kind of stuff. You have to look at the sacrifice of what people do. So people see you and I, as far as these successful guys, multi million dollar guys.

[Unknown]

Right.

[Amarinder]

But they don't understand the ups and downs. What I'm trying to say is a lot of people, what happens is when that happens, they quit. I'm not going to do the business. Business, not for me. I'm going to go to the job. What you and I did was we got this.

[Unknown]

Yeah.

[Amarinder]

It just cost me 500,000 to learn a lesson.

[Unknown]

Yeah, yeah.

[Amarinder]

People are okay spending 500,000 million dollars, go to college to still learn nothing.

[Unknown]

Yeah, exactly. Right?

There are why.

[Amarinder]

Yeah, exactly. That's their roi. But our eyes, okay? This is never going to happen again. And that's what, boom. You start pivoting in a different way. A lot of entrepreneurs, they don't understand that is there's a part where you're so stressed out and pressure. There's a reason why diamonds are made out of pressure. If there's a tipping point for every entrepreneur, it depends on what decision you want. You want to go down, you want to go up. That is the thing. Every single time where I'm stuck, I start calling my friends like you, Bradley, pbd, all these guys like, dude, I'm stuck over here.

[Unknown]

What do you think?

[Amarinder]

What do you think? I'm just trying to get as much information as possible. Then from there I have it laid down and then you make a decision. Because this might be something new to me, but Ryan's been through it, you know, somebody else has been through it. Somebody. Mike Schmo, Joe, somebody else. If you're doing 100 million in revenue, you don't have to call a guy who's doing 100 million or $500 million. It might be somebody who's $10 million in revenue too, but he'd been through that situation.

[Unknown]

Yeah.

[Amarinder]

So always be learning. Like, I have a five year old son, bro. I'm always learning from him. He's taught me so much. You know, I got cousins who are doing jobs, I learned from them. Engineer, curious again. Goes back to what? Curiosity.

[Unknown]

Learning.

And I think that's, you know, you nailed it. I mean, you have to kind of have to give a shit.

Yeah.

Like the problem is there's a lot of people that just don't give a. Yeah, it's. You can call it not giving a shit. Settling yeah, there's a lot of settling that happens.

[Amarinder]

It does. We get.

[Unknown]

And I have a hard time. We all have our. Our superpowers and things that we're good at. I'm not the most empathetic person, though, with the settling part. Like sometimes I. I can put on, like. I understand. Look, I grew up with nothing. I grew up in a track home in Easley, South Carolina with no money, lots of dirt, but no money. And so I came from nothing. Two parents that were. That love me and a military dad. They gave me lots of love. So that, I guess that's. That's something for sure compared to some kids, but. So I just don't have this gene in me that can understand what makes some people have curiosity and interest and want to do better. And I, I have a real blind spot there. I don't know why. You get one life, man. Yeah, one life. Like, it doesn't mean you have to be a billionaire, but to not be interested in maximizing your potential is where I just. I don't know.

[Amarinder]

I don't get it either. I think, Ryan, you know what it is? A lot of the population, 75 of the population, they're scared to just try.

[Unknown]

Yeah.

[Amarinder]

And the reason why it is because they don't. If they try and they're friends, they make fun of them. That's the biggest thing. But the thing is, when that happens, you have the wrong damn circle. The biggest problem that I've seen, a lot of people not hitting their full potential. They're surrounded by fucking losers.

[Unknown]

Yeah, right.

[Amarinder]

They'll put you down. Or they have successful friends. And this happened to me, they have successful friends.

[Unknown]

Right.

[Amarinder]

But they're not going to lift you up. And then when you let them go and you have better friends, like Ryan, Bradley, all these guys.

[Ryan Alford]

What do you think makes the perfect snack?

[Amarinder]

It's got to be when I'm really craving it and it's convenient.

[Ryan Alford]

Could you be more specific?

[Amarinder]

When it's craving.

[Unknown]

Okay.

[Amarinder]

Like a freshly baked cookie made with real butter, available right down the street at am, pm. Or a savory breakfast sandwich I can grab in just a second at am, pm.

[Ryan Alford]

I'm seeing a pattern here.

[Amarinder]

Well, yeah, we're talking about what I.

[Ryan Alford]

Crave, which is anything from am, pm.

[Amarinder]

What more could you want?

[Unknown]

Stop by am, PM where the snacks and drinks are perfectly craveable and convenient. That's cravingience. Am, pm. Too much good stuff.

[Amarinder]

And you're hanging out with these guys. You're talking about all those. All the biggest. They're Looking at the different perspective of life, and then you're doing all this massive stuff, and then you meet them. You can't have the same conversation because you're at your vibration vibrating at a different level. They're vibrating at a different level.

[Unknown]

Right.

[Amarinder]

A lot of people, what they need to do is you need to change your circle. Like, there's been times where my freaking family, dude, I stopped talking to my mom for one year. Every single morning, I'm going to the office, I'm fired up to go to the office and kill a crush.

[Unknown]

It.

[Amarinder]

She'll call me, your cousin Australia, blah, blah, blah. What the you want me to do with that? Your uncle, and blah, blah, blah, blah, blah. What the hell you want me to do, Mom? I can't solve their problems. Yeah, I got my own problems. Why don't you do this? Why don't you call me? Be excited, be happy. Call me and say, son, how you doing? Can I help you? I love you and I miss you.

[Unknown]

Yeah, right.

[Amarinder]

Don't ever call me in the morning ever again. She didn't call me for one year in the morning. We'll have a conversation towards the end of the night. But that's what I'm trying to say. You have to do those kind of sacrifice things. A lot of people, I think they're just stuck trying to not to do sacrifices, you know? And the same thing with business. Sometimes you have people that you think they're good employees. You have to let them go.

[Unknown]

Oh, yeah.

[Amarinder]

You know, you can't have the emotional stuff coming. In a good business, sometimes you partner up with a friend, and it's not a good partnership. Yeah, you got a lot of good.

[Unknown]

Friends don't make good business partners.

They don't.

[Amarinder]

And there's a fine line. You got to find what to choose.

[Unknown]

Is it the journey or the destination for you?

[Amarinder]

The journey.

[Unknown]

Yeah.

[Amarinder]

I don't know what my destination is. My final destination. Like, if I were to die, I know what. What I want, right?

[Unknown]

Yeah.

[Amarinder]

But I like the journey. Every single business I've been to, I get a lot. A lot of people that will tell me, let's do this. Listen, I get a lot of offers on my table all the damn time.

[Unknown]

Right?

[Amarinder]

But okay, the numbers, great sense, we're gonna make a lot of money, all that kind of stuff. But if it's not challenging me, I'm not growing. I like the journey part of things. I like doing hard, like my mentors like Jeff Bezos, my mentors like Steve Jobs, my mentors, like Elon Musk. Those big guys have created crazy ass like Mars. Think about it. Mars, right. Let him figure out Mars. Let me take out people over here. Let me take care of people here to Earth.

[Unknown]

Yeah.

[Amarinder]

I'm trying to solve their problems, but the problems have to be big enough.

[Unknown]

Yeah.

[Amarinder]

Does that make sense?

[Unknown]

Yeah, it's.

[Amarinder]

The challenge is what I like the journey that, that we're going through. What about you? Let me ask you that.

[Unknown]

I. I'm always on a journey. I don't know that I have a desk. I don't have a destination for sure. I think that's why I've been successful. When you set a destination, you get.

[Amarinder]

There and that's it. What do you do?

[Unknown]

I don't want to get there.

Yeah.

[Amarinder]

A lot of people ask me, so. Have you ever thought about retiring and quitting? I can't.

[Unknown]

No. I want it. I mean, I'll always have something, Something going on.

[Amarinder]

Yeah. Same here.

[Unknown]

And I can play golf, but I. For like a day. Yeah. And you know.

Yeah.

But I get, I don't know, like, it's just. I'm sure no matter how much you take care of yourself and God willing, you know, we have the health at 75, but I just don't think I'll. I might go to bed earlier, but I'll. I think I'll just, I'll have my hands in something until I'm not breathing.

Yeah. You know. Yeah.

It's just not gonna be me.

[Amarinder]

To me, I don't see myself being 70, 80 years old and not doing something.

[Unknown]

Yeah.

[Amarinder]

When you get to the point where you're. For an example, you and I were very successful enough to be like, you know what? We don't need to work is what I'm trying to say.

[Unknown]

Yeah. Right.

[Amarinder]

But we like the challenge. We like doing that because that's like, to us, that's our manhood in a way. Correct.

[Unknown]

Yeah. Right. Yeah.

It's just my purpose and why, you know, it makes me happy. But I mean. But I also coach every game and go to every practice, so I'm, I'm not just a workaholic. It's just my hobbies are my business a lot of times.

[Amarinder]

Exactly.

[Unknown]

And a lot of times I, I find ways to make my hobbies my business.

Yeah.

You know?

[Amarinder]

Yeah, yeah, exactly. That's what happens. Because all you're doing is you're at a football game, your coach, let's just say, Right. You're looking at certain things. But the way you and I will look at things, there's like this uniforms that cost me this much. I wonder if I can resources company starts.

[Unknown]

Yeah.

[Amarinder]

You know, you're just looking for solutions.

[Unknown]

Exactly. Yeah.

Yeah.

And always a problem looking for. Yeah, my solution.

[Amarinder]

Solution. That's the thing. So all the entrepreneurs that are out there looking for a next business startup, whatever it is, this is literally how I started. And I know for a fact, Ryan, this is how he started the majority of these guys is how it started. All you got to do is solve your own problems. If there's no solution out there, you have a business. Because if you're dealing with that damn problem, somebody else, Millions of people are dealing with the same problem. For an example, one of my cousins, she calls me from Australia. She goes, I mean, diapers are expensive here in Australia.

[Unknown]

Okay.

[Amarinder]

So I compare the pricing. Like, God damn, they are expensive. She's like, what about if we start manufacturing diapers? I'm like, okay, it's. Let's just do it.

[Unknown]

Right?

[Amarinder]

So, okay, let's create diapers, which are good quality diapers at an affordable price for moms in need.

[Unknown]

Right.

[Amarinder]

And I was like, the only way to do it is okay, Ryan, you're a marketing guy, you're a successful guy. If you want to start a business to launch your company, what is it?

[Unknown]

Well, marketing is 100%. It's marketing.

Right.

[Amarinder]

So how do you get.

[Unknown]

Awareness is expensive.

[Amarinder]

It is. Mark Cuban started his pharmaceutical company. He said, we're not going to market. You guys have to help me organically grow this company.

[Unknown]

Yeah.

[Amarinder]

So we did the same approach in Australia. So we ordered a container, send it to Australia, high quality product diapers. And then from there, she started Facebook groups, she started talking to the moms, she started giving out free samples. They started boom, boom, boom, boom. It started flowing, flowing. Now that business is. But in business for almost three, four years. We'll probably do about 24 million just in Australia just from selling diapers.

[Unknown]

That's unbelievable.

[Amarinder]

And all I did was just solve my cousin's problem.

[Unknown]

Right?

Oh, my God, dude, that's me, though. I mean, my wisdom in my older age has been just, you know, how many things can you start? Or, you know, like having a table, not because I wouldn't want to, but like literally figuring out, you probably have to do that to yourself a little bit. You got to temper a little bit. Not starting 100 companies, you know, every week.

[Amarinder]

Correct.

[Unknown]

I mean, not 100, but you know what I'm saying?

[Amarinder]

So I want to start in today's age, I want to start. I would acquire.

[Unknown]

Yeah.

[Amarinder]

It's way easier. Rather than you going through the trenches doing all let some other dude do it. And then from there you get your.

[Unknown]

You don't even.

[Amarinder]

A lot of people, this is what they do. I want to start a business and then it fails or I want to start a business. I don't have the capital. 1. You don't need to start the business. You acquire business. I don't have money to acquire a business. You raise investors. That's all you got to do. It's not hard. There's a lot of people out there though. They'll give you millions of dollars to. They'll be silent partners. Millions of dollars as long as you know how to grow a company. You know xyz or they're just looking for somebody to do something, they will give you the capital.

[Unknown]

It's simple. But not everybody can do it.

Correct.

[Amarinder]

It's funny because.

[Unknown]

Because I think it's not complicated. No, but people try to make things complicated because excuse makers make complexity. Their sword.

[Amarinder]

Correct. I like that. Yes, I like that.

[Unknown]

And it's literally. Why? Because it becomes the reason they don't. Oh, too busy. Plus it takes this and that. No, it's one foot in front of the other. How do you eat an elephant? One bite at a time. But you do it every day.

[Amarinder]

Consistency. And then going about how simple is business. What I like to tell people is whatever you're doing, just pretend like you're explaining to a five or six year old child sales. Explain. Like five years. Six.

[Unknown]

Yeah.

[Amarinder]

And if, if somebody can understand that and they ask more complex questions, then you get into it. Exactly like you said. Just you got to put one foot forward. So the next one.

[Unknown]

Go, go, go, go, go.

Yeah, but people, they don't want to hear that. It's kind of like this podcast, you know, two years it did nothing but I stayed with every day and you know, snowball effect.

Yeah.

I tell everybody all the time it was an overnight success. Six years in the making. And because, you know, they want. They like hearing that overnight. Oh, I can do it too then.

Yeah.

No, you can't.

[Amarinder]

No, you can't.

[Unknown]

No.

Yeah. You aren't as. You don't enjoy pain the way I do.

Yeah.

But I will say I joke with my dad all the time. The greatest attribute that you and mom ever gave me and my sister. I don't give a what people think.

[Amarinder]

That's the key, bro.

[Unknown]

And don't get me wrong, it doesn't mean that my feelings can't be hurt and that I Don't care. Like, you know, I want. Everybody likes to be liked or something like that. But I don't. I have never paused in my career to go, but what will my friends think if it doesn't work ever? Not one second, but most. But that is a rare quality because most people can't do that.

[Amarinder]

It is. So let me. Let me follow up with a question on that. So I'm your friend. I'm like, ryan, shut the fuck up. Don't do that.

[Unknown]

Yeah, right.

[Amarinder]

Do you have something in you that's like, I'm gonna prove this wrong?

[Unknown]

Oh, 100%.

[Amarinder]

I think that's what you and I.

[Unknown]

And I politely also don't need their opinion.

Yeah.

Because it's not. Because I have it all figured out, because I do the same thing. I have mentors, people that I'll call for a business challenge. I don't have it all because I have it all figured out. But I'm not taking that advice from someone that I don't think can go as far as I can.

Bingo.

So that's all. And that. That might sound egotistical. No, it's not. It's just either if you. If they're already way past me or something, then I'll take their advice or input on it. But when you're at 9 to 5 at the bank all day, I ain't taking your advice. Yeah, I'm sorry. I don't care if you make 200 grand a year. Yeah, that's nothing. You know? So, like, it's just a different mentality.

[Amarinder]

Yeah, it's this mind shift happened to me years ago when I first started this business. You have to be very careful of who you're getting your information from and who's guiding. Very careful. They're either going to make you break you or anything. One of my good friends back in the day, he told me, your biggest mentor and guru is always going to be your dad. I disagree on that.

[Unknown]

Yeah, that's not always true.

[Amarinder]

I love them.

[Unknown]

I love my dad. And he and I, but yeah, yeah, same thing.

[Amarinder]

We both love our dads. We're successful, but they're not at the level where we're trying to get at. I scratch them. Then I remember one time I was gnc and I'm like, okay, I have the sports nutrition brand, right? And I'm trying to put it online. They gave me some feedback. Oh, we need xyz. I'm like, what do I do? So he's my best friend. He's an older guy, and I'M asking him questions and he's like, it's not gonna be possible. They say it on the letter. They say on letter.

[Unknown]

Right. Okay, great.

[Amarinder]

Then I asked him another business question, another business. Then when I started this business, and then it clicked in my mind. Why in the world I might ask him a question when he's never built a business before, he works for a business, he's never built a business. His salary is, like you said, 150, 100, 200k a year. Why am I getting advice from him when I can call somebody else or figure somebody else out who has done it? Having that circle of people and being the dumbest person on the table who's way higher than you is the biggest key success ingredient. So what I'm trying to say is, and I tell my guys too, whoever worked for me, I'm like, first thing before you start working for me, find a mentor and look up to him. And just the way they walk, the way they dress, the way they talk, do everything just like them.

[Unknown]

Yeah.

[Amarinder]

And then from there, that's what's going to build your standards, characteristics, where you're trying to go, all that kind of stuff again. Every single CEO out there, if you don't have a mentor, you need a answer. No matter what happens, you're gonna get stuck. No matter. Even if you become a Jeff Bezos, Elon Musk type of style. You think, you don't think Elon Musk has somebody that he can rely on? Impossible. Of course he does.

[Unknown]

Yeah.

[Amarinder]

All these guys do.

[Unknown]

Yeah.

[Amarinder]

But that's the problem that a lot of people are dealing with. And that's why businesses and a lot of families, not. Sorry, not families, but people, they're not getting to that potential.

[Unknown]

Yeah. Well, if you got the wrong inputs.

[Amarinder]

You'Ll never get an outcome. Yep, exactly.

[Unknown]

And so it's. That's what a lot of people run into. Because that voice inside your head needs to be your own. But then conditioned and influenced by the right inputs. Because what happens is when you're an overachiever or high achiever, it does get difficult. You have to find the right people because you can get poisoned by the wrong advice.

[Amarinder]

Easy.

[Unknown]

Because we're all influenced. You know, like, I'll hear something and I haven't caught myself. I mean, even recently, I was like, you know, someone I respected wasn't that they weren't on my level, but I just didn't. They're not really in business business. I respect them and I like them. And I found myself kind of like Thinking about something, I'm like, I need to just put that over here in left field and leave it and not come back to it, you know, because it was poisoning, like, my perspective.

Yeah.

And it will. It can very easily.

Yeah.

[Amarinder]

So what. What I would say is listen to everybody.

[Unknown]

Yeah. Right.

[Amarinder]

I respect them high, medium, and low.

[Unknown]

Right.

[Amarinder]

Listen to everybody.

[Unknown]

Right.

[Amarinder]

You take the best and the rest.

[Unknown]

Yeah.

[Amarinder]

So if me and Ryan were having a conversation wherever right now, I'm. I'm listening to everything you're saying. I'm just trying to learn three or four things from you.

[Unknown]

Yeah.

[Amarinder]

That's it.

[Unknown]

You can always take something from anyone. Yeah. Especially when it's quality.

[Amarinder]

And the best may not all be.

[Unknown]

Applicable, but you can pick up tips that may not be the same industry.

Yeah.

Because there's always a data point or a way of looking at whether it's numbers or website or marketing or distribution. Like, there's a nugget there.

[Amarinder]

You know what's the beauty of life is you get to decide everything yourself.

[Unknown]

Yeah. You get.

That's called free will.

[Amarinder]

Exactly. So it's not the society deciding, your friends deciding, your family deciding.

[Unknown]

Whatever it is.

[Amarinder]

Now, when it comes to parenthood, too, growing up, Indian parents, what do they do? Doctor, lawyer. They're making decisions when you're born up until you're dead or whatever, until they die. Okay. As parents, I mean, I don't know, like, how. You know, as parents, what we need to start doing is rather than. Especially the Indian community, rather than us making decisions for our kids, we need to teach them how to make decisions.

[Unknown]

Yeah.

[Amarinder]

A lot of people don't know how to make calculated decisions or look at things in a different way.

[Unknown]

Right.

[Amarinder]

There's a reason why to get to one destination, to get from the hotel, to come to your podcast, I'm pretty sure there's five different ways to get there.

[Unknown]

Yeah. Right.

[Amarinder]

At least one takes longer, one takes shorter.

[Unknown]

Yeah.

Right. One's got better views, One has. Might be a way you run into someone I want you to run into.

Yeah.

I mean, you know, there's a lot of different ways.

[Amarinder]

There's a lot of different ways.

[Unknown]

Choose your own adventure.

[Amarinder]

There you go. Now, going back to the mentor thing, what I always love to say is, okay, imagine yourself going from here to Charlotte. Atlanta.

[Unknown]

Okay.

[Amarinder]

Can you do that without knowing the destination by yourself? So you're here, and you want to go to, let's just say Atlanta, Georgia. Okay.

[Unknown]

Yeah.

[Amarinder]

Do you know exactly how to get there?

[Unknown]

Oh, yeah, absolutely.

Okay.

[Amarinder]

Probably blindfold, you know, now because you've been there multiple times.

[Unknown]

Yeah, the first hundreds of times.

[Amarinder]

First time.

[Unknown]

Absolutely not.

[Amarinder]

Absolutely not.

[Unknown]

Right? None.

[Amarinder]

But now a mentor does this. He's a Google Maps. He tells you exactly what's going to happen.

[Unknown]

Exactly.

[Amarinder]

That's what's the thing of the life.

[Unknown]

And now we got chat GPT.

There you go.

AI and other things.

[Amarinder]

Dude.

[Unknown]

Okay, yeah.

[Amarinder]

If we get into AI and Chad GPT conversation.

[Unknown]

Okay.

[Amarinder]

I don't know.

[Unknown]

Another world.

[Amarinder]

That's a. I have no idea why people are even struggling in life I anymore when. Especially when a business owners every single.

[Unknown]

Information knowledge is cheap.

[Amarinder]

Yeah. Our SOPs, our presentations, everything are created like this but still there's 98% of populations and they're still not using the freaking AI. It's crazy to me.

[Unknown]

Yeah, crazy.

I use it for everything. And we've got agents doing things. I mean like it's. If you're not, you're going to get left behind. It's like it's not about. Okay, well you're not learning anymore. No. It's just once you have a calculator I don't need to do the math in my head. It's like, yeah, you know, it's good that I learned, you know, so I know how it works. I understand how AI works and I know some of its limitations. So I know that. Yeah, but does it mean I'm not going to use it?

[Amarinder]

Exactly. Yeah, exactly.

[Unknown]

I'm going to use it.

Yeah.

And, and if you don't use it, I'm going to get you to pay me. Build a team to use it with you. There you go. Yeah.

[Amarinder]

So there goes another business. I mean especially nowadays with marketing and everything. Since you're a marketing expert, man, this, this guy, when I did the research on you, I was like God damn, I might have to call him for some of the marketing stuff we need to get done. But AI and marketing has just been crazy.

[Unknown]

It's a great research tool too. I mean it's like cuts off time for me because like if I'm brainstorming concept it can, it could do research faster than I can and give like if I'm trying to finish an idea or something or writing and it's incredible.

[Amarinder]

So we use AI a lot when we do acquire businesses.

[Unknown]

Yeah.

[Amarinder]

Look at the financial reports and everything.

[Unknown]

Right.

[Amarinder]

So the way it works is you, you come in with the business. Let's just say we're about to acquire it. There's 25 million at least minimum 25 million in business. Then from there we look at the financial reports. It took us weeks to look at all that. Obviously we had to do our due diligence. Right?

[Unknown]

Yeah.

[Amarinder]

Now we just, we have an in house software that we've created over the years. We plug it in, it takes about 2, 3 days for it to finalize a full report. It'll tell us the bottlenecks, our growth ratio, five year plan, It'll tell us if the acquisition is good. Now the other thing is too, Everyone asked me this, what's the best way to get the best evaluation on your company? If you don't have a technology platform, it's impossible to get the best valuation. So when we're acquiring companies, the best thing that we're looking at is if I was to replace the CEO, how fast can I replace the CEO? If I have a CMO Chief Marketing officer, how fast can I replace a chief of Marketing officer? Until I don't have that stuff, I am not, I'm not buying that stuff. Worst thing I want is I bring in my team, a business strategist, my, our CMOs and everything and we have to re engineer the whole fucking thing.

[Unknown]

Yep.

[Amarinder]

That's not an acquisition.

[Unknown]

Yeah. You know. Yeah.

What do you do? I mean, it's an interesting question. I mean, when you're buying a company, do you, I mean you. How long do you want to see. Staying around normally as long as they will.

[Amarinder]

It depends. There's so many times you want to.

[Unknown]

Get rid of them, but.

[Amarinder]

No, no, I'm just saying, I'm saying like there's some times where. So when we're looking, we're not. We don't want to get rid of CEOs. That's not our game. We want. So basically, let's just say if, if I came in and our team wants to buy your company or something, like not even buy or. There's. There's two things we do. We either buy the whole thing, right. Because we know the CEO kind of like stuck up his ass.

[Unknown]

Okay.

[Amarinder]

And we can grow and he just wants to exit play. Then the other option we have is we have a CEO. Phenomenal. Every business I buy, I always look at the CEO. How does he have, how does he deal with his leadership team, how does he deal with stress, all this kind of stuff. There's certain questions that are asked. And then from there I'll be like, okay, I don't want to buy your business. You're a phenomenal CEO. You're going to add more value to our other companies as well too. I love to put you in conversations with our other board members and put it, put in a room and have all these other conversations. So rather than me doing that, what about if I came into your business and I bought 25 to 30% and we increase your revenue from XYZ, increase your EBITDA to XYZ. I'll bring my investors business strategies, yada yada yada. What's your thing? Majority of our acquisitions are like that. Yeah, it's more of like an equity play rather than buying the whole thing. And it's just an incubator. And then what happens is a CEO when we get into a new industry, that's the CEO recreate another industry holding company and we start buying other smaller mom and pop companies and they're the one running that portfolio with us. And now they're like a long term relationship going on. That's what we're really looking for.

[Unknown]

Yep.

Makes sense how people learn more about everything you're doing. Man, there's a place to find you.

[Amarinder]

Best place to find me is Instagram. It's Amarinder. A M R I N D E R X, the letter X Pro. Follow me on there. Hit me a dm either I'll respond my team response and then come to our conference. We have a sick conference lined up August 7th, 8th and 9th. It's called the Domination Conference at the Fountain Blue. Now this one's a little bit different. It's not like where any Joe Schmo can come. You have to have a minimum of 3 million revenue revenue.

[Unknown]

Okay.

[Amarinder]

You have to have employees or three to four employees at least. And there's certain industries that are allowed and not allowed like crypto in the industry. I don't want. There's a difference between crypto industry where there's traders, just a single guy trading and he's making money that way. I don't even care if even if you have a portfolio of 20, 30 million dollars.

[Unknown]

Right.

[Amarinder]

But there's nothing I can learn from you because you're not running a team. You don't have SOPs, you don't have KPIs or. I want the conversation we're trying to have in the room is legit conversations.

[Unknown]

Yep.

[Amarinder]

Is how are you running your business? How are you doing this? What are you doing for marketing operation? What are you doing this? This. Those are type of the conversation we have.

[Unknown]

Right.

[Amarinder]

And then we have ton of case studies and then on top of that we have two sharks coming in and then there's a segment we're going to have it's called in the Tank with the Sharks. You have one hour with me and two other tank sharks talking about, if you were in the shark tank and you were present something, how would you ask questions? So if you were a shark, I'm like, here we're at, okay, I have a company over here doing 10 million revenue. Okay. What would be the best valuation? What would be. This wasn't. And then they ask you questions, yada, yada, yada, what industry? Blah, blah, blah, blah, blah, blah.

[Unknown]

Yeah, great.

[Amarinder]

And then you write that down. You don't have to go to Shark Tank, but it gives you a pitch deck if you were to get investors how to pitch it and all that kind of jazz.

[Unknown]

That makes sense. That's cool.

Yeah.

[Amarinder]

Something a little bit different.

[Unknown]

Yeah, It's a lot of value.

[Amarinder]

Yeah. Something different.

[Unknown]

Yeah. And then.

Yeah.

[Amarinder]

And then we have a session with the CEOs much higher ticket thing where we're doing from 8 to 9pm in the morning. It's just a strictly CEO session, Q& A panel, and we're asking certain specific questions to everyone. It's just an open conversation with everyone. And then at dinner time with the CEOs, we have private conversations there as well too.

[Unknown]

It's.

[Amarinder]

It's gonna be different. A lot of value add. Again, I'm not trying to make money on these events. I'm just trying to get more information, make more partnerships and make more friends. That's it.

[Unknown]

Yeah. Yeah.

That's the right way to do it.

Yeah.

That's when the magic normally happens. Yes. If you have. It's all about the money, becomes all about the money, you know?

That's it. Yeah, yeah, yeah.

[Amarinder]

I'm probably not gonna make any money on this. I don't. We're spending a lot of millions dollars, but probably not gonna make any money on it.

[Unknown]

Yeah.

[Amarinder]

But that's fine. I just need two or three partners and we'll make. Were you doing it at the Fountain Blue in Philadelphia?

[Unknown]

Oh, nice.

[Amarinder]

Sorry. Miami, Florida.

[Unknown]

Yeah.

Love that hotel.

Yeah, yeah, It's a good spot. Yeah, man.

Appreciate you coming on, brother.

[Amarinder]

Thanks, Ryan. No, thanks for having me.

[Unknown]

I know we'll. I think we got a lot we could build on.

[Amarinder]

I think so too.

[Unknown]

Yeah.

[Amarinder]

We were having some conversations off camera too, and I saw some synergy going on. I love the energy that you and I have too. And I'm all about energy and vibes and I'm pretty sure that we're. I'm pretty sure these guys that are watching this, they'll see me and Ryan doing something together very soon. I see it.

[Unknown]

Great.

Hey guys, you're gonna find us. Ryan is right.com will find all the highlight clips, links to all runner stuff and of course where to find me at. Ryan offered on social media. Hit me up anytime. Leave us a DM. Follow us on YouTube. We got the fastest growing YouTube channel of any business podcast right now. Because it's always here. It's always right. And it is time for you to get after it. We'll see you next time right about now.

[Ryan Alford]

Opportunities. Thanks for listening. Thanks for selling your car to Carvana. Here's your check.

[Unknown]

Whoa.

[Amarinder]

When did I get here?

[Ryan Alford]

What do you mean?

[Unknown]

I swear it was just moments ago that I accepted a great offer from Carvana online. I must have time traveled to the future.

[Ryan Alford]

It was just moments ago. We do same day pickup. Here's your check for that great offer.

[Unknown]

It is the future.

It's.

[Ryan Alford]

It's the present. And just the convenience of Carvana. Sorry to blow your mind.

[Amarinder]

It's all good.

[Unknown]

Happens all the time.

[Ryan Alford]

Sell your car the convenient way to Carvana. Pickup times may vary and fees may apply.