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If these kind of higher level strategies and in depth tactics that I've shared on my podcast are things that you would like us to personalize to your business to help you get to the next level and you're a million dollar plus business owner, then I'd like to invite you out to a scaling workshop at my headquarters in Vegas. And just to give you some context, the average business owner in the room does just about $3 million in revenue and we turn down about 65 to 75% of applicants that apply on a weekly basis. And so we try to keep the legit and the scores that we get in terms of nps, so net promoter scores have been kind of off the charts and so people seem to really like it and get a huge amount of value from it. And so if that's at all interesting, you can go to acq.com go. Alright, so I try to make this URL as easy as possible. You can just type it in. So it's acq.com go as in geogo versus stop go. That's it. So acq.com go and I hope to see you in Vegas soon. Sometimes you don't want to signal to the marketplace that you're killing it because then you just invite more competitors and it's like you want to expand almost like in silence. And then overnight everyone realizes how big you are and then they're like, oh shit, I can't, I can't compete with that. I want to build acquisition.com into a billion or a multi billion dollar company. And for those of you who've been here since day one, my podcast started in July of 17, I believe, and I had just lost everything for the last time 90 days prior to that. The podcast, more than any other source of information, has kind of my documented thoughts along the way. And so I have made an attempt to return to that baseline of documenting what's going on. And so these are my end of 2024 basically strategic plans. So some companies keep these as a, as a big secret. I will just share them with you. How is acquisition.com going to become a billion dollar company? And I think, I think in talking about this you can still apply the thinking process to your business because it's my belief that any company can get to 100 million plus at least billion is a little harder. Depends on the opportunity vehicle. Any business can morph into $100 million plus business. When I say 100 million, I mean $100 million in enterprise value. So think, you know, 10 to $15 million in profit for a company. Now, if you have a single brick and mortar, whatever, sure, that can't. But if you own a bunch of them, it can. It's really thinking about the more scaled version of your business. Now, if you're online, then still you'd probably be able to do that as well. You'd probably have to go international. There's things like that. But like, there's still always a way. Right. I will walk you through kind of my acquisition.com flywheel as it currently sits today. It starts with the inputs. And so the inputs for us are actually media, right? And I think all businesses start that way, which is like you have to begin with getting attention, right? If you have no attention, no one knows you exist. If no one knows you exist, no one can transact with you in any way. And so it actually started with the media. So that was why I wrote the first book and the second book and obviously the third book, which is coming out next year. And I make the content and I write emails and I make these podcasts, things like that. Right. So that's the media. So with the flywheel, the idea is, okay, how can I get this thing going? And it can self propel, right? So I wouldn't say that this is exactly at that point yet, so this is me just being transparent, but this is kind of the logical sequence that it flows in. If we create a lot of media for business owners, then that will get more business owners to find out about our stuff and potentially want to do deals with us. And so that then gets them into our ecosystem. If we have a lot of business owners that want to do deals with us, we will probably be able to do a few deals with select business owners that are on good terms. Right? And at a good price, fair price, whatever. From there, some of those companies will perform or outperform the market by a wide margin. Those companies that outperform by a wide margin will eventually have some sort of liquidity event, whether that's going public or getting acquired. Like, we'll sell it, you know, we'll resell it five years down the line and then we will be able to document those stories, which will reinforce the brand and then allow us to make more media from an even higher level of credibility. This is kind of the. This is the flywheel. At least this is the strategy. Now, part of this is there's a parallel strategy that Layla is kind of on the. For, on the spearhead, on which you might not know this, but the reason Layla's content's A little bit different than mine. One is because her day to day is different. So she thinks about different stuff. But a big part of it is also because she attracts top level talent. And so if we look at the people who follow Layla, for example, on LinkedIn, where we can see people's job titles, a huge percentage of people who follow Layla are people who are executives. So they are people who run large teams. And that's exactly who we need to attract to build these companies from low mid market or mid market into a bigger sized organization. Now let me tell you the flaw in my plan, the flaw in my plan is that it takes time, right? It takes time to, it takes time to attract companies, it takes time to do deals. It takes time for once you do a deal for a deal to grow. And unfortunately the Internet measures in seconds, not in decades. An investor who doesn't have like a, you know, a 10 year track record, it's like, it's very hard to know if they're good or not because it just takes a long time for things to come to fruition. And so this has been one of my larger frustrations where because of the nature of the deals we do, we are in a minority position in all but two of our companies. Our average position is right, right around 40%. And if you're like, why isn't an exact number? It's because we have like options and performance triggers and things like that sometimes in the deals. And so it can affect kind of the average, but it's right around between 38 and 40% is the, is the average that we're at. And so we have material chunks of the companies that we have, but we're not always in a majority position because honestly, a lot of people come from our content or know my stuff, like they want help growing. They're not actually looking for that big exit from us. They're looking to help us create the monster exit with them. And we've been able to do that. The problem is that unless I'm associating publicly with a brand like Skool, for example, the rest of our deals, we're under NDA. And the reason we did that is twofold. So one is that it looks like I'm the only reason the company grew. And I don't think that's fair to the founders. And so I think on one level it protects them and their personal brands of what they want to have happen later, which I totally understand. And on the flip side, if I associate with all the companies that I acquire publicly, then I Become key, man. Risk for everything I buy, which then means I get worse deal terms than everyone else does at the point of sale, which sucks. And so I don't want that. Because of that, we separate brand from work very clearly in the deals that we do. And obviously capital, right. When we approach these deals, I kind of have these wheels on my head. So I've got, like, brand and traffic and endorsement, things like that. And then I've got cash, right? And then I've got expertise, right? These are the things that we can bring to the table. And so it's a combination of those things that ultimately creates the deal that works for everyone or doesn't work. Right. But the big flaw that I have in the plan is that it would be like I have to whitewash the numbers. And even then, sometimes I get a little bit of pushback from the founders being like, hey, man, I don't want our numbers out there. And so I try and be as, you know, as vanilla as I can. Sometimes I don't even talk about what industry companies, and I just say, hey, this is a consumer business or this is a business or this is a local chain or whatever. But still, it's honest. I'm just being honest. It's tough. It's tough because I would love to flex some of the companies that we have. It would benefit me tremendously to do that, but I basically have to wait until we have big final outcomes. So, like, even if. Even if you have a company that raises at a high valuation, for example, like, because we have software companies, and you show a monster, you know, improvement, sometimes you don't want to signal to the marketplace that you're killing it, right? Because then you just invite more competitors, more people in the space. And it's like you want to. You want to expand almost like in silence. And then overnight, everyone realizes how big you are, and then they're like, oh, shit, I can't. I can't compete with that. So. Which is tough, you know, for me. But I will always act in the best interest of the businesses, even if it hurts me publicly. Like, I'll never sacrifice. Cause that's. To be honest, that's the main thing, right? On a long enough time horizon. So it's like, if you think about the Internet, in the short term, it's a lot. Warren Buffett talks about this with stocks. In the short term, the stock market is a voting system, and in the long term, it's a weighing system, right? So voting system is what's popular. Weighing system is what's valuable. How much mass has this thing grown over a longer period of time? And so I kind of see reputation the same way, which is in the short term you can have hits that go viral, you can have big things, you can have a book launch, you can be, there's stuff, right. But the only thing that has sticking power is what is accomplished, what actually happens long term. And that is always going to be the thing that I'm indexing towards rather than, you know, the short term popularity contest of the Internet, which you know, as we all know is a seven day news cycle by and large that is, that is the acquisition.com flywheel. Now something that we started this year, which I'm super proud of is ACQ Ventures. We brought in Zach Choi as a, as a, as a managing director on that side and these are true ventures. So like we have operated as a private equity firm in terms of how we operate it with the exception that we don't have LPs, so limited partners. So we don't take on outside capital. It's just Leylandized money that we got from jimlaunch first from the sale and obviously from the distributions we took before exiting the company. And then now obviously we have a lot of distributions that come from the portfolio companies we have. We have large companies that send big checks. And so that's basically the capital that we use to continue to reinvest. So I preferred the conglomerate holding company structure of Berkshire to the P.E. kind of flipping style. On the flip side, prefer the kind of work value add of a hands on or operational private equity firm compared to a holding company. And so that's where we kind of differ because to be fair, I'm not as good as Warren Buffett. I'm not, I'm not Charlie Munger, right? That's not my strength. But I probably know marketing and sales. I might, you know, they're old, they might know better than me, I don't know. But like I feel like I'm pretty decent at it and so I lean heavy into the things I have, right? Every company strategy, every investment strategy is a reflection of the outsized or unfair advantages of the person who's making the investments right. For us transitioning back to ACQ Ventures, the reason we did ACQ Ventures is because there are many deals that don't fall within that structure of private equity like big partner, big work, big growth, and instead are more traditional venture checks. So venture checks are usually like smaller checks by percentage of company, not necessarily by size of check, but by percentage of company. Ownership and typically the way that we're structuring these are, these are much more hands off, light work, but not like heavy implementation. And so we're able to do significantly more of those also because it turns out we have a whole bunch of interest in that, which is like, hey, it'd be cool if I could touch base with the team a few times a year and make sure things are going well and you know, use this capital to continue to grow more aggressively. I think in December we'll have done our first three deals in ACQ Ventures and you'll be like, wow, three deals. So the thing is, is venture checks, again, it's more of a volume game there, whereas the private equity or family office side, it's way more about like doubling down on, on winners. I guess VC is that way too, but it's more of a spray and prayer. Of course they would never say that, but the risk per deal is significantly higher, but the aggregate risk is lower by increasing the end. So increasing the number of deals you do. Whereas in private equity the per deal risk is significantly lower. But typically the work and the check size and things like that, percentage ownership is much larger. And so just think about fewer, more concentrated bets or more disparate bets. And so that's why given the flow of deals that we have, there was just this massive amount of deals to be done where founders didn't want a full or even partial exit. They just wanted to have some access to the team and have capital to grow more aggressively. And so that's why we spun this up and it's actually been a big success. We're very happy about it, but that's more or less like the plan. That's what we're going to do. And we will continue to bring companies in, take a look, see what we can do to help. And when we see a big swing, we're going to take it. I'm leaning more into fewer, better deals with larger check sizes or equal opposite many deals with smaller check sizes but basically kind of getting out of the middle. And that's kind of where we started. And so this is me just sharing what we're actually doing. Hopefully you like these slightly higher level business stuff. This is, I've kind of shied away from this because I was like, I don't know how relevant this is going to be for people. But part of the reason I've tried to, the reason I started making the podcast is because I wanted to document my thinking process from zero all the way to a billion because I thought, how cool would it be if Jeff Bezos or Elon had had a vlog or something that had documented this whole thing? And so that's been the. That's been the work. Love you guys. I appreciate you guys a tremendous amount. I do have an interesting thing for you. If you listen to this podcast and haven't read either of the books, read them. You know, they're the. They're the best. They're the best, most concentrated value that I've created. They're free. Like, I mean, if you want. I think 579 is the first one in this podcast that has the book. So if you're like, I can't afford $30, that's fine. You can just listen to the episode. It was. It's just my recommendation, especially because the third books can come out next year, and I would recommend having those two read for that one. It will be the one that makes people the most money. I wrote the Book Three first and then realized I had to write book one and two in order to set the stage for Book three. Book three is my cookbook for making money, and I'm so excited for you guys to have it. But, you know, just get excited for 2025. It's gonna be a big year, so appreciate you all and rock and roll.