Keala Kanae Built a $100M Company Lost Everything | Digital Social Hour #133

I call the CFO on the phone and I'm like, he's saying that you took about $200,000 of cash out of his account, put it in the company account.

So he's like, oh yeah, I just had to put some cash in there, you know, just to keep the book, to hit payroll for the month.

Please help me understand.

How the f?

We just did $1.8 million last month and we got a borrowed 200 grand from a founder.

My have a hard time taking an entrepreneur seriously unless they've been through their first war.

Like if they haven't been through war, they're not battle tested yet.

And when everything is good and easy, and the markets are all up,

everybody's winning, it's easy to feel like you got the Midas touch, right?

But when it all comes crashing down,

how do you rise up out of the ashes?

That's the real entrepreneur.

Welcome back to the digital social hour.

I'm your host, Sean Kelly.

I'm here with my co-host, Wayne Lewis.

What up, what up, and our guest today, Kayala Kanai.

Hey, hey, how's it going, man?

Pretty good.

Nice little Las Vegas day.

Yeah.

You know, it's we're we're enjoying mid-June-ish, and we're still not, you know, hotter than the devil's ass crap.

I wonder why that is.

Have we hit a hunter yet?

No, not yet.

That's a record.

Yeah, I'm sitting outside on the deck every morning having a cigar.

Just enjoying these last few days that you can do that.

It's so nice outside.

It has been nice.

Summers here are brutal.

So, what'd you pull up in today?

Where'd you drive here?

We're going there?

Yeah.

I took my fiancé's Cullinan.

Wow.

So your fiancé be balling too.

Something like that.

Okay.

It's fiancé.

I got to buy her some nice stuff too, you know.

Cullinan, that's big.

That's more than big.

Culling in is big.

You feel that?

When I pull up, that definitely ain't no damn escalate.

Yeah.

Well, so I have a Lambo, right?

Like that's like my 2022 Hurricane Evo.

Oh, okay, okay.

So I wanted to, I wanted to have something, I mean, it's my daily.

Yeah.

But

she had a range.

The Hurricane is the daily?

Yeah, the Hurricane is a daily.

Wow.

But she had a range.

And like, I really wanted a Cullinan.

So it took a long time to convince her that a Cullinan's amazing.

Then I got her in the car, and then she loved it.

And then I'm like, babe, I just really feel like I have to get this for you.

And so now I have to borrow her car when I want to take the cullin in.

I like cullivins.

They're sexy.

Let's dive into how you made all this money.

So where did you get started and walk me through it?

Yeah, I started out in my industry now.

2012, I got into affiliate marketing.

By

within about seven or eight months or so, I had quit my job.

I was working at a coffee shop at the time for minimum wage, basically, in Hawaii.

So quit the job, had my first five-figure month.

That was April 2013.

And then kind of the rest is history.

And over the next couple of years, made my first million as an affiliate marketer.

And then most of the time

I was hit up like the most conversations I was having at the time were people asking me like to show them what I was doing and how I was doing it and so I had like released some smaller courses on like Facebook advertising copywriting email marketing things like this and eventually that kind of just grew into a coaching business which is what it is now nice

so

Right now we sell training on affiliate marketing to like very, very beginner level people, people that are just really just starting to get get their feet wet in the industry.

And you've scaled out and done over $100 million in revenue.

Yeah, we've done $100 million in the coaching business.

$200 million back to back.

I know, right?

Yeah, so that's since 2010, we launched in November of 2016,

and we scaled that up pretty quickly.

I wouldn't recommend this to anybody, but we got that scaled up to a million a month within four months of launching.

How did you do that?

Is it a secret or is it?

I Wouldn't say it's a secret.

I think it's just a matter of like well one you gotta consider that I Cut my teeth at like the hardest part that a business deals with right so as an affiliate marketer I'm generating customers for somebody else's offers right whatever their products or services are and then I get paid a commission and that's where most businesses struggle is in the customer acquisition component of the business so because I knew that once we had our own products to roll out I knew how to get customers

much better than I knew how to fulfill for customers, quite honestly.

And so for me, it was just a matter of doing the numbers.

We just knew the numbers really well.

So I knew exactly what I can afford to pay on customer acquisition, and I know when I'm going to get a return on that, like when I'm going to get liquid on that.

And so we just started to scale up the advertising

basically as quickly as we could.

So we got to about $30,000 a day of ad spend within about four months.

That's crazy.

So what is that?

That's a million a month, right?

We're spending a million a month on ads.

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Peace.

By the end of

actually, that didn't take four months.

So we got to a million a month in ad spend, I think, May or June of 2017.

Wow.

Yeah.

So,

and we were paying, at the time, we were paying $500

acquisition for a $99 buyer.

So we're paying $500 to get somebody to spend $99 with us.

But we knew on the back end, within about 60 to 90 days, on average, we were getting about $1,000 to $1,500 in return, right?

So yeah, we scaled it up pretty quick.

Now, in hindsight, I was paying too much on customer acquisition because, being an affiliate marketer, I had never really taken into account like the whole fulfillment costs and all these other things, right?

It was just literally dollar in, dollar out, because I don't have any fulfillment expenses as an affiliate.

But as the team started to grow and fulfillment costs started to grow and all these sorts of things, then that was no longer really sustainable

long term.

So, what was your ROI the first month that you spent a million on advertisings?

that first month we did a million on ad oh a million on ads yeah so when you your first month of spending a million on ads what was your roi that that first month well he lost money I think well no no no not yet think about it he's 2018

man you yeah you looked up some stuff yeah 2018 we started like losing money but um

2017 we were spending a million dollars on ads doing about 1.8 to maybe 2 million dollars a month high-end

So, again, really not taking into account all the other expenses in the business.

2017 was like really profitable for us.

I want to say we did about 19, we did just shy of 20 million dollars 2017.

I'm trying to recall all the numbers in my head.

And I think profit that year was like somewhere around $5 million.

That's a lot.

Not too bad.

Not bad.

No, that's not bad.

I mean,

the months, I mean, spending a million dollars a month, I mean, he's, and on average, he said, he was, you know, kind of breaking between 500 to eight hundred.

So, you're kind of breaking even certain months, too, right?

Later on, yeah, later on, we started to break even as like the company got more bloated, yeah, and there was more overhead.

Then, so how did you know longer that CPA

was going to work for us?

Yeah, how did you pivot in 2018 when the return started getting lower?

So, this is an interesting story, man.

This is like the dark side of entrepreneurship.

I love it.

A lot of people don't want to talk about.

Okay, so November of 2017,

so October of 2017, we had run a promotion that month.

So that was our first $3 million month in revenue.

November of 2017, I'm looking at the bank accounts, and I'm like, how is cash sliding backwards over these last couple of months?

And especially when we just had like the biggest month that we had in terms of

revenue.

So I reach out to the CFO and I'm like, hey, you need to help me understand how this cash is sliding backwards because you're showing me these profits on all these, on your presentations every week, but it's not, I'm not seeing cash in the bank account grow.

The CFO, and by the way, that's using the term CFO.

Oh my god, I have some funny stories for you guys that I've probably never shared publicly.

But

let's just say that that title was being used loosely on this person.

And my business partner at the time had brought him in because

for whatever reason, he really liked the guy.

So he,

being having a background in finance and me not, really he just started kind of like making excuses, talking over my head, putting together PowerPoint presentations and kind of showing stuff.

And I'm like, that all is cool, bro, but I'm just looking at cash in the bank.

Like, I just want to know where the cash is going.

He began to kind of hide behind my business partner at the time,

which made it hard for me because we were kind of sharing the CEO role in the organization.

So, you know, when two people are in charge, really, nobody's in charge.

So, he began to hide behind my business partner.

I didn't really have a way to nail him down as a result of that.

So, what I started doing is like negotiating the CEO contract for myself going into 2018.

So by March of 2018, I had secured my contract as CEO.

And immediately, the first thing that I did was start going to that guy and trying to find out what was happening with the finances in the business.

What ends up happening

is

I get on a call.

This is early April of 2018.

I get on a call with my partner at the time and he goes, hey, so-and-so, the CFO,

I think he took like two hundred thousand dollars out of my bank account and put it in the company account i'm like what why would he do that i didn't know anything about that nobody told me about this he's like i'm pretty sure that's what happened so i call the cfo i'm on zoom with my partner i call the cfo on the phone and i'm like yo so and so uh i'm on with my partner and

He's saying that you took about $200,000 of cash out of his account, put it in the company account.

Because he had access to all our bank accounts.

He also had like power of attorney.

I mean, we're scaling up really, really quickly, right?

So there's a lot of loose ends in the business.

So he's like, oh, yeah, I just had to put some cash in there, you know, just to keep the book, to hit payroll for the month.

And I'm like,

so

please help me understand.

How the f?

We just did $1.8 million last month and we got a borrowed 200 grand from a founder.

I'm like yelling at this dude.

Pause.

And he says, this is hilarious.

Cala, it's not my job to make sure the company is profitable.

That's the CFO.

I'm like, bro, Google your title, dude.

That's like, that is exactly your job.

That's your only job, actually, right?

So I hang up with him and I'm looking at my partner.

I'm like, I don't know what happened, but I'm going to get to the bottom of it.

I called my HR manager at the time and I said, hey, I got to fire this guy.

The only question is when and how soon.

And so we began formulating a plan to get him out.

That conversation, so I take, as I rip him out of the business and everything, and then I had to go in, so about a week later, I fire him.

I finally get better optics into the finances now, because in the meantime, I had brought on another team I'd already been kind of talking to to start auditing the books.

When they came in and started auditing things, I got a better look at the finances.

So I had to go in, fire this dude, and then go to my office.

a few days later

and about a week later and I had to let go of 16 people in the office.

Then I had to have a meeting in the office with everybody gathered around and reassure them that everything was going to be okay

after they just watched 16 of their friends walk out, some of them in tears.

So then I had to tell them that everything was going to be okay.

And then around that time,

I had had a conversation with my business partner, and I had basically said to him that, like, listen, this partnership's no longer fair and equitable.

You know, I mean, you're on vacation eight months out of the year, I'm on the ground.

You know, I so come to find out in that process, too, from the auditing.

There was stealing.

No, there was no stealing.

So the guy was just so incompetent.

He was just writing.

I mean, I guess he thought his job was to just sign the front of checks because he was just handing out checks

in all the different departments.

He was just grossly overspending everywhere.

Oh.

So,

and

we were overpaying.

Like, we couldn't afford the CPA that we had originally gotten used to, the $500 for a $100 buyer, but we were still at around those numbers.

But with the, you know, excess expenses in the business, with all the overhead now, that was no longer a profitable

overspending, overcompensating there.

But what happened is, so check this out.

So the auditing team goes in, they start trying to uncover whether there was any malicious activity.

There wasn't, but they found that my name was the guarantor on all of our merchant accounts.

So in other words, like I'm personally guaranteeing the business.

So if anything goes sideways,

the banks can all come after me.

and then on top of that they found documents showing that there was a million dollars loan taken out in my name by the CFO from three different lenders so I had a five hundred thousand dollar loan and two two hundred and fifty thousand dollar loans that I was unaware of at the time because he had power of attorney so he was able to sign off on that stuff so he was just basically trying to cover up

his mistakes as far as we can tell right yeah you would think he would have calculated at some point okay I ought to stop doing this this is where I'm messing up well you would think yeah that's like if it were your money you would probably do that you know

first is getting the loans like bro you messed up that month so just fake so the operator that he had brought that guy had referred us the operator at the time who was the second in command behind me and when i had gone to that guy and finally said like yo i got to let this guy go then he confesses that that cfo had previously bankrupted a another business that he had worked inside of and nobody had ever bothered to tell us that

right so of course he left that out of his resume and then the guy that he referred over obviously wasn't going to tell us hey by the way the guy that just referred me into your company bankrupted the last company i was working with or whatever wow so yeah it's just he was just in over his head but that starts the conversation between my business partner and i of like listen i got this million dollar loan so i got i have all i'm the financial i'm the guarantor on every financial risk that we have right now i'm on the ground eight months out of the year that you're on vacation doing everything when you come in for your four months you just kind of cause chaos and pandemonium and and then i got to clean it up when you leave right so this is no longer fair and equitable so um i need to have 85 of the shares of the company so that because he was an overseas partner 85 so i was like i need to have at 50 right so i was like i need to have 85 shares of the company so that i can try to re you know get a consolidation loan on this and pair a fair pay a fair interest rate because the average interest rate between those three loans was about 18 percent

so you're talking about like a credit card now basically right and then to make matters worse, the merchants at that time had a holdback on our accounts because we're considered high risk.

I mean, there's no credit card.

I mean, there's no ID at the time of purchase and all this.

It's a digital product, blah, blah, blah.

So

they had a rolling reserve on there.

So they would close a percentage of your funds up and release them every 30 or 40, 60 days or whatever.

Yeah,

every 90 days.

Every 90 days.

So what happened is we had about $1.6 million held in reserves, but now I couldn't get it because the CFO,

who when he took out the loan, he signed the reserves over as the collateral.

So in other words, instead of him getting the money out of the merchants, he took a loan against the money in the merchants.

And

to put it differently, I borrowed a million dollars from myself at 18% interest.

And he blew it.

He blew it, so he was at even.

Exactly.

But technically, you didn't have to pay that million dollars back.

It was already paid.

It was just locked up.

It was locked up.

Yeah, so we had to start paying.

I had to keep paying on the notes while we tried to get the money to be released from the merchants.

And then, as we were releasing the money from the merchants, we were using that to pay down the loans

because I couldn't take the money out without paying down the loans.

Make sense?

Yeah.

So, where were you at mentally during all this?

Were you super depressed or were you just fighting through it?

He four people.

Me, bro.

That's why he's here.

So, what happened that night?

Where were you on april 30th

2017

probably wanted

so so the 16 people were they all in cahoots or they were were they one like why they were just 60 people yeah because they were just excess overhead i got you i got you because i was trying to turn the company around i got you so then um

so here's even more of the story a lot of this stuff i've never said publicly so we'll see how this goes um

But

so me and the business partner, I have the meeting with him and I tell him, so look, listen, I need 85% of the the company.

The question is not if we get there, the question is only how we get there.

That's it.

He obviously didn't like that.

So, then we started to talk about the negotiations to break up, blah, blah, blah, blah.

Eventually, he got to a point where he was like, if you're going to do that, then

you need to buy me out completely.

I don't want to be a minority shareholder.

So, then it became which one of us was going to buy the other one out, that whole thing.

Well, as that information gets out, that me and the co-founder are having fallout.

I had a dev team at the time that was eight developers, one project manager who was project management slash QA because we were also trying to build our own software at the time

and a CTO so I had about a hundred and thirty thousand dollars a month of burn rate on this like software business the CTO finds out that we're having a problem and he like resigns doesn't even give me the two weeks he gives me like eight days or whatever the number was and I was like bro why are you going to resign he's like I've been here I've been through this kind of stuff before with founders I don't want to be here for what's going to happen next I'm out so I then had $130,000 of burn on the software business with nobody to run that business.

So all the developers now have no boss.

Wow.

Right.

So then I got to figure out what they have their hands on that we still need in order for us to survive and how to basically chop them out without them cutting, chopping our legs out from under us because they have access to all the servers and everything that, you know, we're running the business.

How was those nights seeing you go home and lay in a bed?

that's why i asked like where were you like how was those nights going home like that's just a lot that is uh

and there's my my op my coo at the time uh i didn't know he was in cahoots with my business partner at the time

so he was feeding my business partner all the information about like how i was maneuvering on my side of the equation so i was always wondering like how did he know that i was gonna do that how do you know i was at the gym so so then i talked talked to one of my other buddies that was working with me in the business, the director of media at the time, and he said, Well, why don't you like there's only so many people that are going to be talking to that guy?

Why don't you just feed everybody a different lie and see which one comes back?

So, that's what I did, and that's how I found out that my COO was stabbing me in the back.

Wow, yeah, so he fired him.

He resigned because my partner had already given him a position in another entity that he was spitting up.

Yeah, so at this point, the business is technically imploding on you.

Yeah.

Right.

So now what?

Now, now,

so now, what's the strategy now?

So over the next few months, it was a lot of like cutting spend and cutting like wasted overhead.

I got rid of the office that we had.

We had like a 15,000 or 12,000 square foot office was costing us, I don't know, 15,000 something a month or something like this.

Got rid of that,

cut a lot of heads, started looking at our ad spend, started cutting down the ad spend quite a bit to like bring down the cost per acquisition.

So we'd bring in less customers, but they'd be more profitable for us.

That whole thing.

It takes about three months or so for me to turn that thing back around and get us back into the black where we're like profitable again.

Now, remember that.

That's not bad, though.

It's not too bad.

It's better, though.

So then, remember, the dev team has no oversight right now.

At some point, they decided to change servers on us.

So they migrate everything from one set of servers to another set of servers for whatever reason.

In that migration, they missed one of the IPs that was connected to our email marketing.

So none of our emails were delivering, but we didn't know this.

All of a sudden, our customer acquisition starts dropping.

Just get the thing turned around, and all of a sudden, customer acquisition starts dropping.

The conversion rates in our funnel start dropping tremendously.

It takes us three weeks to identify what happened.

We figure out what happened.

That mistake costs another $600,000 and lost revenue.

Just as I get us back to the black, the very next month, back to the red again.

Yeah.

And in

a way, so

we had other businesses on the side.

My partner had

basically

removed me from the payment structure in another business.

So he took about $10,000 a month out of my pocket because we were an affiliate for an offer that was sending us checks in the mail.

So he had the checks redirected to him.

And so that took 10K a month out of my pocket.

We were consulting with another company that was doing about a half a million a month at this time, quite profitably.

He got on with them and kind of convinced them that I was like some evil madman that was trying to force him out of the company.

So they turned their backs on me and cut me out of that business, also not quite legally, but it wasn't worth my time at the time to like fight that battle.

You can only fight a war on so many fronts.

Absolutely.

So

the bright side of that is that because all of those challenges were happening in the company, it was making the buyout,

it was drowning the value of of the business.

So it was making the buyout of my partner cheaper and cheaper, essentially, right?

He had a very unrealistic, initially, you know, unrealistic expectation of what he thought that the value was of the business versus what we ran it through three different companies for them to come up with the value of the business.

And let's just say they were light years apart.

So by us going through all those challenges and this thing dragging out, his number that he's asking for keeps coming down.

And then by December of that year,

we finally get, he sends over a contract, an agreement that's a bit more feasible.

And

we have two weeks of cash left in the business.

So I end up signing the agreement.

I take all the money that I have left in my name and give him the initial payment on that buyout agreement with the additional payment being due six months later.

And I ran a promo at the end of December of that year that brought in $2.2 million of cash by January.

So it got us flush again, got us back into the black.

And then I just started basically 2019, I spent that whole year cutting all, I went from 60 plus person team-ish to a 12-person team in 2019.

I got rid of the software company, I got rid of everything that was not the core of the business.

And we just got my, my mantra to the team was like, we got to get back to basics.

So we're going to keep the main thing, the main thing.

So I went down to a 12-person team.

We got focused on SOPs and building a stronger foundation,

you know, building out hiring processes,

getting clear on the direction of the business, revisiting all the finances, what can we afford to pay per customer, all these things.

And over the course of 2019, so 2019, we went from 21 million in 2018, we went to 10 million in 2019, and then 7 million in 2020.

as a result of me just continuing to cut back and try to stay focused on keeping the main thing the main thing.

And then since then, so it took us a couple of years to turn that thing around after it was all most people

gave up for sure.

Most people, that's a crazy story, and that happened within six months-a six-month span, all that.

Yeah, that's insane.

Jeez, so you got

major trust issues with business partners now.

No, man, I did a lot of work on that stuff

because I'm not going to, I don't want to let the world change me.

Yeah, you just change the people that's in it.

Well, that you're around.

Well,

a lot of it, like, don't get me wrong, there was a ton of stress.

I mean, like, I had to drink every night to go to bed, man.

Like, like now.

Only you were supposed to know this was vodka.

So, it's not.

Yeah, I mean, it was stressful.

But basically, at the time, what I was doing, it was like a lot of, thankfully, I've done a lot of personal development work.

I've done a lot of mindset work.

I had a coach

that was working with me on that stuff during that time.

And so, a lot of what I was doing was just trying to make sure

to balance my perspectives on everything that was happening and see all the blessings and the curses that were taking place, like seeing the benefits to the drawbacks that I was experiencing.

You know what I mean?

Because everything in the universe is really both.

There's nothing that's,

for every benefit, there's an equal drawback.

For every drawback, there's an equal benefit because everything in the universe is based on equanimity.

But because we have perception, we perceive more negative than positive or more positive than negative in our human...

perception, which is really just imbalanced perspectives of the mind.

So like if we say something is positive, that's really just we're conscious of the benefits, unconscious of the drawbacks if we call if we label something negative we're conscious of the drawbacks unconscious of the benefits but to bring the mind back into balance is to make the unconscious conscious and see both and that both are you know happening at the same time so a lot of what i was doing was like all the emotional charges that I had about my partner I would sit with my coach and I would list like all my judgments of him like so let's say I you know was perceiving him as being selfish then I want to look at my life okay where in my life have I been selfish and I want to own all the traits so that I can see that I'm not better than him or greater than him.

He's not less than, he's not greater than, but that, you know, I'm

that everything that I'm judging is also what I am.

Wow.

That's a crazy way to look at it.

Well,

yeah, that's...

Because he saw himself projecting on others and then he'd realized, oh,

what am I doing in my life?

That's causing me to think that way, right?

Well, so what we judge about others is really what we disown about ourselves.

He stopped being a victim and started to to be understanding that he was a participant.

Yeah, yeah, so he removed himself from like, oh, this happened to me, to where it's like, how did I miss these things?

And how, how was, what was my involvement in all this?

Right.

Because technically, you know, the birds of a feather is a true thing, you know.

So you basically kind of hang around mere images of yourself

or where you lack.

Right.

All right.

The other part of it, like to your point about like having trust issues, is some of the stuff that I've learned over the years is like whatever we judge we attract creator become so if I were to go through that whole experience and at the end of it be judging that it was negative that it was bad that you know partnerships are evil that you know nobody can be trusted if I were to live with those judgments I'm gonna attract more of those experiences into my life to wake me up to that illusion.

Right, right.

So in other words, when we don't learn the lesson that's to be learned, we repeat the lesson over and over and over again again until we learn it.

And I don't want to live my life learning the same lessons over and over and over again.

I want to evolve to new lessons, right?

Because as we evolve to new challenges, that's basically what evolution is.

And so, I wanted to be able to walk away from that experience without having all of the additional baggage.

I'm not going to say that that was easy.

I mean, initially, I was like, fuck, I don't know if I'll ever have a partnership again.

But today, I have

six,

you know, all profitable.

Right.

So,

I was able to walk away with that without it becoming baggage that I carried into my future plus

what it did too on a positive note was one keeps you on your toes to you start to pay attention to signs you kind of know something's not right you know versus like allowing the ship to sink and then underwater like who's who sunk the ship kind of you know you kind of see it before it's coming in a sense and you're able to read people better so your partners are actually probably way better than

your last ones because My partnership agreements are a lot stronger as a result of that.

Like what I learned about, like we didn't have to go back and forth in lawsuits.

We could have had other things in our operating agreement that would have prevented that.

So my partnerships are based on like stronger contracts that prevent a lot of that drama.

And yes, you know, picking better characters to work with.

All of those things being, and really at the end of the day, I would say,

As challenging as that experience was,

if I had it all to do over again, I would want it to play out exactly the way that it played out.

Like, I'm grateful for exactly how it happened.

I mean, people go to school for years to learn what I learned over the course of, you know, an eight-month catastrophe.

So, that was my master's degree in business.

I would say that's the true triumph of a definition of an entrepreneur.

Exactly, what he just broke down and experienced is what entrepreneurship is.

It's adapting, it's learning, right?

It's pivoting, also, and then it's maneuvering through the bullshit.

You got to re-strategize,

revisit the business model.

You have to change that.

Entrepreneurship is such an intricate thing when it comes to the person who's actually the actual entrepreneur.

And most people only see the

Ferraris and the Lambs and the Cullenins, but they don't actually see like

just what I had to go through.

They see the fantasy side of it, but yeah, the dark side of it.

Well, that's what that's all they're selling.

Entrepreneurship is a lot dark.

It's a lot more dark days than there are.

There's a balance.

People see the glamour, but there's

all they're changing.

sleepless nights.

A lot of times these days, to be honest, like,

you know, you'll see people on the come up.

Yeah.

You know,

and some fairly popular characters in the industry, but I really have a hard time taking an entrepreneur seriously unless they've been through their first war.

Like, if they haven't been through war, they're not battle-tested yet.

And when everything is good and easy, and the markets are all up, everybody's winning, it's easy to feel like you got the Midas touch, right?

But when it all comes crashing down, um how do you rise up out of the ashes that's the real entrepreneur how did you pivot easily yeah man what's next for you

these days i mean we're most so right now um we still have the coaching business that's probably like the primary business um and we didn't even get really get into that story even here is all story your story was so so tell us about the coaching business quark right quick before

um yeah so

We're teaching people affiliate marketing.

That's the primary business right now.

We do that through online courses, and then there's like a mentorship program.

So we actually just revamped that.

So now it's a 60-week 6-0.

It's a 60-week program with 12-week modules.

So it's five, 12-week modules.

First is a tutoring module where we get their whole business set up, and then they work with my master trainers for 12-week segments on the four core components of building the business.

And then

as an aside to that,

So my philosophy is that like success is the marriage of skill set and mindset,

So

if you're greatly skilled, but you don't have the confidence, the clarity, the vision, all the different things that go into truly being successful, it feels like a nightmare.

You wake up every day knowing that you could do better than the person out there actually accomplishing, but you're actually not getting the result.

And then mindset.

A lot of the kumbaya stuff out there, lighting candles,

making vision boards and a lot of this stuff, that's all cool.

But if you don't have a valuable skill set to offer to the marketplace,

no money's going to show up.

So we also have a personal development business

that we've been building on the side.

So we take our clients and we also promote our personal development classes.

They're live event classes.

So we also promote those.

And then just

March of this year,

no.

What month is this, bro?

That's a common entrepreneur.

What day is it, bro?

June.

It's June 23rd.

So last month, May, I closed on a 322-acre ranch that we'll be using for the

Texas?

East Texas, yeah.

Nice.

It's in a little town called Pittsburgh, Texas, about two hours east of DFW.

Sounds sick.

But we closed on that, and that's like for us to do the higher-level retreats for those classes.

That's where we'll be able to do that now.

So we should hopefully be breaking ground on that in the next like three months.

Nice.

And be able to have our first class on that property, hopefully, in 12 months from today.

So that's next June.

And where where can they find the course at?

That there's like really not much information about that online.

I mean, inspirionx.com

is

insipianx.com.

But there's not really much information there because we're not like even opening it up to cold traffic yet.

It's just all of our existing customers going through those classes as well.

But when you ask, like, what's next,

my more

passion project is that.

So I really want to build that.

I'll probably never sell that company.

That's like my legacy play.

And so I want to build something that will be around 100 years after I'm gone.

That's hard to do.

Yeah, it's powerful.

Man, KL, it's been a pleasure.

I'm speechless.

Oh, that story was here.

Yeah, that story was here.

I was locked in.

I don't even know what to say.

Wait, you got anything?

No,

you guys continue on, continue to believe in yourself and always know that the best investment is yourself.

I agree.

I've never gotten a better investment than that, actually.

Right.

Yeah.

Can't be yourself.

Thanks for watching, guys.

I'll see you next time.

Peace.