#146: This is Why The Solar Industry is Dying

The last two years, the solar industry has been an absolute bloodbath.

Companies like Titan, Lumio, Solsius, ADT Solar, Sun Power, and now Synova is threatening bankruptcy.

They continue to shut their doors.

Why?

Because solar businesses keep running their solar companies like sales reps, allowing the tail to wag the dog and running the red line model.

In this episode, I am speaking live to hundreds of solar business owners where I tell them their model is completely broken, why the red line model is killing the industry, and what you should do about it.

In this presentation, I'm going to teach you exactly how to structure a budget that allows you to hit 25% net margins regardless of the industry that you're in.

You're also going to learn how to keep your sales reps motivated on a completely different compensation model.

In addition, we're going to introduce you to the eight pillars for growth, in which we teach God mode.

So, let's dive in.

Get a round of applause.

Come on, give me a round of applause.

Let's go.

Let's get some hoot and a haul.

All right, all right.

let's go let's go

okay so here's here's what i know about you so the solar industry is obviously in disarray uh there's a it's been a bloodbath it's been a bloodbath for the last two years and so um you're here because you're committed to the solar industry there's a lot of guys that aren't committed to the solar industry that uh have gone through the grind and they are no longer at the table.

Okay.

And so one, I just want to congratulate you because you are committed.

You're not satisfied with mediocrity.

You're here to learn, to grow, to develop.

You're taking time out of your day to be here with me, so I appreciate that.

And hopefully, you are tired of the status quo in solar, okay?

So, for those that do know me, know that I am not a status quo guy, all right?

So, everybody else built their solar businesses this way.

I was completely this direction.

Okay, I'm one of a handful of that was actually able to exit in this space.

And it was because of the way that we built.

It wasn't the status quo.

How many of you guys are currently involved either in the sales side or the installation side of the solar industry?

Okay.

And of those people, how many of you are not on a red line model?

Okay.

So first of all, congratulations to those that are not a part of the status quo.

I love to call the red line the status quo.

Okay, and I know that may hurt for some of you guys that are like, oh, but I'm a sales dealer, or I'm this, I'm that, or the other.

But guess what?

There's a reason why it's called the red line because that's what created the bloodbath.

Okay, that it's it's red for a reason, okay?

It's not because it's profitable.

Okay, I've never seen any profits in red, okay?

They come in black.

So you're tired of it, hopefully.

So, what we do is we teach what's called the eight pillars for growth.

So, now I run a company called Next Level Pros.

And my intention today is that I can provide some value to you that you're going to be able to go and take into your businesses, that you're going to be able to apply, and that hopefully you'll have a desire to have an additional conversation with me.

Okay.

So you'll see several different people wearing these shirts in the crowd.

And we're running a booth over here.

My whole goal of this.

is that to give you value so much that you'll want to book a call and dive in and see if it see if we're a good fit.

So, we run a training platform, which I teach my exact model to be able to go and scale any company.

I don't care if you're a solar company, any space.

We consult hundreds of companies throughout the nation, in fact, throughout the world, on what we call our eight pillars for growth.

I'm going to briefly touch on these eight pillars and I'm going to dive deep into a couple of them where we're going to be able to help create profitable organizations.

How many guys want to make a profit?

Woo!

Yeah, it's

so how many of you guys are currently hitting 25% net margins?

Okay, how many are not hitting 25% net margins?

And how many of you guys are lying because literally only six people raise their hand?

Okay, so

25% net margin is very rare, especially in the solar industry.

And

this is the model that we built on, that we did this at hundreds of millions of dollars in revenue at 25% margins.

Okay, so we're going to dive into that.

So, my commitment to you today is to get clear,

help you get clear on exactly what your next move is to help you take one step closer to that 25% net margin.

Everyone good with that?

Hey guys, it's Chris.

Hey, a lot of you leave comments asking for help.

Do me a real quick favor.

Shoot me a text at 509-374-7554.

That's 509-374-7554.

Shoot me a text.

I'll answer and help you with whatever you need.

Don't worry, I got you back.

Let's go back to the show, babe, baby.

So why should you listen to me?

So family man, built multiple businesses while raising a family of five kids.

Love my wife, love my kids.

Been in your shoes.

I've taken very big risks, knocked on a lot of doors.

I cut my teeth in the door-to-door industry,

in the sales industry.

I was one of the top performers.

I launched my first business when I was 24 years old.

That was my Mercedes-CLS 500 that I had re-put out of my driveway after my first failed business.

And that happened in 2000, end of 2010, beginning of 2011, had everything ripped from me.

Less than $1,000 in my bank account, started completely over from scratch.

It sucked.

Okay, so I've been there.

I've taken big risks.

I've lost big.

I've been hustling for 20 plus years.

I've knocked.

I've ran the teams.

I've done all the different things.

But I'm not just another sales guy.

I can promise you that.

So I've invested over $1.3 million in my personal income.

Just recently became a Harvard alumni, part of their owners, presidents, and management program.

It's an executive program, three-year program there.

And again, I built an 1100-person organization, W-2 employees, not 1099, W-2 employees out of my garage.

Okay, so these are just some of the behind-the-scene videos or things that are from there.

Okay, again, we did $233 million a year in revenue in less than five years.

We were the sixth fastest growing company in the nation, did all kinds of cool stuff.

Two different nine-figure exits.

One was one that I built from scratch.

The other one I consulted from scratch.

got an equity play on that.

And then I had an additional business that I consulted, didn't get equity that I also exited for nine figures.

Okay, so what we teach is what we call God mode.

How many guys have ever heard the term God mode?

A little bit.

So it comes from the gaming space.

What does it mean to be in God mode?

Can't be defeated.

You play outside of the rules.

Okay.

Most of us are building our businesses in either player one status, right?

Like we're sitting there, we're inside the rules, we have a little bit of autonomy of different things, or sometimes we're even operating like a, my kids call it an NPC, the non-player character, right?

Like we're just doing the same thing every single day.

We hate our life, and we freaking just show up and sell swords or whatever it is that you do in video games.

And so, ultimately, the goal is to work on your business, not in your business.

And what I'm gonna teach you is how we operate from God mode, get outside of the game, start working on it to be able to scale it up.

Okay, so first and foremost, the first pillar, again, I'm just gonna briefly touch on a few of these things to give you an idea of what we teach and what it looks like to actually build a nine-figure organization.

So it's what we call design.

So designing is starting with a plan.

How many of you guys have a five-year roadmap of how you're building your organizations?

One person, okay?

One person in this room, okay?

We call that the next level plan.

where you actually design out five years and you work backwards from exactly the way you want your organization to look like and you build it from what we call an execution chart.

The execution chart is top to bottom.

How many salespeople, how many management, how many operators, how many installers,

how many fulfillment, how many in finance, what does that all look like?

That's top to bottom a next level plan with the exact roadmap of how you're going to be able to do it.

One thing that I love to say is there's no such thing as lazy people.

Absolutely, there's no such thing as lazy people, only unclear people.

Okay, when you do not have a clear plan of what you are building,

that sucks, right?

Like you're unmotivated to show up to work.

You don't even know why you're taking the daily activity.

Maybe it's the way that you feel in the solar industry right now.

I'm just like, dude, I'm just grinding, just trying to survive, just trying to make it to my next paycheck, next payroll, next whatever else.

How many of you have ever felt that way?

Okay.

Everybody else that doesn't raise their hand, you're lying.

So creating a plan is part of the design process.

You have to get crystal freaking clear to be able to know exactly what the next action is to take because otherwise you're sitting in a dark tunnel, no light, and you have no idea if I take a step forward, even if it's in the right direction.

The plan creates clarity.

You see exactly where you're going.

And so you know that every single step actually matters.

And when you're clear, again, you are motivated.

You take the action.

You're excited.

Again, there's no such thing as lazy people, only unclear people.

And so with this is all about designing the vision, the mission, the core values, the execution chart.

Like this is absolutely vital where most people absolutely miss.

Again, they don't even know.

Maybe they planned the next quarter or the next year.

But most of them aren't even thinking big enough to be able to go on a five-year roadmap.

So that's like one of the absolute imperative parts.

That's one of our pillars.

And the thing is, is when you get clear on vision, you're able to attract the biggest talent.

How many of you guys struggle with getting the right talent in the door?

Okay?

How many would love to just get unlimited talent in through the door?

It literally starts with...

what we're talking about from a design standpoint.

Because when I sit down with somebody in my garage and I've got three employees in there and I say, yo, it may not look like it, but this is what we're going to do.

So over the next five years, we're going to have 500 employees.

We are going to design.

This is exactly what it's going to look like.

You're going to be coming in at this part of the org structure, the execution chart, and then this is where we're going to be able to go and scale.

You cast a vision.

You show them the roadmap of what it looks like to be able to go and obtain that.

Okay.

And he who casts the biggest vision with a clear path, not just a big vision.

It's not just, hey, we're going to go do all these cool things.

It's, we're going to do all these cool things, and this is how we're going to get there.

You're going to start attracting your

ideal employee.

And because the reality is, Chris Lee has a very big vision, but if Elon Musk called me up today and he said, Chris, I want you to run operations to getting to Mars.

I'd be like, ah, shiz, I'd just drop everything and I would go.

Why?

Because Elon Musk, Chris Lee has a very big vision, but Elon Musk is freaking freaking going for Mars, right?

Way bigger vision, and he has a clear direction on how he's going to get there.

And so he would be able to recruit over whatever talent he wants, right?

And so

that is the basis of it.

Culture, a lot of you guys, how many guys run sales departments?

Okay.

So a lot of you guys are awesome at this.

Culture is all about the human development, the recruiting and recognition, competition, environment of trust.

We're not going to go super deep into that, but just know

that there is a whole lot more to why people are with you than pay.

Okay?

Just like customers don't buy from you because of price, reps and employees do not work for you because of compensation.

Okay?

This is absolutely vital.

We don't have enough time to go super deep into it.

And at the end of the day, people will bleed for two things and two things only.

It's not pay.

It's culture.

And it's a piece of the pie, a way to be able to share in the upside in some level or direction, or at least a vision on how they can go and share in that.

Okay, so this is where we're going to dive a little bit deeper in, and where most of you guys have things completely screwed up.

It's the offer.

And the offer

is

not just what am I charging, but what kind of value am I providing to my customer, both internal and external?

What kind of value am I providing to my employee,

to my residential solar customer, to what are the different services, everything like that.

And going through and mapping out an experience.

How many of you guys have your customer experience completely mapped out?

Again, we have three hands.

Okay.

So going through and actually understanding what differentiates you from every single other person on the block.

Because ultimately,

This is one of my core principles of running business.

There's no such thing as competition.

Okay.

No such thing as competition.

Competition is only the pain that you are solving.

Because just because ABC Solar Down the Street offers X, Y, and Z does not make them the same product or service that you offer.

So mapping out an experience and identifying ways that you are going to be completely different to your customer is absolutely imperative.

And from that, you're going to be able to go back, and that goes back to the designs factor, and be able to to identify what employees you need in your organization, but then also really develop out the offer and exactly what you're going to do to separate.

And then there comes the pricing, okay?

So,

again, how many of you guys are running on a red line model?

Okay,

why is red line terrible?

Or, I mean, you guys all probably think it's fantastic.

Okay, so we have a red line,

Installer.

Sales rep, whatever.

This is what the customer pays.

Why is that terrible?

Tell me, come on.

You've thought about this.

Customer pays the world.

What's that?

Customer pays the world?

Customer.

No, okay, so first of all, I think there's no morality in price.

That's a bunch of bullcrap.

There's no such thing as a moral price.

I don't care who you talk to or whatever else, doesn't exist.

There's only morality in the way that you offer something to a customer.

If they know exactly what they're getting and exactly what they're paying, there is no morality in price, okay?

So

red line, the reason why a red line is absolutely death is that this is what it takes.

to deliver that customer, right?

This is the cost of goods sold.

this is the experience, this is all the talent that's directly related to that customer getting it.

So it doesn't matter where they pay, they get the same exact experience, okay?

So my plea to the solar industry, to any industry as a whole, is to stop letting the tail wag the dog.

And what I mean by that is sales organizations, salespeople wagging the dog and determining what price the customer pays and the value that you're actually able to deliver to that customer.

Because again, this customer could be paying $3 a watt, they could be paying $4.50 a watt, they could be paying $10 a watt, and still they get a $2 and

20 watt experience.

Okay?

That freaking destroys the industry.

And I am going to be the, I'm going to shout that from the rooftops.

You're going to disagree with me.

You're like, but Chris, it's so great to make all these commissions and all these different things.

But guess what?

Why do you think we've been experiencing what we've been experiencing in the industry for the last two, three years?

It's because of this crap.

At the end of the day,

if I, as the company, want to set the price,

I should be able to have the additional benefit of charging more so that I can go and add additional to this experience.

Okay, I can hire better people, I can provide a better product, I can go into my total customer experience mapping versus

the sales rep charges more and I get nothing more to be able to deliver to that customer.

Hey guys, it's Chris.

If you're finding value in what you're hearing, go ahead and like and subscribe.

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Now let's dive back in the show.

So first of all, gotta stop running our sales companies, our businesses like a sales rep.

I come from a background of being a sales rep.

And this is the hardest thing about being an entrepreneur: is not to put myself back into the shoes of where I once was, okay?

And think, like, oh, I want the highest commission, or I want this, I want that, or whatever, right?

So, priorities.

In fact,

I was having a discussion with a guy earlier, and he's on the install side, and he's like, Yeah, you know, I make all my decisions based off of like, do they put the customer first?

And he's like, Don't you agree?

And And I was like, I was like, no, I don't.

I don't agree.

In fact, I think most people have their priorities completely jacked up.

So most guys, their priorities are customer,

employees or reps,

and then company.

And what happens,

it's like.

I either charge the customer more or less or whatever, do what I think to take care of the customer, then I take care of of the reps.

And if there's a little bit of money left over, then I take care of the company.

The reality is the only way that you're going to run a business that is worth anything and going to provide value to anyone, number one has to be company.

And I tell you this from personal experience.

My very first business, I made decisions on this model.

Okay.

I charged the customer less.

I paid the rep more, right?

So it was like, this is where I should have been charging, I charged here, this is where I should have been paying, and I paid here.

And just with that little left over, I was trying to survive, okay?

Versus if I build a model that takes care of the company first,

then

I can take care of those people that

I employ.

And I'm going to dictate.

Again, I'm not going to let the tail wag the dog.

I'm not going to pay on a red line model.

I'm not going to like overcompensate from a commission standpoint.

I am going to dictate and provide an incredible experience that's going to be able to take care of these people and provide a steady paycheck, opportunity for growth, development, potential equity upside, whatever it is.

And then,

so that's my employees or my team.

And then

the customer will always be taken care of.

Because ultimately, when my first business went out of when my in a second, when my first business went out of business, when we filed bankruptcy, guess who got screwed?

The customer.

The customer got hosed.

Nobody was there to answer their phone calls.

Nobody was there to service their systems.

Nobody was there to like take care of any of those type of things.

Totally hosed because why?

Because I put them first.

Because I did what I thought I was supposed to be doing to serve them.

Bull crap.

I got to serve the company.

I got to make sure this thing is super freaking healthy.

It's going to be in business for the next 20, 30, 40 years.

And the way I do that is with high profit margin.

And I can't do that under a red line model.

And then,

guess who got screwed?

Man, I had people calling me up.

Like, Chris, you screwed me.

I'm out here in Houston.

I have a 12-month lease.

and I've been here three months.

I now don't have a way to put food on the table.

But I thought you wanted a higher pay scale.

Right?

Like, that's literally what was going through my mind.

But guess what?

Because I didn't put the company first, I could not take care of them.

So ultimately, we have to build a model that is this.

So, this is the model that I teach and I preach across the board.

Okay?

Direct cost needs to be 40%.

And the way that you're going to calculate this if you are a sales dealer is you have to calculate in

your EPC model into your direct cost because that's your direct cost.

And you got to take the total revenue that you receive after any dealer fees.

That's your true revenue.

Okay, that's what's getting paid.

Even though your installer may be paying you after the fact, you paid for their services.

Okay,

now,

one key thing to realize here: I teach how to get to a 25% net margin, but it is impossible if you are splitting those margins.

Okay, so the only way that you can actually successfully get there in the solar industry is you have to do sales and installation.

If you don't do, that 25% is going to be split between you and the installer from a net profit standpoint.

And so you have your revenue, which is 100%.

You have your COGS,

which is 40%, giving you a 60%.

Now, this is a target.

Sometimes it's not completely attainable.

Sometimes it's a little bit difficult to get to.

We ran our solar business between 56 to 57%.

Now, I understand markets change and

all the excuses.

Everybody's got an excuse of why you can't do this or why it it doesn't work or whatever else.

I promise you, this is possible.

This is being implemented today in today's markets by solar companies, by roofing companies, by freaking

all different types of service companies across the board.

They're using this model and having success.

From there, you have sales and marketing.

This has to be 20%.

And we're talking 20% of the total revenue, not 20% of what is given to you as a sales dealer, 20% of the total revenue.

So, for example, if you have,

if you are net charging after dealer fees and everything, $4 a watt,

you have 80 cents

to sales and marketing.

And the key thing here

is to understand, first of all, what is sales and marketing?

A lot of guys are like, well, I run a door-to-door program.

That is both sales and marketing.

Marketing is when they knock on the door and get somebody interested.

Sales is what happens at the table, right?

So marketing on Facebook is your marketing, sitting at the table over Zoom is the sale, okay?

And typically, the way that I structure this is a 10 and 10 model: 10%

to marketing

and 10% to sales.

Again, no red line model.

We're talking percentage of revenue that you pay.

Now, the key thing here to understand is we're talking 10% to the whole sales organization, not 10% to your reps.

We're talking about a full-stack five-year plan, exactly what it's going to look like to have a vice president, a director of sales, a regional manager, a team lead, and seven people under

each one of those team leads.

That whole stack has to be paid with 10%.

Now, if you have, again, a door-to-door model and you're purely door-to-door, now you have 20% to deal with.

But the key thing is, like, when you bring on other marketing type strategies, whether it's Facebook, or cold email or whatever it is, that is coming from here and you have to reduce the amount of compensation and you have to have a completely different structure for that type of marketing strategy.

Okay?

So you had a question.

Yeah, so when you're talking about your employees, are they W-2 or are they 1099?

So I build my organizations off of W-2.

I mean, the reality is regulation is completely changing.

You've seen it happen across the board in California, whatever else.

And 1099 is really difficult to be able to have any real equity value, right?

Because to for somebody to technically be 1099, they have to be able to have contracts with everybody else, right?

Like they can't be using any company tools.

They can't be showing up and having mandatory meetings.

All the things that actually build a real organization, you can't do under a typical 1099.

You may be able to do it with like five to ten people, but if you want to build something that's actually worth value, you can.

So, again, so when we're talking like top to bottom, this is the ideal stack that you're looking at.

Again, if you are not the sales and the installer, 10%

of the total revenue stack should be what the installer is making from a net profit standpoint.

And let me give you an idea.

They

are taking 10%, say this is like $4.

Whoop.

Say this is $4,

and they're taking 10%, that means they're making 40 cents.

And say they're redlining to you at 210, 220.

They should be able to run their whole operations off of a $1.70, $1.80, and make $0.40.

Does that make sense?

Guys, following?

And so 15% of the total stack is what you should be netting at a $4 a watt.

If you're just a sales-only installer, this is the ideal structure.

Again, not always obtainable, but if you have a target, if you know what your numbers are, and you're actively designing and working towards it, it becomes way more

obtainable versus what has gone on a lot in the solar industry where guys don't know their numbers, operating off of red line models, right?

Just

completely destroying their market.

because of this red line.

Again, the reason why a red line is red is because one, red numbers aren't profitable and two, that's where all the blood comes from in the streets right now.

Dude, it is the destruction of our industry.

Does anybody have any more questions regarding this stack and how to properly build that out from an overall budgeting standpoint?

How do you keep guys motivated?

That's a great question.

So how do you keep guys motivated?

Here's the thing that I'll tell you about sales reps that I've seen over the last, because I've been in this industry since 2014.

2014, the industry in California was almost where it is at today.

Like, it was super saturated in 2014,

almost like not like nothing has drastically changed.

So, here's the thing: if you pay a sales rep,

everybody has a number.

I don't care who you are, what you believe.

Everybody has a number where it's like, I need to make that number.

Okay, if a sales rep's number is 20K a month,

and I'll give you two different scenarios.

One, you use my model and they make, let's say, $2,000,

or two, you use a red line model and they make $10,000.

How many deals do you think that they will sell under this model?

10!

How many deals do you think that they will sell under this model?

They'll sell freaking two.

And we've seen it.

We've seen as the whole industry has shifted over to a red line, all it's done is decreased the actual volume of accounts that are being sold on a per rep basis.

Nobody, those reps aren't making more money.

And guess who's really getting screwed?

If as an installer, you are doing it for less and less and you're getting less and less volume, nobody freaking wins.

And so how do you guys keep them motivated?

First of all, help them understand this principle.

Like,

and be transparent with the sales rep is absolutely imperative.

Like, yo, look, you can go and work for somebody else and yeah, they're going to tell you to do this, or you can be here where we're actually going to take care of your customer.

We're going to provide value.

We're going to train you and develop you.

You're going to have...

You're going to have five times the amount of referrals because you have a large customer base.

You're actually going to feel motivated and fulfilled because you're doing real work instead of of treating this like some half-aid job on the side and doing two deals a month.

Like, and you actually provide value outside of pay.

Again, customers do not buy because of price and reps do not work for you because of commission.

It is the biggest, it is the biggest lie that has ever been told.

And I'll tell you from personal experience, when I owned my business, my home security business, I could go out and sell and make $1,500 in account.

And in fact, after my first company failed, I started up a small home security dealer and I did that.

And I made $1,500 an account.

Then I decided to swallow my pride and go back to work for somebody else to go work for Vivint.

Guess how much I made at Vivint?

$550 an account.

A third of what I was making as a dealer.

Where do you think I made more money?

I freaking made three times the amount of money working at Vivint at $550 an account than I did working for myself at $1,500.

Why?

Because Vivant provided the systems, the support, the culture, the development, the brotherhood, everything that I loved about knocking on doors came from Vivint.

And there are, and if you continue to pay on a red line model, you just will not be able to invest in that type of an experience.

So this is the typical structure under a 10% model.

I'm going to provide them leads.

Okay.

And a sales rep is going to make between three and a half to

four and a half percent

if somebody else said it for them and it was a lead generated.

Okay.

And

this is going to fluctuate based on monthly production.

Okay.

Then there's a team lead that's going to make an override.

Okay.

And then there's also a setter that's involved.

And a setter is going to make between 1% to 2%.

But again,

we're providing leads for that.

And then what that does is it allows for the full stack to be able to fit within 10 total compensation, incentives, management, development, training, all fits in my total 10% stack.

And what happens when you pay on a compensation structure like this?

Instead of guys selling two a month, these guys are going to sell $12 to $15 a month

so this this is another one of my theories i hate recruiting a players

okay

why a a players think the world is owed to them a players think that they already got everything figured out a players think that they should be your boss A players like all the negative things.

I would much rather recruit a C player and train them up to be a B player than I would ever to get a B plus or above.

And so the vast majority building my sales organizations is training guys where I can identify characteristics of a killer versus somebody that's proven themselves in somebody else's model that is completely broken.

I would much rather recruit a C-level player, somebody that's maybe had a job at a coffee shop or whatever else, but has demonstrated certain characteristics.

I use something called the disk analysis.

The disk analysis is absolutely phenomenal to be able to identify great characteristics.

A high D, high I is a player from a characteristic standpoint, even though they may have not demonstrated it in their previous work experience.

How many guys are getting some value?

You getting some good stuff?

All right.

Again, if you are getting some value, I would recommend that you book a call.

Again, we can dive into your individual needs and what you're building in your organization.

I will go over it.

Again,

no high pressure sales.

If it's fit, it's fit.

If it's not, that's fine.

I want my, like the only reason I work today is because

I love training and developing providing value to to different industries like it's it's what gets me excited I tried tried retirement for six weeks absolutely sucked and I'm like I gotta I gotta get back I gotta get back this is I love I love being in the grind I love being with the people I love building teams so again so if you find in value from what you're seeing book a call happy to go through some different things so I'm gonna touch on the last different uh pillars I think we got about six more minutes and then we'll uh do some QA real quick.

So, expansion is the other pillar, which is your marketing, your sales, your financial growth strategy.

Impact quadrant.

This is like a specific thing to make sure that you are not wearing the wrong hats within your organization.

A lot of us are spending most of our time doing unproductive tasks in our business where we could actually go and hire and replace ourselves and be in the things that what we call quadrant four, which is high energy, high value.

That's the goal in business.

Don't have too much time to go through that.

The systems, the procedures, processes, the checklists, the tools, software, stack, AI integration.

How many guys are utilizing AI right now in your business?

Okay, so let me give you just a couple good goodies to take away.

There's a lot of softwares that you can download on your phone, which are great, but you've got to remember to turn them on and everything else.

This little guy that I'm wearing, you guys have probably seen it, the plaid note.

It's absolutely game-changing.

I've been wearing it for two, three weeks now and it is

unreal unreal so i am training a gbt on exactly how i interact the level of feedback that it can do from a sales if i was sitting in your guys's shoes and had a sales organization i would require that a guy wears this every single day it could go for two days recording based on one one charge and literally just hit every bit of transcript in there.

You could plug that sucker right in GBT and say, give me feedbacks on my sales interactions boom you're gonna have it all right there 30 bucks a month 30 bucks a month you're gonna be able to do that

plod P-L-A-U-D don't even get an affiliate commission on that sucker dude just go get it

so

like and and this is also a way that I'm building my SOPs I'll go and interact with somebody I'll be like hey make sure you do this this and this and I'll go back to I'll go back to so my assistant downloads the raw files of this and I'll be like hey make sure you ask about this SOP, make sure you ask about this, and it'll literally design out all my SOPs, all my sales feedback, all my interactions, everything based off of what I am doing on a day-to-day basis.

I would be utilizing this with my sales organization top to bottom.

Easiest, cheapest money you ever spent.

Any questions?

Other AI stuff, dude, there's freaking all kinds of AI.

We go super deep on this.

Somebody had a question?

No?

Okay.

Impact is what is our name for KPIs.

It's indicators measuring performance, achievement, change, and trends, having proper dashboards, analytics, training, and development across the organization, accountability, which all kinds of different things from a feedback loop standpoint, performance reviews, firing, finance, budgets, break-evens, knowing your numbers.

It's remarkable to me how many people don't know their numbers.

I was freaking asking a couple guys out in the hall, I'm like, hey, what is this?

And they're like, I don't know like you're gonna have to talk to my accountant i'm like dude that is the most important number you should know we were just talking about net profit i'm like like how do you not know where your net profits are or how do you not know what your revenue is or you know different things like that creating the educated budgets top to bottom development of leadership cadence of meetings hard conversations crisis management perfected communication and mindset frameworks These are all the different things that we teach within our community.

Again, I would invite you to be a part of it.

The cool thing is to be in our community, it's less than the cost of a minimum wage employee.

It's like having a business, a business partner in your corner without giving up equity.

It's the absolute most remarkable thing ever.

But the best thing I can tell you, I don't care if you join my community, I really don't.

I don't need your money, but invest to be in the right rooms.

That is the number one thing that I would say has changed my life.

In 2015, I made a decision that every single quarter, I was going to do something.

I was going to be at a workshop.

I was going to be at a mastermind.

I was going to be in the room with somebody that was kicking my A

in a total performance level.

And since 2015, I spent $1.3 million to be in these types of rooms.

I've been trained and developed and

mentored from some of the greatest.

Like the things I share with you are just a conglomerate.

of everything that I have taken from these different mentors.

So the best advice I can give to you today

is the number one, the number one cost on your PL is opportunity cost.

And the way you fix this opportunity costs, it's what I could be doing, what I could be obtaining.

And the number one way that you fix that is you get in the right rooms of people that have ran that map, people that have gone and developed and built it out.

Like when I'm hanging with my friends, one of my best friends in the world,

Otto Sajin, he nets $4.3 billion billion a year.

Nets.

Like, that is a cool guy to hang around.

That is a guy that I want to be rubbing my shoulders because that blows my mind.

I have no idea how to get to $4.3 billion a year in net, but I'm going to continue to hang around him and do everything I possible to be in those right rooms.

So

get in the rooms, network with the right people, pay for the right programs.

Ultimately, the dollars don't change.

It's the time that it takes to achieve those dollars.

A million over 20 years or a million over two days is the same exact number.

The only thing that changes is time.

Figure out ways that you can compress time.

And again, the best way that I know how is getting in the right rooms.

Guys, I appreciate you coming out.

If you haven't had a chance, make sure

you book a call.

I would love to chat with you and appreciate you guys coming out.