142. Business Systems You Need to Make 9 Figures (!!) with Ryan Deiss

19:14But look, if you're a solo founder, you know, then you're all you got. And so you're doing it. And I'm always a big fan of do then document. You can bring somebody else in to say, how can we do this better? This particular stepper stage here, that's usually not an employee, though. It's especially not an employee that's going to come and work for an early stage company, because typically at early stage companies, you're going to attract people who are early stage in their career and are not knocking those folks. Those folks have hustle. They got drive. They frequently have time and they'll almost always work for less.

19:42The problem is they don't know what the hell they're doing either. And if you ask them to systemize, if you ask them to optimize something, well, by God, they're going to try. And they're probably just young enough to think that they can do it. And so, you know, one of the worst things in the world that you can do is ask a new employee to do something that you have no reason to believe at this point in time that they can do. You're setting them up for failure. So I would much rather say, this is how I do it today. I would love for you to do it this way. If you have ideas for improving it, I would love to optimize this together.

20:11But can you start by doing what I know works to some degree so that we're basically limiting our variables? At scale, heck yeah, you're going to look to hire people who are way smarter, way better than you are at specific things. But typically, you're not going to be able to afford those people until you're probably north of seven figures a year. Because usually those people who are better at the stuff that you are, are going to claim six figure salaries. I like absolutely love that advice. And I can speak to that from heart because our average age on Spacebar Visuals is like 24 and a half years old.

20:37And like, we have like a lot of young people that are like hustle, do anything, like we'll try. But it's also setting up for success. Like when they get in there, it's saying like, hey, this is how like a documented account management process. This is what we do now. But like, and please optimize this as you see, like fit and like we can work together on this. I feel like that's a really beautiful marriage to actually have there, to be able to scale those operations with those standard operating procedures. Don't hear me say that you need to tell them that they need to be robotic about this, right?

21:01It is wrong. You will break people if you throw them at a problem and say, figure it out, I trust you, even though you have no reason to believe that they can do it, right? That's super uncool, okay? You're setting them up for failure. It is equally wrong and equally uncool and maybe more so to say, all you are is a robot. I don't care about your opinions, your feelings or anything that you figure out while you're in the trenches. Do it my way or it's the highway. There may very well come a time in your company when you get there. Like if you, for example, are a McDonald's franchisee, it's like, no, this is how we make freaking fries at McDonald's.

21:28OK, I don't need your ideas. We're McDonald's. We've been doing it forever, but you're not there yet. So, yeah, it's here's how I do it. It's worked for me. Please start from this so that we've got the same foundation. But God dang it. Yeah, if you got ideas to optimize it, give it hell. Let me know. I absolutely love that. Ryan, you say a lot of quotable stuff. I really like that about you. I want to do a callback to that growth engine as well that we talked a little bit earlier, because I think that's a really interesting part. So on that's in sales, that loves marketing. Like I love talking about like growth, growth, growth.

21:53How do we grow? How do we grow? Can you kind of expand on that growth engine a little bit more that you talked about? 10, 15 minutes ago. So it's funny, the very first growth engine that I ever documented, it was the first time I nearly bankrupted a company. And I've done it a couple of times. But yeah, I was actually in Dallas, Texas at the Hilton Anatol at a conference and I went to go pay my bar tab and my card declined. So I gave another card and it declined as well. I pulled up my bank and I realized that I had no money. I was overdrawn in my checking account, I was going to pull some money from a line of credit, but it was tapped out.

22:20I was going to pull money from a credit card, but they were tapped out. I was literally about $250 ,000 in debt. Oh my God. At the time, the business was doing okay revenue-wise and cash flow-wise, but I believed that as long as I made enough money at the top, that some of it would trickle down to the bottom. And it turns out if you spend more than you make, you still go broke, no matter how much you're making. Hard lesson that I had to learn. And what I was doing at the time is I was flailing around and practicing random acts of marketing. And I see entrepreneurs, I see marketers do this. You know, they'll listen to a podcast.

22:47They'll see a YouTube video. They'll hear about somebody who's doing some amazing super whiz bang thing. And they're like, I'm going to do that, too. And some of it works and some of it doesn't. Some of it sticks and most of it doesn't. And you turn around and you go, I don't even know what works anymore. And so just simply pausing to say, how do these customers actually happen? Not what do we do? What actually generates them? And to have that visualized. And so a classic one, when I was sitting there at that bar in Dallas, Texas, I was literally ready to hang up. I was like, I'm going to have to go file bankruptcy.

23:16I'm going to need to go and see if I can get a job and shut my company down. And just like the week before, I'd had a conversation with another entrepreneurial friend and he told me, we were just talking about how isn't it interesting how so many business ideas were formed on the back of a napkin, right? You know, at the time you were having ideas in Silicon Valley getting funded just scribbles on a napkin. And I don't know why that memory just popped into my head and I looked up and there was a stack of cocktail napkins. I was at a bar after all. This is not particularly extraordinary, but I grabbed it and I borrowed a pen and I was like, I made myself a deal.

23:41if I can document on this stupid little napkin how my business works, then I'll work my napkin, I'll figure it out. And if I can't, then I'll just accept the fact that it was just luck. I never knew what I was doing all along. I'll quit and I'll go try to find a job and do what I can to dig myself out of this hole. And so I sat down and I asked myself, okay, what's the first thing that happens? Well, I need to generate traffic. How do we get traffic? Google ads. The time is Google ads. Then where do people go? And I drew a box on the napkin for landing page. What happens after the landing page?

24:09Well, it depends. If they opt in, then they're going to go to the thank you page or I'm going to make an offer. If they don't, then, you know, we're going to look to follow up with them in other areas, you know. And so all I did was just, you know, drew squares on this napkin. And when I was done, I had filled up the napkin. Man, it was only like five or six squares. It wasn't that complicated, but that was enough. And so I think it's important when you're mapping this growth engine, you don't have to get hyper granular with it. But you do need to be very clear. This is where it starts. This is how people become aware.

24:37This is where it ends. We got the sale. The contract was signed. And all you're saying is great. Then what happens? Then what happens? Then what happens? The only other little advanced maneuver that I've added since that day back in 2006 at the Hilton Anatol, I realized that if you get to one of those, it depends. And this happens a lot of times after a landing page, right? So let's say somebody, they click on an Instagram ad, right? What happens then? Well, they're going to go to your landing page. Well, if they opt in, then what? Well, it depends. So if you say it depends, write a diamond, or you could take your sticky note and just turn it on a diagonal.

25:05Sticky notes are great because they come in both square and diamond shape, right? So you're going to say like, did they opt in? If yes, then they're going to go to thank you page. If no, then we'll add them to our retargeted pixel audience and we're going to try to bring them back, right? And so what happens after thank you page? Well, we're going to have them watch this video and see if we can get them to book a meeting. You know, what if they don't book a meeting? Well, we're going to add them to this follow-up sequence, right? And so I don't have to have a sticky note for every single email in the follow-up sequence.

25:30I'll just have a sticky note that says follow-up sequence, new lead follow-up sequence or indoctrination series. What is that designed to do? To bring them back over to this other sticky note to get them to wait for it, book a meeting. And then it's like, okay, when they book a meeting, you know, then what? I don't know. Did they show up, right? We've got another little thing here. Did they show up? What I'm really digging from this is like visualize like every step of like your lead gen process, like those if then statements, if not, like what are we doing to get them to actually like book a meeting or like get a sale with us?

25:56That's kind of like my big takeaway is so far from like just all this. And then the next step. So we talked about how you can look at that and say, what are the ones we don't screw up? That's where we create documentation. What are the steps where I need help? That's where we build our hiring plan. The next step after that is to go back to that flow and say, what are the metrics we need to track to know that each one of these steps and stages is working? And so now what we do is we build a growth scorecard. And at the top of the growth scorecard are all the awareness sticky notes. And as you move down the scorecard, and we just use Google Sheets for this, by the way, we don't use any fancy software.

26:25We track it week by week. These are the metrics that we need to track to know how we're doing within this particular customer journey, within this value flow. We use color coding, red, yellow, green, depending on if we're ahead or behind target. So it's very easy for me to see at a glance where in this value flow is there a bottleneck? Where is it constrained? What do I need to fix? And so now the game is no longer, I need to just figure out how to get more traffic. We need to get more leads. Well, maybe you do. Is that red? Maybe you're hitting your traffic goals. That's green. The problem is, is that your sales conversations are low.

26:59Why are they low? Well, God, look at our show up rate. Oh, we had a show up rate of 80 % and it's 48%. Let's just fix that. Once you have visualized how customers and clients happened, once you built a scorecard to track each step in that process, the game becomes really simple. Turn red to yellow and yellow to green. That's it. Turn red to yellow and yellow to green. But I don't know how to turn this one from red to yellow and yellow to green. Ask someone. Get in a group. Buy a book. Watch some YouTube videos, right? Now it's not random acts of marketing. if you know the question to ask, the answer is usually pretty easy.

27:29The problem isn't that we don't know the answer, it's that we don't know the right questions to ask. The scorecards will give you the right question, but if you don't have a scorecard based on your growth engine, on that visualized customer journey, you're probably gonna have vanity metrics and it's not gonna tell the story it needs to tell. Yeah, it's not gonna be accurate at all. And like a lot of the things that I learned from this podcast is like so much of like measure everything. And once you're able to measure, you can actually improve stuff. I wanna ask on those KPIs specifically, can you give us a high level overview of like what are the KPIs on the scorecard?

27:54I heard like traffic, of course, and like show up rate, all that stuff. But like, what are some other KPIs that people should be measuring on the scorecard? Sure. And again, it's going to depend largely on what the specific growth engine is. But let's say like a typical one would be there's a sticky note for Facebook and Instagram ads. OK, so how do I know that Facebook and Instagram ads are working? What are the metrics? I'd want to look at what is the total ad spend? Because we're going to have a budget on that. I'm going to want to look at what is, you know, the click-through rate. I'm going to probably want to know what's the cost per click.

28:17So those are three metrics that would represent that particular one. OK, now let's move on to I feel like that sticky note is covered. Let's move on to the next sticky note, the landing page. Well, I'm going to want to probably look at how many visitors hit this page. And I'm probably going to look at what's the conversion rate, right? If you have a drop down there, maybe on your landing page, you're asking a qualifying question. You might say, what percentage is qualified versus disqualified, right? Okay, that sticky note's covered. Let's move on to the thank you page. How many people hit this thank you page?

28:41What was the conversion rate, you know, or the click-through rate from the thank you page to the book a meeting, right? Okay, let's go to book a meeting. What percentage of people who hit the meeting actually booked a meeting? What percentage of people who booked a meeting are actually qualified based on the questions that we asked? I like this. Now we're going forward. You know, the next day is like, did they show up? OK, what's our show up rate? Right. What's the close rate? So it becomes really, really simple if you just say this sticky note, how do we know this one is working? And then you just stack these going all the way down the page.

29:05And when you're done, typically we're going to be tracking you are between 15 and 20 metrics per growth engine. So for me, I don't want to track everything. And we'll have people on the team like, oh, you don't have any metrics there. I remember when I showed the growth engine to one of our marketing teams like, oh, you're missing some metrics. What metrics are we missing? Well, you don't have blog visitors and how many people read our articles. You're right. We don't because there's not a sticky note for articles, blog articles and blog anywhere on the growth engine. Oh, well, it should be because we spent a lot of time on that.

29:32We spent a lot of money on that. OK, great. Can you show me how when somebody reads one of our articles, where do they go? Where do they go from there? Oh, yeah. You know what? I know we're supposed to be doing interlinking to like other lead magnets and things like that. But yeah, we haven't been doing that. We've been really busy lately. OK. Until you can show me how those efforts connect back into one of these growth engines, you don't get a sticky note on the board. And frankly, if you don't have a sticky note on the board, I start to wonder, why the hell are you here? Right now? I wasn't that curt with this person, but you get the idea.

30:00It is amazing how many orphaned efforts you have that reveal themselves when you realize, oh, it's not a sticky note on the value engine. Well, that's because it doesn't connect to the value engine. Well, we should figure out how to connect it to the value engine or wait for it. It's not valuable. And if it's not valuable, we should just stop doing it. That's really good. I want to ask real quick as well, and like how you're getting these metrics, how you're tracking is, are you using any special software? Are you just using like Google Analytics, any software that you're particularly using to help track?

30:25Typically Google Analytics and then, you know, CRM. So most of our companies are on, you know, HubSpot or, you know, something like that. So typically they're active campaigns. So yeah, they're usually going to need to look at Google Analytics for all the conversion traffic data. They're going to be looking at HubSpot or one of the other ones for pipeline data and things like that. But an important aspect of our scorecards, they're all manual by design. So none of our scorecards auto populate data and none of them auto create a status. If somebody owns a particular metric. So if you're, you know, our traffic manager, there are metrics next to every single one of those metrics is a name.

30:56Somebody owns that metric. And so it is their job to go into whatever system and manually look at what the number is and manually copy and paste it or write it into the scorecard. And they do this every Monday morning and people will fight me on this and they'll go like, oh, but you could write a macro. I know. Oh, but there's like business intelligence. I freaking know. I've spent hundreds of thousands of dollars on all of these freaking tools. And guess what? They all break because the little connectors become disconnected. And now you have the worst thing in the world that's worse than no data, which is bad data, inaccurate data.

31:26When that happens, people stop trusting it. They stop looking at it. But the bigger issue is when people don't manually enter their data, they don't know their freaking numbers. And it drives me insane. If you're on the marketing team, if you're one of our heads of marketing and I say, hey, how many leads did we get last week for that thing? You need to know that number. That's like your whole freaking job. Like know that number. If every single Monday they're manually putting it in, they know their numbers. You also get something more than data. You get insight because now they look at it and they go, oh, that seems off.

31:50I'm going to go do some research and figure out what's going on. They're also going to have to manually select red, yellow, green. Green is on track or ahead of goal. Yellow is we're behind, but we've got a plan to catch up. Red is we're so far behind. We won't catch up or we got no plan. We don't know how to catch up. Well, nobody wants to put red. So yellow means I need to come up with a plan before this next meeting because I don't want to have red on my scorecard. So we use Google Sheets. It's all manual and it's all by design. I love that. Yeah. What I really like about what you said there is like when it is manual, you actually know what your numbers are and it actually adds accountability.

32:22And when you're doing the accountability piece, is it just one person that is accountable for each metric or is it like sometimes like two people on a metric? How do you play that? If multiple people are accountable, nobody's accountable. So yeah, there's going to be one primary for each metric. I love that. That's why I asked. Yeah, good question. There's one primary and it's common for one person to own multiple metrics and it doesn't take that long. It's not that big a freaking deal to go in and populate. And it's some of the highest leverage, highest value time. But yeah, there's going to be one.

32:48Now, if they know they're going to be gone, like let's say they're going to go on vacation or they're sick or something like that. And if it's like a last minute, somebody got sick Sunday night, like whatever, I got it. But I mean, if they know they're going to be gone because they own the metric, it's incumbent upon them to assign somebody else who's going to get it for them. And they'll put that person's name next to it for that week or do like a slash for that week. But then after that, it's gone. I don't want two names in there for any length of time. I absolutely love that. I want to wind down that segment because we are kind of winding down on time here.

33:12I want to make sure we get to our fan blitz questions. But selfishly, I'm going to ask a question that's a little bit off the beating path. And that's like the power of thinking big. It's well known on your LinkedIn. You have it right there. You want to grow your hold co from like 200 million to$1 billion. I think that's amazing. It's big goals. It's big thinking. What is the power of thinking big as an entrepreneur? Because I'm going through this exercise now. I feel like sometimes my goals are too small almost where it's like, why am I not thinking much, much bigger on a scale? Like, where does that come from?

33:35So in your eyes, like, what is the power of thinking big? Just kind of some theoretical advice here for people that are listening. I'll give you some practical advice. I think you will only ever grow as big as you let yourself grow. The entrepreneurial journey, I mean, we're alchemists, right? I mean, we're creating something from nothing. That's hard. And so if you're not motivated to push, I can promise you it's not just going to magically happen on its own. No more often than you'll win the lottery. So you will only ever grow as big as you want to grow. So what you always have to be evaluating is what is your why?

34:00My very first business goal was to make $10 ,000 to buy my then girlfriend, my now wife of 20 plus years, a ring. So my first goal was, how do I make$10 ,000? Now, when I made$10 ,000, I could have stopped. But what I then realized is, whoa, I've got an opportunity now to build something really cool and big that could provide for my family, provide more, be able to do all the things that I wasn't able to do as a kid, because I didn't come from money. And then we were married for a couple of years. And here comes kid number one and kid number two and kid number three and kid number four. I mean, every other year there was a new little why showing up.

34:31And so I kept expanding my reason and my vision as my why was increasing. So I think I said I'd offer you a practical exercise. Your why comes in three levels. Level one is me. Like, what do you want for yourself? Your selfish why that you want for you? I want to grow this thing and make this much money because I just want a freaking Patek Philippe. I've always wanted it. I've always wanted a Lambo. Fine. Right. That is good. And I I think as entrepreneurs, it's like we're told because I'll do this with clients and things like that. Why are you doing this? What's your why? And I always get these very like lofty things.

35:00And after you get to know somebody, you know, they go out and they buy like a freaking McLaren. It's like, yeah, I've just always wanted a McLaren. Why didn't you tell me that? Right. That's great. I want that for you, too. So I think you want the selfish me. Why? Then you want the us why? And the us is I want this for my inner circle. That is yourself, your partner, spouse, if you have one, kids, if you got them, business partners, close friends, parents. Like I wanted to, you know, buy my mom a house. That was one thing that I really wanted to do because that's what frankly broke Southern kids do.

35:27You got by mama house. And then there's the them. So there's the me, the us and the them. And the them is what is the thing that I want, you know, beyond me. And ultimately, that is the one that is going to propel you the farthest because what you want for yourself is really only going to be so much. Right. It's only going to grow you so much. At some point, you're like even like private jet type money. It's like, do I need to own it or can I just charter? You know, it's fine. Like, I'm not motivated to work that much harder so I can own the jet versus charter. Right. And at some point, you're just like, how big of a yacht do I need?

35:53It just gets stupid. Ultimately, the people around you're taken care of and they're starting to get obnoxious. You've got to expand the why to others. And I'll tell you, I lost my way for a good number of years because I failed to step back and reevaluate my why. And I got bored. I got lazy. I got a little bit burned out. And it really took my wife saying, I'm kind of sick of you being a navel gazing, you know, whiny little twerp. You need to figure it out and get motivated again. And it did. It was during COVID. I hadn't really taken the time to think beyond me. But I do think if you don't have a why that is bigger than you, you will absolutely be capped.

36:22So it's essential that you think big. Yeah, I love that. And where it came from, from me is like, okay, like we can do 20k in revenue a month consistently, but am I capping myself at doing 20k a month? Or I need to start thinking about like, oh, we can realistically get to like 50k a month. And it just takes different systems to get there. But it also broadens your thinking about like, okay, how can we actually get to like 50k a month in revenue? And it always takes more than you actually think it does. And so yeah, that's just kind of where that question comes from is like, how do you think big as an entrepreneur to help you like propel like towards the goals that you want to hit.

36:51And I feel like that definitely answers those three whys that you have there. I want to wind down then here with our fan blitz questions. Ryan, this has been an amazing episode. So much about like the scorecard, the systems, the why. So this has been a ton of fun. And I know our listeners are also excited to ask you some questions. So if you guys want to join in on world class entrepreneurs and join in on the conversation, you can go to youtube.com slash upflip and submit your questions there. But Ryan, ready for our last five questions here? Let's do it. Number one, we're definitely going plug this at the end, but how do you get your book noticed as a new author?

37:19I had a very different strategy with my book. I didn't want to launch it. I didn't want it to be known. I wanted it to be everybody's dirty little secret within particular pockets. So the main strategy that everybody does to get noticed is they do a big launch campaign. They do a book launch and they try to get booked on every single little thing all at once. That will get you known, but that is a really fast fire that flares out really quickly. I think a better way to get known is more of a grassroots strategy. Go to key centers of influence that influence It's pockets of people far more persuasively than trying to be everywhere all at once at the same time.

37:50It's really hard to pull off. And I don't know if you know who Alex Formose is. He's a buddy of mine. I've known Alex for, you know, a long, long time. And same with, you know, Tim Ferriss. Like, I knew Tim Ferriss back. I sound like a total douchebag doing name dropping, but they're good examples. When Tim first launched the four-hour work week back in, I don't know, the dinosaur times, that really grew. Like, that got in the hands of a couple of people. And for a year, it was seen as a status lift to tell somebody about the 4-Hour Workweek because some people had heard about it, but most people had not.

38:18And I think for your very first book, what you would rather be than everywhere all at once at one time for a brief moment is you want to be important people's dirty little secret for a period of time and then allow it to just percolate up. That's what Tim Ferriss did. That's what Alex did for his first book. Now, for your second book, you don't really have that as an option because you got a big brand. You better freaking blow it out and hit it out of the park. But for your first one, don't try to blow it up big. You probably won't pull it off in trying. You're probably going to fail. You're going to look sad and doing it.

38:45It's going to make you unhappy. So try to come up with 100. Make a list of your classic Chet Holmes Dream 100 and see if you can't get that book in the hands and get them excited about it. Because if 100 people tell 10, you're done. Like it's going to go nuts. I love that. Number two, tell me one secret of business which makes me a billionaire. I refer to it as the founder's curse, the founder's paradox. and it states, the more valuable you are to your business, the less valuable your business is. And it is the single hardest thing for founders and entrepreneurs to get their head around. But your goal as you scale is to not be increasingly more valuable to your business, to not be your team's MVP, but instead to be the least necessary part of your business.

39:24You don't become a billionaire by being the most valuable person at your company. You become a billionaire by having equity in multiple businesses. And you cannot have equity in multiple businesses if you're the most valuable person at all of them, unless you're maybe Elon Musk, but you ain't Elon Musk and neither am I. That is really good advice. I like that a lot. What are the key tips for scaling a subscription based business? Nobody wants to buy subscriptions. And so the best way to scale a subscription based business is to have a really compelling front end offer that is sold a la carte that upsells and ascends into subscription.

39:57So we don't sell subscription, we upsell subscription. And then when we get somebody into subscription, we focus all of our efforts not on making them happy, but on making them successful. Happy clients don't stick and happy clients don't refer. Successful clients stick and successful clients refer. So don't focus on selling subscription. Get a front end sale. Get some type of productized service out there if you need that. Ascend people into subscription and do everything you can to make them successful. I like it. Two more. What are two to three books you'd recommend any CEO to read? Book number one would be The Gold by Eliyahu Goldratt.

40:28It's a book that is fundamentally about manufacturing process efficiency. But when you realize that as marketers and as salespeople and as entrepreneurs, we are actually manufacturing customers. And so the same rules that apply to the assembly line also apply to the customer journey. And what I described to you in terms of how you go about mapping the growth engine with the sticky notes, that is largely based on a lot of the applications that Eli Goldratt talked about in the goal with theory of constraints. We have scorecards. We identify the bottleneck. That just, to me, is absolutely required reading.

40:58Another book I would say that's essential is Ogilvy on advertising. I think you've got to know kind of basic aspects of sales and basic aspects of marketing. And then the third one, as an entrepreneur, there is a book put out there by, I believe, Harvard Press, but it's Finances for Entrepreneurs. You got to read some kind of finance and accounting book because every time I've almost gone broke, it wasn't due to a lack of sales. It was due to a lack of margin and poor cash flow management. And I'll tell you, it's the cash flow management that's going to kill you. So read a good book on basic finances for entrepreneurs.

41:29It's out there. Not always the most fun read, but it will make you more money than just about anything else. I love that. That's something that I'm really wanting to get in home here is like the cashflow and all the finances because I don't have a finance background. I have a marketing background, so I need that. But last question for you on the Fan Blitz question. What's one sentence you'd like to hear from your employees? Oh, that's a good one. I would like to hear that I created a place where they could do their best work. If we can create a place where people can do their best work, then we're aligned.

41:59Because when it comes to team members, it's not a family, it's a team. And it's inherently a transactional relationship, right? They're going to stick around with me as long as they can exploit me for as much as they can. And I'm OK with that. And so I know that as long as they feel like they're in a place where they can do their best work, they're unlikely to be looking somewhere else. And that usually means that if good people are sticking around because they're doing your best work, then you're probably growing and scaling as a company, too. That's amazing. Ryan, if someone wants to learn and connect with you and they're thinking, oh, my gosh, this guy's amazing.

42:29I loved everything he said and they want to learn more about you. Where can they do that? Please plug your book. Please plug wherever people can find you. Yeah. So I'm on Twitter X. So just X dot com forward slash Ryan Dice, R-Y-A-N-D-E-I-S-S. My DMs are open. And I always just love to hear from people who heard me on, you know, podcasts like this. I can't promise to do like hours of free consulting. But if you got a question here or there, I'm always happy to happy to help. So me directly, that's actually me. I'm actually posting. That's not my team. Every other social channel is probably my team.

42:54I did write a book you get on Amazon. It's called Get Scalable. And it is my playbook for scaling companies. Probably not relevant until you get north of about a half a million dollars in revenue. But if you want to start reading it now so that you can be ready when the time comes, it's called Get Scalable. Also, if you go to get scalable.com forward slash free, you can get a copy of it totally for free. Just pay shipping. And it really is the actual cost of shipping, not like some BS inflated thing. I'm covering the cost of the book. Again, you can buy from Amazon as well. It is there. And you should also follow me on YouTube.

43:19I'm beginning to document now. It's fairly new for me, which I know makes me sound even older than I am, But I'm beginning to document the process of how we are going to scale that$200 million holding company to a billion. And I've got some videos on there that are breaking down our exact things. So I plan to just publish it all for the world to see. Everyone, thank you so much for tuning into today's episode. Ryan Dice, a really fun episode here. Three quick takeaways for you. Number one, visualize, visualize, visualize. Ryan talked about doing flow charts throughout your process. And this is the best way to identify your customer acquisition strategy.

43:50And this is going to allow you to refine those processes and start investing in areas that are actually driving growth for your company. Number two, sell 10, serve 10. Before you even want to start visualizing, though, sell 10 customers and serve 10 customers. That will give you a 10 on an NPS score. Make sure you can make 10 customers happy before you're actually starting to systemize. He gave that great example about how he started to systemize with binders and everyone is all upset at him. So don't systemize too early. sell 10, serve 10. Number three, the last question that I asked him at the end there about what discovering your why and like goals.

44:26I love that answer of like, if you want to identify your why, what is your selfish why? What is your inner circle why? And what is your them why? And this is going to really help you grow and think big as an entrepreneur. Really enjoyed having Ryan on this episode. This episode had a ton of value on systemizing your business. If you enjoy this episode, we have another episode that you will love. It is episode 131, where I spoke with Michael Lisavetsky about how to develop that$1.3 billion mindset. Michael has done a lot of cool things in his life. He has started multiple companies before the age of 30, has generated billions in revenue, and gives his ideas on how to develop a mindset where you can do the same.

45:04So definitely tune into Michael's episode. And that is episode 131 in the show notes below. Thank you so much, everyone. But Ryan, thank you so much for being here today. Amazing episode. So thank you so much for the opportunity to come on the show today. Thanks, buddy. Appreciate you.

45:19you