and then kind of moved around a lot.
But I played a little bit of center way back in the day.
Yeah, I grew fast.
So I'm not a huge guy now,
but I was big for my age at the time.
So I played center for a little while.
And then I played a defensive end for a little while.
Nice. How tall are you?
I'm 6'1".
Okay. Okay. Awesome.
Yeah, I get that.
I was most of that by that time.
So what age was that?
This was in middle school.
And then in ninth grade.
So about seventh through ninth grade,
I was probably like 5'10", 5'11", by then.
So decent size for that and pretty filled out.
But then I kind of stayed mostly the same size.
Kenjit Spirits, dude.
I was 6'2", in eighth grade at 14.
Wow. How tall are you now?
6'2". What a disappointment for all my coaches.
You were like, man, I'm sprouting up here.
I got a long ways to go.
Dude, I was so excited.
I thought I was at least gonna make 6'4", or so.
But nope.
Just an overachiever.
You know, that's the challenge of that
for anybody who's listening in,
is I was given this gift of height
and I let it get to my ego.
So I ended up slowing down a little bit and saying,
you know what? I got the advantage.
Not what you wanna do if you wanna stay ahead
or if you wanna sell your business either.
What are three of the most common mistakes
that you see entrepreneurs make?
Maybe not most common, most overlooked mistakes they make
when they're getting ready to sell their business.
The number one is what I call owner concentration.
And that's a fancy way of saying,
being way too involved in your business as the owner.
So the businesses that sell for the most money
are the ones where the owner is least involved
in the day to day.
And I like to describe this as the vacation to Italy test.
If you can't go on a two week vacation to Italy
and just forget about your business and come back to it,
then it's not set up as well as it could be.
And not to say it can't sell
if you aren't a little bit involved,
but it won't sell for as much money.
Because the more involvement that's needed by a new owner,
the more the price of the business is gonna be discounted.
Another huge one that people don't think about very often
is customer concentration.
So customer concentration just means having too much focus
on one or a few customers.
So if a large portion of your business
is coming from just a few people, few customers,
or a few customer types, depending on the business,
then that's risky to a buyer.
So that's something that is gonna kind of scare them off
and make them feel like it's not something
they can rely on.
And then another huge thing would just be the actual-
All right, welcome in to Vision Pros Live.
With Jackson Calame, I'm your show host.
We'll be doing interviews for visionary entrepreneurs
and guest leaders who are building
fantastic visions out there.
Hey, and what's up?
Welcome into another episode of Vision Pros Live.
I'm your show host, Jackson Calame,
founder and CEO of Vision Pros Live.
Hey, and what's up?
Welcome into another episode of Vision Pros Live.
I'm your show host, Jackson Calame,
founder and CEO of First Class Business.
I got Brody Vinson joining us today from scale for sale,
making sure that you're scaling your companies
in order to, with the mindset of knowing that someday
you wanna have that opportunity to potentially sell it.
And I love that he begins with that end process in mind.
I got to know him through a mutual acquaintance.
And in that process of getting to know,
I went and watched some of his videos on YouTube.
I was like, wow, this guy is sharp.
He has some serious experience at such a young age
because he's used his life skills while his time well.
Now, one of the things that,
one of the challenges I faced
when I was a 22 year old consultant
that was also a junior co-founder,
I was a junior co-founder by 23,
was people would say, Jackson,
like, why should we work with you?
There's these consultants who are older.
How do you know you're better than them?
And the challenge I faced with that was explaining,
well, number one, I don't know.
You'd have to put us both in the same room
and see how we interact with your brand.
But what I will share is that I would rather fly in a plane
with somebody who's 22 years old
and has already logged 10,000 hours of flight time
than somebody who's 46 years old,
has 10,000 hours of flight, but over 20 years.
That would be scary.
What if they hadn't flown the plane for five years?
So it's all about understanding how have we used our time,
not how old we are,
not that he needs condition of that at this stage,
but don't underestimate the people
who might be able to service your business.
You might be surprised
if you don't judge a good book by its cover.
That said, you'll probably like the cover too.
Before we go on to bring in Brody on stage though,
let's talk about these sponsors up here,
Laidback Languages with Patrick Creighton.
If you're in a position to want to learn a foreign language,
and by the way, the demographics of the United States,
if you're US business, are screaming Spanish.
You may want to brush up on your Spanish.
What I love about the way that Patrick goes
about his training is he understands the principles
that I use to learn that language myself.
And I picked up Spanish,
I was fluent in about four and a half months.
I did not know that until I'd been in Uruguay for 18 months,
at which point I realized like, wow, like, okay,
no, I am more fluent than I thought.
I won't reveal the secret on that
because I want to stay focused on Brody's opportunity.
But if you're in a position
where you want to learn language the right way,
I have seen Patrick practice the same types of principles
and his teaching methods and how he helps people
that I practice to learn myself.
Then there's Deteo Publishing up there.
So if you're in the process of writing a book,
Ashley from Deteo Publishing is one
of the best R&D people I've ever met.
She's also one of the most talented
and gifted entrepreneurs I've worked with.
She has a process called a manuscript review.
That ultimately in my terms, I would say
that makes sure your book doesn't fall on its face.
Too many authors go to publish
and they end up with one to five reviews on their Amazon.
They claim best seller status and you're like,
you're a best seller,
but you have less than a hundred reviews like that.
It just doesn't look good.
You want to make sure to launch that process well
so that it does well on the market.
And part of that includes making sure
you have a great execution, marketing, publishing strategy,
the whole nine yards.
It is an expensive process to launch books.
I mean, I would not want to do a book launch.
I would not want to hire somebody
who's doing that at less than $15,000
because you want to account for the audio.
You want to account for the quality of the process.
You want to make sure that you're looking
at the experience from beginning to end,
not cutting corners.
At least that's, I wouldn't cut quarters on my legacy.
Then last but not least is water project.
The water project is what we give back to.
We're really big fans of promoting it.
If you have another social cause,
don't hesitate to drop it in the comments though.
The reason why I choose the water project
because there's millions of people on earth
who don't have access to clean drinking water,
which is something that I get to take for granted every day,
but I choose not to.
I remember that there are communities I want to remember
and make sure that I'm involved in this.
If you're in a position to give back, awesome.
If COVID economics have hurt you and your family,
but you're in a position to share,
that would be my request is just share this experience
with others because you may end up being the catalyst
to find somebody who can fund one of these communities.
And seeing those kids right there on the screen
that we just saw celebrating water
so it's Christmas day, I hope it touches your heart.
So again, there's 8 billion people in the world to help.
If you know of a project that you'd like us to talk about,
don't hesitate to drop that link.
We're happy to mention it in future episodes
if it also aligns with our heart and mind.
So with that said, Brody,
thank you so much for being on the show, man.
This is gonna be great.
Thanks so much for having me, Jax,
and I'm happy to be here.
Absolutely.
So, you know, at 27, you've already got this experience
of selling businesses,
and it sounds like you came about it, you know,
having, you went through the experience of selling businesses
and you ran into a few red flags or traps or situations
that had you had a mentor on the front,
had you had assist like a go-to company
you might've been able to not stumble into.
Can you just walk us through some of those
sales experiences from the get-go?
Sure.
The biggest thing I could say is a thing that I talk
to my clients about is that, don't get me wrong,
there's a lot of great business buyers out there.
I had a great conversation with one just the other week
that I've got a coming video on that really focuses
on finding a win-win for anyone
who sells their business to her.
But there's also buyers out there
that are just trying to get the best deal possible.
And so I wouldn't necessarily recommend
just taking the first buyer that comes to you.
I would talk to a number of different buyers
just to kind of see where different people find
different value in your business.
We made the mistake that I just talked about.
So we ended up going with the first buyer that came to us.
And in reality, I think that we probably could have stayed
in the business a good bit longer and gotten more value
or even sold it for more.
The other thing is just not having someone
to help us navigate the process.
And that's really why I got into what I do now
is it was a completely new thing for us.
We didn't even know what a letter of intent or an LOI was,
which for anyone who's listening
who doesn't know what that is,
it's essentially just a conditional agreement
to buy a business for a set price and set of terms
contingent on the business being what you said it was.
So we didn't even know what a letter of intent was,
had never sold really a business
in this form and fashion before.
I had done one kind of privately to an employee before
that went a lot less officially than this.
And so not having someone to walk us through
what we were going to expect opened us up to a lot of just
being hit with curve balls and a lot of things
that we didn't know what we're gonna happen next.
So being open to that left us all these opportunities
to lose value that we would have otherwise retained
if we were able to stay confident,
present our business in the best light
and kind of maintain that negotiating power.
So a lot of what big mergers and acquisitions firms,
business brokers or other kind of business selling
facilities do is really just help represent the seller
in the best light.
So that's a huge mistake that we made
and really got me into this is I realized that
there's so many people selling a business
for the first time.
It's something that very few people ever do
in their lifetime.
And of the ones that do they,
it's likely they'll only do it once.
So because of that, it's something where you could easily
get taken advantage of or miss out on value
that you could have had otherwise.
So essentially that's just sent me into a little bit
of a self discovery journey of figuring out
what I could have done better,
what I should have done better,
what I could help other sellers do better in the future
that might not have had that same guy.
Wow, there's a lot of self awareness
but also a lot of world awareness and that reality.
And I wish at 27, I had already been thinking
about these same concepts.
I wasn't considering that.
And with the baby boomers, for instance,
that generation right now,
a lot of them are in a position where they wanna retire
and they're facing this perhaps with more haste,
need like they had this sense of urgency
that some of the younger individuals
don't have to worry about so much.
But one of the things that I loved about your messaging
was you kind of, one of the messages I saw about you
said like, I'm fairly new to this.
You weren't claiming to be the venture capitalist,
Richard Branson of the world who's gonna like,
I'm gonna do everything perfectly and I'm your guru.
You really took that I am not your guru line
by Tony Robbins and applied it to your approach.
And that's what made me say like,
wow, this guy's got a strength to him of reality.
Maybe some people call it certainty.
I would call it a strength of reality
that tells me you're probably gonna explore things
differently than somebody who is pointed and like,
I know exactly what you should do.
I know how you should do it.
They're already, they're like off to the races
before they find out what you want.
How did you get that?
How did you get that sense of poise
of being willing to evaluate perspectives
that aren't your own?
It's a great question.
And I'll get to a little bit of a recommendation
for maybe some early on entrepreneurs
that might be in a position even remotely similar
to the one I'm in now where I'm consulting with,
in many cases, people with a lot more business experience
than me, but just on a particular area
that they might not know about.
And one of the core founding principles of Scale for Sale
is humility for this reason.
It's just staying open to that new feedback, new experience.
And when I first started it,
that wasn't one of the core principles.
And I had learned very quickly that it needed to be
because I had a little bit of a chip on my shoulder
from the imposter syndrome of being in this new position
where I'm this young guy, I was 26 at the time,
not even 27, 26 at the time,
and dealing with all clients
that were a good bit older than me.
And I dealt with imposter syndrome
in other positions before, but for whatever reason,
I just had this chip on my shoulder
and I felt like I needed to project a bigger version
of myself than I actually was in order to kind of impress them
or make them feel like I had all the answers.
And then that didn't work at all.
I couldn't get clients.
I couldn't really grow my business at all
with that attitude.
And for whatever reason, I kind of ended up realizing,
I think I'm going about this all wrong
and I need to just be totally transparent.
Another core principle now of scale for sale
is transparency.
I realized I needed to just be as transparent as possible
and just say, focus more on, hey, here's what I did wrong.
And here's why I went on this self-discovery journey
to learn all these things.
Here's what I think I might've done right.
And here's what I've learned along the way.
And that ended up resonating with potential clients
way more.
And some of them now work with me.
Some of them are kind of learning from me,
may end up working with me in the future.
And I've just realized that being totally transparent
in that way has brought me more success
than not being so in the past.
Yeah, that's a huge discovery.
I'm trying to think.
There's so many great stories of people
who went through that discovery.
I'm talking about elite leaders who had that hit in the face.
Man, I need to make this adjustment.
And it's sometimes hard to realize
that there's a massive opportunity
to get onto that train right then and there
while that's happening.
While the world often judges and says,
oh, that person can't change or that person
won't make these adjustments, your speech patterns
don't represent somebody who realizes
they need to make that change but is slow to pick up
the pieces and put it together.
How the heck have you?
I'm going to just throw it out there, man.
Your humility is strong.
How did you pull it together so fast?
I think I've just had a really good,
I've been lucky enough to have really good role
models in my life.
Even though he's not personally in my life,
a huge kind of unofficial mentor of mine
has been a guy by the name of Alex Hormozi.
For anyone in the audience who's not familiar,
which is fewer and fewer of the population by the day,
highly recommend that guy.
He manages hundreds of millions of dollars
and is one of the most humble guys you could ever hear talk.
And so I think I've just kind of picked up
on the qualities of some of these people
that I would like to be like and that I would like to emulate
in certain ways along the way.
And another thing that he says is intelligence
is speed of learning.
And learning is hearing something and then actually
changing your action.
And the first time that I heard that,
I really took that to heart and realized, you know what?
There's so many things that I've been told so many times
that I haven't let change my actions.
And I tried to focus on changing my actions for the better
when I did hear something.
That's been a little bit of a help for me.
That's huge, man.
And so anybody who's ever heard Gary Vaynerchuk
or anybody in life talk about your circle of five
or your circle of 10, that inner circle that can advise you,
what I hear Brody talking about openly
is that that inner circle may not even
be one that you have a direct connection to.
And I've seen that to be the case, again,
with most of the leaders that I interview.
They're willing to buy into concepts
and understand that they're not limited
by their physical environments, thanks to the internet.
And thanks to the resources.
So I'm not saying abandon everybody around you.
But for those of you who are visionaries
who find the people around you in your life strangle
your vision or suffocate you and what it is that you want,
while it would be easy to say, man, I
don't have friends in my life who are supporting me
or giving me that guidance, you have YouTube.
You have podcasts.
You have amazing resources like Alex,
whose book $100 million offer is awesome.
It also had a big impact on how I established my brands.
I was gifted a little bit of an inner circle experience
with that in that he writes about a newspaper startup that
was driving digital revenue streams.
That was my first startup.
I was part of that company.
I was the first sales rep hired for them.
So I'm reading this book and seeing my story, in essence,
be published about Lloyd.
And I'm like, whoa, this is crazy.
What a small world and coincidence.
And there's other things to learn about that beyond it.
But let's dive right back into your vision.
So what is your vision?
What's the outcome look like for those that you serve?
What do you want to see them accomplish
other than Ferraris and islands and what everybody dreams
about when they're selling a business and are like, oh,
my gosh, I can be a multi, multi-trillionaire?
Well, I'll start with my mission because it feeds into it.
My mission very simply is to empower business owners
to sell for more because I saw that there's a lot of them
that are on a track where they're not
going to be able to sell for the amount
that they would like to.
There's a little bit of a mismatch there.
And so my vision is to impact as many business owners,
whether indirectly or directly, as humanly possible.
I'd like to impact whether it's just a single impression
on Instagram that helps influence them
one degree closer to selling for more.
I'd like to influence at least 500,000 business owners
this year into that positive direction
because in this self-discovery journey,
I am fully bought in on the mindset of building to sell,
equalling more growth, more opportunity,
better business practices, and ultimately that pot of gold
that you mentioned at the end of the rainbow,
which is a big sum of money that creates freedom.
I think a lot of entrepreneurs are after freedom,
whether that be freedom through money, through time,
whatever that looks like for them.
And I've seen very small glimpses, albeit,
but little glimpses of what that can do
through transfer of wealth that happens
after selling a business.
And I want as many other entrepreneurs
to be able to achieve that as possible.
A lot of entrepreneurs end up getting trapped
into the same type of nine to five,
except the nine is like 9 p.m. to 5 a.m.,
sometimes trapped that they're trying to escape
in the first place, and ultimately just working
even more than they wanted to in pursuit of that freedom.
And I think that that shouldn't be the case,
and it just comes down to kind of a lack of knowledge
or lack of exposure to some of these concepts
that I hope to get out there.
Yeah, very good.
And I would call it, for me,
we key in on freedom of choice for entrepreneurs, right?
The ability to choose without the external pressures.
And a lot of that just has to do with mindset,
but some of that also does have to do
with setting up your circumstances
so that you're capable of doing it.
What's your vision for yourself?
My vision for myself is to become
the best, most knowledgeable version of myself
that I'm capable of getting myself to.
I really think that, I really buy into another vision
for all entrepreneurs,
which is that self-growth equals business growth.
And so in this pursuit of teaching others
how to build to sell, I'd like to be kind of a beacon
and an example of doing that myself.
And so I really try to pour into as much new knowledge,
education, personal growth,
and as many areas of my life as possible
because I believe that, and I've seen in the past,
that that equals business growth
and new heights for my business.
So my vision for myself is just becoming the best,
most knowledgeable version of myself that I can be,
that I can achieve while I'm on this planet.
I love it.
What's your worst leadership experience ever?
This can be yours.
This can be somebody else's.
This could be a movie you've seen,
where the audience, right?
It's all about what's gonna guide them
towards maybe not doing that or seeing the flip side.
So the worst leadership experience I've seen,
and this was a previous associate
that I was partnered with for a short time.
And long story short, we were in a room full of about
maybe 30 or so people that were working on a contract for us.
And this guy had gotten really frustrated
by just the lack of growth in certain areas
and the struggle of not being able to pay ourselves early on
and needing to kind of fuel back into the business.
And so he got up in front of this group of 30 people,
just frustrated, not thinking about them,
but thinking about himself.
And he complained about not being able
to pay ourselves as owners.
And that moment, I just knew we lost these people.
That's not what leadership is,
and that's not what being a visionary is.
And that taught me a really important lesson actually,
which is that I think that leaders deflect credit
and accept blame.
So what I mean by that is the best leaders,
if something goes right,
they give that credit to other people.
And if something goes wrong,
they take that blame for themselves and internalize that.
And that brings growth,
but it also makes you the type of person
that someone would wanna aspire to be towards.
And I was frustrated for those same reasons that he was,
and that very easily could have been me
up there and complaining,
but just something about hearing it third hand
and the way that it came off really taught me that lesson.
Nice, man.
I was a slow, slow learner with these concepts.
I was gifted the seeds early on, thanks to sports.
That's why I was asking about sports in the beginning.
It's one of the ways that I know who's a team player
and understands team concepts and strategy
and overcoming conflict and all that.
It matters a lot.
And then FIFA soccer, FIFA, it was, I don't know,
I think it was like 2003 or 2001 edition,
I was playing that game.
And you were the manager for the team that you're playing.
And at the end of the seasons or the integrate games,
you'd read the description of what the coach would say
to the reporters about the team.
Oh, this is all a team game.
It's not us, it's my team.
I saw that pattern over and over in that game.
And I see it in sports interviews afterwards.
And it took me a long time to realize,
oh, I should do that.
That's how championship level organizations win.
It's no surprise to me that not only is entertainment
that drives it, but sports industries,
because of their championship level behaviors,
drives insane amounts of profits.
So I would say it validates what you said very much.
Watch any sports interviews after games
and see what the players say about their teammates
and beyond.
And you can usually see the strength of the organization
or the fracturing that's occurring.
I totally agree.
I had a thought actually just yesterday or the day before
about sports, because I've always been really big
on listening to high level athletes,
like in any interviews that they do,
which many times they don't have a lot of time
to do interviews.
But I remember I caught one of Kobe Bryant's last interviews
with Patrick Bette David not too long ago.
And it was fantastic.
And I had this thought about that particular interview
shortly after watching it, which is that I think
we're very lucky in the sense that sports tend to be
so highly publicized, because like you said,
there's so much to be learned from those team dynamics.
And also the leadership of someone like a Nick Saban
or like an Andy Reid, going back to the football world,
being able to consistently lead these championship teams
to victory through game after game after game
and through these difficult times.
There's so many things to be able to be learned from those.
And so I really like to pay attention to sports interviews,
high level things.
The little, I think it's really about picking up
on these little habits that these people do
that are achievable for you.
Little things that you can actually grasp
and take hold of at that time.
Because I mean, you or me could probably listen
to an interview from Jeff Bezos
and he could say all these things that he does.
A lot of it's not gonna resonate with us
because he's so far removed.
But I think listening to and trying to emulate
little parts of something that someone's done in their past
that has allowed them to be successful
and figuring out when you're at the right point
to try those things and to bring those things
into your life.
I think it's all about collecting a bunch of those
and knowing when to implement them.
You bring up an excellent point
about the Jeff Bezos concept.
And it's one that, I mean, I'm sad at how many people
accidentally do want to relate to the reality
of the messaging that's shared and they lose the context.
Here's what I mean by that.
If Bill Gates tells me today, hey Jackson,
I just found this new cool system called Threads
and it's crushed it for my business.
And I go into that mindset saying,
oh, if I just do what Bill did, I'll have the same results.
I'm not Bill Gates.
It ain't gonna happen for me the same way
that it happened for him.
There's too many variables that we often don't associate
with in those scenarios.
But to double down on that, the other challenge,
well, I do, I mean, I love everybody.
I really strive to make sure that that's my mindset.
But whether it's Tony Robbins or Elon Musk or Grant Cardone,
those programs I do not love, but as a person,
as a human being, he does have his virtues
that I try to respect.
However, none of those business names
in the private environment have a track record
that is public enough for me to say,
hmm, I should follow that formula.
It's too privately held.
On the sports side though,
where we have the win loss records
and we can see who's winning, who's losing,
how are they winning, what contracts are they set?
We're so fast into society by how the operations go
that we almost have complete transparency
around how those organizations build.
So I don't look at other business coaches and say,
oh yeah, he's amazing and he should,
no, I don't know if he shared everything or not.
He might be holding his best ingredients back.
And so I always take the information that comes in
with a grain of salt.
I hope people do the same with what I share.
I have a privately held company.
And so I'll get off my soapbox on that.
Let's go into a new territory.
What's your best leadership experience ever?
What's that look like?
My best leadership experience,
I think is probably yet to come,
but the best that I've had so far, it's a great question.
I would say early on in the company that I did sell,
we were able to, and this is less of a story
about my own leadership,
more about being able to identify leadership.
And I hope someone can learn from this
that maybe has someone that is showing leadership qualities.
But early on in the staffing company that I sold last year,
our first contract in fact,
we had about 60 people working on it.
And there was one person in particular
that just started really taking initiative,
bringing ideas to the table,
was at the same level as everyone else,
but was showing all this,
what I would call discretionary effort
without any incentive to do so.
And for whatever reason, we ended up catching on to that.
And this particular person went all the way
from being a simple worker on our first contract,
not even in a leadership position,
to being promoted to a leader of that contract,
then an operations manager, then a director of operations,
and then eventually our chief operating officer
over the course of a couple of years.
And the only reason we were able to get him on that track
and get him to that point is because he showed
that discretionary effort and the initiative taking.
So that's the best leadership experience I've had
in the sense that it taught me how to identify
future leaders and people that have potential.
And I would credit him and the position that he was in
actually more than anything for the ability
that we had to sell the company
without a couple of us staying in it,
because he was managing all of the operations at that point.
So he ended up staying on as part of the sale.
And I really only think we were able to sell it
because he was in that position.
That's the mic drop of all mic drops,
the best leadership is somebody who's been on your team
following your lead.
So love it, dude.
What, if there was one powerful lesson,
if this was the last chance to share a powerful lesson
with other visionaries,
what can they learn from your experience?
If you wanna be a visionary,
I think it starts with your sweet spot.
And I tell everyone that everyone in the world
has at least one interest
that they're more interested in than the average person,
or one skill that they're more skilled in
than the average person.
Maybe you have both,
maybe you're lucky enough to have both.
But the other side of that coin,
the other side of the Venn diagram of that, so to speak,
is needs of the market.
So things that people are willing to pay money for.
And your sweet spot is where the two of those intersect,
where your skill or your interest
or a combination of the two
actually find a place that people
are willing to pay money for.
And you'll build something so much more impactful
and you'll put so much more effort into something
that actually falls in that category
because you're serving your interest,
building on your skill,
and you're also making money off of it
and serving a market.
And I think that's really,
that's the area that you have to be in
as a visionary to have success.
Well said.
All right.
So with those questions under our belt,
moving back towards the three concepts
you were talking about earlier,
we would catch off on the third one.
We have some time for it.
So I love the big reveal, man.
Let's hear it.
Yeah.
So I loved that question.
And the third one,
so to sum up what I had said before,
first one was owner concentration,
the owner being too involved in their business.
You can't sell a business that you don't stay in
if you're too involved.
So, I mean, in other words,
you're trying to sell a glorified job
when you should be trying to sell a business.
The other one is customer concentration.
So being too dependent on one or a few
different types of customers.
And another one is just not having a consistent
and profitable and repeatable customer acquisition channel.
And so these are actually things pulled
from about 25 different factors that I focus on.
And just the experiences I've had both with myself,
my own businesses,
and also other businesses I consult on
or have sold or helped sell.
But those three are things that are absolutely gonna stop you
from selling as much as you could and should sell for
if you don't get them in order.
So the solutions to those three in order are
delegate tasks effectively and build leaders
within your organization to remove the owner concentration.
And then for the customer concentration,
it really just comes down to finding more customers
and keeping them longer.
And then for the repeatable customer acquisition channels,
I think it comes down to documenting what works
and having people that know how to repeat them.
Awesome.
So if you're looking at the screen,
if you're listening in,
we're showing on the screen some of the concepts,
some of the transparency and recipes
that Brody's willing to share on his website.
I know this is just the beginning.
So it's cool to see that you're starting off so strong again
with that transparency and openness about what you do,
how you do it, what you're learning in the process.
If visionaries, if you wanna reach out to Brody,
you can of course do so on any social media channel
you find him on.
We'll have all of the links that are most relevant
packed into the show notes on the landing page.
And if you have a vision to share,
then by all means there's a button in the top corner
that says, be our guest, apply, come on the show,
share your vision and what you're putting out into the world.
My last question for you Brody is,
if somebody is starting a business today,
is that the type of person
that should also be engaging with you?
Or is there a certain threshold, certain level
they should get to before reaching out?
So these days at the service level that I'm doing,
I start with a company that's been in operations
for a few years and is doing around 250,000 in earnings
or more because that's the area of business
that I'm actually able to provide the most results for
and those that are within the scope of a sale
in the next couple of years.
But as far as engaging with me,
that's the reason that I put out the content that I do
is because the businesses that are not quite at that stage
yet need to know these things even more so
than the businesses that are at that stage.
And so the best way to engage as a business owner
who's beginning this,
I'll give two book recommendations
that I think can really help you out.
One is a $100 million leads by Alex Hormozi,
his newer book, definitely recommend offers as well.
But if you already have your offer,
leads is all about getting customers,
keeping them longer, getting as many leads as possible.
The other one is Built to Sell by John Werelo.
That was massively transformative as I got into this journey
and that's all about building the type of company
that can sell.
Those are foundational knowledge
that I think can help you a lot.
And then I put out YouTube videos and short clips on,
so YouTube is the longer videos
and then I put out shorter clips on Instagram and TikTok
about these types of concepts,
little things that I'm learning along the way
that have helped me or are helping clients.
So if you wanna follow me on there,
I put out content that I think is a little bit more targeted
towards people earlier in the journey.
Awesome.
What I hear you saying too is that those who,
haven't gotten to that qualified stage yet,
you've built the true nurturing process, right?
That's what it's called from a marketing standpoint,
the nurturing campaigns that help people pre-qualify,
help people get there to where they're successful,
but you know your threshold of what you can provide
and where you can do your best services.
So anybody at that stage or beyond,
you might be in a great opportunity, great position
to find out from Brody what he sees in terms of finding,
let's call it your maximum business value.
In terms of home ownership, when you're selling a home,
you wanna go to a realtor that's gonna help you
find your maximum home value.
I learned that from Matt O'Neill
and Charleston, South Carolina,
Wall Street recommended realtor.
We got to work on his YouTube campaigns back in the day
and he was crushing it and that was his tagline.
So if you're looking for your maximum business value,
one of the best things you can do
is get insight from multiple sources
who can help you see what's going on,
what your opportunities may look like.
The sooner the better, the more negotiating power
you'll have when that time comes
because you'll be centered and grounded
on what the realities can look like.
So Brody, thank you for your time.
Thank you for your dedication to what you do
and everybody who's listening,
we will see you guys all on the next episode.
Take care.
Thanks so much, Jackson.
Appreciate you having me.
Absolutely, man.
We'll see you soon.
Thank you for being here today.
I'm really happy that you tuned in to Vision Pros Live.
I'm looking forward to seeing your reactions
as these episodes continue to move forward.
This is gonna get more and more fun.
We'll have more and more engagement as well.
We'll invite people to participate in the show
and thank you for giving us your time and attention.
Have an excellent time.