Brian Stewart, tell me about your vision.
Well, what I do is I'm a momentum architect.
And it's really about helping business owners
that are really struggling and trying to figure out how,
because I mean, you think about Larry and Linda,
you know, like a typical small business local owner
that, you know, they're good people,
they run a service-based business,
they probably coach T-ball,
and they're making okay money,
but they just keep in this grind
and how to get out of that grind.
And they're just core things that they can do
on a daily basis to be able to help them understand
how to get really a lot of their core components together
when it comes to frequency,
when it comes to average ticket,
when it comes to price,
when it comes to referral basis,
when it comes to operations, supply chain,
all those different components,
but it's how do you help them be able to focus
on the right things at the right time
without actually investing a bunch of extra money?
Yeah.
That's the whole game.
And how can we get people time back
so they can be focusing on their family?
Like that is the whole reason why I've done this.
I mean, I spent a decade and a half
with some of the largest organizations in the world
consulting all over the world with Dell and Toyota
and Pfizer and FedEx and Kohl's
and Deloitte Consulting and healthcare systems
and private equity groups and small businesses
and large businesses and dozens and dozens
of coached executives.
They're making 20, 30, $40 million a year
and their executive teams bringing them together
to off sites for three days.
And how do we buy a multi-billion dollar business?
Or how do we go change manager with our a hundred thousand
employees and I help guide them through these things.
And I realized all of these things that I'm doing
and learning and understanding,
like it's actually no different than a small business owner
because a small business owner still has employees,
still has to make revenue, still has to market,
still has to deal with Phil who's like not wanting
to come in and he's like not wanting to report
to what he needs to do.
Well, an executive has to do the same thing.
It's just all at different scales.
And so I came to a point where I was like,
I am sick and tired of helping a business
make another billion dollars.
Like what does that even do?
Like who does that actually help?
Most of the time it only helps at the end of comp season
or it helps Wall Street.
And I'm like, they don't need more of that.
Main street needs more of this.
And I'm done with it.
Like I want to help a small business make another million
rather than a big one make another billion.
And I just came to this part I'm like,
Brian, what are you doing?
So I had to transition and change.
So now this is my whole focus,
is helping small business owners get their stuff together,
figure out how to do it so they can get more time back
with their families and focus really where they need to be.
I love that.
That's a massive and important story of what drove you from
and to small business owners are thrown through
so many different landing pages, funnels, Get Rich Quick.
I mean, fast courses, do it yourself.
There's so much out there to distract them
from hitting the goal.
96% are failing within 10 years, 4% are surviving.
And it's not, they need a lot of help.
And even 81% of business owners are two weeks away
from overdrafting their checking account.
Thank you for the stat.
Those are important acknowledgements.
We're not screaming doom and gloom and worst case,
we're talking about the reality of what exists
and how important it is to know where we are,
then we know we can get from where we are
to where we want to go.
So I know what your why is a little bit,
but why does that matter to you?
You've got a great family.
You could just worry about buying your own jet
or doing your own thing or wearing cool sunglasses all day
and doing other things that bro marketers do.
Why do you care about the rest?
Well, cause I'm not Chad, Chad is some 20 year old dude
that says I got a thousand students that are out there
that I'm making millions of dollars
and I don't even know what the students are doing.
Like it takes real experience to actually know
what it takes to operate a business.
Like you need to know what it feels like
to be two days away from having to run payroll
and knowing that you're like 10,000 short.
And does that mean it's you not eating then?
So what about your family?
Like you can't just learn that on the internet.
Like you have to feel it and understand that.
And then know when you make a certain amount of revenue,
do you put it back in your business
or do you put it into your employees?
Do you save it for rainy day?
Can you even save it for rainy day?
And so it's just, I've learned so many things
of how to help simplify an architect momentum in a business
so that you know where you really need to start.
And if you wanna scale to a million, great.
You wanna scale to 10 million, great.
You wanna scale to a hundred million, great.
You wanna scale to a billion.
I've lived at every single stage and seen how leaders
and operations and processes interact within there.
And I can show you how to do that if you want to.
You don't have to, like you can be like,
I'm kicking back, I'm making $500,000.
I can coach my kid at T-ball, great.
You need to understand your why and your pressure points
of what's actually making you do the things
that you wanna do.
And then you follow a very simple system of hard work
that it takes hard work.
There's no free thing out there.
You actually gotta do the work,
but there are ways to go about doing it
that are much faster and quicker than some bro
on the internet can tell you what to do.
That's right.
I'm gonna hit you, let's see here with an IQ EQ.
You got a high one.
So I'm gonna hit you fast with two questions back to back.
Why do leaders hide from funding their vision
and how do leaders lean into funding their vision?
What are your thoughts on that?
So why do they shy away from it?
Well, they're afraid that they're gonna make a bad decision
because they either haven't been there before
or they're basing everything off of looking,
driving forward in the rear view mirror.
You have to have a little bit of an understanding
that yeah, there are some core things,
things like key performance indicators
that you should be tracking.
They're usually four or five, very simple ones.
There can be thousands, but keep it to four or five.
And I usually talk about those a lot.
And then that allows you to actually drive looking
into the front window rather than driving
with the rear view mirror.
And so how you can actually lean into funding that vision
is you have to understand four core components.
And once you understand those four components,
that allows you to set aside funding
to then to be able to grow the vision
so that you're paying yourself first, so to speak,
while maintaining and growing that business.
I love that.
Are you gonna hit the four?
Yeah, I'll hit them up.
Yeah.
Hit them fast, let's do it.
So there's the four overall, and what will you do next?
There are also five.
So I call them my five Ps.
There's the product that you're looking at.
There's the actual people that you talk with.
There's the process of how you go about doing it.
There's the planet, which isn't like Captain Planet,
save the world.
It's like how you're actually impacting people.
And then overall performance,
how you're actually measuring to be able to identify
what you need to do.
So there are four side points,
but my five Ps are usually what I go after.
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
by people to participate in the show.
And thank you for giving us your time and attention.
Have an excellent time building out your vision
and becoming a Vision Pro yourself.