Please share with me your first, last name, where
you're located, and the name of your business.
Sure. Dennis Metter. I do go by DM, kind of friends,
family, things like that. So if you're more comfortable
with Dennis, that's fine. DM is fine. I actually
live on an island in Belize. San Pedro is the
name of the town. Most people would know it as
like there was a song in the 80s from Madonna's.
Last night I dreamed of San Pedro. La Isla Bonita,
that song, right? So that's where I live. I've
been here about two and a half years. My company's
based out of Austin. I was in Austin for about
a decade, made a lot of relationships there.
But when you own a remote virtual company, why
would I live someplace that I have to commute
in different? If I run errands, it takes me five
hours to get from one side of town to the other
and back and forth. When I now live on an island,
I jump on the golf cart and a long trip is 15
minutes each way. um so yeah that's that's who
i am that's where i'm at my company is called
the legal podcast network and essentially what
we do is turn key podcasting for the legal industry
both attorneys and people who market to attorneys
because we have such a big marketing system we're
able to kind of work with those businesses as
well we have like certified financial planners
that focus on lawyers we have a guy that has
an ai company that is all for law firms things
like that Where we work with individuals like
that all the way to like your standard personal
injury attorney, corporate attorney, whatever
it is, anybody who their different differentiating
factor is what's going on here. You know, if
if what makes them different than their competition
is what's here, then we want to take that and
we want to put that into the place where over
80 percent of people now use to solely find their
attorney, which is the Internet. So so many attorneys
will be like, listen, you know, if I can get
them to sit in front of me and I'm like, listen,
it's not 2018. 82 % are going to check out your
website. They're going to do this. They're going
to do that. They're going to see your review.
They're going to do all of this. And then they'll
decide if they're going to call you. And if they
call you, you're nothing but a commodity on a
list. And their first question is going to be,
how much is it? And that's just not a great dynamic
for a lawyer. So that's who we are. In essence,
that's what we do is we help attorneys build
authority and build thought leadership, establish
authoritative positioning. That's really the
key. And really with any business, if you can
establish authoritative positioning where when
people are coming to you as the expert that they
want to work with versus coming to you and saying,
well, how much and how are you better than that
guy? it totally changes the dynamic. Your conversion
rates will go from 10, 20 % to 70, 80%. Your
time spent with people that you don't want to
spend time with will reduce drastically. We also
focus on helping them cultivate their ideal client
profile. And so you're spending time only talking
to people whose cases you would actually want
to take instead of being like. Man, you know,
I don't really want to take this case, but I
got to, you know, I got to pay the rent. So let
me take this case. So that's what we really focus
on helping attorneys do. And eventually we will
be branching out into other professional realms
as well. But I've worked with attorneys for 21
years. So it was a very natural thing for me
to say, we're going to build this program for
attorneys because I know what they need and I
know what they think they need. And so I present
them what they think they need while giving them
what they need. Got it. I love that. Need is
the specific word. So I just want to help myself
define this. You have a you have bring legal
individuals, lawyers. To create a podcast to
separate themselves from others that are down
that list that allows people to get to know them
by way of discussion like we're having and set
them apart. Is that correct? Correct. But it's
more of a FAQ sort of situation. So I like to
use this illustration if like divorce attorney,
let's just say divorce. I type in divorce attorney,
Austin, Texas, and I get 100 attorneys. So the
only point of differentiation at that point is
cost. But what if. I know a divorce is coming,
maybe because of me, maybe because of my spouse.
I could just feel things are fishy. I'm a high
net worth individual. And so I go online and
I'm like, listen, I know that she's probably
going to get the house or he's, you know, whatever
custody. But they might go, what happens to a
second home during a divorce? What happens to
a boat during a divorce? What is the difference
between joint custody, split custody, blah, blah,
blah. So they go in and they start most people
who are. more on the intellectual side of things
they research before they make decisions yes
yes a lot of people just attorney you know austin
that's not research no that's just a list yes
that's just like walking into the store and saying
you know oh here's a cereal box aisle what kind
of cereal do i want and you know they all have
the same label And you're just and you know,
you have no doubt. What do they taste like? What
are they? You know, you know, what what what
are the ingredients? You know, none of that.
You just see 50 cereal boxes that all look exactly
the same. Well, it's the same thing with attorneys
now and a lot of professional, a lot of professions
out there. You could say chiropractors, just
anything where there's been a commoditization
of their industry through the Internet. So now
what we're able to do is essentially take one
of those box tops and say, OK, now this box top
says that. You're an expert in high net worth
divorces, and it has podcasts where you're answering
questions, and it has reels and shorts on all
your social media where you're answering questions,
and it has FAQ content on your website that answers.
questions specific to that person's individual
issue. So now you're cultivating your ideal client
to come to you who's already know and like, and
all they have to do is confirm for the trust
and they're your client. So we're really, here's
what I tell my clients, because I mostly work
with one to tens. So one to 10 in the office,
I say, listen, you got two choices in order to
get ahead in marketing. Number one, you can outspend
your competition. Now, if you have three employees,
you're not going to outspend the guys who bought
every billboard for 20 miles, every television
ad for 20. You're just not going to do it. They
spend more in a month than your firm makes in
a year. So what do you do? Do you just sit back
and go, well, I hope I get a referral? Or do
you say, okay, I can't outspend them, but I can
outposition them so that when somebody who fits
my ideal client. goes online and starts doing
their research now i've got all this hyper specific
content that shows my expertise my competence
that answers their questions it provides clarity
uh it assuages their fears and now i have an
advantage that i just paid hundreds of dollars
a month and a half hour of my time to establish
versus all these big guys paying millions or
hundreds of thousands of dollars a month Makes
all the sense in the world. And it sort of brings
me back to a lot of SEO, you know, like just
system optimization, just making sure that that
person stands out when they're searched for.
And that's definitely different because I don't
think that I've ever heard it in a legal perspective.
And I love the fact that you're saying frequently
asked questions, because as you mentioned, sometimes
when they're searching, money's not the problem.
It's who's the specialist. It's like, what is
your expertise? And I need to know that. And
I'm not going to spend time on the telephone
calling every office to figure out what your
expertise is. Got it. Exactly. And you think
about it this way, like no one goes, you need
a heart surgeon. Well, let me go to the internet.
Let me check them out. Let me look. They're just
like, I need a heart surgeon. You tell me. It
used to be that same way with lawyers. But it's
not that way anymore. So how do they get back
to that place is by using earned media, YouTube,
Shorts, Reels, social media, website. And the
good thing about doing all of these things, creating
this ecosystem of content that's consistent,
is it does help with search engine optimization
and eventually AI engine optimization. So you're
feeding the beast while establishing yourself
as an expert and an authority. Absolutely. Because
as I learned, and speaking to guests such as
yourself, who's an expert in what you do, I'm
realizing that once that you put that information
in AI and you specifically, as the example that
you used, a divorce lawyer who specifically dot,
dot, dot, you could put that in there and it
starts pulling everything from everywhere. So
I get that. I like that. Interesting enough,
I know you said you've been working with lawyers
for 21 years. Were you a lawyer? Nope, never
been a lawyer. Honestly, I have two years at
an unaccredited Bible institute in the middle
of Ohio. I got into marketing when I was 19 years
old. I had my first business at 14, got into
marketing at 19. And I just learned like I thought
it was intriguing. It made sense to me. I loved
branding. It was kind of a natural thing for
me. And so I just took and. Started, you know,
I started a business at sort of like 2021, was
able to retire for four or five years, lived
in Europe. I've had three companies that I've
taken from zero to three to five million in one
to three years or zero or less than a million,
I should say, three companies that I've done
that for. So I'm a serial entrepreneur. We were
talking in the in the green room beforehand and
you're talking about like people don't get where
they're at overnight. Right. And it's like. I
have a company right now. We're a little over
10 months old. 10 months ago, there was me and
two people. I now have 25 or so people on my
team. We're bringing on three more, so we're
going to be closer to 30. I have about 100 clients.
And I literally come in every day and we have
a list of people just, hey, can we talk to you?
Can we talk to you? I have three sales guys and
I just shit this off to them. Whereas even three
months ago, I did all the sales and I ran the
company and I did all that. But where did that
come from? That didn't come from me waking up
at 47 years old with a brain full of knowledge.
It came from learning lessons about partnerships
and how to structure them so you don't get burned
because I've had that happen a few times. how
to manage people in a remote environment, which
I've done for the majority of my career, how
to build teams, how to recognize character, how
to get people to buy into the vision of the company,
how to get people to be emotionally invested
in the success of clients when they're just all
they do all day is make shorts and reels. But
I do things like, for example, everybody in my
company. When we have a client, everybody who
touches that client through the process, so if
they're the editor for the long form, they make
the short form videos, they make the social media
posts, they make the social media distribution,
they do client follow -ups with them, they do
the FAQ stuff, they place it on the website.
Every person that touches that account through
their four -month cycle, when they renew in the
fifth month and shoot their first podcast for
the next cycle, Every single one of those people
get a small bonus. Now, it might not seem like
a lot, but when you have 100 people that you
do that for, now all of a sudden you're getting
a nice little $400, $500, $600 bonus just for
doing your job right. But that gets buy -in because
to them, like – If they screw up because they
also have to have like 90 percent accuracy on
this, they can't be behind like, you know, certain
benchmarks to be eligible for that. But, you
know, realistic benchmarks, not 100 percent this
and but, you know, 90, 95 percent where, yeah,
every once in a while something's going to slip
through. But for the most part, we're doing a
good job. They have those benchmarks, so they're
watching those benchmarks because they know once
things start rolling around every month, there's
500, 600 dollars on the line for them. So it's
things like that, running a remote company. And
you talked about a lot of solopreneurs in small
companies. Listen, I've been a solopreneur. I've
had companies of two or three people. I've had
companies of 75, 100 people. I've had companies
of 30, 40 people. In this day and age, there
should be no such thing as a solopreneur. If
you're doing everything, you're doing everything
wrong. And the reason I say that is that stuff
that you're spending three hours answering emails
and filtering out and building spreadsheets,
there is somebody in the Philippines that you
could pay $3, $4 an hour, which is two to three
times what all of their neighbors are making
for other work. So you're not – some people are
like, oh, I don't like the OSHA. It's like, listen,
I've had the same VA for four years. She knows
me. She knows what I do, how I do it. She manages
my email. She does all this. She does all that.
When I first hired her, she was making $3 an
hour, which was double what the average income
in her city, Manila, was. She now, after four
years, makes $9 an hour with me. She literally
will get on the line and say, you have no idea
how much you've changed my family. You know,
like her parents live with her. She's got kids.
She's got she's just like my whole like our whole
like we went on of it. Literally, I've had employees
in other countries tell me this is the first
time I've ever been able to go on a vacation
in my life. And so you can impact people. And
it's like, oh, well, I got to hire American.
Sure. Hire somebody that's 30. that makes $30
an hour that's going to be irritated and say,
that's not in my job description. If you want
to do that, that's fine. And listen, half my
team is in the U .S., so I'm not disparaging
U .S. workers. Yes. But when it comes to certain
types of tasks. that can be done offshore, you
should not be spending time doing that. You should
be offshoring that. You should be handing that
off. And if you're great at sales, you need to
be selling the shit out of your stuff. Sorry
if you don't allow me to say this. You should
be selling like crazy. And I'm of the opinion,
especially for the founder, the more that your
best people, are only doing the things that only
they can do, the stronger your company is. Because
so many people, it's like, I'll have somebody
be like, I've been working on this spreadsheet
for three hours. I'm like, why? Why didn't you
hand that off to so -and -so and let them do
it? You are good at this, and that job I pay
$40 an hour for. That other job I could pay $3
an hour for. Why are you doing that? So in today's
day and age between AI, And between offshoring,
there's really should be no such thing as one
person doing everything because it is extremely
affordable for you to find alternate ways for
even if you just start off with things like motion
app or I use a thing called side coach dot AI,
which is a it's like a coaching for business
owners. And I literally just speak into it. It's
I speak into it and it literally has everything.
that i need to do it has timelines it has the
steps and all i do is i say i need to build a
onboarding five uh series a five video series
onboarding with three action items at the end
of each so when a client comes on they get five
days of automated videos and so every step is
there i go through the step it disseminates it
it's done and i move on to the next thing yeah
so that's where we live so if you're small maybe
you just want a job And there's three kinds of
business owners, right? There's people that wanted
to create their own job because they didn't want
to work for anybody. Those people aren't looking
to hire people and have struggles and be frustrated.
They just want enough to make money and live
their life. And that's fine. I don't disrespect
that. Then there's people who want to build a
business. Now, business has them at the center
of it. It has X amount of people around them,
and it'll do a certain amount, probably top out
one, three, five million. but then there's people
that want to build a company and people that
want to build a company understand the company
isn't about what i want it's about what the market
wants and what my people need so how do i build
an ecosystem a a mechanism for success not just
for me but for the people that work with me and
it bought into my vision and for the people that
we serve most importantly and so i think most
business owners need to sit down and ask themselves
Why did I start this business? Did I just start
it because I don't want anybody to tell me what
to do and I want to be my own boss? That's fine.
You're going to make your $150 ,000 a year. You're
going to work for yourself or whatever the dollar
amount is. I'm just throwing that out there.
And that's fine. I don't disrespect you for that.
Did I want a business where I have to be involved
in everything and I'm in the middle and I feel
important and I drive up to the office and there's
this sign that says president only? Some people,
that's just what they want in life. They want
that. bravado hey no i just i i and i built both
of those first kinds of businesses yeah so it's
not like i don't know where i'm coming from but
now i've said listen i know from mistakes and
from victories how to build a company from scratch
and that's what i'm doing is building a company
where so we do this all the time in my in my
company and my team and tell me if i'm running
over your time because i literally talk an hour
straight but I share the vision of the company
with, with people. I'm like, okay guys, in the
next six months, we want this, this, and this
initiative done. We want this, this, and this
many clients. We want this, this, and this margins.
And then I'll say, and for myself, this is what
I want to accomplish. And I'll have like what
I call vision casting meetings. And then I just
get like random texts from people or random.
We use a discord server that we have built for
inter. And it's, I spent a hundred bucks and
it's way more fun than Slack and all that dry
corporate stuff. We have all kinds of gifts and,
and, GIFs, if you don't know what a GIF is, and
memes, and we just all day bouncing back and
forth, having a good time, but getting shit done,
right? So creating that culture of connectedness,
even in a remote environment, but understanding
that I'm building a company, and I'll have them
literally be like, hey, my goal this year is
I want to move here. I want to make X amount
of money. I want to put this much money in the
bank. In order to do that, I need to earn this
much money. I didn't ask for that. That wasn't
me. That was them saying to me, hey, we're all
about goals here, and I wanted to be accountable
to you for my goals. Yes, yes. Unsolicited because
of the culture that we create. Dennis, you know,
you've you've said and not in a negative way,
you said you've said an awful lot that I believe
the listener can really, really take from you.
And that's determining what type of business
you want. Right. Do you want to just be the head
honcho or do you want just a business with a
few people that makes, you know, six figures?
Or do you want a company that also says a lot
about if you're going to do this and it's just
your little small business? the exit plan is
a little bit different so there's an exit plan
to everything else i think you also made a great
point about um togetherness and the camaraderie
and and being able to have a business where you
guys are all on the same page but one of the
things that i really really love to hear my guests
and people such as yourself talk about is not
worrying about spending the money Right. If that's
not your strength, then it's going to take that's
going to you're going to spend most of your time
doing Excel spreadsheets. But if you can do that.
So it's almost like the word delegation. Right.
Delegating and being OK with knowing that that's
not your strength. But a lot of people don't
do that. So, again, that comes back, Dennis,
to the fact of why are most businesses failing
is because I believe it's my strongest belief
that we're all wearing too many hats and not
really trying to give it up. or delegated to
the right people that have the right strength
for the right job and the right duty. And I'll
even say this. It's not even about that's not
your strength. It's not your best strength. So
like me, sales process development, marketing,
I'm a brand evangelist. I tend to come off as
having pretty high energy. I hear that a lot
on the shows where they're just like, man, I
didn't expect that. you know being a brand evangelist
branding systems uh we always talk about better
faster less friction everything we do we want
to do it better we want to do it faster and we
want there to be less friction whether it's for
our clients uh internally whatever but one delegation
is probably the biggest reason that most companies
stop at building their own job or getting to
two or three people i'll i'll raise you from
saying don't do it if you're not good at it.
And I'll raise you to say, if you can train somebody
to be 75 % as good at it as you are, then you
need to delegate that off as well. Because everyone's
like, I just don't have time. And it's like,
so you don't have 30 minutes to train somebody
one time. So you're going to take two hours every
week for the rest of your life to do it. Tell
me how that's logical, Mr. Business or Miss Business
Owner. Like, it doesn't make sense. You know,
so so if you can train somebody to do as well
as you can at a 75 percent mark and that's everything.
Look at that. Oh, if I did it, it's like if you
did it, then you wouldn't have done the other
thing. You just landed a thirty thousand dollar
a month client. If you'd have been fucking around
with spreadsheets the whole time, that that client
wouldn't be there and no one would be getting
paid. Yes. So what are you doing? Yes. So and
I'm not trying like. I love that. I got a background.
I got a background as a Baptist preacher. I was
a Baptist preacher for about 20 years. So I try
to stay out of that, like, what is wrong with
you? You know, so I'm trying to get, you know,
I try to have that like positive, like energy,
but still be able to say hard things. They say
hard things with a smile. Yeah. I'm passionate
about it. Yeah. And I, and I, and you could,
I swear I could. feeling, but what's so cool
about it is knowing that you have experience
in so much that that's where the passion comes
in at. It's not like you just said and you intervened
and said, hey, I have the experience. That's
why I'm saying what I'm saying right now. Successful
people are people who have failed several times.
Absolutely. I tell you that quote is everywhere
and people should look at it and realize that
they're not the only one. You're not the only
one. The other thing I would encourage people,
because this was hugely encouraging to me, because
I started my first business, like I said, early
20s. I was making like $350 ,000 a year in the
early 2000s. I thought, I'm going to be a millionaire
by 30. There's no way I can't. 30 comes and goes,
no millionaire. Another couple of businesses
in my 30s took off. I could have franchised them,
blah, blah, blah. Marriage issues, whatever,
doesn't matter. Same thing. By the time I'm 40,
I'm going to be a millionaire. I know it. I just
know it. Not there yet. Now I'm 40. Now 47. live
on an island. I live a life that most people
wish they could live despite the money. Like
I know that I'm privileged in the sense of like,
but I built this life on purpose. I built a remote
company. I built a group of people that they're
used to seeing me with different backdrops. You
know, when I'm traveling, I'm in Thailand, I'm
in Bali, I'm here, I'm there. They're used to
seeing that. So to them, they're not like, oh,
our owner, he's just never like, that's the style.
of leadership that we have. But like being able
to come forward and just be like, listen, I failed.
I've learned. I've grown. And now here I am.
And I know what not to do. And that's much more
important than knowing what to do. The other
thing I will say is I foster an atmosphere that
accepts failure. And not a lot of businesses
do that. Yes. And when you do that, where you
foster the the high tolerance for failure, then
that makes people where they're not afraid to
make decisions. Absolutely. Like we had, you
know, we started off with just a few clients
and we start off in spreadsheets. And then we
went to Monday and then we went to teamwork.
And now we're in ClickUp for all of our project
management. It's been like a six month project
where we tried it and failed and tried it and
failed. I had two of my directors and I was like,
hey, guys, because they didn't they pulled me
in for a question and I answered the question.
And then I stopped and I said, let me go back
in this meeting. I was like, guys, why did you
need me to answer that? Did you not know the
answer? And they were like, we actually did.
And I said, OK, so help me understand. Have I
done something that has put you in a position
to be afraid to make decisions where if you fail,
it's going to cause some sort of, you know. circumstance
for you that it's going to make you uncomfortable.
And they're like, no, like we know you. And they're
just like, and we all three work together. I
had a different business partner before. And
they're just like, remember, we work for so -and
-so. And so we're kind of like afraid to make
decisions because he would just come ream us
and tell us the right way to do it. And I'm like,
guys, you've worked with me now directly for
a year because they were in a different division
before working directly for my old partner. And
I said, I said, listen, guys. I trust you to
make decisions. I said, look at this whole thing
of us being in ClickUp now. I led that whole
thing. And I failed three times before I succeeded.
Do you think that I'm going to give myself more
grace than I'm going to give to you? And most
people would, but I'm not that kind of person.
I'm going to give you grace. As long as you're
moving, I would. If you don't move, I have a
problem. But if you're moving and trying and
trying to figure it out now, you know, motion
creates that centrifugal force where eventually
it's like water, right? Water keeps going like
this until it finds that path and then it goes
smooth. And most business owners, they're just
like, oh, the water's going crazy. Just shut
off the spigot. We can't do it. It's like, wait
a minute. The water's trying to find the riverbed.
And now it's found the riverbed and it's flowing
beautifully or the creek bed or whatever it is.
Yeah, yeah, yeah. And it's the same thing in
business. We have to be willing to be like, okay,
we tried this. We tried it. It didn't work. We
tried this. It didn't work. Always understanding
that there's going to be failures, but failures
lead to success. And with that mind frame, I
read a quote recently. I think I put it up on
my Facebook, but it was something like the difference
between success and not success is how often
you're willing to fail. And that's just really
what it is. Absolutely. And I'll say one last
thing. Again, we've probably gone a little over,
but one thing that really encouraged me is I
read a – I don't know if it was an article or
a chapter in a book, but it was about the first
-generation millionaire. And the first -generation
millionaire is in their 50s. They've had three
to five failed businesses. They've filed bankruptcy
two and a half times. If you looked on paper
and they give you example after example after
example of people who we know in society, think
about the guy who owns – is it Alibaba? Is that
the one out of China? I don't know. Alibaba is
like the Amazon of China. Okay, okay. That guy
who owns that is like a billionaire. Well, he
like had three like – normal everyday jobs failed
out like until he was like 40 something or 50
he was literally considered like the family failure
and now he's a billionaire because he just kept
going and kept going and kept going and kept
going you can look it up if you're watching this
i think it's alibaba probably there's some people
going it's not alibaba you idiot it's this but
i think you know the story i'm talking about
he's chinese he came up with the chinese version
of amazon if you look at his old life he he did
not have You know, he wasn't like CEO of Samsung
and then CEO of Honda. And now he created this.
He was a guy who failed and failed and failed
and failed. And not until his late somewhere
in his 40s or 50s. Yeah, it popped off for him.
And so, you know, that was encouraging to me
because I was like, it's OK. I didn't make where
I wanted to make it at 30 or 40, because most
people take as long as I'm taking to get where
I plan on going. What was your most significant
learning experience across the board since you
owned your own business? It's about picking partners,
but it's also about what happens when things
don't go right. And I started a business with
an individual, invented the product, trained
the company, built it to where I didn't need
to be there. He was cool with that. I'll run
the day -to -day. He convinces me. you should
open up another office so i open up another office
i'm using that income to open this new office
i get about three months in and no check in my
bank account and i was like what's going on and
he goes oh well you've reached our non -compete
clause and i was like our non -compete clause
we have the same company name we use the same
website we've split up the states in which we
work and he was just like yeah my lawyer told
me i don't have to pay you anymore and i was
like okay so i went and got a lawyer um you know
and now i'm out probably a couple million dollars,
whatever. But here's the longer lesson. Yes.
How many people have you heard tell you stories
like this? You know, I did this and this and
this, and then so -and -so ripped me off, and
now they're like a mechanic, and nothing wrong
with being a mechanic, but, you know, they just
have a normal everyday job because somebody burned
them and hurt them, right? I've always said I
refuse to be bitter. So I'm back home visiting
and I drive by our office. We have like a eight,
10 ,000 square foot office. I see his Mercedes.
I see his Tahoe. I see all of this stuff. I see
all the employees there. Most of them know me
because I wrote the script, trained them, blah,
blah, blah. I said in my heart, I could kill
that man. Literally, I said that. As soon as
I did, I swung into the parking lot. I parked.
I walked in. The receptionist was like, oh, my
God, because she knew what had happened, right?
And she's like, Al, TM is here for you? And we
hadn't talked in like a year and a half, two
years. He's like, okay, send him up. So I go
up to his office, and I look at him. I said,
Al, I just want you to know, and you might not
even think that you need this, but this is maybe
more for me than for you, but I want you to know
that I forgive you for what happened between
us. Yes, because I can't live with this anger
and bitterness. You made decisions. I don't understand
why you made them or why you did what you did.
But I need you to know that I forgive you. He
looked across at me. He started bawling. He said,
ever since I did to you what I did, my life is
in shambles. My son is in jail for life for a
drive by shooting. My wife caught me cheating
in the home. So I lost my marriage, lost my home.
The company is not doing well. I'll sign over
the company to you right now. Now, I knew that
he was doing some shady stuff. I won't get into
it. That's not really part of the story. But
that was the biggest lesson that I learned is
when you have failures, don't find someone else
to blame them on. Yes. Or even if there is another
person to blame them on, do not harbor the anger
and bitterness that will fester inside of you
for years to come if you allow it. You must forgive,
adapt. and overcome and move forward, or you're
going to be stuck at, I'd be a millionaire if
Al hadn't ripped me off the rest of my life.
Yeah. You know what I mean? And so that is the
biggest lesson I've learned is when the failures
come and when people disappoint you and let you
down, let it go, move forward, forgive yourself,
forgive them, forgive the universe or whatever
you believe, and just keep going until you get
where you're going to get. And it might take
another year, it might take another decade, or
in my case, another couple of decades, and I'm
still not quite there yet. 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 going to 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 building out your vision
and becoming a vision pro yourself.