If you can make the decision fail and then go back and do the other path in less time than it would take you to gather the data for the right path, then you make a failure in judgment by not deciding.

And I think that's a very key point.

Please welcome the stage, the author of the $100 million series and the host of the game, Mr. Alex Formozy.

How was this morning?

Good? Okay, awesome. Yeah, we split this up into kind of theoretical frameworks,

day one, and then we do very tactical day two. And the reason for that was, well, we thought

about it. But the big reason was mostly like, if you're going to have the opportunity to talk to

the team, team's not bad, right? Yeah, they're pretty good. I think in some ways, one of the biggest belief breakers that I get a lot of feedback on is, you know, in a traditional service-based business, it's usually the founder, and then everyone else is just like multiple orders of magnitude worse than them. And then we're like, yeah, my team will take care of everyone's like, great, like super exciting. And then you just cancel immediately.

That's why most service businesses don't scale. And hopefully in meeting the team, you got to have

a better understanding of like why acquisition.com does the revenue. It does, has the size

companies we have. It's because we have very confident people. And they're not cheap to be really

candid with you. And so I bring this up

because I remember when I had my first private equity dealer was in that process, there was this moment

where I was sitting at this long table. There's a managing partner at the other side, half a billion

dollar fund, they had their team and then there was my team on this side. And so this really stark contrast visually. And I was doing the math on what he was gonna make on the fund, which is somewhere in the neighborhood of like 200 million, 300 million personally, over five years at a super efficient tax rate, all liquid. And then I was looking at my team and it became incredibly apparent to me why he was gonna make so much more money than I was.. And so it was a very drawing example for me and I thought, man, whatever I do next, I want to make sure that I have people like this around me. And so that's partially why you got to meet the team that you did. But also if you have the context in terms of how we excel your value in a business from day one, then when you do have the opportunity to ask the questions you're going to ask, ideally or hopefully you should ask the ones that will generate the most impact in the business. And so I'll give you an example of this. I had a gentleman a few months back who came in and he said, hey, can you go over the closer framework? And so he was one of the questions. And I said, okay, well, what's your close rate right now?

He said 40%. And I was like, okay. So you got excited about this, book this in your calendar,

waited for the day, took time off from the business, flew out here, stayed at the hotel, did the full day one.

And then you have your opportunity to get a question asked and the one thing that you choose

to ask about is something that is in no way going to change your business 40% is not your

constraint man he's like I just love sales and I was like yeah obviously he already knew the

closer framework and so I I bring it up because oftentimes the things that we love are rarely the things the business needs. And so a lot of times the business is almost like the inverse of the need. Like your constraint will typically be not the thing that you are good at. And what's interesting is that we typically think it's the thing we're good at because the business excels in the beginning because of that thing that we are good at. And so if you're really good a product, really good at team,

then you'll be like, I need to do more of this stuff. It's like, dude, your marketing blows. Right on the other side, you've got the really heavy promoters who are like, man, what's the next ad traffic hack or new content, viral trend, whatever? But the route is the product sucks. And so the business is never going to compound. they never get sufficient LTV. And so they cannot spend anyone. They think it's going to be another trick to lower Kack or lower lead costs. When they're out is just the product sucks. Right.

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