I want to show you how I became number one in different fields, industries, and even broke a world record, and how you can apply the same process to winning or getting whatever it is that you want. My name is Optional Musi. I'm a portfolio of companies at Acquisition.com that generates $250 million per year in aggregate revenue. I did a book launch. I did $106 million in a weekend and broke the Guinness World Record for the fastest selling nonfiction book of all time. And so there's my kind of proof behind that. So in this video, I'm going to explain a course shift to my understanding of getting what I wanted and specifically in business. So this will be a belief breaker for you guys. So I talk to business owners for a living every single day, like literally every week and I have for, you know, decade plus. And one of things drives me absolutely nuts is the idea of industry standards. So you've probably heard this, people are like, oh, this is industry standard, that's industry standard. And I'll tell you a real conversation that might shift this for you. So there was a company that I recently met with, I was about a $500 million company. So I have a billion dollar company, right? And, you know, they were efficient, but as an old school model. So I met with the chiefs of that business, and I met with the leaders, right? And the entrepreneur who runs the business wanted me to look at certain components of how they do things in terms of acquisition and things like that. And when I walk them through their acquisition process, I was like, hey, these are some things that need to change. And there was a lady who was there who was in charge or probably maybe half of it. And at least, you know, it fell under her purview. And as I would, you know, point out things that were bad or like needed improvement, she kept repeating the same thing, which is like, well, you know, we're industry standard. And I was, and she'd be like, we're meeting industry standards. And she would get really kind of flustered. And she kind of, I would say maybe to a degree got offended. Because I was saying, well, you know, this sucks and this sucks and these numbers aren't good. And they kept repeating, we're meeting industry standards. And so I paused and I was like, do you wake up in the morning and just

say, I want to be an average company, right? We are average. Half the people are better than us

and half are worse. We are average. Who gives a shit, right? I don't know about you, but like,

I didn't get in the game, whatever game you're playing, to be average. Like the average business is average. The average American is overweight. They're in debt. They're divorced. They're depressed. And so the average business makes almost no money. Why would I use industry standards, industry averages, anything like that at all? And I say this because I have people who will push back on some of the things that I talk about with regards to margin, when I think things I talk about in terms of timeline, when I talk in terms of pricing, right? And they'll say something like, well, you know, in HVAC, it's different. Or, you know, in SEO, it's a little bit different. Or, you know, we've got XYZ issue in trucking and it's different. It's logistics. It's different. No, it's not.

You get what you tolerate. You get what you accept and deem good enough. You are the standard

setter. It is the highest and most important job in the company and is why some companies prevail and

some companies fail. It's the reason that jobs

was so important for Apple, Elon was so important for Tesla and XAI and all the other things

that he does. And like at a certain point, you cannot actually do anything in the company,

except for hold the fucking line. And the person who should run every department or every division should be the person with the

highest standards.

Right.

And this applies to everything, right?

Sales rates, closing percentages, profit margins, cash flow, the people you date, the

body fat percentage you hold, how fast you expect something to get done, literally everything.

Real quick, I'm going to show you the exact 10 stage roadmap from zero to 100 million plus

that less than 1% of companies finish. I've now done multiple times. And so I can say with a lot

of confidence that these are the stages as headcount increases that you need to get through.

And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it? And then what steps we actually took to graduate? And we've done this across software, physical products, service businesses, brick and mortar, all of this, and it works. And it's my gift to you. It's absolutely free. And so the link's in the description,

but you just go,

Acquisition.com,

for it slash roadmap.

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