I am with Jay Abraham here. If you have not heard of this gentleman, folks, you're talking to you're going to spend time with him.

CEO, business strategist, probably responsible for the development help help with of more entrepreneurs than any other living person on this planet.

I don't think that's an over exaggeration. Jay, it is my pleasure to spend time with you today and also to be able to say that you're going to be at the 10X growth con.

Well, similar. I look forward to interacting with you, Grant. So it's my pleasure as well.

Yeah. Now, now the couple of conversations I've had with you, Jay, like, you know, I hang up the phone with you. And I'm like, dude, that's one of the smartest people I've ever talked to.

I'm not sure I actually understand everything. Jay just told me, but I know it's important.

That's funny.

Okay. So Jay, talk about why did you agree number one to do this event with me?

Well, for two reasons, you have the respect and you have the attraction capability to a broad spectrum of entrepreneurs and people who are involved in performance based activity sales, marketing.

A lot of them don't realize how much more they can achieve from effort, time, expense, opportunity, access. And I thought it'd be a great forum to be able to really introduce some of my body of work through you in a very real world case study type of a format to people that really had never thought about it.

So, and when you talk about how much more people can do, I mean, the people that come to you want to do more and the people that are going to be at this event want to do better and they believe they can.

Where do you start with someone? Let's say, let's break it into three sectors and assume somebody's just getting started.

Somebody's got something happening already. And then maybe the third level of somebody's already very successful.

Okay, so I'll get this scenario. So, I think a little bit of like I'm not going to try to divert you, but a little context and why I'm uniquely skilled, not arrogant, but just clinical.

So, I've been involved in 465 industries, not businesses worldwide for over three decades. And I've been able to first hand experiment with, I mean, thousands of different strategic models, thousands of different access vehicles, thousands of different distribution approaches, thousands of different competitive advantage generating approaches, thousands of different alternative,

and so Larry channels thousands of different new derivative ways to repurpose somebody's products, service thousands of ways to penetrate new markets.

And I got started with people that had no money. So, I had to be very masterful at creating relationships where we paid on performance and I did it for, we've done billions of dollars. So, for a startup, I probably with, you know, I can help them figure out.

Whatever it is they need. So, who's already got their market figure out how in the world to collaborate with them on a very equitable basis where they only have to expend money after money is in their bank and it becomes a profit center.

And we've basically helped, again, it's a matter of record. I think we've got, well, we got 100,000 success stories, you probably helped, I don't know, billions of people, excuse me, in the course in a lot of them have been startups, in middle markets. Here's the way we do it. It's very simple. We break it into two parts, Grant.

One is called maximizing one is called multiplying. First thing you do is you look at whatever they're doing right now, even if you don't believe it's the highest and best approach, the highest yielding approach, because whatever they're doing is literally what's driving the business. And so, what we do is we take every element of their current revenue model and we either deconstruct it, reconstruct it, or we improve it, or we replace it.

And because I know a lot of higher performing alternatives that take less time, less effort, less cash, less risk, we have a lot of arrows in our quiver. Once and after we've done that, normally it, it liberates an enormous amount of windfall revenue and profits that we then use to develop far more powerful alternative approaches that can just catapult them much higher, but it's a very sequential process.

Maximize what you're doing first, even if it's not the best thing to be doing and then use the stimulated increase cash flow profit to fund the higher performing additional activities that replace activity.

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