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 about 12 weeks ago that 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 core shift of my understanding of getting

what I wanted and specifically in business. So I talk to business owners for living every single day,

like literally every week and I have for, you know, decade plus. And one of the things drives me absolutely nuts is the idea of industry standards. So you probably heard this, people are like, oh, this is industry standard or 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. And so a big money business. 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 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. 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 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

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