The biggest mistake that I have done in my entrepreneurial career, I'm going to walk through and then I'll explain kind of the meta concept that I think is why we are doing better now than we've ever done before.

The very beginning of my business, I started an online fitness coaching business called the free training project, which then flipped to for profit.

I then started a gym.

Now, I did a smart move and said, I'm going to focus on only one of them,

which was the gym, and the gym grow. I kept doing this gym thing because that kept working.

And then all of a sudden, as I kept opening locations, I was like, man, I'm pretty good at this marketing and sales stuff. Then all these people started being like, hey, can I give you money to do other stuff and I was like well I accept money and I can do other things so that sounds great. Within the next 12 months I had a dental agency a Chira agency and a business that was the

turnaround business, which was me flying out to gyms. And so I tried to grow four businesses at the same time where I was CEO of all of them. It took me getting into a head-on collision in a DUI where I had a mentor of mine, whatever you want to call it, who's like, your lack of ability to make decisions will kill you. After that, over the next seven days, I broke up with, which is probably the best term because some of you guys are in terrible partnerships and won't admit it. I broke up with my partner that I had with a couple of the gyms, not all of them, but a couple of them. I broke up with a partner I had for dental. I broke up with a partner I had for Cairo and then broke up with another business that was related to tangentially with the launch thing. And it sucked. But finally, after all of those conversations, I was able to just do the turnaround business. And then within the next however many months, you guys know that story, it exploded. We made a whole bunch of money and then we switched to licensing and then we did three something, then 480, then 780, then a million, then 1 2, then 1 2, then 1 5, then 2. And then we kept going straight line all the way to 4. At that point, I was like, huh, you know what we could do? Start another business. That was when I started prestige.

And prestige obviously helped the top line and the bottom line as well. But the day that I

started prestige was the day that Jim Launch stopped growing. So Jim Lange maintained. And then I grew

prestige because then Prestige got all my reign. Then I was like, okay, well, I split my attention.

We went up in revenue. Well, I'm going to

create this ecosystem for gyms. And so then I started Allen. And so I'm now here with three

companies. I just have more money to do things now. And so I'm CEO of Allen, C of Prestige Labs,

and CEO of Jim Launch. And as soon as that happened, Prestige Labs went down

slowly and Jim Launch went down very, very, very slowly. And that continued until I sold Allen.

And then after I sold Allen, Jim Launch straight line up. And that was what allowed

us to actually eventually exit the company. I bring this up because it's been the hardest

lesson of my entrepreneurial career. You have to learn to say no. And I actually think focus just

comes down to saying no to everything that is not

what you said you would do. That's it. That's all it is. And so if we want to be focused,

then you can run that filter through your brain, which is this is something that is not what I said

I would do, which means if I want to be focused,

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