Bill Canady | The Turn-Around Expert & Leader of Two Billion Dollar Companies (OTCIndustrial.com & ArrowHeadEPINC.com): How to Manage Your Day, Business to Business Sales 101, Workflow Design 101, the 80/20 Principle

Audio Transcription

Transcribed with Cockatoo

(Speaker 1)
What do you say to the entrepreneur out there that has a business and they are aggressively Doing something that doesn’t produce results You know, I’d like to say that was unusual, but that is the common state of business 80% of what each of us does is completely wasted. It has no impact at all. It’s just a 20% It’s that one thing It’s that two things out of ten that we do in any given day any given hour

(Speaker 1)
any given second has any impact at all. Now what happens is we get comfortable.

(Speaker 5)
Some shows don’t need a celebrity narrator to introduce the show but this show does. In a world filled with endless opportunities why would two men who have built 13 multi-million dollar businesses altruistically invest 5 hours per day to teach you the best practice business systems and moves that you can use? Because they believe in you. And they have a lot of time on their hands.

(Speaker 5)
They started from the bottom, now they’re here. It’s the Thrive Time Show starring the former US Small Business Administration’s Entrepreneur of the Year, Clay Clark, and the entrepreneur trapped inside an optometrist’s body, Dr. Robert Zunder. Two men, eight kids, co-created by two different women, 13 multi-million dollar businesses.

(Speaker 13)
We started from the bottom, now we’re here. We started from the bottom, and we’ll show you how to get here. Started from the bottom, now we’re here. We started from the bottom, now we’re here.

(Speaker 1)
We started from the bottom, and now we’re at the top. Teaching you the systems to give what we got. Colton Dixon’s on the hoops. I break down the books. See it’s bringing some wisdom and the good looks. As the father of five, that’s why I’m alive. So if you see my wife and kids, please tell them hi.

(Speaker 1)
It’s the C and Z up on your radio. And now, 3, 2, 1, here we go. We started from the bottom, now we here. Folks, the reality is more than 300,000 people have been laid off in 2025. Now that’s probably old news. As of the time I’m reading this, it could be a higher number. But what I know, and what you know, what we all know, is there’s a new

(Speaker 1)
kind of technology that is beginning to permeate every kind of business. You’re seeing call centers that are beginning to use new technology. You’re beginning to see kiosks using new technology. You’re seeing self-checkout use new technology. And what’s happening is every time a new technology is introduced, an old job goes away. And here to talk about it is a man with a plan, a guy who knows a little bit about the future because he knows a lot about the past.

(Speaker 1)
This is a man who’s had a lot of success in the world of business. Bill Kennedy, welcome on to the Thrived Time Show. How are you, sir, could you give us a little, you know, a couple minute background or as to who you are and what you’ve been doing before you lowered your standards to hop on my podcast? Well, look, if anyone knows who I am, that would be absolutely amazing. So

(Speaker 1)
just two minutes on myself. So I’m CEO of a company called Arrowhead Engineered Products and chairman of it. I’m also chairman of another company called OTC Industrial. Each of those are over a billion dollars. And then my third thing that I do is I am the chairman and founder of the 8020 Institute, which is a group that we use to look at all the things you’re talking about. My latest book just came out, which is the from panic to profit, which I think is appropriate with the times we’re living in and the one before that was the 8020 CEO.

(Speaker 1)
So that’s that’s the nickel about me. Now, somebody out there just lost their mind, including me. I believe you just said that you are in some way heading up to multi billion dollar companies to your running. You’re leading two companies that are valued at more than a billion dollars. Did I hear that correct? That’s right.

(Speaker 1)
That just tells you there’s people out there with lower standards than mine, which seems impossible, but somehow they chose me and I’m grateful for it. Okay. And then my final follow-up question about these companies, and then we’ll kind of get into our stack of stuff here, is what do these companies do? I think a lot of people watching today’s show have multimillion dollar companies or aspire to. And they hear the word billion, they’re

(Speaker 1)
thinking, man, what kind of service or products are you offering with your companies?

(Speaker 31)
Absolutely.

(Speaker 1)
So OTC Industrial is a distributor and manufacturer of highly engineered products, like pumps, and valves, and compressors, and overspray automation, all the things that keep this great country running. And Arrowhead Engineered Products is in a totally different industry. It’s in power sports, so motorcycles, ATVs, snowmobiles.

(Speaker 1)
It does the parts, the hard parts for it. We also have a group that does outdoor power equipment and things like we call rotating, which means starters and things like that. So it’s all in the parts business, dealing mainly in power sports. So what I want to know is, I’m very curious about how things work.

(Speaker 1)
What time do you wake up every day? What time are you waking up to organize this? Because at a certain point, you have to call it a day and spend time with family and friends, and at a certain time, you have to start the day.

(Speaker 1)
So I want to know what’s kind of your routine? How are you organizing your day? You know, I don’t sleep a lot. I wish I slept more but I don’t sleep a whole bunch. But my day typically I wake up somewhere between 5 and 6. I just wake up. I don’t want to wake up. I roll over and I read the news. I like to read five different newspapers. I like the Financial Times and the Journal and all the other stuff that go with that. It kind of keeps me going. I’ve been reading them for years so I know the sections I like. Then I get

(Speaker 1)
up and I get going. I typically take my first meeting between 7 or 8 a.m. That’s because we have a lot of European stuff and they’re a little bit ahead of us. And then I’ll finish up in the evenings somewhere around seven or eight at night, right? Sometimes a little earlier, sometimes it’s a little bit later than that. It just really depends on it. Most of that late afternoon work is when I can actually get, get something done. I can have times to work on the stuff.

(Speaker 1)
The rest of it’s primarily meetings and things like this. The real secret though, Clay is my team. It’s the people who are out there every day, deeply engaged in the business. They’re the ones that’s making it happen. Okay, final question, then we’ll get into our stack of stuff. How do you prevent, because I appreciate what you’re saying and I know what you’re saying

(Speaker 1)
is true, but when I interviewed Damien John of FUBU or the founder of Square or Wolfgang Puck, most of you guys at the top level have a very similar daily routine and you always give credit to your team because you have a great team around you. However, you had to have pulled certain weeds and hired certain people and remove certain people from your team in order to build such a great team. So how do you kind of prune the tree or remove the jackassery that could plague most businesses

(Speaker 1)
by default? How did you build this great team? Yeah, that’s a great question. I have a very, very simple model that allows me to do. It’s a four-step process and I start out with, what’s the goal? The goal is typically set by the board or

(Speaker 1)
the investors or whoever it is, and we pick where are we going, what’s the number? We like to make it quantitative. We’ll say, here we’re here, we’re going to go to there. What’s the number? From that, I work with my team, that my senior leadership team, we develop and they really own the strategy to get there.

(Speaker 1)
So since they’re owning it, it’s their job to deliver it. The third step of that model is organization. We organize around the key initiatives to deliver that goal. That means we quit doing something and we start doing more of something else, right?

(Speaker 1)
So we want to go where the money’s at, where the keys are, in order to do that, we have to stop things, things that are sucking our resources. The very final step is to go action, right? Go implement.

(Speaker 1)
That takes us a hundred days from the moment I walk in that front door to we are locked and loaded. It’s a hundred day process we go through. The key is, it’s taken from me, I own the vision where we’re going. And if we make it a, it’s a condition of employment. If you’re going to be here,

(Speaker 1)
we’re going to work on these things. It’s the team and the strategy and execution that allows us to do it all over the world. Then all I’ve got to doIs, and here we go. And again, for everybody who doesn’t speak this language, I want to make sure, KPIs means key performance indicators. And I heard you say that, hey, this

(Speaker 1)
is how we’re going to do it. And if you’re not going to do it that way, you can’t be here. And if you are going to do it that way, you can be here. I think I heard you right there. just so much wisdom. I could interview you for seven consecutive weeks, but I won’t, so I’ll get into the stack of stuff. So here we go. There’s three types of layoffs. You’ve been writing about it, talking about it.

(Speaker 1)
I don’t know anyone’s excited about it, but how I look at things as a business owner, I go into a business and I go, well, there’s a new technology over there, and now there’s an employee who’s not there. So I’m seeing technology creating a lot of disruptive layoffs right now. Tell us about the three kinds of layoffs that you’re seeing. Yeah, that’s a great point, right? So we start back and

(Speaker 1)
you go to back to that strategy I was talking about. So where do we win? Where do we make our living? Where does it actually happen? What we want to do is shift our resources over to that area. It’s not about cutting costs, but what typically happens is we start exiting things that we can’t make money. I don’t even spend time trying to figure out why we can’t make money. I just know it’s not working and I know this is working and when something’s working we do more of it. We double down.

(Speaker 1)
So the people who don’t have that skill set, don’t want to do it, don’t believe in it, they’re gonna exit the business. They may go do something else within one of our businesses, or they may go find himself a new home. So that’s the one that’s the most important with us. The second thing we do, which comes back to the technology piece, when we’re bringing this together, many times these companies are roll-ups.

(Speaker 1)
In other words, there’s multi-groups, multi-divisions, multi really communicates. So we look heavily at technology. Typically not replacing the technology we have or fundamental, but we’ll do overlays. And so everything today from AI to business systems, say there’s a lot of great products on the market. We don’t really care what the product is.

(Speaker 1)
It just needs to work with us so we can get our financials and things like that. And we need to do it on a global basis. So the technology, what that does is force us and our team to upskill. If you were pushing paper yesterday and writing emails,

(Speaker 1)
that job probably doesn’t exist tomorrow, right? We’re gonna have something that can do that for us. What we need is people who have insight, people who have learning that adds value to whatever that is. We’re happy to help people get there.

(Speaker 1)
We send people back to school, but the odds are if you’re going to stay what you were doing 20 years ago, this is probably not the place for you anymore, right? Then the final one is market driven. Like today, if you’re in certain markets, they’re down. And when things go down, we’re going to do the right thing for the whole body, which means sometimes we have to prune the tree so it can blossom again later. We got to shrink the footprint. Those are our three types of layoffs. I just I could have this interview for 1000 hours in a row. There’s just so much wisdom, folks. If you are not

(Speaker 1)
dialing in, it’s because I’m a bad interviewer. Folks, I’m telling you, this is this is hot stuff. Listen to this, folks. Now, if you’re listening to today’s show, and you don’t you She might be thinking, geez, how do I get my team to get more stuff done? I find it every time when I consult with companies, and Bill, maybe you see it as well, I find that people are doing something

(Speaker 1)
that doesn’t need to be done with great enthusiasm. As an example, recently I talked to a client of mine, a wonderful client, and she has a business, and she has a full-time social media marketer. And this social media marketer is spending her day marketing on social media, and every post she has has one like,

(Speaker 1)
no likes, one like, no likes. And on the tracking sheet, you track, you attribute, where did the leads come from, where does business come from? There’s no business being generated from it, but this person is diligently updating their social media.

(Speaker 1)
They’re just doing it. We look at the tracking sheet. We analyze the data on the website. We go, where are people even clicking on the website? And we discover that the blog this person’s writing, no exaggeration, less than 10 people a week

(Speaker 1)
ever read this blog. We listen to the podcast that the organization is producing and no one’s listening to it as well. We start to recognize this is an epic waste of time. But yet, many companies, many people, we become loyal to things that don’t work. What do you say to the entrepreneur out there that has a business and they are aggressively doing something that doesn’t produce results? You know, I’d like to

(Speaker 1)
say that was unusual, but that is the common state of business. 80% of what each of us does is completely wasted. It has no impact at all. It’s just a 20%, it’s that one thing, it’s that two things out of 10 that we do in any given day, any given hour, any given second has any impact at all. Now what happens is we get comfortable.

(Speaker 1)
We get in our routines. We love tracking that data. We feel like, because that’s what you’re supposed to do, right? We’ve been told, track your data, double down on it. But if you’re getting 10 a week, it’s not worth your time, right? You got a different problem. So we start with the data. We look at the data and we go, you know, that’s interesting.

(Speaker 1)
And it’s really kind of like, but it’s not important. Unfortunately, it’s making no difference. a bigger influence, a bigger impact, that lady, these other people we work with, we say, what are you going to do differently? So we take them back to their goal. And if their goal is to get 100,000 followers, 1,000 followers, 50 followers, you’re not gonna get there by one like.

(Speaker 1)
You gotta find what’s different. And we start asking them to look around themselves. What is it? A lot of times, if it’s a small entrepreneur and they’re non notable, I’m a non notable person. In other words, you hear my name you go, hmm, is that, he plays shortstop for the Yankees? We don’t know what this guy is. Most of us are not, we’re not a Clay Clark Clay, right?

(Speaker 1)
We don’t have that fancy things. You got to advertise. You’re going to put some money into it. You got to do something out there that gets some attention. And today we have to break through the noise. There’s a lot of way to do it. There’s a million podcasts. There’s a million social media pages. Most of us don’t have that presence. You’re going to have to build yourself to it. And you’re going to look at where you are today and make those steps forward. It means you have to change. And that’s uncomfortable. Now, one of the things that you do, and there’s so many things you do, and that’s why I’m so excited for this interview today, folks, if you can sense the energy here, I am so fired up. When you’re running OTC, which is a technology company, products company, Arrowhead, engineered products,

(Speaker 1)
you guys are what we call a business-to-business company. And you sell a product from one business to another business. And I’m specifically trying to see if you could speak life into the life of one of my longtime clients, great people. They make parts for the US Army. They make parts for Tesla.

(Speaker 1)
They make parts for some big accounts. But in order for them to get more accounts, they’re going to ultimately have to reach out to people they don’t know to grow in a business to business way. They’re going to have to ultimately reach out to people they don’t know to grow. They’re gonna somehow have to have their business contact another business and say, hey we’d love to provide parts or products or services for you. Can you give somebody advice out there who’s a

(Speaker 1)
business to business entrepreneur, they’re selling, maybe they have a Tesla as an account which is a huge account, maybe they have the US Army which is a huge account. What do you say for someone out there who’s trying to go to get more clients business to business? Well, first, I’m gonna give you kind of the overall view. And then we’ll give you some specific examples, right? This is the most common thing. So what happens

(Speaker 1)
is, right, so I’m running a business, and it’s been a terrible time, we comes in, they say, look, we’re getting better. Look at this, our sales are growing. And then we start peeling back the layers and all we’re really doing is selling to the same customers at whatever rate they’re buying. So if you’re buying with the government, you sell more or less to them, it’s just how many contracts you’re gonna buy, right?

(Speaker 1)
It’s just how many you’re gonna quote for them. We tend to, in business, ride the wave. We keep the same customers, we sell them the same products. If their business goes up, ours goes up. Nothing we really did. If their business goes down, our business goes down. Nothing we really did. If you’re gonna win, if you’re gonna take yourself

(Speaker 1)
to the next level, you have to go take share. You gotta go take business away from someone who’s got it. That’s where the who’s got it. That’s where the magic’s gonna happen. That’s where the uncomfortable piece comes in. Now take the government, right? The government’s a contract bid process. They have all these things you sign up for. They come out, you can bid it. You want to get more contracts?

(Speaker 1)
Just hire more people that can bid those contracts. Or maybe get an AI program that can bid them for you. Whatever it is, it is a numbers game with that. That’s just one example. If you are in out here and you’re selling pumps like we sell pumps, and we say, well, we have this great, wonderful customer. If I’ve got all they can give me, I have to go find another great one in front of a customer.

(Speaker 1)
Now, here’s the real truth of it. Salesmen sell who they like. Some of them aren’t worth the time of day, not the salesman, but the customer, right? They just aren’t worth the value of going. If you take them out to lunch, you lost money because they don’t buy enough. But what they do every day is they drive by, they look past costs that they could be doing. Our quest becomes how do we get the salesman to turn right down the road sometimes instead of go left? There’s two ways to do it, right? One, you can train them.

(Speaker 1)
I’m just using this as an example. You can force them, you can track them. The second way is you can put additional people in there. The easiest way far we found is to put someone else in there. Let that salesman have what they have,

(Speaker 1)
tie their income into growth, which means they’re gonna to start making less money. Add another person to that area, let them go do it because they’re going to have to go find their customer base. They’re automatically going to take the right turn. That’s a very simplistic example, but I’m telling you people are creatures of habit.

(Speaker 1)
They hate the change. Beating them to make them change generally won’t do it. This is just phenomenal training folks. Everybody should be taking notes right here. Now listen to this, folks. I think about my clients I work with. One of my, well actually a lot of my clients,

(Speaker 1)
they sell products on Amazon. And one of my clients I was talking to today, Bill, they have got a very complicated fulfillment process. So if a customer orders something from their website or from Amazon, there are 20 steps, 25 steps, and the people who work for them in their fulfillment center

(Speaker 1)
keep making the mistakes wrong. They keep making mistakes. They keep missing a step or getting a step wrong. And as I looked at their workflow, I’m going, why don’t we just remove this step, that step, and that step? And the idea of removing a step is almost offensive to people that made the step.

(Speaker 1)
But in your new book, you talk about the zero up thought experiment, a simple exercise for cutting complexity. Steve Jobs, who couldn’t be here because he’s no longer with us, Steve Jobs, may he rest in peace. He said, complexity fails, simplicity scales. Walk us through your process for scaling and simplifying

(Speaker 1)
a workflow or business systems? Boy, I tell you, Amazon is right close to my heart. We sell a couple of hundred million dollars a year through Amazon. It’s a great customer, it’s a tough customer. Those guys know what they’re doing, they can get yourself through it.

(Speaker 1)
Amazon hates complexity because they don’t want to talk or deal with anyone. They’re really just a platform where things come in and they go out of. And so what you have to do, you start with a very simple process. You map it out from order to cash, right? It’s been around forever, lean tools.

(Speaker 1)
And what you’re trying to do is just map it out and you want to take every step that it takes and you want to make it a straight line. You don’t want going back and forth and extra steps, waiting time and all that. So that’s the most simplistic way to do it. Now the zero up process, what that does for an account, what that does for a client of yours, is quite simple. So they’re sitting there and they say,

(Speaker 1)
okay, Amazon’s the big deal. Amazon, Walmart, if you deal with any of those guys, they’re big, big deals, and I need to take and do more of them. So if I start with Amazon and I look at my business, I say, what is the minimum I’ve got to have to serve Amazon? Now Amazon’s interesting because it’s so massive.

(Speaker 1)
You’ve got to look at where you are and say, and you try to figure out what’s your TAM or your served available market or your total available market. You want to scale around that because I know a ton of people, I know a ton of companies that do 5 million, 10 million on Amazon. They’re like, oh my God, it’s so good. But if you look at that category, Amazon might be doing a billion dollars, right?

(Speaker 1)
So you’re not even scratching the surface. So start with what’s available. Take that zero up and say, what do I need in order to serve Amazon better, right? In order to get more of that business. Walk through it step by step from your order all the way to cash. Simplify as fast as you can. Throw the resources at your simplified process and watch your business

(Speaker 1)
grow. It will grow because you got people getting up every day and thinking about it. Don’t let them go work on the mom and pop thing. Go land that big fish. It’s not five million, it’s a billion dollars. You can go get it. Ah, okay. One thing about you that I love that I was researching you and I was really just nerding out looking into your background you run you’re serious about success and you come across as a fun guy a likable guy but you’re serious about success. When I see you

(Speaker 1)
know in small business and medium-sized business I’m talking about people with 150 employees or less is you know the owner, God bless him, you know, he wants to have a staff meeting every day at 7 to start the day, but he might skip it 80% of the time. The owner, God bless him or her, his wife might do the accounting, or maybe he does the accounting, and she might or might not show up to staff meetings half the time.

(Speaker 1)
And then they start to have problems because their staff doesn’t take their job seriously. So I just want to get your thoughts on just taking business seriously. What do you say if you’re sitting down, or you’re working with, you’re turning around a company,

(Speaker 1)
and they’re doing sales, and they’re doing a lot of things right, but you start to notice that, you know, key people are chronically on vacation or missing, people aren’t serious, people aren’t taking notes in meetings, people are yawning all the time in meetings, missing meetings, blowing off meetings.

(Speaker 1)
Walk us through just the process that the approach you’re going to take if you’re turning around a company from a mindset in terms of just getting serious about success. Your own point with this. I see it every day. Both we buy

(Speaker 1)
those types of companies and we roll them into our company, and then I work with those types of companies and help them think through it. So it comes to be really, really simple, and there’s a couple of decisions that have to be made that that owner’s going to have to decide. First of all, it starts with them. Be it him or her, it doesn’t matter.

(Speaker 1)
They’re going to in the process. Now I’m assuming this is not a solopreneur, it’s a different situation. I’m assuming that they have a business of some meaningful size, like you said, it’s a hundred people, it’s 50, it’s a couple hundred people. It starts with them. They need to set that goal with their team, right, and say, this is where we’re going, whatever it is. three to five years. That goal may be, maybe I wanna sell the business. Maybe I wanna make it 200 million.

(Speaker 1)
Maybe whatever it is, it doesn’t matter. But they set it. And then the next step they do is they gotta ask themselves one of two questions. How much of that’s organic and how much is I’m buying? Set the buying piece aside.

(Speaker 1)
On the organic side, you get those key people around the table, your executive leadership team, and you look at them one by one. You said, we have to go find I’m at 50 today. Fifty dollars, 50 million doesn’t matter. I’m going to a hundred, a hundred dollars, a hundred million. That’s wrong. We got to go find 50 million.

(Speaker 1)
This is our business today. You’re all pros. You’re all here. The reason you’re at the big table. of the 50 million do you own given what you run in this company? Now this is a key step right because the person to your left right they’re gonna sit and say well I run the biggest division we make widgets and here’s what I’m thinking right now by the time you’re done you’re gonna have parceled out that

(Speaker 1)
50 million dollars to each one the first guy maybe he’s got 25 million the next lady maybe she’s got 10 whatever it it is, they all own it. You look them dead in the eye and you say, I need to understand how you’re gonna take the resources you have to go get your number. Now they own it.

(Speaker 1)
You shouldn’t be incumbent upon where the owner’s at the staff meeting. You’re not, have the owner take himself out of the staff meeting. It should be that staff executing on the strategy they built to achieve the owner’s goal. That’s the condition of employment. They have to be able to go do and

(Speaker 1)
sign up with. Now there’s a lot that goes into that. If the owner doesn’t have the capital structure or the wherewithal, the dry powder to go do it, you’re not getting it, right? It has to be built in some team of reality. But he has to train ownership of delivering the goals from himself or herself to the team and then just hold them accountable. And if they don’t deliver, you got a prop, right? You got to go figure it out and you got to take action, whatever that may be.

(Speaker 1)
And you’re saying in terms of employment, I’m not trying to put words in your mouth, but you’re saying if somebody is going to work for you for you They’re gonna have to get the work done. Is that what I’m hearing there, sir It’s no more complex than that. You got a job go do the job So if you’re my coo or if you run my pump division, you’re in charge of pumps You do 400 million in pumps. We need to get you to 450, I’m gonna ask you, where are you getting the 50 million from? And they’re going to tell me not like instantly, they’ll have their ideas, but they’re going to come back.

(Speaker 1)
We give them 30 days, come back with your idea of a plan. We’re going to agree. You have to go build that plan. And there’s a timeframe associated with it. You’re going to be held accountable for doing your job. And because since you’ve chosen a number, you being the employee, and you built the plan, why would you give a plan that you can’t deliver?

(Speaker 1)
This is this is powerful stuff. And again, folks, again, I could I could, I personally from a curiosity perspective, I could ask you 1000 questions, but he written a book called from panic to profit, uncover value, boost revenue and grow your business with the 8020 principle. I encourage everybody, I’ll put a link to it in the show notes,

(Speaker 1)
I encourage everybody, check out that book, From Panic to Profit, Uncover Value, Boost Revenue, and Grow Your Business with the 80-20 Principle. But I want to go back to my stack of stuff, because I have some questions I really want to pick your brain on here, and again we have very limited time, and I have so many questions. When you’re out there growing a business, you’re working with the business owner or working with the leadership of the company, you get to a place where you need

(Speaker 1)
to be more transparent, where somehow people need to have a better visibility of what’s getting done, what’s being sold, what’s working, what’s not working. And you have created this thing called the town hall transparency, four steps to running a productive and transparent town hall during times of turmoil. Walk us through your idea or your concept of transparency. What is transparency?

(Speaker 1)
Why does it matter? I mean, I just want to get your thoughts

(Speaker 7)
on transparency in business.

(Speaker 1)
Yeah, so as the CEO, you’ve got a couple of jobs. One of them is you set the goal, so you determine what good looks like, right? The next piece of it is you hold accountable and measure against it, right? That’s when we talked about KPIs or key performance indicators. Some people call them CTQ. It doesn’t matter.

(Speaker 1)
You got some numbers you need to look at and measure. The next piece of your job, probably the most important is you got to get buy-in across your organization. Now some small business, you just walk down the hall. Heck, some small business, we just call them on Zoom because we’re in different locations. Other ones, you travel around the world. It doesn’t matter.

(Speaker 1)
You have to get in front of your employees and you need to do three things. You need to tell them where you’ve been, where you’re at, and where you’re going. Transparently, you need to be honest and candid, not hurtful, not disrespectful, not blame me, but we are here and we’re going to, and where you’re going to be a brighter future than where you’ve been. And you want them to take it with you, right?

(Speaker 1)
They take them with you. You want it to go together. So this is where we are today. These are our next steps. So you get through that. That’s generally between a 30 to 60 minute presentation. I do them right on the factory floor.

(Speaker 1)
I do them right on Zoom because different places, I gotta do it different ways, right? The next piece is Q&A. And all I ask is that people are respectful and thoughtful when they ask their question, right? We don’t know what people are going through,

(Speaker 1)
so don’t say mean things to each other, right? We’re all in together. I will answer every question. I don’t know answers for every question But I will get those that shouldn’t typically when I’m having it. My team is on there as well There’ll be an HR person. They’ll be the president of the business They’ll be whatever needs to be on this and we’ll be standing in front of a factory for a couple hundred people Right, and we’re going to Q&A then we feed them lunch, right? So it is the most impactful thing because when people don’t understand, they make the

(Speaker 1)
situation way worse than what it is. They think at the end is coming in here, right? Because they’ve got one little piece of it. It’s not working the way they want it. They don’t understand. You know what they’re going to do? They’re going to leave you. They’re going to go somewhere else. This is how you solve that problem. Now, as I pull up your book again here, I want people to check out this book again, from Panic to Profit, Uncover Value, Boost Revenue, and Grow Your Business.

(Speaker 1)
I don’t know if people understand this, folks. I don’t know if I’ve sold this or communicated this effectively, but Bill, you know, you manage a one and a half billion dollar business that has over 3,000 employees. accolades. But when you’re on a show like this, inevitably you hop off the show and you go, gosh, that guy, I wish he would have asked me this or that guy. He probably interrupted

(Speaker 1)
me. I was going to talk about this or so I just want to ask you that as it give you kind of the final word. What is that question that you maybe wished I would have asked or something that you really want to share that’s on your heart that you want to communicate out there to our note taking Thve Time Show audience? First of all, I think you’ve done a magnificent job. Like, wow, man, what a great hype man you are. You’re doing fantastic, right? So I don’t think it’s so much about a question for myself. I think it’s just where we’re at today, right?

(Speaker 1)
You know, I look back over my 30-plus year career. We’ve had high times and low times, there’s always uncertainty. We’re in a time like that today as we always are. And what I just tell people is we live in the greatest country in the world. We were the greatest people in the world. The opportunities you have here, the opportunities make everything else around the world pale, right? We are so blessed to be where we are.

(Speaker 1)
Like and sometimes just a little gratitude, just feeling grateful about where you are and helping out your fellow man helping everyone be better makes a massive difference, but here’s the key right at the end of the day is what are you going to do is how you get up go make a difference to make a difference in yourself to make a difference in your family’s life go make a difference in your employees life. It is the

(Speaker 1)
legacy that stands forever. Bill the thrillrill candidate, thank you so much for joining us on today’s show. I could not be more excited to have you on the broadcast. I encourage everybody out there if you don’t hate yourself, I encourage you to go check out the book From Panic to Profit, Uncover Value, Boost Revenue and Grow Your Business with the 80-20 Principle. Now if

(Speaker 1)
you are suffering from self-hate, one way to stop the self-hate is to go pick up a copy of From Panic to Profit. One way to stop the ringing in your head, you’re like, has this guy literally mentioned the title of the book five times? The way to stop that sound from happening is just to go buy the book, folks. I’m telling you, if you buy this book, take the challenge.

(Speaker 1)
It’s an incredible book. It’s well-crafted, it’s based upon years of experience. I don’t know a lot of people who’ve led a billion dollar company, and I don’t know a lot of people that have led multi-billion dollar companies, and I don’t know a lot of people with experience managing a thousand people or thousands of people,

(Speaker 1)
but Bill the Thrill candidate, he’s done it, and I really do appreciate you, sir, carving out time to be with you, Clay. Take care, brother. Bye-bye. Yes, yes, yes, and yes, Thrive Nation. We are in the air everywhere in Clay Stairs. I’m excited to interview one of your longtime clients here because his first name is Doug and his last name was Yarholer, and Yarholer was the name of the girl I dated in high school.

(Speaker 9)
Get out. I’m just kidding. Get out. I’m just kidding. I’m just kidding. I just wanted to have some sort of false report building tie in. Doug Yarholer, welcome on to the Thrived Time Show.

(Speaker 12)
How are you, sir? Doing well. Doing well.

(Speaker 2)
How are you guys? I feel like I’m on a dating show here. I know.

(Speaker 9)
It feels that way.

(Speaker 1)
I’m just going to tell you, your hair looks great today, by the way. I want to get into the difficult questions first. How long have you known Clinton Smears approximately?

(Speaker 2)
March of 2018 was when we started, he started as my business coach, saw him in a, it was more or less a class that he taught, taught a lesson. And it just, it struck me. He kind of put a vision out there of where I wanted to be.

(Speaker 2)
And we hired him about a month later. And how much have you grown since the time you started working with Clay Stairs approximately five years ago? I feel like I became an adult or almost an adult. You walked in through puberty.

(Speaker 30)
Yeah, I mean, honestly, just…

(Speaker 15)
We walked through puberty together.

(Speaker 3)
It was a great time.

(Speaker 2)
Yeah, it was great. Felt like a kid, you know, in management term. Had, you know, bought a company two or three years prior. And so, just over that time, I really feel like just a lot of growth, maturity.

(Speaker 1)
And I’m not asking for the financial number, but just so our listeners can have a little context there. As far as maybe a percentage growth in terms of the revenue of the business, is there kind of a percentage? I mean, did you decrease by 45%? Did you grow

(Speaker 29)
a little bit?

(Speaker 28)
Sure.

(Speaker 2)
You know, I would say we were a $6 million construction company, and now we’re a nine

(Speaker 1)
or 10. So just the new math would be 50, 67%. Now my final question I have for you, then I’m going to let Clay Stairs interrogate you, is you guys worked together for a long time. And I know you’re a real person. But for people out there that want to verify that you are not a hologram, what is your website there, sir?

(Speaker 3)
Where can people go to find your company?

(Speaker 27)
Sure.

(Speaker 3)
MetalRoofContractorsOK.com. OK, so I’m going to pull it up here. Let’s see here. MetalRoofContractorsOK.com. Well, he’s a real deal. He’s not a hologram.

(Speaker 3)
I’ve met him in person. Now, Stairs, you work with this guy every single week as a consultant, as a coach. You and Sean have worked with Doug there. And I’d love to get your thoughts on just what that relationship’s been like there. Yeah, Doug has become even, I would say, a good friend as well.

(Speaker 3)
And I really enjoyed one of the high points of the week when he and I get together. But Doug, if I remember correctly, I was going back and reading some of those early day notes from some of our coaching sessions. And as we started up, I remember you were very unhappy

(Speaker 3)
with all of your branding when it came to systems for managing systems, for marketing systems, for sales. It was just non-existing. Am I correct on that?

(Speaker 2)
Yeah, you know, just preparation for the phone call, looking back at the notes, it was kind of depressing. And I think what’s important to remember too is it’s not only sales. I think part of the reason we are where we’re at now is we’ve got a great team. And the hiring system that we’ve learned from you guys is just as important for us to keep our

(Speaker 2)
reputation and every interview we have we get to kind of our last step and there’s a discussion of hey you know I’ve seen you guys I’ve looked over your website and your reviews are awesome I’d awesome. I’d love to work here. So I think there’s also some pride here with current employees that know that these are real genuine people

(Speaker 2)
that appreciate the work that we do. So I think that’s another aspect that nobody ever thinks about. And I think all the steps, it’s not just one piece, it’s not just the marketing, just the reviews, it’s all of it together.

(Speaker 2)
That once you get them going, it doesn’t take much maintenance. You guys are writing the content. But that’s, we get leads from it, it’s great. And in our business, a lot of our business is repeat. So 60, 70%.

(Speaker 2)
So we’re just looking to turn one phone call into even a little job. And then we’re hoping to get a customer for life.

(Speaker 1)
Now, Sean, I want to go to you in just a second for any questions you may have for Doug. But I wanted just to tee up this idea. I’m going to pull up the screen so people can see this. When a lot of times people look up clients that we’ve coached or we’ve helped them through success, I get a lot of questions where it’s like, what’s the one thing they did to grow?

(Speaker 1)
So I’m just going to hammer home what Doug said. Papa Gallo’s is a pizzeria. They’re based in Satellite Beach, Florida. And if they were to tell you, people ask them, because people do call them, they say, I would like to see what’s the one thing that Clay Clark or Clay Stairs taught you. And what they say a lot of times, they’ll say,

(Speaker 1)
well, we had to do the marketing to get leads. Then we had to improve the branding so that way people wouldn’t reject us when they found us. Then we had to fix the menu, then we had to fix the pricing, then we had to learn a hiring system, then we had to fix our accounting, then we had to fix the legal aspects of our company, then we needed to build all the checklists and processes,

(Speaker 1)
and then we needed to scale it. So when you see a company like Papagallo’s that’s grown eight times larger than when we first met them, it wasn’t the conference where Clay Starr spoke, Was it the print piece? Was it the marketing? It’s all of it working together. And that’s why I really love working with you and our team working with you. And I hear great things is because you

(Speaker 1)
understand that idea. And if you’re out there today, you’ve got to understand that it’s implementing an entire system that creates that success. And so Sean’s had the opportunity to work with you on that.

(Speaker 1)
Sean, what say you? Well, one of the best things that happened with Doug and Clay Stairs together is they were able to, ahead of me working with another client who’s in the same boat as Doug, they were able to transition out of doing so much bid work and actually get some private clients.

(Speaker 1)
So they weren’t completely dependent upon those government jobs or lower price, lower percentages of profit and whatnot. So, I mean, I would just say, what were the biggest challenges and kind of pushback things that you had as we were trying to help you

(Speaker 26)
make that transition?

(Speaker 2)
You know, I think it’s just kind of part of our industry, commercial construction, and I’m sure you guys see it. Everybody says that. So, you know, I think even the class that I was in, you know, kind of the guys talking around, it’s like, well, I mean, how are you gonna get out of bid work? That’s how you gotta make a living.

(Speaker 2)
And for us, we’re in a niche market. So the bid will work isn’t necessarily race to the bottom. I mean, it’s good for us, but being in a niche market, you’re gonna have good years, you’re gonna have down years. And for me, I’m a control freak.

(Speaker 2)
And if I can’t control that workflow, then I just can’t be in that position. And so having the private sales, having a system, something to rely on, I think of it as a volume button. And that’s what Clay had kind of talked about, is it’s a volume.

(Speaker 2)
You can see the gap coming up or the slowdown, it’s time to turn up the volume. And just having those tools available, you don’t get to where you feel paralyzed, like you’re just waiting on the phone to ring. It gives you the tools to do it yourself.

(Speaker 3)
That was a huge step. I remember as you and I were talking early on, you were saying play right now. If I’m not mistaken, it was like maybe 90%, 100% of your business was bid work. And that was one of the things that you were wanting to change in the company. And where are we now with your bid work versus private work? What are the percentage?

(Speaker 2)
You know, it fluctuates every year, I’d say in general, we’re probably 70% bid work, 30% private, which is awesome for us this year. For about the last six months, the bid market has been down and we’re 50-50. And looking back here at some of our goals, we’re right on target for a $10 million a year.

(Speaker 2)
So, really rewarding. You know, in four or five years ago, it’d just be one of those things we say, well, it’s a down year. And to have the ability to, you know, really

(Speaker 1)
turn it up the volume and get out there and do it ourselves, it really gives us a lot of freedom. Now, Stairs, I want to bring this up here. One of the things we do with our business model, I encourage everybody out there, if you have a business, you should also employ this idea. You want to make a profit, but you also want to gouge customers. So when we work with coaching clients, it’s a flat fee. So the client knows, hey, it’s going to be X amount of dollars per month. It’s going to be $1,700 a month per month or whatever the fee is, a flat rate. And there’s not all these other little fees going in there.

(Speaker 1)
And what I tell people all the time is for less money than it costs to hire a minimum wage employee, you’re able to have a consultant to help you and then a team behind the scenes to help you implement website edits, print pieces, help you on the accounting, the workflow, whatever.

(Speaker 1)
I’d love to get your thoughts on this there, Doug. And I’ll go back to clay stairs. What are your thoughts on knowing that you have a set monthly fee and you have a weekly appointment where it’s not an event, it’s a weekly process. Someone that every week is gonna push you, hold you accountable and be there to support you.

(Speaker 2)
What does that experience like, sir? Yeah, $1,700, we may need to renegotiate. No, it’s worth every bit of it. You know, the. And I can’t ambition, you know, I don’t think that’s that’s unusual,

(Speaker 2)
but I think you can get into there’s so many time suckers out there. There are lots of distractions. And to know that I’ve got somebody that I have to be accountable to just keeps me on task. And that’s, it’s invaluable. So I can’t think that I would be here without that. You can have all the ambition in the world, but if you’re distracted from the mission, you’re not going to get there.

(Speaker 2)
So to know that, man, I’m behind this week, but I’ve got to show up next week for Clay or here in two days. I got to get my life

(Speaker 3)
together to get back on calendar. You know, looking back, that’s been instrumental in us getting to where we’re at today. Playstairs, we have time for one more question from you there, sir, for Doug. And again, for everybody out there, I did not date a woman by the name of Yarholder in high school. I thought it was a great kind of tie in there, but I got off my chest, back to you, Ster. Very good, yeah.

(Speaker 1)
Okay, it’s gonna be a two-part question for you here, Doug. First of all, I think a lot of times people will think, I’m gonna get a coach and then everything will be fine. But man, over the last five years, you have been through some big hurdles. And if you mind, if you wouldn’t mind to share some of the big hurdles that you’ve had to address while running the company and not just shutting down.

(Speaker 2)
Yeah, you know, I remember so vividly that February when we met, just because I think every, and I say naive entrepreneur, has that vision of what that looks like. And I think you were talking about time freedom and work life balance.

(Speaker 2)
And there was kind of a real realistic, well, this is where you want to be. This is what you got to do. That spoke to me. And so I hired Clay first of March, and it was maybe 45 days later, almost April 12,

(Speaker 23)
2018.

(Speaker 2)
My oldest daughter was diagnosed with leukemia and really shut down our life. So this vision of having a team help and time freedom, I mean, we only had six weeks to start some systems and get the scoreboards, the to-do list going. But I mean, I really think that there’s something spiritual to my story and just really thankful. And it was kind of all the proof that I needed. And so that was, you know, five years ago now.

(Speaker 2)
And so that’s, you know, overcoming that. I can’t imagine, and it, you know, overcoming that. I can’t imagine. And it, you know, it’s, again, I think it’s probably spiritually led that I was able to meet Clay and have these tools in place, just to know, you know, because that’s at that point in time, you know, work is not really important, but to have, you know, the, I can be with my family and know that I’ve got tools to keep a business going.

(Speaker 3)
So, and anyways, you know, you can get past that. And just really quickly, how is she doing now? And how is your time freedom now? How’s your golf game? How’s your time vacationing with family and stuff like that? Just talk a little bit about that.

(Speaker 14)
It’s great. It’s great.

(Speaker 2)
We just won Audra, my oldest daughter. She’s awesome. She’s just starting survivorship right now. So she was seven when she was diagnosed. She’s 12 now. She’ll start heading to the Stevenson

(Speaker 2)
Center in Oklahoma City. And it’s they call it survivorship. So she’s doing awesome. Middle school golf games. Great. Just with my friends ass and a golf league. So nice feeling good.

(Speaker 3)
Yeah, that was you. I remember talking to you going, dude, you got to go play golf now. Once week, you got to go play golf.

(Speaker 1)
And have you been doing any travel with family, your wife and stuff like that?

(Speaker 2)
Yeah. Well, and just in our recent meetings and conversations, I’ve got this and I kind of just wrote it down. It’s just this unrealized time freedom. You know, it’s just I kind of pick my head up. I got four, four got four small kids.

(Speaker 2)
So with work and children, it’s hard to remember what I did yesterday. And, you know, I kind of looked it up and I’ve been gone three weeks out of the last six. Work, vacation, golf, we did the College World Series. And so that’s kind of where I’m at now is we built this organization and this great team that’s really kind of unrealized now. And so now I think moving forward, it’s, you know,

(Speaker 2)
well, how do I do this intentionally and kind of enjoy this time?

(Speaker 3)
Doug, you’re looking like you smell terrific.

(Speaker 4)
My name is Kevin Thomas and the name of our company is MultiClean. We are a commercial janitorial service and we serve the entire state of Oklahoma and Kansas and soon to be Arkansas. We have probably grown probably five times. We’ve added, I think when we first started with you we had 60 to 65 employees and now we have a

(Speaker 4)
little over 300 employees. Before we got involved with Thrive Time, we didn’t really have any systems or processes in place. I’ve probably been to, oh, in six, seven years, I’ve probably been to 12 to 13 business conferences, and amazingly, each time I go, I learn something new and I’m so excited to bring it back

(Speaker 4)
and show the team about marketing and how to implement.

(Speaker 1)
Okay, Aaron Antis, September 25th and 26th, guess who’s coming back to Tulsa? I will give you a hint. His first name is Eric and his last name is Trump. And his father is the 47th president of these United States. Yes, Eric Trump is joining us once again here September 25th and 26th in Tulsa, Oklahoma

(Speaker 1)
for the two-day interactive Thrive Time Show Business Growth Workshop. But Eric Trump is bringing friends. Yes, ladies and gentlemen, Alina Haba will be joining Eric Trump right here in Tulsa, Oklahoma. Amanda Grace will be in the place. Dr. Stella Emanuel will be here in T-Town in Tulsa, Oklahoma.

(Speaker 1)
Julie Green will be on the scene. Mel K will be here to say hey. Dave Scarlett from the His Glory team will be here. It’s going to be a blasty blast right here in Tulsa, Oklahoma If you want to start or grow a super successful company if you want to make your wallet great again Or make your wallet great for the first time if you want to learn marketing systems scaling human resources accounting social media branding search engine

(Speaker 1)
Optimization sales training financial management and more get your tickets right now at thrive timeshow.com Once again, it’s thrivetimeshow.com. A lot of people don’t know this, but the Trump Organization has thousands of employees. There’s not 50 employees. The Trump Organization, again, most people don’t know this,

(Speaker 1)
but the Trump Organization has thousands of employees. And while Donald J. Trump was the 45th president of these United States, he needed a competent man to run and execute his business plans.

(Speaker 25)
Showtime!

(Speaker 1)
So the man that runs the Trump Organization for Donald J. Trump as he was the 45th president of the United States and now the 47th president of the United States is Eric Trump. So Eric Trump is here to talk about time management, promoting from within, marketing, branding, quality control, sales systems, workflow design, workflow mapping, how to build.

(Speaker 1)
I mean, everything that you see, the Trump hotels, the Trump golf courses, all their products, the man who manages billions of dollars of real estate and thousands of employees

(Speaker 8)
is here to teach us how to do it.

(Speaker 3)
You are talking about one of the greatest brands on the planet from a business standpoint. I mean, who else has been able to create a brand like the Trump brand? I mean, look at it. And this is the man behind the business for the last, pretty much since 2015,

(Speaker 3)
he’s been the man behind it. So you’re talking, we’re into nine, going into 10 years of him running it. And we get to tap into that knowledge.

(Speaker 8)
That’s going to be amazing. Now think about this for a second.

(Speaker 7)
But Clay Clark, man, he is one character.

(Speaker 6)
That’s a good word for him, character.

(Speaker 23)
Yeah, that is it.

(Speaker 7)
Good, driven, smart. And I’ve never met a guy who was so hyper all the time. He’s doing so much good. And then I met his mother. And she just says, she just she just lets him be clay Clark. I mean, so you know, he’s endorsed by his mother. And he’s doing magnificent work. So it was great meeting you out there and all the people that he surrounds himself with. His clay Clark

(Speaker 1)
starts his days at five o’clock in the morning.

(Speaker 23)
Oh, it’s incredible.

(Speaker 24)
Yeah.

(Speaker 23)
He’s he’s like, he’s, he’s a machine. He’s a machine.

(Speaker 7)
But his, you know, I could, I have problems with my company

(Speaker 4)
at starting at nine o’clock.

(Speaker 7)
Yes. Hundreds of people showing up at 5. AM in Tulsa, Oklahoma. Man, he’s a leader of a leader. He’s a fantastic young man.

(Speaker 21)
No, he is.

(Speaker 1)
The lineup continues to grow, and this is how we do our tickets here at the Thrive Time Show. If you wanna get a VIP ticket, you can absolutely do it. It’s $500 for a VIP ticket. We’ve always done it that way.

(Speaker 1)
Now, if you wanna take a general admission ticket, It’s $250 or whatever price you want to pay. The reason why I do that and the reason why we do that is because we want to make our events affordable for everybody. I grew up without money. I totally understand what it’s like to be the tight spot. So if you want to attend, it’s $250 or whatever price you want to pay.

(Speaker 1)
That’s how I do it. It’s $500 for a VIP ticket. Now, we only have limited seating here. The most people we’ve ever had in this building was for the Jim Brewer presentation. Jim Brewer came here, the legendary comedian Jim Brewer came to Tulsa and we had 419 people that were here. 419 people.

(Speaker 1)
And I thought to myself, there’s no more room. I felt kind of bad that a couple people had VIP seats in the men’s restroom. Oh no, I’m just kidding.

(Speaker 8)
But I felt, so I thought, you know what?

(Speaker 1)
We should probably add on. Clay Clark is here somewhere. Where’s my buddy Clay?

(Speaker 22)
Hey, Clay Clark!

(Speaker 13)
Go, Clay!

(Speaker 10)
Clay’s the greatest. I met his goats today. I met his dogs. I met his chickens. I saw his compound. He’s like the greatest guy.

(Speaker 10)
I ran from his goats, Clay Clark, his entire life is marketing.

(Speaker 1)
So again, if you want to get tickets for this event, all you have to do is go to thrivetimeshow.com, go to thrivetimeshow.com. When you go to thrivetimeshow.com, you’ll go there, you’ll request a ticket, boom. Or if you want to text me, if you want a little bit faster service, you say, I want you to call me right now. Just text my number. It’s my cell phone number. My personal cell phone number. We’ll keep that private between you, between you, me, everybody. We’ll keep that private.

(Speaker 1)
And anybody, don’t share that with anybody except for everybody. That’s my private cell phone number. It’s 918-851-0102. 918-851-0102. I know we have a lot of Spanish speaking people that attend these conferences. And so to be bilingually sensitive, my cell phone number is 918-851-0102.

(Speaker 8)
That is not actually bilingual. That’s just saying Juan for a one.

(Speaker 21)
It’s not the same thing.

(Speaker 1)
I think you’re attacking me. Now let’s talk about this. Now, what kind of stuff will you learn at the Thrive Time Show Workshop? So Aaron, you’ve been to many of these over the past seven, eight years. So let’s talk about it. I’ll tee up the thing and then you tell me

(Speaker 16)
what you’re gonna learn here, okay?

(Speaker 20)
Okay.

(Speaker 8)
You’re gonna learn marketing, marketing and branding. What are we gonna learn about marketing and branding? Oh yeah, we’re gonna dive into, you know, so many people say, oh, you know, get that brand out there. It’s like, how do I actually make people know what my business is and make it a household name? You’re going to learn some intricacies of how you can do that.

(Speaker 1)
You’re going to learn sales. So many people struggle to sell something. This just in, your business will go to hell if you can’t sell. So we’re going to teach you sales. We’re going to teach you search engine optimization, how to come up top, and the search engine results. We’re going to teach you how to manage people.

(Speaker 1)
Aaron, you have managed, no exaggeration, hundreds of people throughout your career and thousands of contractors. And most people struggle with managing people.

(Speaker 2)
Why does everybody have to learn how to manage people?

(Speaker 3)
Well, because first of all, you either have great people or you have people who suck. And so it can be a challenge. You know, learning how to work with a large group of people and get everybody pulling in the same direction can be a challenge.

(Speaker 3)
But if you have the right systems, you have the right processes, and you’re really good at selecting great ones, and we have a process we teach about how to find great people, when you start with the people who have a great attitude, they’re teachable, they’re driven, all of those things,

(Speaker 3)
then you can get those people all pulling in the same direction.

(Speaker 1)
So we’re gonna teach you branding, marketing, sales, search engine optimization. We’re gonna teach you accounting. We’re gonna teach you personal finance, how to manage your finance. We’re gonna teach you time management.

(Speaker 1)
How do you manage your time? How do you get more done during a typical day? How do you build an organization if you’re not organized? How do you do organization? How do you build an org chart? Everything that you need to know to start and grow a business will be taught

(Speaker 1)
during this two-day interactive business workshop. Now let me tell you how the format is set up here. And again, folks, this is a two-day interactive 15. Think about this, folks. It’s two days. Each day, it starts at 7 AM, and it goes until 5 PM. So from 7 AM to 5 PM, two days.

(Speaker 1)
It’s a two-day interactive workshop. The way we do it is we do a 30-minute teaching session, and then we break for 15 minutes for a question and answer session. So Aaron, what kind of great stuff happens during that 15 minute question and answer session after every teaching session? I actually think it’s the best part about the workshops because here’s what happens. I’ve been to lots of these things over the years. I’ve paid

(Speaker 1)
many thousands of dollars to go to them and you go in there and they talk in vague generalities and they’re constantly upselling you for something trying to get you to buy this thing or that thing or this program or this membership. And you don’t, you leave not getting your very specific questions answered about your business or your employees or what you’re doing on your marketing. And what’s awesome about this is we literally answer

(Speaker 1)
every single question that any person asks. And it’s very specific to what your business is. And what we do is we allow you as the attendee to write your questions on the whiteboard, and then we literally, as you mentioned, we answer every single question on the whiteboard. And then we take a 15-minute break to stretch and to make it entertaining when you’re stretching. This is a true story.

(Speaker 1)
When you get up and stretch, you’ll be greeted by mariachis. There’s gonna probably be alpaca here, llamas, helicopter rides, a coffee bar, a snow cone. I mean, there’s just…

(Speaker 8)
You had a crocodile one time. That was pretty interesting.

(Speaker 3)
You know, I should write that down.

(Speaker 8)
Sorry for that one guy that we lost.

(Speaker 1)
The crocodile, we duct taped its face. So that, right, we duct taped… No, it was a baby crocodile. And we duct taped. Yeah, duct tape around the mouth so it didn’t bite anybody. But it was really cool to pass that thing around and pet it. I should do that.

(Speaker 1)
We have a small petting zoo that will be assembled. It’s going to be great. And then you’re in the company of hundreds of entrepreneurs. So there’s not a lot of people in America today. In fact, there’s country with 350 million people, that means you have less than 3% of our population

(Speaker 1)
that’s even self-employed. So you only have three out of every 100 people in America that are self-employed to begin with. And when Inc. Magazine reports that 96% of businesses fail by default, by default, you have a one out of 1,000 chance of succeeding in the game of business. But yet the average client that you and I work with, we can typically double this.

(Speaker 1)
I’m just no, no, no hyperbole, no exaggeration. I have thousands of testimonials to back this up. We have thousands of testimonials to back it up. But when you work with a home builder, when I work with a business owner, we can typically double the size of the company within 24 months. Yeah. And you say double? Yeah, there’s businesses that we have tripled. There’s businesses we’ve grown 8x.

(Speaker 1)
There’s so many examples you can see at thrivetimeshow.com. But again, this is the most interactive best business workshop on the planet. This is objectively the highest rated and most reviewed

(Speaker 3)
business workshop on the planet.

(Speaker 11)
I was looking to learn how to take my business, like they’ve said today, from being very successful to being systematic. I’ve got a very successful practice in three different cities, make good

(Speaker 7)
money, just want to take it to the next level with systems and processes to where I can drive my cars more. Paul Hood. I’ve been a CPA for 33 years.

(Speaker 1)
And what kind of growth have you and your great team had here over the past, let’s say

(Speaker 3)
five, six years?

(Speaker 6)
The last five, when I met you five years ago, we were doing 3 million.

(Speaker 11)
This year we’ll be, we’ll do 24 million.

(Speaker 1)
You say, Clay, I still, I’m not going to get a ticket unless you give me more. OK, fine. We’re going to serve you the same meal both days.

(Speaker 19)
True story.

(Speaker 1)
We cater in the food. And because I keep it simple, I literally bring in the same food both days for lunch. It’s Ted Esconzito’s, an incredible Mexican restaurant. That’s going to happen. And Jill Donovanovan our good friend who is the founder of rustic cuff she started that company in her home and now she sells

(Speaker 1)
millions of dollars of apparel and products that’s rustic cuff comments one says I want more this is not enough give me more okay I’m not gonna mention their names right now cuz I’m working on it behind the scenes here but we’ve got one guy who’s giving me a verbal to be here. And this is a guy who’s one of the wealthiest people in Oklahoma, and nobody really knows who he is because he’s built systems that are very utilitarian, that offer a lot of value. He’s made a lot of money in the, what, it’s the, it’s where you rent, it’s short, not, it’s where you’re renting storage spaces. He’s a storage space guy. He owns the, what do you call that?

(Speaker 1)
The rental, the-

(Speaker 18)
No, no, no, no, no, no, no.

(Speaker 8)
Storage space.

(Speaker 1)
Storage units. This guy owns storage units. He owns railroad cars. He owns a lot of assets that make money on a daily basis, but they’re not like customer facing. Most people don’t know who owns the mini storage facility or most people don’t know who owns the warehouse that’s passively making money. Most people don’t know who owns the railroad cars, but this guy, he’s giving

(Speaker 1)
me a verbal that he will be here and we just continue to add more and more success stories. So if you’re out there today and you want to change your life, you want to give yourself a incredible gift, you want a life changing experience, you want to learn how to start and grow a company go to thrive time show calm go there right now Drive time show calm request a ticket for the two-day interactive event

(Speaker 6)
Hey, I was going on Thomas cross and owner and founder of full package media and Dallas, Texas I’ve been a coaching client with clay Clark since the beginning of our business We started about a year ago August of last year. I had no clients, no idea what we were doing, no clue really what was going on. And now we’ve grown to where we’ve got six photographers, got office space here, I have an admin sales person that works for us full-time, developing an online system and a lot of that growth we attribute to Clay helping us and there’s

(Speaker 6)
so many things that, no, I mean his stuff is not you know revolutionary, it’s not this crazy walk on

(Speaker 3)
hot coals and all this stuff. It’s just real, real stuff. It’s gonna be a blasty blast. There’s no upsells. Aaron, I could not be more excited about this event. I think it is incredible and there’s somebody out there right now you’re watching and you’re like, but I already signed up for this incredible other program called Smoke Your Way to Thin. I think that’s gonna change your life.

(Speaker 3)
I promise you, this will be 10 times better than that.

(Speaker 17)
It’s like I picked the wrong week to quit smoking.

(Speaker 1)
Don’t do the Smoke Your Way to thin, conference. That is … I’ve tried it, don’t do it. Chain smoking is not a viable … I mean, it is life-changing.

(Speaker 16)
It is life-changing.

(Speaker 3)
If you become a chain smoker, it is life-changing. It’s not the best weight loss program, though.

(Speaker 1)
Right, not really. So if you’re looking to have life-changing results in a way that won’t cause you to have a stoma, get your tickets at thrivetimeshow.com. Again, that’s Aaron Antis. I’m Clay Clark. And reminding you and inviting you to come out to the two-day interactive Thrivetimeshow Workshop right here in Tulsa, Oklahoma. I promise you it will be a life-changing experience. We can’t wait to see you right here in Tulsa, Oklahoma.

(Speaker 1)
What kind of growth have you had since you

(Speaker 2)
and I’ve been working together over these past few years? 3.45 million. I got those stats before I got on here. So you’ve grown by 3.45 million?

(Speaker 4)
Yeah, 3,450,000.

(Speaker 1)
Would that be like if you took the combined revenue and maybe doubled it?

(Speaker 3)
Or have we gone up by a half? Or have we gone up by a half?

(Speaker 15)
Almost three, not quite.

Transcribed with Cockatoo