Living The Red Life - From Fitness to Fortune: Strategies for Scaling and Building Winning Teams

Episode Date: February 10, 2025

Tanner Chidester, a successful entrepreneur and business scaling expert, shares his valuable insights on how to effectively navigate the challenges of growth. He discusses everything from optimizing ad campaigns to balancing core and new products, offering actionable strategies to scale businesses without overloading. Tanner also emphasizes the importance of strong leadership and the right team dynamics, giving advice on how to build and manage a high-performing team that drives success.As the conversation continues, Tanner delves into his experiences with licensing, joint ventures, and pivoting into new industries. He highlights the importance of adapting to shifting business landscapes and earning customer trust, especially in the post-COVID world. With his wealth of experience, Tanner offers practical advice for entrepreneurs looking to grow, diversify their portfolios, and thrive in an ever-changing marketplace.CHAPTERS02:34 - Starting With the Right Products: How to Identify Market Demand05:29 - Scaling Through Ads: When to Optimize and When to Stop08:43 - Finding the Right Balance Between Core and New Products11:12 - The Power of Licensing: Expanding Without Extra Work14:00 - Joint Ventures: Leveraging Existing Talent for Success17:22 - The Key to Leadership: Building and Managing a Great Team19:01 - Staff Overload: Why Less Is More When Building Teams21:18 - Scaling Through Smart Hiring: Why It’s All About A-Players23:05 - Trust in Business: How to Overcome Growing Skepticism25:37 - The Changing Landscape of Coaching and Online ServicesConnect with Tanner Chidester:IG - tanner.chidesterWEBSITE - https://tannerchidester.com/Connect with Rudy Mawer:LinkedInInstagramFacebookTwitter

Leadership is the most important skill you can learn. And what that means is like, you're very good at finding talent. Like if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at anything, but you knew how to find people who were good at that, that actually would overcome your deficiencies. So I know like two people where they're like pretty useless at business. And I'm like, dude, how do you make so much money?

And then it's just because they've got a bunch of good people around them. And so if you can get better at hiring staff and finding A players, all of a sudden you notice, oh there's really not any problems in the business because you can trust that that person's gonna do a good job and that just took me years to learn. My name's Rudy Moore, host of Living the Red Light podcast. I'm here to change the way you see your life

in your earpiece every single week. If you're ready to start living the red life, ditch the blue pill, take the red pill, join me in Wonderland and change your life. What's up guys? Welcome back to another episode of Living the Red Life. Today, we're gonna talk about both of our journeys in fitness where we both started going to many, many millions,

up to a hundred staff, how we both survived this space, thrived in this space the lessons learned in the coaching space with my buddy Tanner welcome to the show thanks for having me dude so excited for you to be here because like you know out of everyone there's me and a couple of other people we're friends with that have like i think we started you know 10 years ago however long and we both in fitness and then we did well there, built a business, then got into coaching but not many people get past the 10 million mark, you know, grow big teams. So I want to dissect today for everyone listening what made us different and how we did it, right? Because a lot of people that

are on that journey that we've been through, right? And they can learn. So just if someone doesn't know, do you mind just recapping? Yeah, so quick recap about me. My name's Sarah Chisra, I grew up in a family, seven kids, so pretty big family, religious family, four sisters, two brothers. Dad was a teacher, mom stayed at home, so it wasn't a lot of money growing up. And because of that, I wanted to get rich,

you know, make a lot of money. And up until I was about 22, it was pretty much to play in the NFL. That was my dream. Like I wanted to play sports, play in the NFL. I got very into weightlifting, mostly because I got bullied as a kid. I was a little strange. And then at, you know, 22 is when that ended.

And I had a mentor who convinced me, he's like, hey, you should drop out of school and start a business. And I was like, you're crazy. And eventually I did drop out, but it took me two to three years to actually start making money. But once I started making money, it just blew up really fast because I kind of, I feel like looking back,

there's three things that really make you a different person and it's like skills, obviously, characteristics and then beliefs, right? And I think I just was doing all this work on beliefs and characteristics without knowing it. And so finally, when I got the skills, things just blew up. And in a short amount of time, like six years, we did a hundred million in sales and it was pretty crazy.

Yeah. And you know, a hundred million sales and you built teams about a hundred similar to me, right? So I want to dive into like, what were some of the biggest jumps and lessons during that journey to start? I think one lesson that I look back now and I didn't realize is I was lucky I had my brothers to start with, cause I could trust them.

And I just- And they were good in the business. Yeah, I mean, just to be frank, like at first I didn't train them very much. So I was like, figure it out. And I just would get mad and I scream at them. But that actually gave me like some latitude to grow really fast because I had reliable people. Outside of that, I think a big mistake I made when

hiring is I didn't hire them before I hired them. Meaning I didn't test people out. And I wish if I could go back, I would have tested people out. Meaning, hey, like a sales rep, I would be like, hey, here's some calls, here's a script. When you're ready, like we're going to give you a live call. If you close it, you get paid, you know? And like trying to actually test people out before you bring them on, because you bring people on and then you waste all this time and ramp up period getting them up to speed,

and then they're not even a long-term fit. And a lot of people like, like I learned from going to 110 staff, especially W2 in office, like a lot of them straight up lie on their resume too. It's not even like- Yeah, I don't know how it was for you, but I didn't really look at resumes

from the standpoint of where they go to school. It was just what experience you had. But even that, like people like, we had somewhat like people working for us where they're like, oh, produce shows at Netflix. And then four months later, I fired them because they're useless. And then you learn that they were like sweeping the floor at Netflix.

So they weren't, so they were like what they were saying they were doing. Yeah, yeah. It was like straight up like not even like elaborating. It wasn't even a little, yeah, it was just like completely bullshit. Yeah, yeah. So you do get it. Like I think it just to emphasize the point though because we've gone back to doing a lot more like hey you want to work with us, well we're going to put you through a two

week probation and test you and then make a decision. Cause I used to be more- It feels like it feels on the front end, like more work. But I think in the long run, it's actually better. Yeah. Right, because you don't waste time. Because what actually hurts the business the worst is the onboarding and the offboarding.

And the trusting of they've got that now and then you find they don't. Right, like it's just better if it takes you longer to like, and you have to work with more people up front. But then you find that like longer, I guess, person on the back end. And we've streamlined that too, for anyone listening. Like so now for most of the roles we test, we literally have like a doc that's like test one. Here's how you're going to get paid.

Here's how to do it. Here's what you've got to do. Once approved, go to test two. So it's like now we just hand them this packet. So it's like we tried to automate it. I think that was the other things I didn't have like set SOPs and KPIs when I started. So, you know, like now they can come through and it's like, right, here's the job.

Here's exactly what to do. Here's a video for everything. So if they can't follow that, you're just like, you can't work here. But in the beginning, when you're growing really fast, I think having that structure just like, it sounds nice on paper, but it's like, sometimes you don't get to build it as you're going or you build it too slow. Like, and that's just reality, though. And I also think like as entrepreneurs, it's great hiring mentors and everyone that tells

you to do this. But I think part of us entrepreneurs, we like have to get punched in the face to learn. Yeah, like ultimately, you have to go through it. Yeah, ultimately like one of the best learners is experienced. Yeah, yeah, yeah. You can like read stuff all you want, but like there's no substitute for like having a kid

and then probably reading about having a kid. It's like not anywhere near the same, you know? So probably similar. So on the journey, so like testing people better, maybe having some, you know, building out the systems process, SOPs, what about the marketing sales side? Like we both obviously have a gift for selling.

And that's why. You know, I looked out on that. I'm so glad I was good at sales and marketing because I see horror stories all the time. I mean, like people are like, oh, this person says they'll come in and run all my sales and marketing. I'm like, yeah, but like,

why would they run your business for you? Like, it doesn't make sense. Like, the one of the best benefits I ever had was door-to-door sales. Because door-to-door sales teaches you so many skills very quickly. It teaches you not to be nervous.

It teaches you to be quick on your feet. It teaches you like to just be bold and aggressive. I think because of that, that really helped me grow faster because I was able, that was like one of those things I could just tell right away, it's like, you're full of shit, you're good or you're not. And there's some positions you're not as skilled. I think being good at sales and marketing

is more important in the beginning than it is to be like product or client fulfillment, right? You can come back and get better at that, but like in the beginning, if you're not good at sales and marketing, you can't make any sales. You don't have a business, right? You don't need product, client fulfillment, right? You can come back and get better at that, but like in the beginning, if you're not good at sales and marketing, you can't make any sales. You don't have a business, right? You don't need product, client fulfillment

if you have no clients. Yeah, yeah, yeah. And it's funny you say the sales side, cause you know, I was a personal trainer for three years in a gym, and you're like, I was 17, 18, 19, 20, and like you legit had to walk up to someone like running on a treadmill and try and talk to them.

You know, and they're like. And it's like, at least for me, I don't know how it was for you, but when I did the Ordinal Cells like two months, I'm probably really nervous when I would knock on that door. Like my heart would like beat. And after two months, you're just like, whatever. Like you just get so used to like abnormal situations

that I think it just made abnormal situations are normal. So I was like, I'm not gonna to even get nervous anymore because who cares? Cause it, cause I realized it didn't really matter for the situation. Like it doesn't do anything. They are not, they don't care as much as I think they do. This isn't as big a moment as I think it is. And you're never going to see them again. Oh, and that was a big thing too.

Is you, you just realized like, I'm never going to talk to that person ever again, like literally not ever again in my entire life. And once you start to realize that, it gets a lot less scary. Yeah, so Matt, what would you say, here's a question then, cause I do see, and probably you too, we've coached a lot of people,

the entrepreneurs and CEOs that don't have the sales and marketing background, I think they struggle so much cause they don't know how to hire their agencies, do it themselves. What advice would you give to someone like that? Dude, honestly, if people are willing to do it, obviously very few people are,

but dude, going and doing door-to-door sales for like two or three months would absolutely change someone's life. I even look back to this day at the hardest thing I've ever done. And some people are like, was building a $100 million company the hardest thing? And I'm like, some people are like, you know, was building a hundred million dollar company the hardest thing?

And I'm like, I still think door to door sales was harder. Well, you're literally just walking around getting the door slammed on you. It's mentally just a beat down. And it's like, like pretend you're working out at the gym and people are yelling and screaming at you at the same time. That was kind of what it was. And so I will tell people usually like do that. If you can't do that,

the next best thing is just to get on some type of sales team and get your feet wet. But there's really nothing that's gonna be an experience in that realm because like you kind of hear what people say but there's a difference between like hearing and implementation. But like for me, door to door sales was by far what made me so successful.

Cause when I finally sold like online services I was like this guy actually wants what I'm selling yeah and that was so different for me but it was so much easier obviously and your sales experience did that help you a lot in training the sales team and oh yeah because that is like just copy me right like like a lot of the times when you're building the business to start, you're not hiring people smarter than you because you can't afford it. You're hiring people to follow you. So the better you are at the skill,

the easier it is to get results because you say, guys, this is the script, this is the cause, this is how it should sound, do it like me, right? Versus a lot of people who, like, I just don't see a lot of people very successful at business who are not good at sales or marketing because that's how the business grows in the beginning. Even like the billionaires,

when you actually learn about them, a lot of them had a sales or marketing background. Because like end of the day, it's like you have to convince a stranger that what you have is a good product. And like, I just don't understand how someone can't be good at that. Even like today, for example, we were short on staff and I had to go in and message on one

of our sub accounts and go high level. And I haven't done it in three years and I booked three calls in an hour. And our normal KPI is 0.5 per hour. So I booked six times as many calls. But it's just so natural to me because, hey, how's stuff going? Oh, good, great. What's your goal? Great. Oh, like, why is it? Why are you struggling that? Oh, have you, have you thought about getting help?

Oh, and then you just like offer help. It's not like that complex. And, and I think also like sales are marked in its core is persuasion, which you're going to use to lead your team to persuade a business partner, like understanding that psychology, it goes into everything. I mean, I like to this day, I don't know why that happened, but like, I still think like getting my feet wet in door to door sales helped me because when I got to online sales, I was so far ahead of the curve without realizing it because I had not, I did nine months and it was usually like after drive time, like it was eight hours a day, six days a week.

So that's 40 something hours a week of sales practice. It's like, it doesn't get much harder or better than that. Okay. And so let's just shift now about, you know, people are like a hundred mil, that's a lot selling, you know, online. What are some of the tactics, like the types of funnels you use and things that really worked for you?

Sure. The best thing that's ever worked for me specifically, I don't know why it's worked better for me than other people, but it's like DM ads. It's really bonkers because to this day, there's people who just have better like straight to page funnels. But like for whatever reason, they just have not converted as well for me. I don't know if it's because my VSL is not as good. It's like everyone has their thing. Like mine was always low ticket.

I've done 10s of millions. Yeah, everyone has their thing, right? And so DM ads have been great for us because when they come in, they get the link to the training and they can get their email and phone number, but then like our setters will go in and they like have a full on conversation. And if they book a call from the conversation, great.

If they book a call from the opt-in page, great. That's been good. Outside of that, we did do a lot of low ticket too, but out of all the low ticket, the thing I always hate about low ticket is like one and done sales, right? So you get 97 bucks and usually low ticket, it's like 50% liquidations what you want.

So if you spend a hundred grand, you make 50,000 upfront. The best low ticket funnel I've actually ran, I thought I was going to get massive chargebacks and disputes and so we call it forced continuity. And what we do is we sell a three dollars, two dollars, ninety five cents. So it's really three bucks. But it's so whatever. But we sell my book on the front end of the e-book. So we actually make a little money and not just like waste

twenty something dollars on shipping. And then we put them into a seven day free trial in our community. We call it forced continuity. And for whatever reason, we don't get a lot of cancellations or upset people. And so what's happened is what we've seen on average is usually for about every $10,000 we spend, we get $25 increase in MMR. And it's worked great.

And so it's kind of nice because you get those low ticket buyers, you can still ascend them, but you get them in a $97 a month continuity. And like that makes it feel more worth it to me than just like trying to like sell a low ticket buyer and then try to get them ascend because it's like sometimes that's really difficult. Yeah, we attracted over thousands of clients, tens of millions, and we got up to 7% would ascend, which was like we started, and that's like even crazy. We started at 2% and we got up to 7% would ascend, which was like, we started. And that's like even crazy. They're like, we started at 2% and we got up to 7 over the years.

Even that's like crazy to think of like how many buyers you have to go through to get them to buy. And I would say I'm one of the best in the world at that point. Right. And so and so I would say like out of the best funnels, like that got the most money, like the quickest ad to DMs was the best. Then there was probably that forced continuity funnel. And then there was like very very, it was always variations. With webinars, whoever crack that really like we did, like in the beginning, I

did automated webinar, but like, I didn't really, I don't really view that as like a legitimate webinar. It was more like a BSL. Yeah. I was, I never did like, I did, you know, a few mil with webinars, but never like 10s, I never, it's funny how everyone has their thing and I think that's important if you're listening. Don't, I think, cause at one point I became obsessed

of trying to get all of them working and making me tens of millions. And then my energy got split between trying to get a webinar, DM, low ticket, VSL. Yeah, when you actually go back to the book, I think about the most is Ready Fire and by Mike Masterson. I think the way he describes it the best is it's not necessarily you need a bunch of funnels

selling the same thing. It's like you need to have different products. And really what he talks about in that book to scale is he says you get something working and then you scale it and then you create a different variation. And sometimes it's not like a completely different product, but in his book, he talks about newsletter business. So he created a new newsletter, but it was still a newsletter.

And that's how he really scaled his company. And I think that there's a lot of wisdom in that than thinking, all right, like we got it working with a webinar. Now we got to get it working with this. It's like whatever works the best is fine. But I think ultimately when you're running to scaling issues, it's because like people are just seeing the same stuff over and over and they've decided, I'm never gonna buy that, I don't need it,

so I need something else to buy. I teach people a lot, a good way to look at it is just put in a new outfit on. You're still the same person and body, but sometimes you gotta change outfits for people to take notice. And that's the best way, because I think sometimes we try

and create a whole new person, and I've spent hundreds of thousands of dollars and months doing that. And a great way to test is just send an email. Today, I was asking my team, what else can we sell? To make more money, what else can we sell? And my team's like, well, let's, we could test out selling a done-for-you VA service.

I was like, okay, let's send an email and let's send them to a type form. And the team today is like, dude, we're getting killed with applications. I was like, cool. And if let's send the email and let's send them to a type form. And the team stays like, dude, we're getting killed with like applications. I was like, cool. And if it works, then we can scale it up. And if it doesn't, no big deal. But like, it's the same buyers that we've already had. Like it wasn't like we ran a new ad, we like, no one even knows about it right now. We just ran it to our email list. I do that. And Instagram poll too is a great way to test. Yeah. And like, there's like, I think a lot of times we just get stuck

in a rut of doing the same thing over and over. And even I found myself this year, sometimes you just get away from the basics because you've been doing it so long, right? And so you forget that the basics are what made you successful, not all this other shit. Well, and that was hard for me because when we got 200 staff, I was like changing who I was.

It's like now a CEO and I was filming my Amazon Prime show and working with these celebrities. So I, for the first time in my life, I got off my marketing call and I had a nine people marketing team doing a daily call. And that year, like our revenue dropped because I had left the marketing call, right? And now I'm back on it. And I probably will never leave it again until I'm worth like hundreds of millions. I think there's certain things,

like it's just hard to replace yourself with, unless you find a true number two, but like to get a true number two, like usually. But they might still not be good at marketing. Yeah, or you just gotta be willing to pay the hyper because I think sometimes like we're like, oh yeah, like I found this guy and he's willing to come in for like a good amount.

And like, it's a good amount, but it's not like, oh yeah, I found this guy and he's willing to come in for a good amount. And it's a good amount, but it doesn't hurt. And sometimes I think if your skills are high enough, you gotta be willing to pay that person where it's like, fuck, this kinda sucks, but it is what it is, I have to get this guy. And I make it fit too now. I do my marketing call at eight in the morning when I'm at the gym.

So I'm just on a headphone giving ideas and approvals. So it's not a chore, it's just like I have- It's a headphone, giving ideas and approvals. So it's like, it's not a chore. It's just like, it's a lot easier when you don't have to do it like that. But it's like those little ideas I do give or approvals, like create massive effects. So if you're listening, I mean, it's like, always look at what's your superpower

and how'd you create that mass effect with it. Right. Yeah, 100%. So next question for you, you know, you're testing these things now, you're constantly innovating. How as an entrepreneur do they juggle selling their core products and sticking to the foundations and knowing when to create new products?

That's a great question. I think the way you know is just like when you start having issues with scale with ads, right? Cause ultimately like if you're spending two count of ads and you're making eight, then it's like, okay, if I spend four, I'll make 16. If I make six, I'll make, yeah. And it keeps going up.

So eventually though, with ads, there comes that blocking point. And the first thing I try to do is optimize. So it's like, hey, can we look at the sales team? Can we look at the ads? Where can we optimize? But eventually you kind of see, hey, we spend about 200 grand

on this and we're going to make about eight and every time we've gone up from that, we really don't make a much more, but it's a lot more bullshit. So I think like in that. Going back and looking at like ready fire, Amy, Michael Masterson, and like some other books, that's when I should have just stopped having ego of like, Oh yeah, we can like force it and then maybe make something else. Because at the end of the day, no one really cared. Like you don't really care how you get there. having ego of like, oh yeah, we can like force it and then maybe make something else. Because at the end of the day, no one really cares.

Like you don't really care how you get there. You just want to get there. I just think the issue is a lot of people they'll lose focus too soon. Like it gets hard and so they're like, oh, I got to make something. It's like, no, like you just suck at marketing. But eventually like if you're at a high enough level, it makes sense where it's like, hey, instead of trying to keep pushing this thing, let's maybe sell something else. And that's where you can look for another opportunity. Or like even now where I've made millions of dollars,

like I've invested in other companies that I'm like, okay, like this guy's running the company. It's a different avenue. It's different leverage. It's like different, right? It's like gives me a different way to win. That's unique. And I think that's important. Well, and I want to add to that, I just had Damon John on my podcast and we were talking about licensing and he grew Fubu to hundreds of millions through licensing. So crazy. But as an entrepreneur, we don't like licensing.

Wait, so when he was licensing clothes, what does he, I don't know, he would license other stuff. So he built the clothes, but then he was like, well, I can sell shoes to all my customers, but I don't wanna learn how to sell shoes. So I'll let a licensed person. He would license it to another company.

Yeah, yeah, yeah. So but we don't think about that as entrepreneurs, right? We just try and do like hammer and nail more ads. Just like figure it all out. It's like you can create these JVs and cross that. Like in our industry, the simple version of licensing is JVs and selling additional services. Like if you sell, say you do this VA offer, right?

You could sell 200 grand of VA offers and find someone that has a 10 grand of VA agency that's awesome at hiring them and training. They're crappy at marketing. And now you basically create what is like a license. And not deal with the fulfillment. Yeah, because the fulfillment is usually the biggest nightmare with sales. actually fulfilling all the customers.

And most of us listening are marketers that were great at the selling part, and there's most people that sucky at the marketing part. We're always worried about our reputation going down through the fulfillment, not through the actual marketing. Yeah, so I think listening to like licensing in the big billion dollar brand world,

we can still do in the smaller. Yeah, I was thinking, uh, Kevin O'Leary when I hear licensing, cause that's just his game on the short. Most of the big, like you see the biggest brands like Damon, like, cause I'm partners with him now, like since partnering with him every time I talk, like I learned so much about like Disney, like Disney is like a whole empire. I'm half of its licensing. Richard Branson, I'm friendly with half of his companies. He doesn't like Virgin

Oh, yes, so yeah, cuz he has to cuz he has so many companies And I remember sitting with Richard on his island asking him about Virgin Bank and he like oh he's like I don't know Yeah, he couldn't answer like a question about a credit, you know, like some basic questions So so I think that's a great lesson too as an entrepreneur. Like it doesn't always have to be you, especially if you're good at the brand. I think like the, yeah, end of the day, like to summarize what you said, like,

and I agree with this is like leadership is the most important skill you can learn. And what that means is like, you're very good at finding talent to do stuff. Because ultimately you can't, like, if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at finding talent to do stuff. Because ultimately you can't, like if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at anything, but you knew how to find people who were good at that,

that actually would overcome your deficiencies. Like people- I know like two people where they're like pretty useless at business and I'm like, dude, how'd you make so much money? And then it's just cause they've got a bunch of good people around them. They just got a bunch of studs. And so I think like that's hard to happen over time, but I think now what I've realized is the best

skill I can learn is acquiring good team players. Because when I look at the issues we've had, it's like, oh, this guy sucked, or this guy had a problem, this girl sucked, this girl had, and it's like, who was the common denominator? Yourself, you're the one who's hiring them. So if you can get better at hiring staff and finding A players, all of a sudden you notice oh, there's really not any problems in the business because you can trust that that person's gonna do a good job and that just took me years to learn.

And I think that's so important, listening, we've both built teams to 100, which in our industry is like, we're one of the biggest really, right? There's Grant, Tony, and then probably us really. So like, because no one teaches this, me and him, we learned the hard way, right? the biggest really right there's gran tony and then probably is really so like like you know because no one teaches this me and him we learned the hard way right and we got hit in the face along the way a bunch by all the most yeah most most of the headaches i've had from business has been

from bad decisions so like if you think about like you know lose a dating example like if you think about like in a dating example like you have a high-stress girlfriend, it's the same thing. It's like your life's going to suck. If she's constantly sucking your time, like, oh, why aren't you doing this? Why aren't you doing that? You're just like, oh my gosh. It's the same thing with a teen.

But a lot of times in hindsight, at least what I thought is I was like, oh, I got to do better training. I got to do this. But it's like, yes, that's part of it. But really finding a seven and making him a 10 is way easier than getting a three and then trying to make them a seven. And even if the three is a seven, he's still just a seven. He's not that great, he's average.

And there's, yeah, there's such a big jump there. So we went from 110 staff to 70, and we run better now, we're doing more celeb partnerships, more stuff with the 70, because I just like the top people I trusted more and gave more and I just give her more stuff Yeah, like the first thing you do when you cut staff is like you go Okay, is there someone on the team who can handle this responsibility?

That's the first thing you do because like ultimately if you're cutting staff You don't want to like have to replace them unless it's like vital. Well, we didn't yet So one of my guys Luke for example, he's an old school friend of mine, actually. He now runs four departments better than like four highly paid people that were like super experienced and seasoned. Crazy. And it's one guy. It's like just like you've got to understand that as an entrepreneur, because I was wrong. And I used to think more staff equalled faster progression. Yeah, but it doesn't. And it doesn't.

It doesn't. It like comes down to how good the staff is ultimately. Yeah, that's great. So And it doesn't. It doesn't. It like comes down to how good the staff is ultimately. That's great. So last couple of questions for you. Where do you see the industry right now? Cause I know like me and most people, we grew a bunch post COVID. And I feel in the last year, everyone's like that. It stopped.

Yeah, so I think part of my success is like, I didn't realize it, but it was like right place at the right time. And I was like, I didn't realize it. Like when COVID happened, I didn't realize it but it was like right place at the right time and I was like like I didn't realize it like when COVID happened I didn't realize that that actually was a massive boost in business. I'd say now like trust is lower because online services and online coaching they've been out now so now. It's flooded right? Right so there's so many options trust is much lower so either has to be much better or people have pivoted because like ultimately I think I also want to grow and like I've just told myself like I don't want to be much better or people have pivoted. Cause like ultimately I think I also want to grow.

And like, I've just told myself, like I don't want to be six years old and like still doing coaching. Right? So it's, it's like, I think where the industry is right now is like either, A, you have to be willing to build more trust, right? And it just takes more time.

So you've got to really be on top of people's minds with your marketing, your ads, yeah, your branding. Or B, it's like moving to other industries that have higher equity and like, you know, software, like, you know, Hermosier, I saw him just recently, like he got into school with Sam Ovens. Now, when I saw school to be frank with you, I was like, this is a piece of shit. Like I honestly, to this day, I still was like, I cannot believe this got as big as it has, but like ultimately that company can probably sell for over a bill. Oh yeah.

But because it's got so many users and it's doing so much revenue. Yeah. So it's, but it's a different business model. No one's ever going to be like schools of scam. But in coaching consulting, people do it all the time. So I think in this industry, like you can learn a lot of skills. You got to build more trust with people and, or you just like be done with it, like wipe your hands clean and move on. The great thing about this industry is it's high cash flow and like cash flow you can move into

other things but I don't think it's a great equitable business. Well the good thing about this industry too is you learn the skills to go and conquer other industries where they don't. This industry you learn more skills than any other business because you have to like other businesses where there's marketing and all this stuff you're not going to learn it with a fast feedback loop that you do in this industry. This industry is crazy. Yeah like I've took all of my skills into some of the celebrity brands like industries and the like cinema tv industry and it's like no one knows what I know in those industries so it's just like it's like what this industry was 10 years ago. Yeah and so it gives you that competitive edge.

And then also I think when you take, I don't know how you wanna say it, more legit, a more seasoned industry, it's crazy, you'll just see people, they don't know how to market, they don't know anything. Because this industry, if you look at it, it's actually much higher levels of marketing and client acquisition and sales and all that.

So when you take it into a normal industry, you just stand out because it's like, dude, these people don't have any practice like with actual marketing. It's funny, yeah. So clever investor Cody was on my podcast and he said the same, he was like, one of the first in our space

to build the info products in real estate, right? And now he's doing it in like manual labor, like flooring companies. And he's like, no, it's just like play it child's play. Yeah, because he says no one's doing it in like manual labor like flooring companies and he's like no it's just like play it child's play because he says no one's doing it and you're the only option the other the other thing that makes you successful and i tell this to a lot of people is like low competition yeah like some of my best clients i look at their offers one of the clients it's like he helps people get ebt1 green cards yeah yeah like no one's doing that and like he's one of the only people

so his application is like it's 15 grand Yeah, like and as long as his ads more than like one line that most people Were like there's a girl who we're working with right now who does career Progression for like engineers. Yeah, and it's just like it's just the fact that there's no competition Which gives them there's a man massive advantage that they don't understand that they have Yeah, we see that a lot, like this client's making millions. I'm like looking at it.

I'm like, how are you making any money with this? And then, yeah. It's terrible, but it's just like, some of it is just like, how much competition there is in the marketplace. So I think that's good for listening, like the market, you know, understanding the marketplace and what I'm always saying now,

and this year especially, is like, how do you take a sidestep to the left or right? Right? Like, and looking at those opportunities. So just last question as we wrap up today, I always ask a couple of questions, like, what's the, if you could go in a teleport, you know, time machine to your younger self, what would you say to yourself?

My younger self, I just would have told him to like invest sooner. Like, and I didn't, there were two reasons. One, I didn't know this world existed. I didn't know you could pay people to learn stuff. I was like, that wasn't a thing. And number two was I told myself, oh, I can't afford it.

And as an adult, I just think that's a bullshit excuse. It's like, you do whatever you gotta do to survive, right? And so instead, if I had the mentality I have now, what would happen is I probably would have not wasted three years, I would have made a probably would have not wasted three years. I would have made a million dollars two or three years sooner. And then if you do the math on how much I made, let's say on average, I do 15 million or something.

Well, that's $30 million I lost by delaying that. And so I always tell people, just be willing to invest in yourself because that is the best investment you're going to make. And it's going to be the one you're not going to regret. You're not going to look back at your life and go, man, I wish I didn't try harder. I wish I hadn't, you know, sacrifice as much. Like you only care usually because other people talk shit.

But it's like, if you can just move that to the side and not worry, it's not that big of a deal. Like it's something you'll be proud of. Love it. And last final question. If people want to learn more from you or see what you're up to, where do they find you? Yeah, honestly, if people are listening to the podcast, they

could DM me on Tanner dot chister Rudy so that I know they came from this and they can just ask me for whatever help they want. Oh, great. And the software companies, what have you got going on right now? Because I know we Yeah, so we have elite 360.io, which is a white label go high level. So I don't I don't lie to people are trying to like, you know, make it up. But like, it's got the go high level infrastructure, but it's our own stuff

It does about six figures a month the benefit though when people work with us is they get our software I'm play our templates our services And then I have some other ones I've invested in but like nothing I'm really like pushing out I like right now nice great. Love it. Well, thanks coming on. I know a long time come in Guys, you know, obviously two of of the somewhat OGs, I feel, at this point, right? And hopefully, you learned some things from all of our, you know, experience and mistakes and hard lessons. So hopefully, you don't have to live through all of them. So that's a wrap. Keep living the red life. I'll see you guys soon. Take care. [♪ music playing [♪ [♪ music playing [♪ [♪ music playing

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