Living The Red Life - Jay Abraham Reveals His Top 3 Business Strategies for Massive Success

Episode Date: February 17, 2025

Jay Abraham is a renowned business strategist, marketing expert, and author known for his work in helping companies maximize their profitability, optimize their sales strategies, and build long-term sustainable growth. With over 40 years of experience, he has worked with thousands of businesses, including small startups and major corporations, to unlock their potential and create scalable systems.CHAPTERS 02:15 - Importance of Relationship Building in Business04:30 - The Power of Optimizing the Sales Funnel07:05 - Identifying Sunk Costs in Business Growth09:20 - Reclaiming Lost Opportunities: How to Maximize ROI12:00 - The Role of Customer Lifetime Value (LTV)14:15 - Building Long-Term Relationships for Sustainable Growth17:35 - Focusing on High-Quality Leads vs. Quantity20:10 - Mindset Shifts to Multiply Business Success23:50 - How Small Businesses Can Get Higher Multiples26:30 - Turning Lifestyle Businesses into Sellable AssetsConnect with Jay Abraham:Website: www.abraham.comTwitter: @TheJayAbrahamLinkedIn: Jay AbrahamConnect with Rudy Mawer:LinkedInInstagramFacebookTwitter

My name is Rudy Moore, host of Living the Red Life 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. Hello and welcome back to another episode of Living the Red Life.

Today, joining me is a true legend. I'm sure most of you know who this man is. In the marketing world, entrepreneur world, he's been a mentor to many and still mentors and coaches and really set a lot of the trends that we all use in day-to-day marketing now, Jay Abraham. Jay, I'm so excited to have you on finally. We made it happen and I'm excited to be here. I'm thrilled.

I am thrilled and it's a pleasure. So let's get into it. Take the gloves off and have at it. Good. Well, today we're gonna talk about marketing trends and business trends that last the test of time. A lot of things come and go, I find, especially the marketing world,

but true psychology and principles, I think, lasts for a long time. So Jay, I'd love to start with like, ah, you know, your background, how you kind of got into all this and learn all this over the years. Sure. Absolutely. And it's my it's instructional to most people because today people tend to be more like this than like that. So I got started very, very young at 18. I was married. I don't recommend it. I had two kids at 20. I don't recommend it. It's very difficult. I had the needs of somebody about 40 and nobody

cared. And the only people that would give me an opportunity were impressive but crazy entrepreneurs who wouldn't give me a salary, but it was an eat what you kill. You know, you perform, you get a piece, you don't, you don't. And they didn't care about time expended. They only cared about bottom line results, which turned out fortuitously because I always did five to 10 things concurrently because I had a lot of overhead for my age and I didn't have any really formal education. And the fortuitous part was that I never did it, wasn't intentional, just accidental, in the same industry. After about 10 industries, I realized profoundly that people in one industry do not have a clue

how other industries think, act, their strategic approaches, how they reach market, distribution channels, value creation, revenue system. And I was able to take rather simplistic, common as dirt methodologies from some of the industries I'd been in, combine them into hybrids and apply them to the industries I was in where everybody else was basically following the herd and doing the same thing the same way. And companies exploded.

We did Icy Hot earlier and it went from literally nothing to tens of millions of dollars. We did Entrepreneur Magazine and it grew, I don't know, something like it grew, I think, 900% in six months. We did almost the people with Agora started out, they were just one little company and the guy who's the partner was a met a mentee of mine We did all the financial newsletters and blew them up and then I've had influence over lots of people But when I learned that the real power was in borrowing success approaches from outside an industry

Not inside it. I started creating something I called funnel vision Which is expanding, not tunnel vision, doing everything the same way everyone else does. And I made a distinction which I think is worth sharing. It may or may not be profound, but the concept of best practices sounds really cool. I'm going to teach you a better way to do it. If I was only teaching it to you, it would truly be a great advantage, but I'm not in the market of teaching one person. I would teach everybody because that's why I'm going to make money. Well, if everyone has the same best practice, it's not an advantage.

It's a standard operating procedure. You got to find the next one. If you're lucky enough to get in it early enough for a few weeks or months, you got an advantage, but it always gets marginalized. I started basically working with clients, teaching them methodologies that I guess I would call pioneered and refined. I created the three-way to go business model, which is the ultimate application of geometry, the safest, easiest, fastest, no cost, no risk way to grow a business significantly. I created the power parthenon of geometric growth, which is how to really access a market from many vantage points.

I created the nine drivers, the strategy, preeminence, I don't know, we got 97 today. And for many years when I was about your age, we traveled the world about 90 times, 80-some to be exact, and I did very expensive trainings all over the world. We did, believe it or not, this is not arrogant, it's just clinical, we did a quarter million dollars, or billions, excuse me, a quarter billion dollars of seminars and very expensive product sales when I was about 35. I'm not now. We sold books for, we sold 72,000 copies of one book for $377. We sold $500 books. I was very active in the group training. And then as I got older, I got very frustrated and I stopped doing training, and this might

be illustrative as well, and then I'll shut up. I stopped doing it because I had 100,000 success stories from around the world. Now, that sounds pretty impressive, doesn't it? No. And there were every... Because I've helped people in 1,000 industries. That's the profoundly positive. The negative is I'd exposed millions of people

to the methodology and the majority of them treated it interesting, but it was intellectual entertainment. And when I realized that I was more intellectual entertainment than action catalytic, that I wasn't really moving people to take action, my ego didn't need to be on a stage. So I stopped fundamentally doing it. And then I started working privately with

companies that like 10 to 125 million. They're entrepreneurial, they still have control. They're not too big where they have too much political. They have enough assets and resources to leverage their revenue system, which are all the interrelated components that drive it, are very rarely even close to optimized, and they're right for huge impact. And that's what I do mostly today. I still do, you know, if somebody like yourself invites me, and I have a chance to, you know, to share a perspective that might be different, original, maybe a little higher level than many people. I'm eager to share it because I believe in entrepreneurship. By the way, this will be funny for you and your people. I was involved with Entrepreneur Magazine

when it started and this is a long time ago. Nobody even knew what the word meant. We had to send out huge envelopes. This was before digital, huge envelopes, so we could put the Webster's Dictionary, not just the definition, but the phonetic pronunciation, because people couldn't even pronounce the word. That's how far back I go. But now everybody's an entrepreneur. But when I started, people would say, what does that mean?

How do you pronounce it? And it's pretty profound. But yeah, I've been involved on a worldwide basis with over 1,000 industries, not companies. I've had the privilege of both advising, mentoring, and being advised and mentoring by some of the top, I guess you'd call them iconic people and companies, of significance. We talked about it. I still

mentor Damon Ja, and I have a relationship with Tony Robbins. I've held 300 of the top experts in the world, everything from the senior authority in the world on Six Sigma, the world authority on Theory of Constra constraint, Brian Tracy. I mean, everybody has indirectly, I guess, been someone I've had influence on as I was going through my career. I'm not active a lot in group stuff anymore. We still have some programs, but mostly I do either mentoring, which is very expensive, or I do private clients where I get a pretty nice retainer and I get a share of the upside. That's probably more than you want to know.

We've got a lot of books we don't sell. We've got all kinds of things I created when I was prolific. Yeah, yeah. It's great to hear the journey. One thing that even I picked up on as you were explaining it all is a lot of it's built around models, right? I mentioned that to you offline about, I think, these trends come love marketing is if you can do that, you can stay in the game for a very long time. And I see a lot of people coming in and out of the game, even in the 14 years I've been doing it.

So I want to just lead in with that question. I think that's why I love marketing is if you can do that, you can stay in the game for a very long time. And I see a lot of people coming in and out of the game, even in the 14 years I've been doing it. So I want to just lead in with that question. You can stay in the game for a very long time. And I see a lot of people come in and out of the game, even in the 14 years I've been doing it. So I want to just lead in with that question. A lot of the people listening are business owners in that zero to $10 million range. And a lot of them don't.

How do they get started? Do they learn marketing themselves? Do they hire for it? How do they start to understand this stuff? Well, the way I used to teach it was to give fundamentals. And I'll give you a short course primer today, and then I'll tell you what I think is mission critical to everybody. So as I've said, I've got, oh, I didn't say this, I have 97 proprietary methodologies

we've created now for producing exponential. I'm more focused on bottom line than top. Everyone wants a 10x moonshot, but they're talking about top line. And that's much more risky, it's much more expensive, it's much more time consuming. And if you mis-execute, it's dangerous and you have to fund it. You can get a 10X moonshot bottom line just by demanding and commanding a lot more yield out of all the interrelated activities that drive a revenue system, including how you position yourself, obviously.

The thing that I would say is when I started, I would teach the following. First thing I would show people was that there's three ways to grow a business. There's three basic, three advanced. You increase the number of buyers, prospects or buyers. You increase the size of the transaction and thus the profit every time ethically. You increase the frequency, meaning what else you can sell them or the utility. what else would complement what you sell them if you've either sold them all you have or they're not buying all you have.

You optimize those factors. If you do that, a mere 10% across the board increase produces 33 and a third percent more volume. I'll be happy to give you, put on your website diagrams. You double those numbers across three parts. You're working on geometry. It can be an 800% increase in your business. I always started with that because it costs nothing.

And most companies don't optimize any of those three. We have something like 30 different ways to get more, I mean, generic ways that can be adapted to different scenarios to get more prospects that convert to clients because certain businesses sell direct, certain ones sell at entry levels, certain ones don't sell anything for many stages. We have many ways to do all the others. Those are the first three ways. The advanced three ways, because it's very fascinating, are you penetrate a new market or niche every year, you add a new product or service every year. And I'll give you why you want to add a new product or service.

And that is because it gives you three advantages. If it's a low-cost product, then it's easy to start a relationship if your main product or service is expensive. It's greatly generating or self-liquidating. If you add it to your normal offer, it could double not your revenue but your profit. If it's expensive and you add it at the end, you could literally double or triple your lifetime value, the value at which gives you a lot more competitive advantage because you have a lot more allowable cost. You can invest to bring somebody in the first place, whether it's a lead or a buyer. You also have stuff you can take to other people to partner with,

whether it's a bonus you give them, whether it's an entry level that you give them all the money, and you can do a lot of things that are cool with that. The last is you acquire a business, a database, a URL, a discussion group, a podcast that has an audience that is the perfect target for you. If you do all these things concurrently and you make the acquisition performance-based, meaning you're never risking much of any capital and the investment is almost non-existent and the risk is it's-existent and the risk is it's only upside it gets very very powerful so we would teach that first

then we would teach the next is what everything I do is about either geometry or quantum physics it's very it everyone thinks of me as a mad scientist and a nonlinear thinker but I'm very I believe clinically speaking very super super logical. The next we would teach them was what we call the power of parthenon. Most people have one primary source where they generate all their business.

And nothing wrong with that, except if anything goes wrong with it, they're in trouble. And anything can go wrong. You could have a COVID where no longer can you do live events, no longer can you do restaurants, seminars, or no longer can you call on somebody at their office and you got a lot of limitations, or they change the algorithm.

We always try to get our clients, our private clients, to build what we call nine pillars. If the main one has been 100% and you add eight more, then each add 10 or 15%, it accomplishes a bunch of different advantages. One is all those incremental ones are just multiplying geometrically, so they could double or redouble your business very safely.

Each one can be a profit center if you do it right. The second is that you only reach a certain segment of your market with whatever your main approach is. There are all kinds of other ways to niche access. The third is there are many people who are intrigued by your value prop, but not ready, they're not pushed over the line to commit. When you have many access vehicles, it keeps moving people along. And one of the access vehicles we always recommend, and I am known for this because we've done

billions of dollars, is I'm probably just clinically one of the world authorities on strategic alliances, joint ventures, power partnering, endorsement, joint venture, co-branding, recommended provider status. But the next thing we always taught people, and this is very important, and it's always working on the leverage in a business, the upside leverage. And we always looked at it the way somebody would cholesterol. Anybody that knows about cholesterol, there's two kinds. If you have too much of the bad, you're dead. If you have too much of the bad, you're dead. If you have a lot of the good, it negates it. We think there's two kinds

of leverage, the kind where you're stuck with financial obligation and if anything goes wrong, if you don't get the cash flow or the asset doesn't appreciate it, it's not liquid, you're screwed. We only want positive leverage. So we taught people what's called the nine drivers. The nine drivers are the biggest leverage points that anybody has in their business that they can move very easily and very a small shift is going to give a huge outcome. You change your strategy, you change your results. Most SMBs are not at all. Their strategy is to be tactical. You change your business model, you change your result. You change your marketing, you change your result.

You change your distribution channels, you change your result. You change how you use money, you change your result. You move fixed to variable, you change your result. You change your processes, your systems, your procedures, you change your results. You start using other people's access and assets, which is endorsements, joint ventures,

you call it affiliates, I go to a much deeper level. You change your results. You change your ideology, your belief system, you change your results. I go on and on, but we just work through all those and those things I just gave you are universal. They're not gonna change no matter whether you're delivering it on

Facebook or TikTok or direct mail or face-to-face. They're all key elements and I can get very deep, but those are fundamentals if that makes sense. Yeah, I love all that and I think the part I love the most is where you started and you just break down these simple, you know, systems to add more revenue, right? And I teach a lot because I learned luckily on lifetime value and most people in our industry don't understand lifetime value. We really don't. Yeah. Well, to give you an example, I was just talking to you about a very expensive program I do.

It's $25,000 and I'm willing to give away or invest half of it to somebody that's got the right audience Because I want the back end because every time I do one is very intellectually stimulating But I pick up five hundred thousand dollars of retainers on the back end, but most people It's very interesting. It's I'll tell you a fascinating insight You're not asking this but it's it's pretty profound when I started and I was young I had the distinction of being known as as literally a marketing genius and for the time in the genre I was I was way ahead of everybody But after a while I realized that as powerful as marketing and advertising is as a driver of New business it is a constantly diminishing resource.

And that if you can currently have a world-class strategy in place that is superior to your competition, if you have a better business model that is much more advantageous in bringing the people in and keeping them, if you have far better marketing that articulates value, benefit, et cetera, and you do it from many vantage points. If you have a better distribution system, which is more sources, more partners.

If you have joint ventures all over, if you have not just a...a lot of people don't understand this. A competitive... excuse me, a USP, I was teaching USP when nobody knew what it was and I'm dating myself again. Unique selling proposition. It's a cool concept, but unique doesn't mean compelling. So I could have a unique, I could say,

hey, you're gonna talk to me personally. And that's great if you see value in it, but just talking to me personally is, you know, it's unique, but it's not self-evident in the value. You can have a competitive advantage, but that competitive advantage isn't necessarily going to be the superior one. It may only appeal to a little niche.

You can have a preemptive advantage. That's better. You can have a monopolistic advantage. But if you get a game-changingive advantage, that's better. You can have a monopolistic advantage, but if you get a game-changing exponential advantage instead of having a niche or a limited value, you own and control the whole market. So I think everything I do is about leveraging everything. We introduced what's called revenue system optimization many, many decades ago, and it basically says you look at your revenue system, which most people don't. Most people have three or four KPIs that they assess, and that's fine, but there are probably

three to five or 10 times as many OPIs, overlooked performance indicators that are the interconnections that can be identified and enhanced. Starts with who you're targeting, how you're trying to reach them, what your proposition is, what you're trying to get them to do to start the relationship, what you do at the point of impact, what you do in the follow-up, and all kinds of variabilities. I also am a monster of what's called sunk cost reclamation. That means, and I'll give you a great example, I have a big funnel building client, which is ironic, in India, and I'm not a digital marketer at all, and they're really proud

of the fact that they're doing a certain amount of millions of dollars, but when you get into the data, they're converting 1%. They're expensive enough that the 1% is good. And I said, you're spending, let's call it a million dollars. You're wasting $999,000 to make money. Why don't you find better ways to optimize that sunk cost? There's sunk cost in leads that don't convert. There's sunk cost in people that buy one time and don't buy everything.

There's sunk cost in people that buy everything and you have nothing else to sell. There's sunk cost in distribution channels you only use for one thing. There's sunk cost in variability that you have with salespeople. Some do well, some do okay, some don't, and figuring out how to improve all of them. And I'm a fanatic about things that are so powerful, but so almost forest for the trees. Yeah. Yeah, I think a few things fascinating there. So first one, lost opportunity, right?

Like the 99%. Like, so I think as marketers, we became so focused on the front end and the new customer, right? And I even see it with our sales team, like we have a sales team of 20, and we have systems in place to follow up with pending leads and leads that are lost. And we actually have a whole separate team now that does that because we're so good at lead generation and because I'm a marketer, we get 150 to 200 new sales calls a day on the calendar, which is very rare in our industry. It's impressive. It's very impressive.

Yeah. But because of that, they are just like, oh, what sales can I make today? Are the leads pending? I'll circle back up with a couple of the hot ones, but the rest are gone, right? And I think as an entrepreneur, we fall into that habit too. So I had to build like a whole separate team eventually to just work on that backend,

because it was lost revenue. So, you know, I think there's just so much missing for these business owners that they're so focused on day one and they don't understand LTV and all the missed opportunity there. And that's why what you're teaching here is so powerful. Yeah. I mean, there's a very interesting concept. We have a, I've got a lot of very sophisticated stuff that I teach in the rare occasions that I do a keynote. And one of them we did a couple of months ago was called Multiplying Your Multiple.

It was a thesis for people who, most people don't understand, a lot of the small entrepreneurs are playing a lifestyle game, and there's nothing wrong with that, and it's admirable, because they can make a very nice living, but the same effort with a different mindset

could be creating an asset that is worth multiples upon multiples of what you're making today. And we created a thesis that explained that most people, if they have a sellable asset, this little esoteric, but it's sort of fascinating. If you have a sellable asset, you know, there's a, usually there's a multiple that you can sell it for. Yep. You know, there's a, usually there's a multiple that you can sell it for. Yep. Most people think that there's a lot in their business that is out of their control. That's not true. There's a lot more you have control over.

So we try to show that the reason you can get an outsized multiple, many times more for your business in an industry than others, there's a couple of denominators. If your growth weight is much higher, if your profit level is much higher, if you have a competitive and a defendable advantage, and most people think that has to be a patent or exclusivity, it doesn't. If you have three times the lifetime value that your competitors and they don't even know it, you have the ability to invest, not spend.

Nothing is a spend. Everything you do is an investment. You may be accepting a pathetic return on it, but it is an investment. You have the ability, if you have a much, much greater lifetime value, you can invest a lot more on the front end than your competitor, and that is a competitive advantage. Yeah. and that is a competitive advantage. Yeah, and I really, this is what actually helped me go past 10 million. So, you know, I had had a few businesses stuck at a few million and I was really good at generating the customer. And then I learned lifetime value from actually a big software guy that sold his company for 300 mil from Silicon Valley,

because there's a SaaS that's so obsessed with LTV, right? Yep. And it really changed it for me and I quickly grew my company to about 30 million in sales in two, three years. Incredible. Congratulations. And we became obsessed tracking it and we found that once we had a customer on a low ticket, so $100 come in the front door, by 30 days from everything we were doing, we were able to get that customer worth $517. And then you that number, it just changes the acquisition game too. And now,

actually at Traffic and Conversion, you know, before they should close it all down and whatever, I did a keynote there and I actually saw this on stage and everyone in the room was like so blown away and it's just funny because in normal business, it's like such a basic thing, right? Like you can't almost have a business without it, but in the entrepreneur world, it's not even kind of known. There is a, years ago I was helping a bunch of people who were big, uh, information marketers and we had a mastermind that I, I did for them.

And now a guy who was very prominent today, we use his name in, uh, YouTube marketing was there and he was, he was very proud cause he was spending, uh, I think a hundred grand a month and he was bringing in 800. And I said, why are you only spending 100? He goes, what do you mean? I said, well, if you spend 200, even if it was not symmetrical, if you got half that, your margins are so good. And the logic that people have is so illogical. And that doesn't even count if you add one more. illogical. That doesn't even count if you add one more. It's interesting. Most people don't come close to optimizing, monetizing, and really building the kind of value and income that a business has the ability to deliver to them. It's really sad.

Well, most entrepreneurs, I think, because I've been in this industry, you know, obviously not as long as you, but most never get past 10 million. Like when I think about how many entrepreneurs I know, and a lot of it, I think also is, you know, I grew my company to 110 employees, and what you do as a CEO with the team and ops and HR and legal is,

is while it's like, you're totally different, right? But most of them, they just don't, they get into entrepreneurship, make a million or a few million, and then it becomes a lifestyle business. And then that big jump to being a real CEO and dealing with law, HR lawsuits and all that and ops and systems and KPIs. So I think one of my final questions, because you've seen way more than I have on that full spectrum, right?

Beginner entrepreneur, is what are some tips of people listening in that few million mark, trying to go to that 10, 20 million and beyond? Well, I'll start with the biggest mistake a lifestyle entrepreneur makes. When he or she starts, so let's say you come from a limited income world, whether it's you had a salary, let's say you were making 70 grand and all of a sudden you get into your own lifestyle business and you're making two or three or 400,000. First thing most people do is indulge their material ego. They buy a Mercedes

or they do something, they go and they buy their Rolex or whatever. And the smartest thing to do is reinvest in the business at that level. Or reinvest in assets that'll work for you, but not to indulge yourself at that level. So reinvestment is something a lot of people don't do. The second is a lot of people don't understand that a superstar will outperform, I don't know what the right word is, not a mediocre, but an average person by orders of magnitude. There's a very famous quote that I learned years ago. You hire the best and you cry only once when you have to agree to pay them

because they're worth so much more. So most of them don't bring people in that are better than they are in what they do. They bring people who are basically affordable and superficial. Sometimes people make a different mistake. They're five million and they want to grow to 20, so they'll bring somebody that ran a 20 million dollar company or was an instrumental, but they don't check to see if that

person actually grew it from five to 20. Bigger difference. And they thought and they're fresh as a maze and then they was a mess. And they can bury you. They can bury you. Another thing that's a mistake is letting your ego indulge you. If you're working from a very modest facility, many people, when they start making a relatively significant amount of money to what they're used to get a very nice facility, or they expand too fast, too much growth is just as bad as bad growth. You want quality over quantity always.

You don't wanna compromise the integrity of what you stand for because if you have great, great, great integrity and an ethos that stands out to the audience you're dealing with, there's a great quote. You can lose your money, but if you keep your integrity, someone will always back you. If you keep your money and you sell out your integrity,

you'll never get your integrity back. So it's just understanding what really is relevant if you wanna play a long-term game. The problem I see with most lifestyle entrepreneurs is they think they are running a business and what they are really doing is a promotion. It's an elongated promotion and when it starts petering out they got a scurry for the next one and it's not really anything sustainable. That's why I said strategy, business model, all that is far more enduring.

And then if you have great marketing and advertising and salespeople, that's great. But if you're not playing a long-term game, then you are a promoter by the sheer nature of the opposite. I think that's it. The third is you've got to reverse engineer where you want to go. There's a terribly sad piece of research.

95% of all entrepreneurs never reach their goal. And the reason is they don't really have concrete reverse engineered very, very, very highly correlated goals that are performance-based to different activities occurring. They just have big macro aspirations. I want to make a million dollars this year. I want to be able to sell for 15. If tomorrow morning, if you're here and you want to be here and you don't have a very well-reverse engineered strategy of how you're going to get there, and you don't have contingent plans in place, and

you don't monitor how media performs, how salespeople perform, how clients perform, and you don't have ability to compensate when anything is negative. And you also have the ability to adjust upward if things exceed your, you're never going to get where you want. So, I mean, there's things like that are things that really are fascinating and concern to me about entrepreneurs that are small medium. Yeah, I love that. And a lot of good tips, a lot of things I fell into and experienced in my journey, you know, over the last few years. I love all of those. And, you know, over the last few years. So I love all of those. Um, and I, you know, we could keep going for hours, but, uh, we're, we're at the time now, so I'm sure we'll reconvene and maybe doing another one down the line,

or we'll love to get you to one of our events or something soon, but Jay, just a couple of questions, um, yeah, like I introduced you, you're a legend in this industry and, and said a lot of the trends that newer, maybe newer, younger marketers have learned from. So firstly, thank you for that and adding so much to this industry. Secondly, if people are listening and they got a wealth of knowledge already, a fire hose today, how can they learn some of these models or see where you're speaking next and learn more about you. It's, I mean, you can go to our website.

It's Abraham.com and it's old school. I'm not trying to impress people with my, you know, my, the skin on that, but we give away a lot of things. If they're large enough, they can connect with me, right, at my, they can go to Jay at Abraham.com and, but only if they're large and I can explore the business with it. But we get a lot of nice things, and frankly, everybody knocks me off.

So you brought my name in a search engine and find all my expensive stuff that somebody has appropriated, pirated, resold cheap, and it's bloody out there. And I would imagine there's a ton of stuff on YouTube as well. So I'm not hard to find, I don't think. I haven't paid attention, because that's not what I do anymore.

But I got a lot out there. And I can give you some stuff that you can put on your website. Don't have to give me the name to contribute to people, if you want. I've got to... We've got enormous stuff. I will tell you about something interesting that I should have sent you. We've been working for a year on an AI clone. We've put 250 million words in it so far.

We're going to put another 250 million words of consoles and hot seats in it in the next month. And it's designed to be the equivalent of me to people that can never afford me. And it's, instead of spending a fortune and having two hours a month, it's something that you could have 24-7 as your masterful thinking partner, your advisor for life.

And I'm gonna want groups to try it out, so maybe there's a way that we can let people use it, and if it works, do something together, because it's really, it's designed to be it out. So maybe there's a way that we can let people use it and if it works, do something together because it's really, it's designed to be really interesting. I'll send it to you. That's interesting to me and that's my technological interest is to take my outrageously expansive body of work and turn it into something that will transcend me

and it's very interesting what you can do. We've been using the top company and it's really interesting to see what kind of intelligence you can give to something. If you put years and years of very unique perspective, it's humbling and it's really impressive. Yeah, it's kind of fascinating. I mean, we, on a more basic level, created a clone of me that my team use and some of just how I write low ticket landing pages and stuff they use for baseline bits and we've done some stuff with Damon as well on like the video side trading AI video avatars and I actually last year one of my I did an AI program teaching it and we then

wrote it out in Spanish and we did like two million dollars and like we had about 150,000 people register for like a few, but it was all translated in Spanish through AI. That's cool. So I did it because I got a couple of friends that I'll give it to you offline. I don't want to tell everyone how to get it yet because it's not ready. But last weekend I was somewhere and I wanted them to test it. So they did it. it was an Indian group. There was a

Brazilian group and there was a Hispanic group besides The person that I went to spend time with so they did it in English Way, they did it in Portuguese. They did it in Hindu or Hindi and they did it in in Spanish So it's really interesting when you have that. It's scary humbling when you see what somebody can do with AI. And there's a negative side, but when I ask this questions that are very deep, I go, crap, I don't know that I would answer it that well. And it's not, I tend to be ADD,

so I can go tangential. You know, the AI clones go right to the point. And in their program, so if you ask it an inappropriate question, it won't answer. If you ask about like, I want to have an affair, and then my wife doesn't know, give me 10 ways to do it, it'll say, that's not what I want to be. If you ask for something that's, you know, I want to rob a bank, it won't tell you how to do it, it'll say, that's not what I want to be. If you ask for something that's, you know, I want to rob a bank.

It won't tell you how to do it. It's very interesting how they can program all those instances in. It's really amazing. Yeah. I think it's the future and it's, uh, but it's really cool to do stuff like you're doing, like expanding on your knowledge and making it accessible to more people. Right? Like we, we went through books and courses.

I think this is the modern day iteration where it's a little more hands on and actionable. And that comes back to what you said you used to teach and you found that a lot of people would listen and not implement. Well, at least this kind of helps them implement your knowledge in a way. So that's very interesting because you need, you need their email to set it up, but as long as they identify you, it learns about you. It's really fascinating. It just keeps getting better and better for each person, which it's shocking but fascinating.

Yeah, love it. Well, maybe we'll do another episode about how we use an AI one day. Because I want to hear how you expand on it too. And yet it's early days, but it's like already getting crazy, I feel. It really is. Yes, I agree. Well, thank you so much. We're going to put your website and everything in the show notes too. Most people probably already follow you, but obviously, if you're listening, you don't for some crazy reason go

everything you go find from Jay because it's how me and people smarter than me and the people I learn from that you know they learn from Jay it's really crazy. Fred, thank you. I appreciate you. You're a very interesting person. I really enjoyed this. I hope it has value to people.

Yes, of course. I'm sure it will. Guys, that's a wrap of this episode. Until next time, keep living the red life and I'll see you guys soon. Take care. END