Breaking the Growth Ceiling | Systems for Coaching Business Revenue Strategy

speaker-1: Mike, we doing, sir? You're on mute.

speaker-0: There we go.

speaker-1: Yeah!

speaker-0: You

speaker-1: As you lay been.

speaker-0: Good. The exception of Monday morning, I didn't have my tech. Other than that, I'm good.

speaker-1: ⁓ yeah? Agreed.

speaker-0: Yeah. Do you have asthma?

speaker-1: Nope, my brother used to, but not me. Luckily. Apparently. I don't know how that works,

speaker-0: Some people grow out of it.

speaker-1: Yeah. There, I think statistically in rural Indiana, asthma tends to be pretty high. And that has a lot to do with the, dust and the chemicals that they're spraying and that kind of stuff. But somehow I avoided it. had an uncle that had really bad, it wasn't really asthma, but it was like, Later on in years, he had to have like this thing where he had to like inhale the medications from this device because his lungs were so screwed up. Yeah.

speaker-0: The problem is we have handheld rescue inhalers. We've got our asthma medication, our COPD medication. Sometimes for me, they mix them together because mine wasn't controlled. And so that made a difference, but they are extremely expensive. And then you also get a machine that you can put a mask on and breathe for 20 minutes, whatever it is. But you're in such a state of bite or flight because you can't breathe. You can't sit still. So it's one thing I always wanted to develop is to have a portable asthma mask to where you could have it on your head, walking around, your hands are free. You can talk, but you can move, can be in motion and have that treatment coming into your body. That was so.

speaker-1: and not look, you know, crazed, half crazed.

speaker-0: No, the albuterol in the one treatment with the machine makes you jittery and kind of jazzes you up. Break all that makeup up. So as you're walking around, you look crazy because you're trying to figure out how to breathe.

speaker-1: I guess either way you look at it, yeah.

speaker-0: Yeah. ⁓

speaker-1: All right. Well, Mike, this is Simone. don't know if you guys have met yet,

speaker-0: How you doing?

speaker-2: How about you?

speaker-0: Okay.

speaker-1: Simone's in DC. She's my partner in crime for the podcast here.

speaker-0: ⁓ nice. Partners are always good. We achieve more with multiple heads than we do with one.

speaker-2: That is so true.

speaker-1: Mm-hmm

speaker-2: Yeah.

speaker-1: Okay. Did you get the briefing document? Like, did you get the briefing document?

speaker-0: Pardon me. I I filled it out.

speaker-1: No, no, no. There's a document that I sent out an email. I sent it out this morning. It's just a kind of gives you a breakdown of what the episode is going to be like today. I don't know if you got a hold of that or not. Okay.

speaker-0: I didn't see it. meetings back to back

speaker-1: Okay, yeah. Normally I try to get that out a day in advance, but ⁓ I was ⁓ slacking on that, so apologize. But basically we're just going to, know, your, the key topic, key point that you brought up or that you wanted to make was work on building your business first because clarity is the real engine of growth. That's what I have down here. And we're going to, okay. So we're going to kind of revolve the conversation around that. We're going to start off with a, a cold opener, I'm going to give an intro to you based on some research I did and what you submitted. And then we'll get into the questions. pretty much the first segment we're going to do to take about, if we go by the timeline here, it should be about

speaker-0: Yeah.

speaker-1: 16 minutes or so, but it'll be on what founders get wrong and what they get wrong about running a business, about what they need to have, what they need to focus on. And then for the second segment, we'll look at ⁓ the framework or your approach to

speaker-0: What founders what? Okay.

speaker-1: to helping businesses. And then for the third segment, we'll do what's called the multiplier effect. basically, once everything is going smoothly and that kind of stuff, what can they expect and that kind of thing?

speaker-0: Yeah. And you do understand that I'm coach coaches. So I'm speaking and speaking of coaches.

speaker-1: Which is fine, yeah. And then ⁓ the we're going to I have it down here to do what I call our rapid clarity round. You know, like for example, what's the one question every coach should be asking themselves about their business this month and just kind of give them a, you know, chunky takeaway, you know that they can have afterwards. Then we'll close it out and get the CTA go to your website and that'll be it.

speaker-0: Okay.

speaker-1: Right, By the way, Simone, Mike has been in radio. So Simone also has been in radio. Nice.

speaker-0: Dead air live shows. ⁓ Did you have a show or were you a jock or would you do?

speaker-2: Lee I ran a gospel radio station on the Internet and somebody actually like scheduling it all out and all that stuff for me. But yeah, we ran that station for several years. I did a podcast.

speaker-0: Do it. Well, I had momentum with Mike Shue Saturdays and I had about 2000 listeners an hour. What the Nielsen rating said, you know, say they do it by the quarter, like six 40 a quarter, because somebody could always change the channel. So about 2000 an hour per the Nielsen ratings. And I just got to a point where it's like every Saturday, a live show and you got to have a guest and. Are we on the same page? And I would go research her background and do an agenda and then I would send it to them. And then some of them wouldn't even look at it. They would just show up. And there was one guy that showed up that he was ⁓ working for a windows and doors company, but they didn't pay for it. He was a mortgage broker. So I based it on that. And he wanted to do ⁓ the, ⁓ you know, the cabinet building or the hurricane windows, whatever the floors and doors. So, you know, you get those kinks, you know?

speaker-2: We have to pivot live on air.

speaker-0: ⁓ yeah, that's like you got the programming director sitting there with you. That's always fun.

speaker-1: Give me a thumbs up.

speaker-0: the ⁓

speaker-2: Okay.

speaker-1: It's crazy.

speaker-0: The only way I'll do it again is if I get paid. I mean, I got paid, but not what I wanted to get paid.

speaker-2: and Any of that?

speaker-1: Okay.

speaker-2: All right, ready to go live?

speaker-1: Ready? ⁓

speaker-0: Hmm.

speaker-1: You

speaker-2: All right, here we go. Today on the Growth Ceiling podcast, build the business first. Clarity is the real engine of growth. Our guest today is Mike Shue, and he's going to talk to us about that. So Nate, go ahead, take it away.

speaker-1: Yeah, so there's a moment in almost every coaching business where the founder convinces themselves that they have a marketing problem. Actually, that sounds common in lots of different types of businesses, but anyway, ⁓ so they hire a copywriter, they rebuild their funnel, they run more ads, they post more content, and six months later, the revenue looks the same. So the story they keep telling themselves is that the marketing isn't working yet. But the truth, I think, is somewhat harder. The marketing is doing exactly what it should do. It's just being asked to compensate for a business that was never actually ⁓ properly designed. So today we're talking, like ⁓ Simone said, talking with Mike Xu about why clarity, not campaigns, is the real engine of growth. So Mike has spent the better part of two decades sitting in the seat almost no one wants to sit in. The seat where you tell a coach or any small business owner really, ⁓ That the problem isn't their messaging, their offer or their ad spend, it's the structure of the business they thought they had already built. So 16 plus years as a professional coach, 25 in management before that, advising everything from solo operators to companies with 500 employees across the US and Canada. He's a certified profit acceleration expert and the developer behind Profit Path Coach. He hosts Momentum with Mike or he did host Momentum with ⁓ Mike Shue on WPSL and he's been featured in Small Business Breakthroughs magazine. And what I find most useful about Mike's vantage point is that he's seen what actually moves a business forward and what ends up being just like, you know, motion side to side maybe. All right, so Mike, after all... the coaches that you've worked with across all those different positions that you've been in. ⁓ What's the pattern that you keep seeing that most of them never really figure out her name?

speaker-0: Well, as a serial entrepreneur, is the coaching business is my eighth business. ⁓ When I look at coaches, a lot of them have the skill and the expertise, but the first thing that they have to do is you have to write your strategic plan. You have to get your branding right. You have to get the clarity, you knowing your customer down to their shoe size. All of those things are important. So first you have to set your coaching business up. can't be in a hurry to go out and get clients in five minutes. Let's clarify what we're doing. Who is our target market? If we can support everybody, then we support no one. So we have to understand our ICP. ⁓ We have to ⁓ understand what it is that we bring to the table. So I would suggest a SWOT, Strength, Weaknesses, Opportunities, and Threats. A lot of times the opportunities will show you things that you may not be aware of, like for me, Notary came up, so I did Notary, Business Broker came up, I didn't do that because it's very regulated in Florida. But working through those frameworks helps you then craft ⁓ a clear message on who you wanna speak to and what you wanna speak to them about. So we have to set your business up first and then we move into phase two. So I'll let it go back to you guys, if we have any questions or follow ups on that.

speaker-1: Well, okay. most, most coaches and you can, you know, correct me on this, but, um, most coaches who hit that revenue plateau tend to think that the answer is revolves around their marketing. So what you've just described sounds to me like sort of like the fundamentals of marketing and, um, getting your ICP set up, figuring out who you're going after, where they spend their time, what you're going to say to them, that kind of thing. Right. What are you actually finding when you go looking for the real problem? it so not so much that is it something else? Like what is what is the real problem there?

speaker-0: We have to have systems in place to run your business. So now that we've set it up, we've got, we've actually got a business, we've got a plan, we know what we're going to do, who we're going to target, what kind of coach we're going to be. Are you a business coach? Are you a management consultant? Are you a business architect? ⁓ What are you specifically? Revenue generator, revenue, furniture, whatever it is. So once we do that, then you need a platform. You need to be able to have something that's gonna generate leads, ⁓ lead funnels, a good branded website. You're gonna need all the bells and whistles as far as having a portal that comes back and forth so you keep track of what you're doing. Also with group coaching, there's a lot of money to be made in group coaching, but you have to first build a business and then we move into getting a coaching platform. And so then a lot of coaches will go out and they'll start looking for franchises and franchises can be very expensive and talking to a lot of franchise coaches, they're still not making money. I believe that the statistic that I saw 90 % of business coaches in America make 25 grand a year or less.

speaker-1: Okay.

speaker-0: I'm just saying.

speaker-2: Considering how much ⁓ I feel like coaching is necessary in the world that we're living in today, ⁓ I heard a coach say that one of the reasons why coaching has been growing so much is because the world has been changing so fast that ⁓ going to school for four years to learn something is not really the way to go for most of the fields we want to get in. ⁓ You know, you go to somebody who has been there, done that and can show you how to do it very quickly. And, you know, and this is why coaching has been growing so much, but coaches making just $25,000 a year is just is very sad considering, know, they're so necessary and so needed.

speaker-0: Let's think about that for a minute. Go ahead.

speaker-1: I was going to say most people that are out there studying business also, they're not learning how to be business owners necessarily. Like there are, think there are just a few entrepreneurs specific types of programs out there. It's more like MBAs that doesn't really tell you how to run a business and you know, so, so having a coach who can kind of take you that next step, right? Like having the fundamentals, that's great and everything. Theoretical, but you know, What's it look like in ⁓ actual practice? That's trick there.

speaker-0: So when we think about those coaches that, you know, the coaching space is crowded. To me, there seems to be like there's a coach every 20 feet. But when we go back and look at the entrepreneurs, the small business owners, there's tons of them, right? So open errors up to 10 people, but do they have the money to pay your coaching fees? And that's why we've got coaches that are not making a lot of money. I'll you an example. ⁓ January. 24 or 23, I was busy. I mean, 7 a.m. to 10 p.m. seven days a week with small business owners. And I made 3,300 bucks. That's all I could get because the business owners didn't have the money to pay me for a profit coach. I'm 250 an hour for entrepreneur coaching. I'm 150, but I do give packages depending on what you're doing. If I'm going to do your LLC, your business plan, help you get funding and all those types of things. do give you a package deal to get you through that because I do love entrepreneurs, but you're not going to get rich working with the startups, the entrepreneurs that You know, you have to think about what's what is the entrepreneur entrepreneur making? Are they are they making 50 grand a year? 100 grand, 200 grand. So that's where a lot of coaches. Get into that scenario where it just doesn't pay the bills.

speaker-1: Yeah.

speaker-2: And that's where business structure comes in.

speaker-1: Yeah, I was just going to say what does it look like when ⁓ you know you talk to a coach who has maybe built their brand but they haven't built a business. guess number one they don't have revenue coming in. Is that the key indicator?

speaker-0: They have some revenue, but a lot of coaches that I've spoken to will go and take their knowledge and build their own system. And they'll spend time doing that, or they'll buy a system if it's affordable. And in my own experience, my own coaching business, when I started, I developed nine online courses. ⁓ I authored books. And from that, building that brand and going out, and then actually testing it and networking and looking for the right pivot to where it would make money. It takes time to do all of that. So if you work with a coach who coaches coaches can speed you up and, and instead of some of those trip wires that you've, you've, you get stuck on or that doubt, especially what I see is, you know, everybody's got somebody in their life, ⁓ spouse, girlfriend, boyfriend, partner, whatever. Well, that person is in the background going, I think you should go get a job because we don't have any money coming in and you're spending money, but your business is not making money. So we have to go back and we have to set it up the correct way and follow the steps to move forward so that you do become a successful coach. It's not an accident, the ones that are successful.

speaker-1: Yeah, I heard a guy on a video here recently, he said that he does not trust entrepreneurs unless they've failed a few times. Especially like if they're trying to be a coach, you know what I mean? Like they had to have run some businesses and failed a few times in order for him to actually trust them. So I thought that was interesting because I guess the failure is the big teacher in that case.

speaker-0: Yeah, I say failure is tuition.

speaker-1: Yeah.

speaker-2: Yeah, this is the truth.

speaker-0: And if I actually got to coin that phrase or not, if I heard it somewhere, the failure is tuition. You're paying for it.

speaker-1: Yeah, I like that.

speaker-0: Because it cost you money.

speaker-1: Can you give us an example of a time where you've walked us through like when ⁓ a coach came to you and they thought they had maybe like a marketing problem and you kind of discovered what was really going on and what they needed to work on?

speaker-0: I had a coach that was doing Facebook ads, Instagram ads, ⁓ doing a lot of ad spin and not getting traction. So what we have to do is we have to go back and look at the message in the ad. If you're doing connections on LinkedIn or alignable and you're not getting connections or you're getting meetings and you're not generating a new client, something is wrong in the message. something is wrong in your presentation. So we have to go back. What I want to see is, I want to see what you said, what they said, if that's possible, and understand your conversion rate, your numbers, and really, you know, the thing is, is that the data is, and the details is what gives us the information. That allows us to break it down. So how do you, how, you know, when you've spent all this money, What you didn't do in the beginning is you didn't do A-B testing. You need to test the message on a small scale. You know, a good scale is 100. Send that message out to 100, see what you get back percentage-wise. If that's not gonna work, then the message wrong. And you may take you six, seven, 12 iterations before you find the right message, but that's part of it, is the message that you're broadcasting, and then you get them on. a Zoom meeting or you're in their office, it all goes back to your personality, your knowledge, and being able to understand really what that business owner needs. What are their pain points? And I truly believe that once you can get in and you speak the business owner's language, you've owned businesses, you've run businesses, they recognize that you know what you're talking about. So that coach, we went back and we started over. We started doing A-B testing for message. then, and of course the coaches in a panic. mean, they spent a lot of money on ad spend that didn't work. You have to stop running ads and we have to go back and we have to figure out what the problem is. And we have to do triage. And a lot of times when coaches or business owners are in chaos, it's very difficult, difficult for them to concentrate. And that's why it's good to have a coach. You've got somebody to talk to. You don't want to be up at three o'clock in the morning upset, scared, and your wife or your family comes out and you're like, I can't make payroll or we can't pay the rent. I mean, those types of things, you know, should have buffers and emergency funds and all those types of things in case that happens, but it comes back to your message. It comes back to understanding. You know, one of the things is, I think, I mean, I know I'm talking a lot today, but I'm on a podcast. But when I'm with business owners, I shut up. listen, you know, tell me what's going on. ⁓ When I'm with the coach, what is, what do you think the problem is? Where are you at? I always ask where you at psychologically. You know, you're ready to go ahead and roll your sleeves up and build this thing to the ticket to the next level. Or you want to throw me the keys. I've actually had people throw me keys, but they're that fed up with their business and they just don't want to do it anymore. So worry about psychologically and then if you're ready to roll up your sleeves, then we need to go ahead and follow the frameworks. And that's what we're taught as coaches in school and our certifications and the frameworks do make a difference.

speaker-1: I saw somebody recently, their agency owner that they posted, ⁓ a digital marketing agency owner, they posted something like, I want to talk to a coach ⁓ who has had a successful business and can kind of, a mentor is what he was looking for, right? He's like, we're currently making a... this much money and you know which is a decent amount but he wants to get it up to over a million right and profit but ⁓ he said i absolutely hate this business but ⁓ you know i am it's like wow that's still sorry for that guy but ⁓ apparently he's doing something

speaker-0: work. ⁓

speaker-1: Yeah, yeah, yeah. ⁓

speaker-0: And I like to know that upfront, Nate. I like to know the cycle. If you hate what you're doing, let's change to something else. Because I believe in what you put out into the universe, right? What you say to yourself manifest. So if you hate your business, your business is going to fail. So sell it, give it away, walk away from it and do something else.

speaker-2: Yeah. And they say like, you know, when you're, when you're doing something that you actually like to do, you're going to stick with it during the rough times because you're, you like it, you enjoy it. You know, if you don't enjoy it, then yeah, it's absolutely going to fail. You're not going to stick with it. You hate it so much. Yeah. Yeah. The hard times are going to come, whether you love it or hate it.

speaker-0: I mean, I love what I do. love talking to coaches all day. I mean, it's, you know, I worked with, I've only been working with coaches for six months, but in that time, I look forward to coming to work. I don't have a problem getting out of bed. I want to be here. I, you know, I'll take their calls at 10 o'clock at night, whatever I can do to help them. Cause I've been on the other side. So I love what I do. So then the money will follow.

speaker-1: Yeah. Words of wisdom there, everybody. All right. So let's get into ⁓ the architecture here a little bit. Frameworks and whatnot and your approach to things. Most coaches think that they have a business. ⁓ And to them, that means having an LLC, a website and some clients. But apparently you're defining this differently. So When you say business architecture, can you break that down for us? What are the actual components that a coach should be designing on purpose here?

speaker-0: First thing I did when I was going to start my business, before the name, I sat down and wrote a strategic plan. I then sat down and wrote a vision board. So

speaker-1: What does the strategic plan involve exactly?

speaker-0: Well, strategic plan is gonna go back and help you do your competitive analysis, your SWOT analysis, your pedestal analysis, political, economic, social, technical, environmental, and legal. You can do some of this through chat GPT, but really chat GPT is only an assistant. So you have to understand what your competitors are doing. not only regionally, mean regionally to start with, but statewide and national so that you get a really good idea of what's going on around you. And when your strategic plan is really, ⁓ I see it as a research paper. You're researching what you have an interest in, you're looking for all the details, who makes what, why, who's successful, who are gonna be your competitors in your local market if you go out and get on the microphone and speak. And being aware of all of that helps you then break down and decide what you want to do, what you want to be called. Small business advisor for me dot info was a website. People think I'm the SBA and I'm not. not. I've had people call me and talk to me like I'm not the SBA. So you have to be careful that. You know, I'm a financial guy. I got an MBA. I can do all of the financials. That's not a problem. But I have people think I'm small business advisor. I'm a financial planner. So you have to be really careful in the name you pick. And so in the beginning, I was a management consultant. I remember back when I first got into consulting, I would tell people I was a management consultant. They didn't know what that meant. So when I got my own business, changed management consultant. to coach, business coach. And then at that point, as I was in networking and beginning to explain that to them, ⁓ they understood it. And ⁓ I did another pivot where I started calling myself business, ⁓ business growth blank Mike Shue. I can't say it because I got sued. It was trademarked. There's two words in there that are trademarked. ⁓ I didn't run and you know, Hey, I didn't know that there was a franchise with those two words in it. So I had to do a again, which is momentum with Mike shoe. But it's one of those things where you need to go out and look at trademarks. You need to understand what you're going to put out there. And then when you see your competitors of what their brand looks like, I if we think about Nike to swish, what does that mean to everybody who's wearing Nike shoes? The brand speaks for itself. So you have to go back and think about branding. I always like to brand my own name. I've done that in many of my businesses because I'm from the generation of Sears and JCPenney's and those were people that own those companies and they put their names on the building. So that's what I wanted to be. I wanted to be at one point when I had a small jewelry store, department store, wanted to be shoe brothers, department stores, even though I don't have any brothers. but I wanted to have that nationwide. So you've got to really sit down and do your research and think about, know, I really like business architect. I really do, but that's not what I chose. So I don't know if I did answer your question or I get off on a tangent.

speaker-1: You know, it's business architecture. What does that mean exactly? What does it in your mind mean when a business, a coach actually has a business? It's not just the LLC. It's not just a website, not just the fact that they have a clients, right? They've they've thought this through. They have their strategy formulated.

speaker-0: They got the search for certifications. Yeah. So the architects, the architects I think are mixed in with IT. I think that that's a, a, a, a, a fraction of it in the architects that I've spoken with and looked at. ⁓ I myself, I would, I don't know that I would call myself a business architect because of the IT undertone, because you now I've done a ERP systems. So

speaker-1: Yeah.

speaker-0: I do understand all of that. I'm a 360 coach. have worked in that. But I think if you're going to be an architect for all systems and processes within the business, that's a higher level coach, I think.

speaker-1: Okay. Fair enough. all right. So basically, uh, the first step that they, that coaches need to think about is what is their strategy? What sets them apart? What makes them different to begin with? Um, who are, who are the players in the market? Who are they going to go be going up against? That kind of gives them a focused approach. think someone also, I heard say an entrepreneur is someone that sees A gap like they see a gap between, you know, in fulfillment or like something like just. And then they come up with an idea that they can fill that gap. In other words, right? So I guess thinking about that, what is what is the gap that you're trying to fill here with as far as like ⁓ your coaching concern and all that kind of thing? So ⁓ alright, so. When you are working with coaches, what ⁓ how do you how do you? How do you take them through that? What's first thing that you put on the table? And does the order matter?

speaker-0: Well, I want to be respectful of the coach and I never ever want to step on anybody's toes, but I will hold you accountable. I mean, once I get to know, usually takes one to three months of working with someone before and them listening to you and you being right more times than you're wrong, ⁓ that they then they wake up and they realize that what you're saying is the correct method or the correct process. So What I do is, I go back and I do, to get a coach, I go back and I do my homework. I look at their website, I look at their brand, I look at their social media posts, I look at if they've got any newspaper ads, what are they putting out? What are their, if they've got a podcast? I look at everything, we call that a gap analysis. So I do the same thing for a coach that I would for a business owner. So I'm gonna do a gap analysis and I'm gonna look to fill in those gaps where that coach is maybe weak or needs support.

speaker-1: OK, all right. ⁓ That's good. I think everybody can get behind that one. So if, let's say, for example, a coach is doing between 300 to a million, they want to get serious about scaling their business. What does that process look like?

speaker-0: So then we, so.

speaker-1: 60, 90 days.

speaker-0: So let's, so we've done all of our setup. They're solid. They're generating 300 to a million. Then we have to go back and look at their capacity. I mean, how much can a coach actually do? I mean, do you want to work seven days a week, 15 hours a day? So if, if, if that's the situation, if they're mentally ready to scale, the business is right. They've got the right message, the right niche, they've got an ecosystem, they're bringing in the clients. Then we have to look at the fees that they're charging. because we have to go higher in fees because their capacity is becoming limited. So we have to think about pricing. That's gonna shake a coach up, because they don't wanna lose any business, and they don't wanna turn any business away. So then we have to think about, really here it goes again, back to the psychology of the coach. Where are you at and how big do you wanna grow? And I get different answers. There's coaches that say, just want two other people. There's coaches that say, I want 100. I wanna have a thousand employees. So based on that, then we have to really get serious with looking at all of your systems, all of your processes, your close rate, ⁓ your missed close rate, why did they not sign you as a coach? And then from there, we have to look at platforms that you can use as tools that have frameworks built into them. that are gonna make your job easier and that you can bring on additional coaches, additional clients, keep track of what you're doing. Because I mean, how many times have you only slept maybe two or four hours the night before for whatever reason? I mean, it just happens. Maybe you're sick, who knows? But when you get up and you come to work, you have to be the best version of yourself to lead and to give that information. So you need a system so that you track everything and you're not missing anything. All right, because you got me, I got messages coming in. I've got messages coming in from everywhere. So that all has to come in together so that I see them, I process them, and I don't miss anyone.

speaker-1: Okay, yeah.

speaker-2: It sounds like it all comes down to systems, know, having systems for ⁓ architecting your business, for deciding what your branding is going to be, figuring out like who your ideal client is, ⁓ you know, what structure is your business going to have? What are you offering? How are you going to grow? You know, all of that. It sounds like it all comes down to systems really.

speaker-0: It all comes down to systems, frameworks, and the mentality of the coach and where they're at in their journey in life. Because we're all on a different journey, right? All three of us may be coaches, but we've all had different journeys to get here. So then it's understanding your journey and where you want to go and what you want to be. mean, for me, I've had a very... violent and traumatic life with injuries and car accidents and just all kind of, I mean, I could, I'm that coach that if, that if you want the coach at everything that is bad has happened to them. I'm that coach. I have that in my life. mean, I have a TV show coming out this month or an episode on legacy makers that I talk about that and the resilience of getting up, you know, like I lost everything in a 2004 hurricanes. You don't think that created some post-traumatic stress syndrome? Yeah. ⁓ 85 mile hit 85 on our head on crash 12 per needed disc Brain trauma had a stroke. I mean I had and it's almost five years ago So I had to rehab and come back from that and not quit so I've had I've had businesses that or concepts that didn't work out right and so I learned from it and that's what we're that's what we're instilling into the other coaches is that Even though I mean I my business owners When they say, it doesn't change, I'm going to close. You cannot close this business till I tell you, can close it. That's it for close, right? Right. Because a lot of times they'll pull the trigger and they're close to turning it around. Yeah. Yeah. They just had enough. They're just burned out. They're just sick of the same hamster wheel day after day. So you can't give up. You have to fight. Are you going to feel suicidal occasionally? Absolutely. Every business owner does, but you have to fight it. Well, how many, how many people are, in that situation where they can't make payroll or they can't pay themselves and they've got that conflict back at the house with, with your partner, right? The year, you know, he or she's upset because there's money. It happens. I hear it every day. business owners, it doesn't matter. I hear it every day when I had businesses. And I was married. not married now. had the same thing with my wives. They were constantly coming back. My first wife, she goes, it would just be so much better if you just went and got a job. And I actually wrote a song about that. called living in the dream. Three recording albums out, but living in the wrong dream. I wrote that in 92 and it talks about me being entrepreneur and she wanted me to go get a job and get promoted up the ladder and then retire. And that's not my personality. Right. So we all have that stress and I speak to coaches. It doesn't matter. Coaches, business owners, friends, everybody. That's why I'm alone.

speaker-1: It sounds like you need some kind of a do you do you have grit diagnostic? Do you have the great idea to be an entrepreneur? ⁓

speaker-0: Yeah, put that on LinkedIn. Take this two minute assessment. Do you have the grit? And then let's talk. That's a great ecosystem. That's good. ⁓

speaker-2: Good idea. Yeah.

speaker-1: ⁓ Okay, so tell us how your Profit Path Coach AI software, where does that come in here?

speaker-0: Well, the Profit Path Coach software is an all-in-one coaching platform. So it has a client to client group coaching, flash coaching. may have a, like right now I'm in a situation where I'm in a podcast, I get off, maybe I've got another meeting and 30 minutes later I can send somebody a video and then they can call me later and we can talk about it. So flash coaching. It's got a business academy in it. You can sell the business academy for the do-it-yourselfers. There's a lot of business owners out there. They're NKS. They can chew bubble gum and walk at the same time. It's a mini MBA. You can sell that for $197 a month or give it away for a bono or $49 a month. You decide your own coaching fees. Along with that, you've got full-blown support training at a certification, 65 hours to be a profit coach. And then the second portal is AI and there's AI all throughout the software. And then you get stuck, like you do with AI, and it'll just tell you what to do. In that first portal, it gives you a step-by-step roadmap from doing an assessment with quantifiable numbers that this strategy is going to increase the market dominating position 10%. It's going to show revenue increase based on your current numbers. It's going to show profit increase. And each strategy So we think about the market dominating strategy, fresh, fast pizza in 30 minutes or less, right? Dominoes. So we all have to have that. So we go back and think about our marketing conversion equation, compelling offer. It's tested and it does work, but having an ad resource library where you can pull ads from different industries, you can run them through chat GPT. I can put in ⁓ Nate's information and make him a beautiful social media ad in about three minutes. That's all it takes. So you have all of that and it's going to identify projects that also red flags that need to be done. You may not want to do them. You may not be a social media person. Well, you get an extra license. That person can sign in under you and make sure you get a non-disclosure, but they could harvest the ads and make them for your client. You take a percentage of the contract. The client only talks to you. The other coach here again, you're scaling. I've done it. The other coach sends it back to you, send it back to your platform, same thing for websites, SEO, ⁓ SOPs. It identifies a lot of opportunities if they need it. And then the second platform is all about lead generation. So, and it's AI focused. So it's got ⁓ your marketing planners all in there for all of your social media. You can set up your own courses from scratch. You can upload the courses you've done. You can upload your books, your products, coaches sell products, different coaches. You can generate communities to create ecosystems to bring entrepreneurs into it. And then from that, you know, it's free. And then from there, you have other communities where it's X amount to be in group coaching. You make it really affordable, but it is a full blown all in one coaching software for 14.97 a month with a 30 day cancellation. Once you see it, you do the demo. Tell me this, what's better. All the other franchises out there are asking for a hundred grand, fifty grand. And I talked to those coaches and they're still in the same situation because they don't have leads.

speaker-1: Yeah. Yeah.

speaker-0: But I cannot tell you the coaches out there that have been burned. And so that makes it tough too.

speaker-1: It sounds like a great way to ⁓ keep yourself organized and create that recurring revenue that allows a coach to scale so that they're not necessarily always trading their time. They could probably charge a premium then for their time spent and then still make money on the other offers and accoutrements that's available there. So that gets ⁓ attractive. ⁓ All right. So Speaking of the, going back to like the idea of having a framework or an architecture around the business, what needs to be true in the rest of the business for the architecture to actually hold? So in other words, your work, where does your work end and ⁓ where does that next layer of growth pick up? So once they're done with you, in other words, right? What happens next? there an ending?

speaker-0: I mean, I'm connected. have Carl Bryan's phone number or cell number in my phone. So he's ranked 15th in the world. They want to, if they want to get hooked up with Carl Bryan, I can hook them up. ⁓ I think, I think that once a coach gets past a million dollars a year in coaching and we've set it up correctly, I think the ecosystem is going to hum because we did everything correctly. So if we go back and we look at Tony Robbins, Tony Robbins has a high school diploma. He went and sold NLP programming tapes back in the eighties. He then began to do his own research. He then got on a microphone and he started running people through fire. Now he had some third degree burns with that, but it made him famous. And then he just kept doing it. And then eventually it just takes off on its own. And then the systems, the systems really don't change. ⁓ you're, he, he's just repeating the same thing that he's always done, but I've noticed as he's gotten older, there's another person sitting with him. So that's going to be the person that he hands it off to when he gets sick or health effects us. If we have health issues as coaches and our voice is what we use, you can hear it in Tony Robbins voice. His voice is cracking and he's getting older. Right. So, so that's, that's a coaching practice that'll be handed off, but it's, it's made billions. So another coach is coming up behind them to make a million dollars, just really based on what the coach wants to accomplish. And if they want to travel and be on a platform and do the same type of stuff.

speaker-1: Okay. All right. So let's talk about ⁓ the next step here. I think this is where a lot of founders and not necessarily just coaches, but they kind of miss the bigger picture. So once you have the architecture and everything is set up and things start moving, ⁓ probably then you didn't expect to have move in other words. So when a coach finally gets Going along what you were just saying, when it finally gets the business itself designed properly, what are some of the things that start working downstream that they might not necessarily have considered before?

speaker-0: relationships. know, the thing is I always, I tell the young people, make sure your core values match up if you're going to get married because that will come up to haunt you five years from now because you realize that you're not a fit because your core values didn't match. So core values and that the relationship is a partnership. It's a basically marriage is a business. You're really supporting each other and working together and have some, have two incomes. but you're putting that in a house or retirement so that you can retire and do whatever it is you want to do when you get to that point. It's no different for a coach. The coach has to decide along with their family, are your kids young? Do you really want to be on the road? ⁓ I mean, I could be a university speaker. could get on the university circuit right now and go to different universities and speak to the students, but I'm doing elder care. So I can't do that. One of the reasons that I did the TV episode was because it was in Miami and I'm in Fort St. Lucie. It was 130 miles south. If I'd had to go to LA, I probably would not have done it because I wouldn't want to be away from my parents that amount of time with where they are with their dementia. kind of got them watching each other and that kind of works, but it goes back to your spouse, your kids, where you are in life. You know, I've lived in hotels as an international consultant. You know, I've done projects to 11 o'clock at night, living in hotel and flying is not fun. It is in the beginning. that again. But it gets old real quick.

speaker-1: 10 years.

speaker-0: ⁓ So, know, so it goes back now, you look like you're like you're in good shape. But my thing is, is, you know, when you're on the road, you eat fast and I was a bodybuilder in my youth and so I got big. So if I go eat, I get really big, but I get fat now. I don't get muscular. I just get fat. So it's being on the road and eating that horrible food and then your health deteriorates. And then you want to come off the road. So it's the same thing with being a coach. And I have to know, you know, I always, I always lose one of the questions I asked Nate in your coaching business, where do you want to be 10 years from now? Well, I haven't thought that far out. Well, if I'm your coach, I need to know that because we're writing a strategic plan to take you further into time of what you want to do.

speaker-1: Mm-hmm.

speaker-0: You know, is the coach an author or are they a natural born speaker or these things that we have to teach that we have to get into the strategy room in my conference room right over there. And we have to actually sit down and practice to make that coach successful. So it all depends on the personality, their background, what they want to do and where they want to take it. And then looking for other pivots that may be available to take them to, to achieve what they want to achieve. Cause here again, I'm the coach. It's your life, it's your money, go with your gut, do what works for you. And it's another disclaimer I throw in with everybody I work with.

speaker-1: So once their business is running successfully at that point, their relationships downstream are perhaps hopefully improving. I guess this is kind of going back into it, like what is the definition of successful? And I guess if they have taken the time to kind of sculpt their practice the way that they want it to be, they don't want to work. 60, 80 hours a week. So that means that they're

speaker-2: That's just going to be different for everybody, right? Every person. True. True.

speaker-1: But you know, everybody could get behind not wanting to do 80 hours.

speaker-0: I think anyway.

speaker-2: Exactly. It's like, does your life meet your expectations or what you want it to be? That can be a good definition of success. Because for some people, it's making a million a year and somebody else, it may be, I'm good at 120,000, I'm good.

speaker-1: Yeah, yeah, as long as as long as I ⁓ it's relatively low stress. I'm not I can have weekends off. can I can, you know, take vacation time off whenever I want to, you know. I mean, that's the that's the ideal, right? ⁓ But so do you see that happening a lot then, Mike, once everything is set up properly and everything is coming along?

speaker-0: Yeah, at that point it goes back to their family and it goes back to what they want. priorities and health and health is a big factor because coaches are typically not 25 years of age. Yeah. So health affects us, right? I have 12 herniated disc in my back. I really don't want to carry suitcases even on rollers to an airport. Cause it always seems like I'm at gate 31. I don't know why, but I'm at gate 31. How come I can't be at gate one? Why do I have to go to 31?

speaker-1: That's only for domestic flights. And if you're flying on the hub airline, right? Yeah.

speaker-0: Yeah.

speaker-2: That's it.

speaker-0: The thing is, Nate, could say, look, I can take you to three million a year, right? I don't know what you're making. But let's just say it's three million more than what you're making now. OK, so I'll take you to three million a year. And you have to do this and this and this and this and this. And you will achieve that. And then what you're going to do is you're going to go talk to your partner. And then she's going to have her input. And then you're going to come back and you're going to say, you know, sounds great, but can we change this? And can we change that? Well, that changes the outcome because we're changing the plan. So yes, we can go ahead and do that because that happy wife, happy life that married, you know, your kids and all those types of things. But this is what you're going to have to do to be successful at 3 million a year. And then it's up to you if you want to do it.

speaker-1: Mm-hmm. Interesting. You might think you want three million, but do you really want to do what it's going take to get there?

speaker-0: It's work. Anything we do is work. You're going to go fix the alternator on your truck this weekend, well guess what? It's going to create all kinds of nightmares and problems because even if you're handy... knuckles. Something's going to happen. You're going to break a bolt off, you're going to get the wrong alternator, you got to go back, you got to sit there and play with it. Yes, so have I.

speaker-2: Yes,

speaker-1: Yeah I've done this by the way.

speaker-0: And so what seemed, know, Alton Air was on top back in the old days. So was pretty quick, you know, the belts and all that stuff. But as cars have become complicated, I wouldn't even dare go under the hood now. There's no way.

speaker-1: Right.

speaker-0: But if you were going to do those things yourself, it's the same thing in the coaching business. There is going to be a point where you get out of your comfort zone to go bigger and bigger and bigger. And the thing is, the bigger you become, you're going to be known. So I'm okay with being open. I'm okay with telling my story to the world. Supposedly when Legacy Makers comes out this month, two million people will be watching it. So that's potential two million eyes on my episode. Right. So what is that going to do? path is that going to take me down? I don't know. I don't know what's going to happen. I don't know if it's going to get me high end coaching clients or high end coaches or is no one going to see it or how are they going I don't know what's going to happen. So it's we've got unknowns and unforeseen circumstances.

speaker-1: Nice. Yeah.

speaker-0: We have potentials. Yeah. So we build the plan and then it's based on what you do with it. And I can only do so much because of your personal situation, your life, your kids, who you're connected to and really what they're putting in your head. So I'm a certified family business advisor from the Gilead Institute in St. Louis, which is the alternative to being a SIPA. So it's for a succession and ⁓ exit planning, it's also really that first generation turns the business over to second generation, because only 17 % do that. And then from second to third is only a 7 % change. So it's having those business owners and going back and getting in with the new owners and skilling them up to make sure that we don't lose all those jobs. So from a family business point of view, I can't tell you the families that I've been in. They scream at each other. hate each Siblings hate each other. And so it's trying to get them to calm down to work together. So you as a coach, I don't know the dynamic that's going on with you and your family. When I set up the plan, I also want to see the family. I want to hear and see everything so that I can adjust so that we're on the same page. But you see all the moving parts that are involved? Yeah.

speaker-2: That's amazing. Like you're the first person I've ever heard talk about, when you're working with a business owner, you know, that you need to see their family and, you know, see all the dynamics that are going on there because most people, don't think about that. They're thinking about just the business owner and maybe their spouse, but certainly not like, you know, the rest of the family, the kids, you know, what's the family dynamic and all of that.

speaker-1: That's really getting into. That's yeah, exactly that. That's what that's really getting into what the real motivators are here, right? Yeah, what are the real goals? You know, and why are you wanting to do this? Right? What's your motivation?

speaker-2: That's because of the fix

speaker-0: Yes. that ⁓

speaker-1: The other stakeholders. Yeah

speaker-0: You need some Zoloft or something to get you through it because divorce is trauma. I know I've been divorced twice. was trauma for everyone. It's like a death in a family because you love that person for some reason, but core values didn't align and we didn't set the marriage up right. It all goes back to what happened in the beginning for everything.

speaker-1: one. There's always a reason behind the reason,

speaker-0: No, for, for, for me, I never, I never understood why my childhood was so violent. My childhood was very, very, very violent and it really affected me. My it's my personality, but it's my journey. And every time I would turn around, I'd be in a car and I didn't run into anybody. People would run into me and I've had some serious car accidents where I got really hurt. And this last one, I didn't get paid. He didn't have insurance or driver's Half a million in medical. I lost all that income while I had to do rehab. still, the thing is, I was telling Nate earlier, I've got asthma. Okay. That's bad. But I have 12 herniated disc. So if my back locks up from hyperventilating, right? Cause I can't get a deep breath. So now I got my back locked up with my lungs locked up. That's a card trick to be able to breathe. Cause I can't lay down and work on my back. can't sit still. So but that goes back to my health and going to the next level and being on Fox News or being up on the stage and doing all of those things. And what's going to happen? Am I going to have brain fog? Am I going to be well received? just, I don't know. just, I'm kind of a hybrid in my, in my coaching practice in my background.

speaker-1: you

speaker-2: That's interesting that you think about that. you, ⁓ cause I was thinking, you know, I think about like, ⁓ wanting to be a speaker and being on stage and you know, some of these speakers, they get on there, especially the women, you know, they're wearing high heeled shoes and, they're on stage for 30, 45 minutes and they're talking to the crowd and you know, and it's great. And a lot of it can, you know, the adrenaline coming from the crowd can, can help you out, but it can fuel you. But you know, now I'm thinking about it. Oh my gosh, wearing high heels and standing on stage for 30 or 45 minutes. I have back issues myself. I've had I've had, you know, I have sickle cell and so I've had like crises in my back. And so I've had the I've had the back spasms and all that kind of stuff. You know, I don't think about it. Yeah, there's I'm not doing the how the high heels on stage.

speaker-0: Now, let me bring in another.

speaker-2: picture and what it looks like.

speaker-1: So, I mean...

speaker-0: Let me bring something else in for you. Okay. Now you don't look like you wear makeup You don't look like you wear makeup

speaker-2: Yeah, I my eyes and my lips every so often.

speaker-0: Okay. So I was invited to be a speaker and I ended up being a speaker in a venue, a hundred people and the AC didn't work. And I spent 20 years in Kansas city. I'm in Florida. So I was soaking wet. Literally you could see the water through my suit, water running down my legs into my shoe. mean, I was, I told him, said, I'm miserable. And the presentation ends here. Right. I hate that that happened. I shot gunned it, but all kinds of things can happen. And then again, it goes back to your personality and how are you going to handle that? That's really what it comes down to.

speaker-1: So, Mike, do you have an example of, you you were working with someone and, you know, the light bulb went on and that all of a sudden unlocked four or five other different things?

speaker-0: all the time because I do swats for all of my problem for everyone I'm connected to. I believe in this one. I mean, it's an overused acronym, but sitting down and doing the doing the SWAT for your business and what you want to achieve really does the opportunities really brings out. And if you've done your, your strategic plan, your competitive analysis, the opportunities in your SWAT will, will yes, will bring things to light. And I suggest that both of you do that today. if you have not done it. you two are sharp and can chew bubble gum and walk at the same time. So I'm pretty sure you've done that. But who doesn't want to do a SWAT on Friday night?

speaker-1: Yeah, well. Worst times this, but worse ways to spend your time. Yeah, alright, so let's let's do our ⁓ rapid clarity around here real quick and we'll get to you on your way here. What's what? What's the one question every coach should be asking themselves about their business this month?

speaker-0: I love it. What are the gaps that I have in my business? My overall business, what are the gaps? What do I need to be looking for? If you can't answer that, call me. I'll help you figure it out.

speaker-2: There's a question. How do they identify the gaps? ⁓ it the things that like, what's stopping me from making from making great revenue or profit? ⁓ What are the things that I hate the most about my business? You know, what do I really just want to hand off and just like never do again? You know, how do they identify like what those gaps are?

speaker-0: Bye. I would rather identify it for them, but what they can do for themselves is you've got things that are bugging you. What keeps you up at night as a coach? What are you thinking about when you go to bed? Start with that, make a list and then go investigate it and go deeper and, and, and fully understand how your business works. Are you working your P and L? Do you teach that to your clients? What's your gross profit margin? Do you, are you doing that correctly? I mean, I hate to say that. but I have found, just about everybody, I can't say everybody, I don't wanna get sued, a large percentage don't figure gross profit margin correctly. So if we have a hundred bucks for labor and materials and we're gonna do a 35 % markup, one times three five, that's a 26 % markup. You have to do the inversion equation. So 35 from 100 is 65, 0.65 divided into 100 gives us the 35%. ⁓ profit or gross profit margin. So when you are looking at your numbers, what are you seeing when you are scheduling meetings and you have what percentage go back and do your numbers, do the data, go back and do what you teach to your business owners for yourself and find out if you had four meetings and one became a client. That's one out of four. That's not horrible, but why? Go back and start doing debrief and understanding why. Go back and look at your message. How is your message received? How are people finding you? How do you connect with your clients? What's your ecosystem? What are you doing ⁓ for ⁓ a coaching portal? If you don't have the money for that, then you can use Excel. There's free stuff out there. I don't know what the free stuff is, but Excel is what we've always gone back to, especially for small businesses. Go back and harvest your numbers and actually work through those and come up with a list. You know, if it's something from that situation that you discover, keep digging. Because usually when we see it pop up, there's something else behind it. There's underlying issues. Do an analysis of your health. How do you feel every day? Do you sleep enough? Do you eat well? You know, what are you putting in your body? Drinking up water? Are you on medication? So your health and your teeth are good. Do a look at your family. Is your wife supportive? Are your kids supportive? Where are you working? Are you working at home? Are you working in an office and you need to get out so that you can function? So all of these things, when you start asking yourself questions or you're laying in bed and you're thinking, have a tablet by the nightstand and just turn over and just jot down something really quick so that you can follow up on in the morning. The warning signs are there. Just open your eyes and look at everything you're doing and do a self analysis. And then we need to structure a plan to change what is not working correctly.

speaker-1: Nice. What's Mike, what's the, what's the biggest myth currently being sold to coaches?

speaker-0: spend a hundred grand on a franchise and you'll make a half a million a year. Not going to happen. Not going to happen. I've talked to many, many, many coaches who've done that in the last six months. They're not doing it. And then they get roped into contracts where if they get out of the franchise, they can't call themselves a coach or a consultant for two years. ⁓ wow. Well, the company doesn't want them to take their framework and the knowledge and then take it on their own. And then the franchise is tossed away. They got used. So the franchise has a pretty serious, some of them can be two years. Some of them can be up to seven years. So the investment, the franchise fees, and then a monthly stipend. And so with what I'm doing, I'm trying to save, ⁓ retired executives, coaches that are maybe thinking about a pivot. I have a solution for you and I will take you to the next level. I'll put it in writing. If I don't, I'll work for free until I do. long as you're following, we're working the plan together, but then I have to know every, I have to know everything to write the plan. just can't write the plan. They, I got, I got to do the gap analysis and I also have to know where you're at with your family.

speaker-1: What is the most underrated lever in a coaching business? Is it design, marketing, sales, or something else?

speaker-0: I think it goes back to the systems that you believe in and if the systems that you believe in really work. here again, it goes back to A-B testing. Before you go out and build a whole world around a framework, really go out and search the framework, see who's using it and how it's being done. There are other profit ideas and concepts out there around what I'm doing. I run into them all the time. I mean, they're out there. but it's not the same thing. It's not as detailed. So I think the myth is that one size fits all. It depends on where you are and what you wanna do. Really decides where you're gonna be in the future. And... for this platform that I believe in 100 % in my heart, it's not for every coach. It's not. And if it's not a fit for you, I'll tell you it's not a fit for you. Cause I don't want a failed project as a coach. That's one of the first things I was taught. We don't want failed projects and we people who are coachable.

speaker-1: Alright, good deal. So ⁓ what Microsoft laid out for everybody out there listening is something that we see across service based businesses that we work with and not just coaches ⁓ marketing sales delivery. None of that can carry ⁓ the weight that the business itself was never. It was never designed to hold. So clarity ⁓ is structural and once it's in place. Every other lever starts pulling in the same direction. If what Mike shared today landed for you and you want to see what this kind of business architecture actually looks like in practice, head to profit path coach.com backslash results. And we'll put the link in the, in the notes, their description. Mike has put together a clear step net clear next step for coaches who are ready to stop guessing and start designing the business. They're ready. They're really building. And ⁓ if this conversation made you realize that you're not sure where your biggest growth constraint actually sits, whether it's the architecture Mike's talking about or something further downstream, you can also take our growth ceiling assessment, ⁓ and that will be linked in the notes as well. It takes about two to five minutes and helps you see which part of your growth engine in your business needs attention first. ⁓ Simone, you want to, have anything?

speaker-2: Pretty much it. you thank you so much Mike for being here today for you out there watching and subscribe to this podcast and wherever it is you're listening. And if you learn something today, let us know in the comments, give us your aha moments, biggest takeaways and let us know what's the next lever that you're going to pull in your business to take it to the next step. So if it's helped you, subscribe and tell others. And we'll see you next time. Thanks for being here.

speaker-1: Thanks, Mike.

speaker-0: Thank you guys. for having me. Take care.

speaker-1: Yep. All right, talk soon. I'll be in touch. bye bye. All right. So yeah, that was good.

speaker-2: Yeah, good episode. All righty, I'm gonna get some screenshots, put this up on YouTube.

speaker-1: By the way, did I tell you that we're on? We're on Apple podcast and Spotify now. Yes, I got us. I got us on there. ⁓ So I'm and then I also at some point we need to discuss logistics here because I the service I'm using to put us on Apple and Spotify is Riverside.

speaker-0: Really?

speaker-1: Are you familiar with that?

speaker-2: I've heard of it.

speaker-1: So it has, ⁓ the way it works is like everybody who is invited, all the guests, whoever that may be, it has to log into the platform. And when they are, we're all simultaneously doing this like remotely and all that, but everybody is recording their portion locally on their computer. So, so that it's a, ⁓ stable, it makes it stable, right, and high quality video. And then at the end, everybody would have to upload, we have to wait around for everybody to upload the thing. That's the thing. ⁓

speaker-0: I don't know.

speaker-2: Yeah, so our guests as well.

speaker-1: Yes, everybody would have to do that.

speaker-0: you

speaker-2: Because it's taking it's ⁓ it's taking the video of each person separately and then it puts it all together and does the camera shots kind of that way.

speaker-1: And it's higher quality video that way too, because it's not being ⁓ degraded by the ⁓ transmission. Yeah.

speaker-2: Mm-hmm. Okay, so.

speaker-1: The thing is, like, there's not a feature to ⁓ post to do a live stream. That's an extra charge. So yeah, I have not signed up for that. So that's the one thing. I don't know how you feel about that necessarily, but.

speaker-2: Well, I mean, can we still like not do I mean, I still want to I want to keep my my YouTube videos going. ⁓ So well, I suppose I can have my I can have my VA just do it. So I'll do I'll create an SOP and just have the VA do it. Well, I already told her, you know, Tuesday's podcast day. So gotta be gotta be ⁓

speaker-0: No.

speaker-2: around to help with that.

speaker-1: And if you want, I don't know, I haven't looked into it, how it would work logistically. If I can make you a user on Riverside so that you would have access to all the videos also. And so you could, in that case, then do your own mixing if you wanted to, guess. I'd have to look into that, but. I even have like intro and outro music now. Have you seen this?

speaker-2: No.

speaker-1: What?

speaker-2: Wow. Yeah. Okay.

speaker-1: I'll send you the links to the Apple and Spotify so you can see them.

speaker-2: Okay, I'll check it out.

speaker-1: All right, well anyway, we can discuss later on.

speaker-2: Alrighty. All right.

speaker-0: you