Staying Ahead of the Curve

Are you experiencing a high rate of change in your business? Have you found the courage to “face your fears” and step out of your comfort zone?  Dan Meadors is the co-founder of The Wholesale Formula and has grown his business from 0 to $17 million using scaling tactics and systems you’re going to want to know about. Apply what you learn from this interview to speed up up your freedom journey.


Josh Fonger: [00:00:00] All right. Welcome to the Work the System podcast, where we help entrepreneurs make more and work less using systems. And I'm your host, Josh Fonger. And today we have a special guest, Dan Meadors. Dan enter the Amazon Marketplace in two thousand and eleven. After just a few months, he saw the real potential of selling on Amazon. Left his day job and become a full time Amazon seller and is now the co-founder of the Wholesale Formula, now a multimillion dollar Amazon seller and an Amazon Marketplace master. Dan is passionate about sharing his knowledge with others who are just as driven to succeed, together with his team of experts at the wholesale formula. Dan dedicates his time to teach others how to grow and scale their own wholesale based Amazon business. All right, very good. Well, Dan.. So I had to dig into some details about Amazon selling before we do. Tell us the backstory, how you get into this line of business.

Dan Meadors: [00:00:53] For sure, man. Well, when back in 2011, I worked for a company that sold toys and games online. Just just, you know, you're your typical retail company. And one of the you know it, we live in a small town in Kentucky, we actually talked before the show. You're you're very aware of my area and what it's like. So but, you know, one of the one of the guys that worked there, the CFO of the company, came in one day and a quit. You know, I turned it as notice. And I was like, what is going on, man? What are you doing? Because this guy. Me. Well, you know, you made well over six figures in these jobs. Just don't grow. You know, there's not a lot of those types of jobs in Kentucky, particularly in our area. And it was like, I'm you know, I'm working on Amazon part time, just selling stuff there. And I'm making more than that than I make here. You're not just going to dedicate enough to make it full time. And I was like, wow. So, you know, I pictured him a little bit more. And I actually took us out and showed us at the time he was doing a model called retail arbitrage, where you go into a brick and mortar store, purchase products that, you know, either discounted or, you know, maybe sold out in other areas or online and marking those up and then selling them. And it was like it was almost surreal because, you know, he said there showing me this toy. It was like, if you wanna get started, just buy this one. And it was a Disney car and it was $3 in the store. I thought it was it is two dollars and eighty seven cents actually at the time. I think they've raised well since then. But, you know, it's two dollars and eighty seven cents and it was selling for $16 on Amazon. And they're like ten right there in front of me. I was like that thing. You know, there's no way. People are paying $16 for this product. Like I could literally, I'm literally looking at it for $3 right now. And it was like, you know, just try it out. You know, this is this is what I do. So ultimately, we bought those Disney cars. We started our Amazon account and literally we sent them in in the first day they they were in there, they sold out. We were like, Wow this is crazy. And, you know, that's how we got our start from there. And it was just doing more retail arbitrage. And within that first six month period, we actually generated enough money that we were able to leave our job. And this will start with a $600 credit card, because, you know, at the time, you know, it's kind of funny. We ended up leaving our jobs in December and not realizing that, you know, Amazon is very, very hot in December. You know, it's not going to be. It's not going to be this hot all year long. So, you know, it's probably a bit of oversight we jump on earlier than we probably should have. But it's you know, that was how I did it. That is how we got started.

Josh Fonger: [00:03:27] That's great. So you're a risk taker willing to jump in and then he knows the seasonality of Amazon sales.

Dan Meadors: [00:03:36] For sure. For Sure.

Josh Fonger: [00:03:36] Oh, cool. Well, very good. So you start in the very beginning and I'm sure you've seen things change. So what what has been the changes? So this is back in 2011, 2019, what have been some of the big fundamental changes in the industry?

Dan Meadors: [00:03:50] For sure. For us, you know, we we started moving towards a transition in our model based on not just Amazon changes. Those it is really funny, because, you know, Amazon did change and ultimately really kind of cemented our idea, but we were already heading there. And, you know, the great thing about retail arbitrage for us was that effectively we are own boss. Right. Like we could go around and do basically what we wanted. But the problem was, as we worked so much, you know, we were working 60, 70 hours a week and there was no real end to that. Inside it was, you know, when we stopped working, our income went away and we didn't have a real business. We just had really, really high paying jobs. That required us to be working literally all the time. So, you know, over over the course of time, we tried a couple things and failed at those and ultimately tried wholesale. And the first time first couple times that we did that we failed, too. But that's that's where we ultimately landed. We landed at wholesale. You know, one of the big changes that actually happened was when Amazon started gating products like they started requiring you to be able to submit manufacturer invoices. To carry certain products. So like, you know, this was happening during that transition for us is like doing the hot frozen period as it's whenever we were starting to move into wholesale. And, you know, they started getting frozen products where you had to show that you were either working with an authorized distributor or a manufacturer to make sure your product was real. There were so many issues, counterfeits. And this was their initial, you know, idea to start curbing counterfeits. So when we saw that, like, you know, even though at the time the wholesale model wasn't right for us, like it, you know, we were just getting started with it, we realized we were definitely on the right track, that the you know, it's going to be much, much harder to do retail arbitrage. And in the coming years and months and ultimately it is I still think it's a great model and people can make money with it, but it is in the significantly more restrictive than it was in 2011 or 2012, 2013.

Josh Fonger: [00:05:48] Mm hmm. Interesting. I've had a few clients that do Amazon, a number of them and then a couple that do the retail arbitrage and they still they still make it work. But as as you probably going to tell them, tell us, it's getting more and more competitive and our margins are getting sharper. And so you have. You have to be on your game. So tell us about this wholesale format, because now you've been doing it for so long, you will come to you for training. What is the formula used now to help people be successful?

Dan Meadors: [00:06:13] For sure. I can tell you about that evolution, too. And whenever we, whenever we got started with wholesale, we did kind of the same thing everybody else did. We Googled wholesalers and we started you know, we started reaching out to people and they sent you these gigantic massive catalogs of crap and you just go through it. Hope you find something. And if you don't, you just wasted like for. You know, two or three hours to your life. And then. So that was successful for us. Then we went to trade shows and more and more both pretty introverted people. So it was hard for us to make those kind of connections at trade shows. And then it was, you know, we contacted distributors and all that stuff. Right. So ultimately they kind of like clicked for us. One day whenever we were going through just just looking at products and it's like I was talking with Eric, you know, why can't we just carry that product? It's like, do I to go through all these giant catalogs to see if there's something I would want to sell just like this one. So we kind of calling that company and they were like, ask them, hey, you know, where can I buy your product. And they're like, well, we can sell to you directly. And that just blew our mind, it's like not could literally go. Just go find products like everybody else in the whole world and told us like everything we had read, it said no contact wholesalers, contact distributors. And this was the first time we just reached out directly to a brand. And ultimately, that was you know, that was where we got started with our model. Is our models different than traditional wholesale? And that, you know, traditional wholesale, you work with distributors and, you know, you scale that way. But for us as a you know, even though we'd had a pretty successful business for a while, we didn't have the capital to be able to compete at that level. Like, I can't just order some of these giant companies and stuff like that. And in the world of distributors like that's you know, that's what they care about, right? They care about volume and things like that. So our model is a bit different in that whenever we started approaching brands, you know, they may not have a great reason to work with us outside of a you know, we started doing something called that we called adding Value. Right. And it's, you know, beyond placing an order with them, it's how can I help? How can I help their products be better on Amazon? How can I help them succeed on Amazon? And ultimately, we use that start to building our relationships, improving listings, improving, you know, helping them get better reviews or helping them have a better system in place to prevent receiving unnecessarily poor reviews like, you know, an optimized listing that actually explains what the product is and all those things. And ultimately, you know, these were things that other sellers weren't doing at the time. They weren't you know, they were just placing orders and buying and selling products. And that's what helped us really get started in, inside the model.

Josh Fonger: [00:08:50] So how do you find a winning product? Sounds like you just went through and found products you wanted to start selling. How did? What what is your formula for finding good products?

Dan Meadors: [00:08:59] For sure like that you know, this is and this has evolved over time. Like, you know, it first it was it was almost really like finding a product that we liked. Right. And but over time, you you kind of get to see which products succeed, which products fail. And we've developed a pretty, pretty good set of criteria for a simple set. Nonetheless, it will guide you on making a good product decisions. Number one, we wouldn't want to compete with Amazon. That's our number one rule is and it's not that you can't win. It's like, you know, there's all this. Well, you can you can ultimately win. I don't want to win against Amazon. It's way more work to try to beat the best person in the game. Why don't you just play with normal people? You know, Amazon has has an advantage within the buy box where they don't share the buy box with the same regularity, which means I don't get the same equitable share of sales. Like I'll still get sales, but most of the time I have to beat them to do it. Rather than just sharing sales so that that's a negative for that. We also want products that this is going to sound super counterintuitive. We want products that are carried by more than three; more than three sellers. And this is just to help us locate those products quickly. Right. So there's a lot of private label products on Amazon now that you know, where for those that don't know what private label is, it's where a seller will make a version of a similar version. You know, if I were selling, say, this box of Staples, I'm sure the podcast folks can see that. But, you know, I would make my own version with my own packaging, but effectively, it's the same staple. Right. But there's a lot of those products. And we want we want products that have more than three sellers because ultimately those products were created so they could be the retailer of their own product. Our interest not necessarily a line. And then the last thing is we want products that sell like I don't like introducing products to the marketplace, that don't like creating listings. I don't like doing that. I love taking a product that's already selling and making it better. And that is, you know, I think that was that that role can I came from a place of we were very cash flow oriented. We didn't have a lot of money to just invest in products and kind of just wait for them to get good or that we had we needed to really kind of get a return on our investment quickly. And we had the skills to just make things better. So it was for us, it was much easier to start with a winning product than just make it that much better.

Josh Fonger: [00:11:18] So then if there's already three competitors and it's already selling a high volume, what did you do different? How did you differentiate yourself?

Dan Meadors: [00:11:26] Sure, No. And that's it. And it's you know, the what is my real job? My real job is is I've learned to see the weakness in an Amazon listings. I've learn to see those deficiencies. So it's you know, they made me doing a great job. But if there are things that they're not doing, you know, let's say, for example, they're you know, they're they're paddles not utilizing enough characters like their search terms that they're not ranking for. And, you know, there are software that tell us this like we can just literally run a software on one of their listenings. There's an arn't expensive thing and it'll tell us, you know, what ranks this product has for certain keywords. And it's like if they're not ranking for for a keyword, that's a big part of the demographic of the product that they're missing. Right. So just being able to do something like that and say, you know, you know, this is we can include this this searched and for what it's worth. We reach out to brands. It's like I don't generally reach out and try to be like, you know, if you work with us, I'll show you all the wizardry, it's like, you know, our approach generally is we like to add value first. And so it's like I like to tell them, you know. You know, here are the changes I want to make her or I think would really help you. And here's why I would do it. You know, if you want to work with us, I'm happy to do it. But if you don't, like, get one of your current sellers to do it, because you guys could see a real amount of growth. And it's you know, I feel like that approach, adding value approach tends to create the best partnerships. And I don't need a partnership with every vendor in the world. I just need the partnerships with the right vendors who, you know, are aligned with kind of with our vision.

Josh Fonger: [00:12:53] So do you try to pick all products within a similar categories of all lotions or all soccer balls or just like within a certain product category? Just any category, any size, any shape, any dollar amount?

Dan Meadors: [00:13:04] For us at this point and when we're at our business, we are pretty diverse, like we're pretty sure we carry products almost every major category. But even with our students and when we started out, I think it's best to start out in a niche where you can you know, it's about learning to speak that language. Right? And you're going to have your best conversion to be able to have the best conversations with people whenever you guys are talking the same language. So it doesn't have to be something like you don't have to be a, you know, an auto mechanic. You're doing auto parts. It could just be something you're passionate about that you do in your free time. Like, if you you know, you're next. If you like to go hunting and you want to start in the hunting niche, it's just so you can be able legitimately talk to people and understand the products. I feel like that that's the best place to start.

Josh Fonger: [00:13:52] So what about when you have a product that's starting to die off? So I've got a client right now. And this is just you can give me some advice on this. This client sells auto parts and they're doing it for a long time and they're starting to see sales decrease in decreasing and more competition. And I think they mentioned to me that Amazon's now selling all these auto parts. So you're competing with Amazon in this case. Who sells all about parts? What what would be the advice there? Would it be to double down a differentiate or to find an easier place? Because Amazon is now, you're compete with Amazon?

Dan Meadors: [00:14:24] It's kind of awkward. I don't want to compete on the same listings, same as Amazon. But as far as being a retailer, Amazon is pretty terrible at it. They don't do very much optimization or anything like that. So competing with them in terms of an alternate listening like I'm definitely fine competing with them in that in that arena feel like we can just win most of the time. Like really they probably need to dial into the search terms that they're not ranking for. They need to run advertising for those search terms. And and I would double down more on ads and I would double down on potentially launches. And that's just to be able to start; start that conversion for keywords. Well, you know, they're able to do that; like they should be able to re-rank the product pretty easily. Like we've we've done that with countless products where, you know, we see a lot of that potential. We start working with a brand. And it's just, you know, putting in advertising budget and going through a couple launches. And then you'll find tooling that optimization on the listing and the products picked right back up for us.

Josh Fonger: [00:15:22] Do you have any selling that happens outside of Amazon to diversify? And so the sign of one marketplace bringing the buyers to a separate site is that part of your strategy?

Dan Meadors: [00:15:32] That's kind of it's kind of weird. And this is one of those things where I think I think it's more along the lines of how you want to run your business. Right? Like, we have lots and lots and lots of lots of students who, as part of their value that they talk to brands about, is working on multi-channel. And, you know. But for us, that's not a value. And I'm not saying it's wrong to have it as a value. Like if that's something you're passionate about, want to do and feel like you do very well. Like, by all means, it is know at that level it is a value for the person you work with. But for us, it's not something we're passionate about. And we've just we've chosen to double down on Amazon because originally we were trying to do more multi-channel and we realized that the multi-channel for us was, you know, it was almost the same amount of work in terms of how many hours we were putting into it. And it was it was approximately four and a half percent of our sales at the time. It's like, all right. So I'm doing about 50 percent of the work for four and a half percent of the sales at this point. I feel like I could just comfortably double down on Amazon.

Josh Fonger: [00:16:33] Mm hmm. Yeah, that's good. I mean, diversify yourself too much. You kind of lose some of your strength. That's good. Please pick your pick your language thing is good advice for any any entrepreneur. So what have been some of the biggest learning experiences for you over the last 10 years as an entrepreneur? Because, a lot of people who are not online business owners; you know, they're still in the same space and they're trying to grow the businesses. What did you learned? I see that you used to work at 60, 70, 80 hours a week. Now it's much less than that. What's happened? What's changed?

Dan Meadors: [00:17:01] Yeah man, within our Amazon business? It's kind of crazy, you know, over the last few years in that business. I'm saying pretty optimistically that we work an hour all week in that business, and that's mostly just going to the Tuesday meeting. And seeing what's on tap for everybody and stuff like that, it really is. And that's it. It is, you know, that's that's the biggest thing I've honestly learned is the power of of outsourcing automation. You know, like I said, whenever we first started with Amazon, it wasn't that we weren't making money. We're making tons of money. But I hated it because I didn't. There was nothing I could you know, I didn't get to go enjoy that money with my kids. I didn't get to. It wasn't freedom. Well, I wasn't buying freedom. All I was doing was was building a pile of cash. And you know that while that's a safety net, that's not how you want to live. Right? People want freedom in their life. They want to be able to enjoy it. And, you know, that's part of the reason that I sold me I'm getting into business is that, you know, I wanted to have that freedom. I want to be able spend time with my kids. I want to be able to go on vacation when I want. And I just was getting that even though, you know, by by other metrics, I was I was doing pretty well. So for us, it was a lot of that was just being able to let go. Right. I think that's that's a lot of the problem that people have with with outsourcing and starting down that path is, you know, they know how they work. They know the finished product that they produce. And they're they're terrified of the product that other people produce. And that was definitely true for us. But I remember that when we pushed our sales and we hired that first employee rather than do work. And I think, you know, I didn't have a really I didn't have a clue on, you know, the right way to train an employee. But the what I wanted to do is, you know, we brought on two guys for very specific tasks. And I told Eric is like, you know, at the end of the day, when I feel like I'm part of this person trained, I want to never have to be able to do those tasks again. I want them to just be better at those than me. So like the first six weeks that we had Matt like, I literally just worked with Matt all day long until he you know, we we were speaking the same language. And then slowly and surely, I was able to pull out of that job. And ultimately, you know, what happened to our business there in this period, like we went. That was the year we went. We went from 1.2 million in sales to 3.6 million.

Josh Fonger: [00:19:20] Big jump.

Dan Meadors: [00:19:21] And it was you know, that was that was hiring two people and just being able to increase the amount of coverage that we were getting in those areas, like, you know, you can only do so much as as the business owner. But then, like, you know, there's another lesson here, and that's where I'm headed with this. So we built a really cool business there. And eventually Matt went on to do and, you know, he went on to do another job. And that's where our business started to fail, because instead of having a system, we had a very, very trained person. So, you know, it's actually funny when we when we lost Matt like our our business tanked for a while. And it was, you know, because we were retraining. And, you know, it's funny because like, you know, when you start pulling away from a process like that, it's hard to re learn it. Right? Like, I had to re learn it so I could reteach it, which, you know, that there was that learning curve. And, you know, our business was suffering the whole time. And that was one of the biggest changes we've made in the past two years is we've become incredibly process oriented and systems based.

Josh Fonger: [00:20:25] They're interesting. So now that's a great lesson, too. By the way, it's like you're trying to sell, sell books for us. So now you document your procedures and are the majority your team, are they employees? Are they contractors? How are you building your team now?

Dan Meadors: [00:20:40] We have to we have two employees internally and we have two virtual assistants that run our entire Amazon business.

Josh Fonger: [00:20:47] Wow. I don't think much.

Dan Meadors: [00:20:49] It doesn't take a lot. And that's you know, that's the power of systems, right? It's you know, as far as as far as being able to scout for products and look for leads like we've got that we we have a system for that. And our virtual assistants have are able to produce more leads for us than we could literally ever use. It's about finding the right lead. And then once we realize that it's like now that we can find leads, we started just developing criteria. To find better leads is better leads with that. And that really just got us enough business to keep growing and system, systemizing the rest of our business. I think I think whenever you're doing it, the first thing you do have to automate is traffic generation or leads, particularly in a business like this, because that's that's your life blood.

Josh Fonger: [00:21:30] Ok. That was the first thing is that as long as you have leads coming in, you know, you could do something with them.

Dan Meadors: [00:21:35] Right.

Josh Fonger: [00:21:35] So what do you do now? And since then, I've been exploring a lot of owners of companies is so used to be doing the work. Now, you're not doing all the day to day work. What do you as an owner do with your time? What is important for your business as an owner now?

Dan Meadors: [00:21:48] It's more of the overview. Right? It's like the time I spend in my businesses is not working. It's coach and it's the same thing. You know, it's like we've kind of been really we've been really fortunate in that, you know, we develop the training course from our business and like what our training courses is, it's no frills, it's no pomp. It's literally just what we do in our business every single day. And I think that's why. So much success with it is know it's not a bunch of theory. But even in that business, right. Like, you know, we've kind of incorporated our Amazon, our Amazon pain into right, like our employees participate in that course. They are always in there answering questions. They're always in there. So it creates an additional feedback, like beyond the feedback that we're giving them, they're getting feedback from thirty five hundred people that are doing this. So it's you know, it is you know, that's that's the part of the business that we focus on now is is the training side, like our our personal efforts.

Josh Fonger: [00:22:48] So I get this question often, especially with online companies and Amazon, my Amazon clients, if you train your team, they always say this. thay say, if I train my team and I give them procedures won't they just go off and compete against me or start their own company as I've been a fear of yours? Or have you mitigated that risk?

Dan Meadors: [00:23:04] God, I hope so. Like that. You know, at some point, if that's what they want. By all means. Like, I don't. I don't. I'm not I'm not making them indentured servants. Like, I don't need them for life. I don't need them. You know, it's I want them to be with us as long as they're happy. And I want to train them to be better than me. And if that's the ultimate decision, they make there's. I realize that there's know there's a lot out there. Like, you know, I literally trained people how to do this for a living. And my business is growing every year. Like, you know, like I said, we have thirty five hundred students in our business continues to grow. And that's because that's there's a lot out there in the Amazon pool. And if you're doing it right. Like, you know, I don't work with hundreds and hundreds and hundreds of vendors. I work with like 15 or 20 now. And it's you know, we just work really closely. We develop great relationships. And over time, those turned into exclusives and we're the only people selling those products now. And it's just because of the relationships we built, the value we've delivered over time. So it's like from that perspective, you know, originally, if they would have done that, I would have it would have been heartbreak. Right. Like, if I had an employee, leave me, it would just be crushing. And it's because I lost all that training. I lost all I thing; all those things. But now, you know, we do have systems behind us. Like, if they you know, I my my job is to keep my employees happy. And but if they ever do want to leave, like I can train people and have them back up to speed in a matter of weeks as opposed to months or months or over a year in some cases. So it's, you know, the people that worry about that. I would tell them to focus on systems and, you know, instead of instead of worrying just by making employees the best that you can be.

Josh Fonger: [00:24:43] I like that retention model better make them happy. Coach them, use them and then they won't want to leave anyways. I tell entrepreneurs this all time and maybe you agree or disagree. But most peoples don't want to be an entrepreneur. They don't want the stress. They don't want the responsibility. They do it and even think that way. Just that that whole lifestyle is zero interest in that. Most people just want to work for a place that they respected, they like, they know what to do. They can be successful, make enough income, and they're totally content with that.

Dan Meadors: [00:25:10] Good, and it's funny because I just literally I'm not even kidding. I literally just had that same discussion at lunch and with one of my one of my buddies locally here who owns a couple businesses. And he was talking about it. He said somebody asked him, you know, is it is it more stressful to be an employee or an employer? And he was like, employee, employer, not close, like, you know, is an employee. I can go be pretty average at my job and probably never get fired. Like if I want to be great in a grow within the job and stuff like that, like I have that opportunity. But, you know, all my bad days, I can just be average. And that's OK. Like being, as a business owner, you can't really take your eye off the ball like you always do. There's always moving parts. And it's not just me anymore. And it's like, you know, if if I did something wrong and it only impacts me, that's you know, that is a problem. But it's it's on me to find that solution. But if I do something wrong, it impacts my employees like extremely negative. You know, let's say I did something and it made us go out of business. That would be horrible for them and that's horrible for their families. So it's like as an employer, I just have a lot more obligation, I think.

Josh Fonger: [00:26:16] Yeah. Oh, yeah. It forces you to grow up and be a leader. That's for sure. Well, I got, this brings me to a interesting question. So what what are you afraid of most? Maybe not, afraid of what; what is the biggest thing that people are not thinking about what they should be? Now, if you look 10 years in the future now as an online business owner, is there anything that makes you concern or worry about that? People should keep there eye on?

Dan Meadors: [00:26:42] No I mean, it's like to be adaptive, right? Like it is going to change and it's going to change very fast. Like if you look at you know, if you just look at the rate of change in technology in general in the past 10 years versus the past hundred. We've vastly surpassed that. And it's like, you know, you got to look at the online marketplace for what it is like. It is it is maturing, but it's still it's still in its absolute infancy. So it's you know, it's as far as that. It's just be adaptable and be quick to be able to position yourself, and particularly within the Amazon arena. Amazon literally changes all the time. They have changes that happen all the time. And being able to navigate those changes and have a little resilience is key to success.

Josh Fonger: [00:27:28] So be adaptable if you have a little cushion in case things change dramatically and unexpected things. What's great? So what's one thing you want to leave the audience with; I didn't ask a question about what you think would be important for our audience to hear about?

Dan Meadors: [00:27:43] It's a I think the I think for for us, right. You know, success always starts at really just taking action. Like you have to do things that put you in an uncomfortable position because that's the place that most people don't go. And that's why success starts there. Right? It is you have to be willing to do the things that other people won't do, even if it's even if it's not comfortable.

Josh Fonger: [00:28:05] Great advice. So start with facing your fears. And that's that's true. That's that's a differentiator at there. Most people aren't willing to do that if you are already sets you apart in a dramatic way. Well great. Dan this was very helpful. Where can people find you if they want more information?

Dan Meadors: [00:28:19] For sure. You can check out our Web site at the Wholesale Formula dot com or on Facebook. We have a Facebook page that's slash Wholesale formula.

Josh Fonger: [00:28:30] All right. Well, very good. Well, Dan, thanks again for sharing your wisdom. Share your time with us today and teach us all about how to be better on Amazon, to be better entrepreneurs and leaders. I love what you had to say about systemized nation. That certainly speaks to what I preach as well. And everybody, if you're saying you're tuned in today to the podcast. Make sure to check us out next week. Probably share with you another business expert or a client of mine sharing how they and systemized business and ground. Hopefully you can learn from them as well. And also want to that we giving away a free copy of Sam Carpenter's best selling book Work the System is right there behind me in the back shelf. And I hope I get him to sign it as well. But anyway, it's where sending one of those to people who give reviews to us. So if you do a review on Facebook or Instagram, YouTube, anywhere, anywhere, you're watching this or look at this latest review and then send us an email and info at work the systems dot com and let us know you'll be picking out one person a week and mailing them a copy of the book Work The System. All right, everybody. Dan, thanks again. And I will see you all next week.

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