Lessons Learned from Building a 8 Figure Agency - Kurtis Anderton, Agency Closers

Speaker A: I could definitely easily be a billionaire if I wanted to. Most of the time, you win or lose on the deal. When you buy real estate, you win or lose on the buy. You don't win or lose on the sell.

Speaker B: Yeah, it's.

Speaker A: How good did you buy it for? You could say knocking on doors doesn't work to go get clients, but maybe you just don't try hard enough to get good at knocking on doors.

Speaker B: If you really need it and you make your prospect feel that, then you're going to come across desperate, you're going to push people away. But if you genuinely don't care and you're okay if it comes back later, like that energy in itself is massive on sales calls.

Speaker A: I would rather me be more available for my kids between the ages of 8 and 18 than one thing. And not everything has to have a return. If everything in your life has to have a return, you're gonna live a life. If 20% of my decisions are wrong, but I made 100 today and 100% of yours are right, but you made three. Who's better?

Speaker B: Love it. Is there any traits that you've picked up from your parents that you wish you didn't?

Speaker A: Um, welcome back to the Bad Marketing podcast. I got a pretty unique, uh, and special guest here today. Mr. Uh, courageous Anderton. Is that correct or. I always your last named it.

Speaker B: You didn't even say Anderson that time.

Speaker A: Yeah, I know. I It up a. It's okay. I was. It was saved wrong on my phone for a while. But Curtis was actually, uh, our top closer here at Bad Marketing for quite some time. For a few years he came in, he actually was trash at Sales. For what it's worth, I can confirm that by his numbers. And, uh, he left here pretty incredible to the point that he actually took the system that we built at Bad Marketing that took us from six to seven figures a month, uh, and, you know, reframed it a certain way that works for all agencies. And then now he runs Agency Closers, uh, where he actually coaches agencies one on one to increase their close rate. And it's savage because, uh, yeah, I mean, this is what we did at Bad Marketing. A lot of people don't know. We actually had less leads than a lot of other agencies. Um, but we just did a lot better working those leads, finding the qualified ones and getting them to spend more money with us and then providing a good service, obviously. So, uh, Curtis was a big part of that. Now he coaches other agencies. I see the success he has. It's incredible. So if you're an agency owner, definitely connect with him on Instagram, etc. But this podcast is going to be a little bit different than we normally do. It seems Curtis has proposed. What have you proposed, Curtis?

Speaker B: We're going to flip the switch. I want to ask you some questions today.

Speaker A: Okay. It's interesting. So Curtis actually probably, like, was one of the closest people from a, uh, directly working with me standpoint over the time he was here. So he, uh, claims he's going to bring some questions to the table that other people wouldn't be asking or wouldn't be comfortable asking or don't have the context for or whatever. And then, uh, yeah, we're gonna take it from here and see. Hopefully. I think this is gonna be a pretty fucking unique, cool episode for you guys. So get a little inside look on whatever is inside my brain based on what Curtis is gonna ask here. So you're. You're in charge now, bro. It's the Curtis Anderton podcast.

Speaker B: Let's run it. Let's run it. No, I'm looking forward to this. I do have a bunch of questions for you that I feel like are gonna be a little bit different than your average podcast. Everybody knows who you are. They've already heard your pod, like, classic podcast about your story and what you've built. So I'm not even gonna go in that direction. Um, so I've got a few different things I want to cover from different topics here. Um, from kind of behind the scenes from what I see. Um, and so we're going to get there. We're going to get there. But I have some selfish questions for you. First, we're going to dive into Go, Go. So last night we went to arguably the best chicken sandwich spot in the entire world. Scoville chop chicken.

Speaker A: Let's go.

Speaker B: Blew my mind. I'm not just saying that. Genuinely, I love my chicken sandwiches. The best chicken sandwich I've ever had, bro. Why chicken? Like, you've got bad marketing, you've got this amazing empire, uh, of online business, and then you've got chicken. Why chicken?

Speaker A: Um, okay, so there's a few things. One, it was, like, our favorite spot. Terry and I, my wife, uh, so like, even me and my friends after, like, flag football on Sundays, we go there. It was a popping spot. And, like, we used to go all the time, and then eventually the quality went down significantly. Like, we didn't like going there anymore. You know, it's like when you go somewhere, like, 20 times, you go there 21. And it's bad. You're like, this is a one off. You know, and then it's like, 22 is bad, 23 is bad. Uh, 24, 25 is bad. Okay, it's no longer a one off. This is now how they operate. And, uh, I didn't want to lose my favorite chicken sandwich as fuck does that sound? So I was like, okay, uh, how do I preserve this chicken sandwich concept from going away? And I know what it was, so I can take it back there, because they have the fucking SOPs and formulas and recipes somewhere of where it once was. And, uh, yeah, so I decided to buy it. Obviously, I did a lot of research first, so I paid, um. I'm not gonna say how much money, but I paid a lot of money to, um, the owner and founder of which witch? Um, Jeff Senelli. And, um, I basically asked him, like, hey, you grew, uh, a concept to 50 locations, and you grew which. Which to, like, hundreds of locations. Here's all the questions I have. But what else do I need to know that I don't know? It's kind of funny, though. We did. We did, um, three calls, and by the third call, he was trying to convince. When the call ended, he was trying to convince me to not buy this concept and just work with him on his chicken concept that he now is starting. He's. I think he saw, like, oh, this guy's sharp. Like, of course. So he's like, uh, oh, maybe I'll put on my team. I was like, I appreciate that, but, like, I'm building something that's mine. I'm not trying to, like, build your thing. So thanks a lot. Um, we're cool. Um, but yeah, so I basically, I did that. I realized quickly that bad marketing is a hard business to scale because I need really talented people, and it's very hard to control that and get talented people and control remote whatever. But a chicken concept, I mean, a monkey could run that thing. It's a checklist of the chicken, how it needs to be made the night before. Then the. When the order comes in, it's a checklist of how the chicken gets tossed in flour and fried, and there's a timer on the fryer, and then they season the chicken and they serve it. So I'm like, okay, I could just be the fucking best in the world at, like, one or two products, which is like, chicken tenders and chicken sandwiches. And if I do that, I can create a checklist and sop this bitch and have it run by monkeys. If I can do that, I can open 100 locations in five years. If I can do that, it's worth like 400 million.

Speaker B: Yeah.

Speaker A: So I was like, I think I can do that on the side. So.

Speaker B: On, um.

Speaker A: The side, yeah. It started by saving my favorite chicken sandwich to, you know, this is a big enough and scalable opportunity where I think I can actually build it really big.

Speaker B: And that's the vision. Long term, um, short term.

Speaker A: Yeah. I mean, not too long. Yeah, four more years.

Speaker B: So I. We talk about this a lot behind the scenes when it comes to you stepping into some of these businesses and taking what, you know, in the online space and kind of implementing what were some of like the main, let's just say three things that you immediately implemented when it came to that business in particular, that made like a pretty big impact right of the gate.

Speaker A: First, uh, thing, I cut the menu by like 60%.

Speaker B: Oh, really?

Speaker A: Yeah, they had a bunch of shit.

Speaker B: Like that's significant.

Speaker A: Uh, yeah, I mean, so, so how I did it was I looked at order volume. What are the things people order the most, where things people order the least. And um, actually like the third most ordered thing was like a half bird, like a half chicken, Like a full blown fucking fried chicken. You know, like, you would get it like KFC if you got like a fucking whole chicken. And they're like, bro, that's like our third most order thing. Like bomb. I'm like, yeah, but like, third most order, like, what's the gap between first and third? And the gap was like, it's like, it would be like, first place is like 70% of orders and third place is like seven. You know what I mean? Like, so I was like, okay, that's not really worth it. We're having to worry about how we cook that. It's different inventory. Let's get rid of it. Let's get rid of it. And then I just started getting rid of shit. Uh, oh, we had 12 sides. Okay, well, now we only have three sides, you know what I mean? I just started kind of cutting things down and I was like, okay, I want to save the amount of ingredients I have to hold. So therefore I can always have everything fresh and things don't go bad, it's easier to make. And everything in my business should be around going into a fryer. So all our, like, you know, the fries, the tater tots, the Brussels sprouts, they all go into a fryer. The chicken tenders, they go in a fryer and it's a chicken tender. Second one is a chicken breast goes in A fryer. Like, they're both the same. You can either order tenders in a plate or you can get them in a sandwich, or you can get them on top of fries. But it's the same ingredients. It's fries, tenders, breasts. How do we mix them together? Do you want them? Sandwich, you want them to plate, do you want them? You know what I mean? So it's super easy. So I basically cut that down really quick. Then I added upsells. I increased, uh, pricing by a dollar on all items across the board. Didn't, didn't hurt at all. Honestly. You guys told me yesterday, like, I feel like I'm robbing you for paying 10 bucks for the sandwich. It's so bad.

Speaker B: 100%. You could double it. Yeah, I would still buy it every day.

Speaker A: And that's coming from a Canadian, you know. So, um, yeah, I think I could sell it for like 13 bucks and it would be, it would still be fine and our margin would rip through the roof, um, to be honest. But I'm just trying to make it a concept that's so affordable that like, everyone can eat it. Um, and I believe that three dollar difference swings for some of those people. Um, so increase average order value. And then I change all the systems in the business so that they could be seen universally. So they had a different pos. This person did payroll this way, this person did this this way, whatever it was. And then I basically added a finance team where they do the bookkeeping for all the locations. Every location has its own QuickBooks. We manage their books for them so that they can see, you know, they deal with their banks and stuff, but we tell them what they made, how much they spent. Was the cost of goods too high this month? That means you wasted a lot of food. Was your staff cost to have this month? Does that mean you're overstaffed? You're not letting people off their shift if it's too slow? Um, and between the three of those things, cutting the menu, increasing average order value as a whole, and then, um, having clear visuals on data and KPIs much quicker that those were the three biggest changes we did in that business. And I mean, they were pretty simple to make, to be honest.

Speaker B: Interesting. So, um, one of my things that I find are interesting, um, about all the different things that you're currently doing is there's like such a vast change from like online marketing to chicken. And then there's a bunch of other businesses in that category as well. Um, on a time perspective, when it comes to Managing a business like Scovall versus bad marketing, like how much time do you spend on these other businesses that you're operating on the side, would you say on, on a percentage standpoint?

Speaker A: It depends on the week. Um, and most of people listening probably don't know these businesses and what they are. Obviously I told you before, some of them to keep private. Um, but every business I have has its own operator, it has its own partners that actually run the day to day. And then I create systems and marketing. I mean all of it's still, it's still systems. At the end of the day, I create systems that are evergreen and allow the business to scale. Meaning what can I do once that will hold value long term? Example, if I go post a picture on Instagram that's good for the brand long term, people see it, whatever. But is it going to make like a long term impact? Probably not. If I go make a really good ad and I run that ad and it crushes, that's a long term evergreen concept. That helped. Right. Um, so all these businesses, I'm basically creating systems. So even the one I told you, I can't talk about the thing that I did. I came in and took the software knowledge that I have and I combined different softwares to create a better management system for us so we can manage our inventory and we could always know what we have in, what we have out, etc. Right. So I'm coming in, I'm looking at the business I do. Basically it's a whole consultation. I spend like a whole day in the business. I uh, watch everything, how it runs, everything, I take my notes on what could be better and then we go down the list in order of what's the most important thing that can create the biggest impact. And I start with biggest impact all the way down to. You're wrapping the chicken sandwich wrong. Yeah, you know, so.

Speaker B: Yeah, it makes sense.

Speaker A: So, so, so, so your question was how many hours I spent? Yeah, some weeks on some businesses I spend 30 minutes. And some weeks on some businesses I spend four hours, five hours. You know what I mean? I'm never in a situation where I'm spending like 30 hours a week on another company. Bad marketing takes up like 50 to 60 hours a week.

Speaker B: Yeah, that makes sense. Okay, now, um, you mentioned Terry and your favorite chicken restaurant. And so I want to take this in kind of a different direction. Um, I find that you and Terry behind the scenes have the like most unbelievable relationship. And Terry's not really on camera. You're not really, you're More front facing, but, like, she is a mastermind behind running the events that you guys throw on. And she does an incredible job managing everything behind the scenes. What I find really fascinating is, like, relationships in these types of, like, very successful situations. Like, you are a very high performer and yet you still are super present with your family, with your wife. Um, what do you guys. What have you guys done since, like, say, the last. Over the last five years to make sure that you prioritize family during, like, the growth that you guys have gone through in the last five years? Has there any been any, like, rituals or things that you guys implemented on your relationship side?

Speaker A: Um, no rituals or anything. And I'll tell you, you know, Terry and I have a good relationship, but it's not perfect. We could be better in a lot of areas, both of us, for each other. You know, we have discussions about that and we talk about it. Um, but I'll tell you, like, when Terry was working with me full time, we definitely had a better relationship because, like, she saw everything and she understood everything. And like, I didn't go home, be like, how's your day? And then I'm like, oh, it was horrible because today this happened and that. Oh, but it was really good because of this. Like, she kind of saw it all because she was involved, which made it easier because we just always had something to talk about. You know what I mean? Like, she was always involved. It's like she knew the problem, so. And like, I'm the type of guy that's like, not gonna bring up the problems. You know what I mean? So. Yeah. Yeah. So, um, that. That definitely made our relationship cooler. I guess it was more synchronized because we're working on the same things always. Now she works on the kids more, I work on the business more. No rituals in place, but it's, I think it's just, um, a conscious effort to involve them in the things. Because that's, I think that's, I think, where the problems are created in a marriage. When business is big and takes up a lot of time and then there's family, it's like they become so separated that that becomes the problem. Whereas, like, if Terry is just as excited about our new office or the new Scoville location as I am, and she could see it, like, that makes life so much easier.

Speaker B: Yeah.

Speaker A: And so. Because then now she's excited about it too. It's not just this thing that Eddie's doing and it's not me.

Speaker B: Yeah.

Speaker A: Which is where the problem becomes. Right. So she came to the Scoville location that we're building, you know, a couple of weeks ago for the first time, she's like, oh my gosh, it's so much bigger than I thought. Blah, blah. She's like, I'm so excited. It's gonna be amazing. She went to our, um, what we're hoping to be our next bad marketing office last week and she's like, I fucking love. She talked about it for like two days. Like, I fucking love the new office. It's going to be amazing. Like, to me, so sick. And so I could tell, like, the energy shifts when I involve her more in things. The longer I go without, like, involving her with things, the more out of the loop she is, the less she is excited about. Therefore, she looks at it as something, uh, that takes away from our relationship or something that adds to our relationship, you know?

Speaker B: Totally. So just kind of inviting her into the whole process. I love that. Um, now, when it comes to family in particular, I personally have the struggle. So I'm curious your thoughts on this. M. There's like the concept of like family life balance. Right. Which I don't really fully agree in. You talk about like, integration, where it's just like, you need to bring them a part of it. Like we just talked about. Um, do you ever worry that you're wrong about that and maybe that you're doing things the wrong way, bro?

Speaker A: Does everyone worry about them being wrong? Like, obviously, know what I mean? But like, you're wrong. Could be your. Your right. Could be right for you, but wrong for me. So like, it's also all subjective of like, who's the one executing it. It's like, if I tell you, like, bro, I mean, you could say it on the podcast. You don't need to say their names, but like, how many of these guys that do like six. Multiple six figures a month of profit, like, are like, oh, bro, it's cuz Eddie. I paid him for a consultation call. He told me what to do. I've been.

Speaker B: Yeah.

Speaker A: Ripping it ever since. Constantly.

Speaker B: Right. Constantly.

Speaker A: Think about how many there are that don't listen to that advice at the same time. Yeah, the advice is the same. You know what I mean? Both the guys we were talking about yesterday, I actually gave them both the same advice. Mhm. Because that was their business. They both now make six figures a month, not profit. Yeah.

Speaker B: Big name guys that everybody sees and knows, but they have no idea.

Speaker A: Exactly.

Speaker B: Right.

Speaker A: And. And they'll say it, you know, if you ask them.

Speaker B: Totally.

Speaker A: Um, but there's probably six Other guys that I consulted with similar businesses that I told them the same game plan that didn't execute it.

Speaker B: Yeah.

Speaker A: You know what I mean? So, and, and then they would be like, oh yeah, that advice, you know, doesn't really work. So back to your question. What if I'm wrong? I think we have much more control if the advice is wrong or correct based on how hard we actually try to execute it and make it work.

Speaker B: Mhm.

Speaker A: You could say knocking on doors doesn't work to go get clients, but maybe you just don't try hard enough to get good at knocking on doors. Whereas I guarantee if I walk into 10 businesses, I'm getting nine fucking meetings.

Speaker B: Yeah.

Speaker A: Guaranteed.

Speaker B: Yeah.

Speaker A: Impossible.

Speaker B: Yeah, for sure. I think like so many people are, and this is uh, totally for my case, like building businesses to eventually have more time, freedom to spend time with their family, but like they should just be doing that now. You know what I mean? Yeah, I think there's that aspect of it of like, I think, I think

Speaker A: it's give and take though, bro. I think, um, it depends what you want. If you want to make, I don't know, hundreds of millions of dollars or whatever, like you're gonna have to sacrifice some family time to make that happen. Or you can still make it happen without sacrificing family time, but you'll probably do it on a much longer horizon, you know what I mean? It might take you 30 years where the guy sacrificing family time might take 10 years. So that's what I'm saying. There's really no right answer. Because I always think about this in my head. I'm like, you know, I'm 31, I'm turning 32 in January. If I press, press hard as for eight years and I neglect some family time. Not all of it, but some. I, um, still do a good job. Like tomorrow I'm going to my daughter's class for like three hours. Last, last week I went to her class for like an hour and a half and you know, obviously family time outside of that, but like, if I put my head down for eight years, how much? Where, where could I be at based on my current starting point? Like, I could definitely easily be a billionaire if I wanted to, or I could just like work harder than everyone else, than most people, but still sacrifice the top 15% of that time to go to family and kids. And maybe it takes me 15 years instead of eight.

Speaker B: Yeah.

Speaker A: Am I still cool with that? I am, personally, totally. You know what I mean? I think I'll end Up having more regrets when I have money that I didn't spend some of those moments with the family. Not all of them, but like some of them. You know, just being realistic. And the thing is, like, my daughters are also young.

Speaker B: Mhm.

Speaker A: So while I can instill a lot in them and talk to them and you'll see a little bit more of them today later, um, and you'll understand what I mean. Like, they're very smart, intellectual and aware. So I don't need to give them too much back and forth for, for me to improve them as humans, if that makes sense. Whereas maybe when they're like 9, 8, 9, 10, like I need to spend way more time, I need to travel with them to sports tournaments. I need, you know what I mean? They're going to be talking to a guy and I have to like coach them through it. You know what I mean? I would rather me be more available for my kids between the ages of 8 and 18 than one day.

Speaker B: Yeah.

Speaker A: You know what I mean? And so that's how I'm justifying it. Who knows, you know, ask me in 10 years when they're actually that age. And then I'm like, man, I did it all wrong. But I think at the end of the day, if I make wrong decisions, I'm cool with it because I'm making significantly more decisions than the next person.

Speaker B: Yeah.

Speaker A: If 20 of my decisions are wrong, but I made 100 today.

Speaker B: Yeah.

Speaker A: And 100% of yours are right. But you made three.

Speaker B: Yeah.

Speaker A: Who's better?

Speaker B: Love it.

Speaker A: Yeah. So I, that's why I make very quick decisions. You know, I'm sure you've seen that and work with me. I'm just like constantly cut it or yeah. Fucking replace this person or add, ah, this person right now or buy that thing.

Speaker B: Yeah.

Speaker A: Like, do you need more info and just buy it.

Speaker B: You operate so fast and everything.

Speaker A: It's just like I'm just decisions, you know what I mean?

Speaker B: So 100%. So going off this concept like you're parenting, you've got your daughters. Um, it's interesting because like, for a way that you were say, raised and grew up and the hunger that you had growing up with to be successful, your daughters are growing up in a very different kind of state. Right. You're building generational wealth. I know. So what are you doing to make sure that your, your daughters have that like say, immigrant hunger when it comes to the life that they have? Maybe it's different. What are your thoughts on that?

Speaker A: Yeah. So one, there's still like three, so

Speaker B: they don't seem like three and one.

Speaker A: So the one you saw yesterday was one.

Speaker B: Yeah. So chatty, you know?

Speaker A: So, um, one. I don't. I don't know what that looks like yet, because we're not there. But that being said, I'm not just gonna make my daughter sit in an economy seat to make sure she sits in an economy seat and learns a lesson when she's three, when I need to sit in first class because I'm fucking huge. You know what I mean? Like, I'm not gonna inconvenience myself that far to make sure she is inconvenienced to learn. She won't know the difference right now between a first class and an economy seat. You know, to her, they're all the same. Now, don't get me wrong. Like, one time, like, when we. When we. When we sit in economy now, we. Because, like, we need three seats next to each other because of the kids. And, like, it's a little more complic. Complex.

Speaker B: Totally.

Speaker A: Like, for the first few times, she couldn't comprehend walking past, like, the fifth row. It was so funny. She's like, mommy, where are we going? Like, I thought we sit here. She's like, no, we're sitting back there.

Speaker B: She's like, and this guy's saying, they don't even notice.

Speaker A: No, no. But it's more about the row, not about I'm in first class.

Speaker B: Yeah.

Speaker A: It's like, oh, wait, we sit in the back of the plane. Like, I thought, like, we only sit up here. Like, she's like, out of where? You know what I mean? And, uh, obviously she can get whatever she wants, etc. Like, you know, when you buy kids shit, it's like 20 bucks, 30 bucks. Like, you kind of get whatever they want. I could get her a toy every day and she'd be fine. Or, uh, I'd be fine. Obviously, she. Yeah, she better be fine. Um, so, no, I say no a lot to her a lot. Like, intentionally. Both of us do. Me and my wife. Like, we make sure she knows, like, you can't just get something because you asked for it. I also don't hear her when she whines. Like, I physically tell her, like, I'm deaf. Like, if you're crying, I can't even hear you. Like, so, like, she comes crying to me sometimes. I'm like, I can't hear you. I don't know what you're saying. And then she'll like, dada, I have a question. I'm like, oh, yeah? What's your question? You know what I mean? Like, I'll like, totally oblivious. I'm like, I literally can't hear you. Don't forget. I'm like, what are you saying? Are you saying something? Because I can't understand. And um, so that stops her. And then also I've helped her understand that like the concept of if she wants to buy things, she needs money. How do we make more money? We go to work. That's why that does working, so we can make more money so we can buy these things. So like yesterday, um, Rob was at the house and she was her two days ago. And um, she came up to him and said something or said. She's like, why are you guys like on your computer still? And I was like, what are we doing, Milana? And she's like, you're working. I'm like, why are we working? She's like, so we can make money. I'm like, okay, so why, why do we, what do we do with money? She's like, oh, so we can buy stuff. I'm like, exactly. So, uh, she's like, okay, like, can I get a toy or whatever? I'm like, I'm like, no, you can't. We need to work more and make more money and then maybe we can get you a toy later.

Speaker B: Yeah. You know what I mean?

Speaker A: Like, so I'm trying to like help her understand the concepts that like, you can't just ask for things and they appear like there's a transaction, there's effort, there's energy, there's money, etc. And so that's the best way, at least I found so far. And I talked to my daughter like an adult. Like a full grown, like the three. Like my three year old. I'm full grown adult.

Speaker B: Mhm.

Speaker A: Like, I don't even like use a baby voice or anything. I'm just like, you would be like, why are you using such big words with her? How does she even understand? You know what I mean? But she can like articulate the words like I was learning in sixth grade.

Speaker B: It shows. Yeah, yeah, absolutely. So you mentioned something a second ago, um, about this concept of speed and like always moving as fast as you can, especially in the business standpoint. Has that ever bitten you in the ass?

Speaker A: You're moving too fast all the time.

Speaker B: Give me an example.

Speaker A: Like signing a contract too quickly and not, uh, going too much through it and you miss the point and it comes back and bites you in the ass. Ah. I mean, one time I moved an entire business from California to Atlanta. So my partners could be closer. And I should have given it more time with them before I did that. And then I got screwed because they screwed me over and, you know, basically robbed me. Um, so, yeah, I mean, it happens all the time, but it's also like, you know, I think it comes at a cost as well. Like time has a cost. And so if I can do, you know, 10 times more than someone else in the same amount of time because I make 10 times more decisions, even if again, 10, 20% of those are wrong and theirs are 100% right, which will never happen anyways, then I'm still ahead. And so that's how I look at it. Like the only way all these things are like, like, sure, we were sitting outside, like just on the beanbags, just talking. Right. In theory, we're just sitting there talking. But I'm on my phone and I probably made 50, like critical decisions in that time.

Speaker B: Yeah.

Speaker A: Whether it was like, like all in the span of like 5, 10 minutes. I like, did some wires and some important yeses or no's for a facility in Minnesota. We have, um. I did the same for the business. I told you, I can't talk about. Uh, I did the same for the, um, the chicken spot. We set up a couple meetings for next week and then we signed a franchisee, like, blah, blah, blah, agency founder tickets, talked to the sales team. We made a decision on how we're going to execute something. Like talk to, you know, the info team on a launch that they're doing and told them yes or no to certain things. Like, I'm making so many decisions and so like, I can't sit here and wait to have 100% of the information and wait a whole week to get that. Sometimes getting 90% of the information on day one is all I need to make a decision. And waiting a whole nother week to get that extra 10% isn't going to change anything.

Speaker B: Yeah.

Speaker A: So I'd rather just move and save that week. Week that week times 100 decisions.

Speaker B: I wish people could actually see what you're talking about because I think some people automatically go like, oh, sure, I'm, I'm sure it's not actually like that. But like literally yesterday there was like two webinar funnels built out of VSL mapped out. There's like multiple locations, decisions being made all before, like 10am yesterday. And like you just before we went to lunch, like, it was wild. And you still managed to have like an hour and a half nap in the middle of the day. On the couch.

Speaker A: Yeah, that was. And yesterday was a really slow day.

Speaker B: Yeah.

Speaker A: Like, yesterday was like. Because you guys are in town, I'm trying not to, like, be super. Otherwise I wouldn't calls all day.

Speaker B: Yeah.

Speaker A: I'd have just been on calls in that conference room and still got so much time. Yeah. Yeah. Um, that's a good perspective. I need that because I felt like I was useless yesterday.

Speaker B: So with everything that you're currently doing, we've got a bunch of different businesses like, we're not going to fully talk about, but in everything that you're doing, is there. Let me rephrase that. Is there. If you had to pick one business to go all in on and that was the only thing you had the option to focus on, which business would it be?

Speaker A: Wow. I mean, the problem is I can't really say that because bad marketing creates other business opportunities. So am I now saying no to all of them by focusing more on bad marketing? Because statistically, looking at my hours, let's say I have 100 hours a week, 60 of them are going to bad marketing. So, like, to me, that tells me what the priority is, but it's also because bad marketing creates other opportunities.

Speaker B: Yeah.

Speaker A: You get what I'm saying? So if I had to say no to all those opportunities, the answer would not be bad marketing. You know what I mean?

Speaker B: Yeah.

Speaker A: If I could say yes to those opportunities like I currently am, then the answer is bad marketing. Of course. Okay. But if I can't, let's just say I can only stick to one. I can never have equity in the other business because of bad marketing. Blah, blah. I would say I would go all in on Scoville Chicken.

Speaker B: Really?

Speaker A: No doubt.

Speaker B: Really, bro.

Speaker A: Um, this is what I'm doing with like, an hour a week. Imagine what I could do with 60 hours a week. Even like. Like. Like I've thought about. I'm like, dude, if I just went all in on that, I would be broke for a year, and then I would have $100 million in two years.

Speaker B: Yeah.

Speaker A: Guaranteed. Nothing would stop me. This is a. It's a monkey business compared to this one, bro. And the cool part is, like, you can get investors for that one. Like, it's like, oh, how are we gonna open another location? Um, hello. All the locations make money. Everyone wants to line up and buy one. They just don't want to run it. I can find investors all tomorrow, bro. I'm going to a new location. It's a steal. I negotiate with these guys for six months. They finally came back Gave me the price I wanted. My realtor was so pissed off at. Gian always talks about. He's like, I hate how Eddie works. Like, he, like, why does he do this? It's so hard to work with him sometimes. And then, like. And then he'll end the conversation like. But it works every time. I hate it because I. I can't even argue it works. So this one, he's like, bro, don't lose this deal. It's really good. I'm like, it's not a good deal. I'm not taking it. I was like, this is my deal. They can. They can give me it whenever they want. Six months later, they came back, we'll take your deal. I'm like, no, no, no.

Speaker B: That.

Speaker A: Deals off the table now. Have a better deal than that one. So, for example, I'm going to film that location on Saturday because it's so sick. I don't need to build, I don't need to do anything. And I can get up and run. I can start making sales within 20 days of opening. Like, within signing, you know what I mean? Which is unheard of in the restaurant space. So I'm going to go and I'm going to go and be like, hey, this is a new location. I'm selling 40% of it for 200k investment, and I'll have probably like 4 people put in 50 grand and they'll all make their money back and I'll open another location and I'll run it and I'll get 60. You know what I mean? So I could do that way, or I can do the franchise model, which is probably half our locations are. Which is like, they come in, they put their own money, they build it, they own 100, they pay us royalties, and we help them run the show.

Speaker B: Yeah.

Speaker A: And, um, because of that leverage, I could open 100 locations in a year, technically.

Speaker B: Yeah.

Speaker A: I just need, like, a good team to, like, follow through with, like, making sure each one's progressing into opening on time. But, yeah, I just don't have the time and bandwidth to do it right now. But if I did, I would. I would have 100 plus locations in the next 36 months and all. Or I'll cut my leg off. Like, no doubt.

Speaker B: Yeah.

Speaker A: You know, I mean, so. Because my business partners are good, but they're not aggressive. I'm very aggressive.

Speaker B: I'm like, yes, you are.

Speaker A: Harder, faster, stronger. Let's go, let's go, let's go, let's go. They're like, oh, we're cool. This Is pretty good. It's a lot better than we had before. You know what I mean? Whereas I'm like, no, Unacceptable.

Speaker B: Yeah.

Speaker A: You know, so, yeah, I think that's the highest upside business I have. Um, just from like, um, scalability standpoint, like I can open 100 locations, all of them run on the same checklist. Cameras, easy, like, could easily operate that

Speaker B: as honestly surprising to me with knowing everything else you got going on this behind the scenes. That's, that's really interesting, bro.

Speaker A: Just. Bro, think about it this way. I mean, you saw the location yesterday. It's so simple.

Speaker B: Uh, really cool.

Speaker A: I've never like worked there. I mean like, and that location this year, that little tiny location, how much you think it'll net in profit?

Speaker B: I have no clue. I genuinely have net. Yeah, net like one location. I want to say like low six figures.

Speaker A: Yeah, great answer. Because like a normal restaurant of that size would net 40, 50k a year. That location will net somewhere between 150 and 200.

Speaker B: I was, yeah, I was guessing just because I knew that it would be higher than I was expecting.

Speaker A: Yeah, but like, and, and like our sales aren't incredible. Uh, they're good.

Speaker B: It's crazy.

Speaker A: Yeah, but if they are, if our sales were incredible, that net would double because I'm already past all my fixed expenses. It's just food cost at that point. So like, if I doubled the sales of the business, the profit would quadruple maybe 5x, you know, so, so that's why I'm saying that little focus is that difference. For me, it's the difference between a location netting 15 or 14k a month and 35k a month. And if, bro, if each one of my locations was netting 30 to 50k a month, I would be a billionaire in a year.

Speaker B: Yeah. Paint a picture for you guys. Like, you walk into this place and it's a big brewery, basically this massive brewery that is running. And then there's this tiny little desk in the corner with two screens to order chicken and like one school ball sign. How many people are working there at any given time? Um, I only saw like two.

Speaker A: Two to four. There was three yesterday. There's two in the back, one in the front.

Speaker B: Yeah. Which is crazy. And you guys are just pumping out chicken like ye. Every few seconds somebody's coming out with an. Which is wild. It's really, really cool. Um, I, I primarily know you in the side of like sales and negotiation. One of the, my favorite parts of working with you at bad is like from the very beginning Coming in like three and a half ish years ago was I got to watch you on sales calls every day. Um, and I think that what I know you is like, what I know you for is like a world class at sales and negotiation, where I feel like the rest of the world knows you for like just marketing in general, ads and marketing. I, um, personally think that is the like, highest leverage skill set that you can have really, in any business. And you're kind of proving that. Um, where, where did you, like, was there a moment coming up where you realize that and you just decided to go all in on that skill set? Or is this something that's just kind of just happened without you?

Speaker A: Sales.

Speaker B: Yeah, like in negotiation side too, because like, there's sales. But the way you structure deals and the way you've made made up deals to build some of these businesses is wild. That nobody else is really doing.

Speaker A: Yeah.

Speaker B: Uh, like there's not lawyers that can come and tell you how to do this. And you're just making it up on the spot and it's amazing.

Speaker A: Well, I've just realized that there are no rules in business and everyone thinks there is. Oh, I can't go buy that business, or I can't ask him to give me a payment plan. You know what I mean? Like, they just kind of make these assumptions and I've just kind of realized, no, uh, I can get whatever I want. I just need to find a way to do it right. So like, I don't know. I forgot the exact scenario. I. I actually notated it in my phone. I'm like, you, you need to give this as an example. Because let me see real quick, because this just happened last week. I was like, you need to make it real about this. So.

Speaker B: The.

Speaker A: Did I put it. I thought I put it in here one second. This is worth it.

Speaker B: It's worth it. Yeah.

Speaker A: Um, man, I don't think I can find it. I thought I put it in a good spot. I clearly didn't. Anyway, so basically the point was like I had a situation where someone was like, oh, we can't. Oh. It was like, uh, something with a, with a new Scoville location was like, oh, we, the, the we can't do that. Like, that they, they won't accept. And I was like, give me their fucking number. Like, no, I'm telling you, I've tried. We've been working on this for two weeks. They're not gonna, they're not gonna accept. I'm like, it's because we were not meeting in the middle of finding a deal that works, I'll make it happen. Give me their number. So give me their number as a deal they've been working on for. Yeah, two weeks is an under exaggeration. Probably a month. That's why we can't sign the lease. I called this guy, 20 minute, got heated. He's like, what the is, why are you telling me now? And this person, like, kind of got intense a little bit. But I was like, listen, man, here's my logic. Here's why I can't do the deal unless you do it this way. I'm like, I really want to do this deal with you, but I will not do it under these terms. This has to change. Otherwise I'm not doing the deal. And I'm not sitting here bluffing or anything. I want to make this deal work. I'm telling you and I want to do with you. I just can't for this reason. Xyz, if you can't see the logic behind it, then we just aren't a good fit. Because, like, I'm trying to make a win win here. And if you can't see that, then totally cool. Whatever he did, we got off the call. Everyone was on a Google Meets when I called him. So they were like, oh, uh, fuck, that didn't go well. Like, man, he was fucking. He was intense. Like, he was really pissed off. Like, I was like, yeah, Doug, okay, let me just follow up with him on a te. I'm like, you're not gonna follow up with this guy. I was like, within four hours, he will message us that he's good with the terms and we'll get started. And they're like, I don't think so, but I think we just lost the deal. I'm like, if we did, that's cool. It wasn't a deal we wanted, so that's cool, guys. It's okay to accept that. Surely enough, 90 minutes later, email goes out. We'll accept the terms. Thank you. But, but it's. It's because every time, every, uh, uh, not every time, but every time there's a deal that has to work.

Speaker B: Yeah.

Speaker A: And if it doesn't work, you don't need to force a deal to happen.

Speaker B: That's.

Speaker A: That's like. I. Bro, when I was younger, I used to be like, man, we want it. I want this car, I want this place. Like, I'll do whatever it takes to get it. You know what I mean? Even if I have to pay a little bit more to get it done. No, most of the time you win or lose on the deal. When you buy real estate, you win or lose on the buy. You don't win or lose on the sell.

Speaker B: Yeah, it's.

Speaker A: How good did you buy it for? Same for the car, same for the real estate lease, same for everything. Right. So like our lease for Scova that we're building right now, maybe I'll take you there today to see it. Like, that lease, I have 18 months of free rent. I'm literally not paying rent for 18 months. It's impossible that I'll lose money. You know, let's say we get there and I'm like, I don't want to run this anymore. Like, cancel the whole thing. Then I have a clause that gets me out of it that I have to pay X amount remaining on the lease. But I just paid. I just paid no rent for 18 months. And I'm running a business, so like, I'm sure I got money to pay that difference you get. I'm saying I put myself in a safe spot. So like now I just don't force a deal. This deal that I told you that came back six months later that I'm going to look at, Yeah, I could have forced the deal because it was so good, but I'm like, just not good enough for me to like jump on it. You need to do this. They wouldn't meet me and I left and now they're back and now they're going to get worse terms because I'm going to go back and be like, I'll take it, but you got to add like three more months of free rent.

Speaker B: Yeah, no 100%. It's funny with that specific topic, I used to hate this when I was working, taking sales calls. Used to hate your mindset on this because you never discount anything at bad. Like services are not discounted. You like throw stuff in some value aside, but there's never discounts. And the amount of times I had deals, like, right on the edge. And you were like, yeah, just let him go. I was like, no, bro, like, I need to get paid. This deal needs to close. You, like, no, no, no, let them go. They'll come back. And then like clockwork, like six months, maybe even a year later, they come back every single time and they end up paying more. And like, eventually I caught onto that and started playing that same game. You have to have a long term mindset. But it's true.

Speaker A: Like, and then you were getting deals,

Speaker B: doing that for you percent I'd have deals closing two years later.

Speaker A: I'M m. Like, when this lead come? Last month, he's like, not nine months ago, bro. He just. He bought 15 grand a month.

Speaker B: I'm like, just let him go originally. Um, but.

Speaker A: But that's like, also not like, lowering your value at the same time too.

Speaker B: Yeah, absolutely. It's an authority play. And I think this is. I talk about this all the time, agency closers of this concept of, like, if you really need it and you make your prospect feel that, then you're going to come across desperate, you're going to push people away. But if you genuinely don't care and you genuinely coming from a place of like, I don't need this to be done right now. And you're okay if it goes and you're okay if it comes back later. Like, that energy in itself is, like, massive on sales calls. But people don't think that way because they need the money now.

Speaker A: 100.

Speaker B: Which is a struggle.

Speaker A: Yeah. Which, I mean, come you feel that from people.

Speaker B: Yeah, for sure, for sure. Um, so I. I've been told, I've been asking around. I've been told that when it comes to your family situation, your parents, you get your creativity from your dad and you get your sales aggression from your mom. That's what I've been told. Is there any traits that you've picked up from your parents that you wish you didn't?

Speaker A: Um, I don't know. Look, everything has a pro and a con. You're laughing, but I'm so serious. Hear me out on this. Okay, Let me give you an example. Uh, my dad doesn't really get phased. He's kind of, like, emotionless. You know what I mean? Like, he'll laugh here and there or whatever and like, like, he doesn't, like, cry or, like, get mega, uh, frustrated. Like, maybe when we were kids, he used to a little bit.

Speaker B: Right.

Speaker A: But it was like, out of, like, us being boy kids and up. You know what I mean? So, like, rightfully so, but, like, in general, like, nothing, like, causes insane amounts of, like, emotional spike for him. So I got that from my dad. Like, over time, I've become, like, more emotionless and, like, poker face the whole time if I want to. Pros and cons. Pro is when my brother gets fucking kidnapped in Haiti, I don't give a fuck, and I can get him out. Cons are sometimes I'm less, uh, empathetic in a relationship with my wife because she wants me to be like, oh, my gosh, babe. Like, I'm so sorry. And I'm like, All right, what do we need to do to, like, fix this? Like, what are our next action steps? She's like, babe, I just want to for a second. I'm like, yeah, but, like, how do we. Like, what's our corrective course of action here?

Speaker B: Yeah.

Speaker A: You know what I mean? So, uh, like, pros and cons, right? To most people in the business world, you'd be like, that's a nasty skill. I want that. And in. In someone who's a, uh, dating coach, like, I wouldn't want that. I want to be more empathetic. And don't get me wrong, bro. I can be. You've seen me, bro. I can be empathetic with people. Like, I can get emotional people. Yeah. It's just not my first look.

Speaker B: Yeah.

Speaker A: Like, my first look is, how do we analyze this problem and fix it properly? And my second look is, hey, don't forget, this person may be a little bit more emotional than you are. You're not used to it. You need to be there a little extra for them.

Speaker B: Yeah, absolutely.

Speaker A: You know what I mean?

Speaker B: You don't get enough credit for this. And, like, I've got to tell my side of this. I think it's absolutely crazy when his brother got kidnapped. This guy calls me at 5:30 in the morning, and, like, you don't call me that early. So I'm like, what's going on? So pick up the phone. This guy, like, in the most nonchalant way, is like, hey, bro, so we booked an event for Vegas tomorrow, and I need you to go. I'm like, okay.

Speaker A: Like, why?

Speaker B: He's like, so, um. You can't say this to anybody, but, uh, my brother just got kidnapped. And you said it so nonchalant. I was like, okay, bud, sure, sure. You're like, no, I'm completely serious. Like, this is what's happen happening. Nobody's allowed to know. But, like, I need you go to Vegas.

Speaker A: And I'm like, all right, I forgot I told you. You're the only person I knew. Yeah, because no one knew.

Speaker B: I. All right, so I, like, woke up my wife. I'm like, hey, babe, I'm so sorry. If I'm going to Vegas tomorrow, this is my situation. She's like, no chance that's happening right now. I'm like, um. And you were so chill about it the whole time. The craziest part is that I found out about this as it was happening. So I went to the event. It was. I think it was like 17, 18 days of this entire company about marketing Having no idea this was going on. You continued to work that entire time running the company, and we were still continuing. We were aggressively growing at that time. Nobody had any idea. I watched you watch, like, run multiple company calls with like, 200 people on it. Like, cool as a cucumber. Great energy. Well, negotiating your brother's release, which is. I don't think people fully realize that's what happened, but this guy legitimately negotiated his brother's release of a kidnapping over, like, crazy WhatsApp calls.

Speaker A: Over those two weeks, I was. At least I've slept. Not because I was worried, but just because I couldn't. I had to work all day, and then I was, like, putting in an extra seven hours at night.

Speaker B: Yeah.

Speaker A: Off hours to, like, doing brother shit. I was. I think I realized my potential like those. You know what I mean? I'm like, oh, I could. If I wanted it bad enough, I could only sleep three, three hours a day for three weeks and, like, function like a monster, but I just clearly don't want it bad enough. But, um, like, if push comes to shove, my back's against the wall. I could get it done.

Speaker B: You could do it. Yeah. One that was a wild season to be a part of.

Speaker A: It's funny. So many people still think we faked it. It's good.

Speaker B: Yeah. And the. The crazy thing is, um, I got to watch a bunch of these raw videos of you on WhatsApp. Like, video talking to these guys. And, like, Terry's filming you from the side. Like, it was wild listening to these conversations. And nobody saw any of that. Like, it's crazy. Um, the fact that you guys filmed it all was hilarious, though.

Speaker A: I'm not going to lie. I knew my brother wanted it. Film. I'm like, bro, if I'm going to drop 300 grand to get my brother out, I'm. I'm getting some content out of it for him. You know, there's got to be a positive here somewhere. You know what I mean?

Speaker B: 100.

Speaker A: And, like. And like, on the other hand, if it's like he dies, then, yeah. This was also his saga. You know what I mean? Like, at least I recorded the whole thing up to him getting executed or something.

Speaker B: We have a big showing at his funeral. Oh, my gosh. All right, I got some rapid fire questions for you here to kind of finish things off a little bit. So, um, you can answer kind of in a shorter way because you like to take them in so many different angles. So when it comes to.

Speaker A: Are you trashing me, bro?

Speaker B: A little bit. Yeah, no, um, I told Victoria your

Speaker A: first podcast, I was like, I'm going

Speaker B: to ask, who the fuck is this guy? I was like, I'm going to ask him this question, but I guarantee you he's going to be like, well, there's two sides to this. We literally just really. That's why I was laughing. You're like, well, there's a pro and con about this. So, uh, your. Your. Your daughters are in their 20s, okay, and they're watching the thousands of hours of content that you have online. Um, you're no longer. Say you're not no longer around. That's kind of crazy because that's still pretty young, but just say that's the case. What are some lessons? Yeah, I know, I'm sorry. What are some lessons that you hope they learn?

Speaker A: Make them like 50, 60, bro. 50, 60.

Speaker B: And they're just finding your content now?

Speaker A: They just decided to watch yet? Because I died, right?

Speaker B: Okay, let's rephrase that. They're 50 or 60 and they're watching your content back. What are some lessons that you hope they learn about you from watching all this content?

Speaker A: I mean, the. Bro, the problem is my content is very business driven. So, like, well, you learn business. I don't give a. About that. I think, I think overall, though, I want, I want them to learn that, like, their dad cared and he tried to, like, aim big and aim for something that was a lot more than, like, the easy thing that's accessible in front of him, you know? Because if I wanted to live an easy life, bro, I could right now. I could easily not run this whole show. I could easily make like a couple million dollars a year for myself. No headaches. Terry always pulls on that string. She's like, you could just make like a few million a year doing like, barely anything. And just like, you know what I mean? She's like, why are you doing all this? You know, just like, relax. You're so stressed. So I just want, I want them to know that, like, I always aim bigger. I always try to do things that were like, mission driven, like, remotely X. Like, I'm actually trying to change, you know, Lebanon and the lives of people there. Like, you know, we've placed this year a few hundred people, for example, which doesn't sound like a lot, but when you're just starting in a few hundred people who now support their entire families, you know, I supported 500 families in Lebanon. Like, that's.

Speaker B: That's crazy.

Speaker A: You know what I mean?

Speaker B: Um, so changing, like, legit communities in a Big way.

Speaker A: Oh. Legit lives forever. Like, generations will be impacted. I hope so. Yeah. So, I mean, I think. I think those are the things that are important. And then I'll tell you, like, for people that work with me or people that are in my life, like, I think, um. I think it's. I think. I hope that when they talk about me that they'll be like, yo, that dude, like, changed my life. Or he really cared about me, or he. He went out of his way to help me even though he had a million other problems and things going on, etc. And so I. I believe that the people that are close to me will say those things about me. People that are far from me, bro, I don't really give a. What they say, you know, because, like, I forgot I was talking about this yesterday. I think it was the guys. But, um. Bro, so many people talk about me too. You know what I mean? And, like, they don't know me. Like, I've heard people think I'm laundering money to make money and have Lambos.

Speaker B: And you're talking about this yesterday, about your neighbors. Like, what the does this guy do? All these supercars?

Speaker A: Even though my neighbors are nice because they talk to me, they know what I do. They follow me on social media. They're not actually the neighbors are the least of it because, like, they actually interact with me. They're like, oh, wow, Eddie's a really nice guy. Oh, he helps us whenever we ask him for stuff. Like, he's just a dude. You know what I mean? Whereas, like, people that don't, they create their own opinions of me to justify their jealousy or their lack of understanding or whatever it is. Right. And so, so many people talk about me. They say I'm a cocky dick, whatever. Like, you don't even know. You've never, literally never talked to me. Yeah, you see social media.

Speaker B: Yeah.

Speaker A: Like, get over yourself.

Speaker B: Yeah, absolutely.

Speaker A: So, yeah, I. I hope my daughters think that of me. And, um, yeah, I don't really give a. What everyone else thinks.

Speaker B: All right, so. See, another long question or answer. I'm just kidding. So you right now, I. I would guess that your hourly rate is around 10 to 15k. I'm just going to say roughly. Right. Hourly rate.

Speaker A: Charge.

Speaker B: We charge five, but, like, charge five.

Speaker A: You sold a bunch of them.

Speaker B: Yeah, I did sell a whole bunch of them, so that's why I said that. Um, so 10 to 15k. What was the last thing you did that was like, literally worth $0, but you did anyways,

Speaker A: hanging out with you guys last Night. Okay, that's a good answer, right? That was a good answer. I mean, what was that worth? $0.

Speaker B: Yeah, you're right. Actually. Cost you money.

Speaker A: Cost me.

Speaker B: Cuz you got a salt chicken and you let us drive your cars.

Speaker A: Yeah.

Speaker B: So gas, risk of insurance.

Speaker A: And not everything has to have a return. Return. Like I, uh, always try to explain that to people. I'm like, bro, not everything has to. If everything in your life has to have a return, you're gonna live a life. Yeah, because you're just always gonna think about, oh, the ROI on me doing this doesn't like, bro, it's one thing I don't want to cut my grass. I'm never gonna, I'm never gonna do that. I'll pay all day. A laundry, a. I would rather die than sit here. Like, if it's a one off week or whatever. But if I'm talking life plan, my wife's no longer doing laundry or cleaning the house. Someone's doing that, it's never gonna be me. Like period, point blank. You know what I mean? Yeah, I, I, I, I haven't even returned a package in of time.

Speaker B: Crazy, right?

Speaker A: That's also head space. But when it comes to personal life, friends, family, things like that, you can't think about ROI all the time. You just got to think about like being a good person and just like having companionship and friends and family around you that you all love each other no matter what the ROI is. You know what I mean?

Speaker B: So 100%.

Speaker A: So, yeah, you're my biggest waste of money in the last 24 hours.

Speaker B: That's a good answer. All right, Ask all of my guests on my YouTube channel. Let's ask every single one.

Speaker A: You're my guest.

Speaker B: Yeah, but come on now.

Speaker A: This is Curtis Anderson podcast.

Speaker B: This is my show. My show. All right, you go into the bathroom, you sit down, all right, you do your business. You pull up that toilet paper. The is going, yeah, I know

Speaker A: this guy off the podcast.

Speaker B: You pull out the toilet paper. Are you bunching that or are you, are you rolling it? Are you.

Speaker A: Sorry.

Speaker B: Are you folding your toilet paper or are you bunching it up?

Speaker A: Up. Are you a bunch of folder for Curtis? What do you think is the answer?

Speaker B: I'm, I'm sure if you think I'm

Speaker A: a buncher, I'll kill you, dude. You think I'm a buncher?

Speaker B: I'm a folder, brother.

Speaker A: My three year old daughter is a folder. Let's go.

Speaker B: All right. See, there you go. You'd be shocked, bro.

Speaker A: Bunchers, they Exist.

Speaker B: Dude, so many of my A type personality friends are all bunchers. They just literally crumple it up and just go for it.

Speaker A: That's disgusting.

Speaker B: You'd be shocked. You'd be shocked. Shocked. You'd be absolutely shocked. I learned this about my wife.

Speaker A: Do you bunch? No. Thank God.

Speaker B: Of course he's gonna say that.

Speaker A: Have you seen his Google Drive organization? There's no way he's bunching crazy.

Speaker B: All right, all right, good. I'm just. I'm happy. I had to clear that up.

Speaker A: That's. That's the question you ask everyone at the end of your podcast.

Speaker B: Well, in the podcast, at some point, every single person.

Speaker A: That's crazy.

Speaker B: Yeah, I've had one, so I've won.

Speaker A: Give me someone who's a buncher. Who's a buncher that I know. Um, I'm sick to my stomach, actually.

Speaker B: No, I haven't had a bunch on the show yet. They're all been folders except for one friend of mine who uses wet wipes.

Speaker A: And so how are you shocked then? No one's a bunch.

Speaker B: I've never heard somebody say wet wipes before. That threw me off. I've asked, like, hundreds of people this question. Not on this pod. Like, another things. Um, a lot of my family are bunchers. Like, a lot of them are. And they'll say they're a folder, and they'll message me, like, three days later, and they're like, I'm actually a buncher. I thought I was a folder. Yeah, it happens all the time.

Speaker A: No, I literally rip it and then I fold it in half and half and half. Like there's no other way.

Speaker B: It's efficient.

Speaker A: I can't believe this is even something where.

Speaker B: Dude, you'd be shocked. You'd be shocked.

Speaker A: Um, I'm actually gonna make a poll on my story today.

Speaker B: You have to.

Speaker A: I'm gonna be disgusted.

Speaker B: This is my favorite question.

Speaker A: If they put buncher, I'm unfollowing.

Speaker B: Yeah, do it. Bunch of your folder. Um, I will say, though. Wipes. Wet wipes. Guys, game changer will change your life, bro.

Speaker A: Of course.

Speaker B: Change your life.

Speaker A: But it's like, you can't have that outside of, like, your own house.

Speaker B: Yeah, you're right. Unless you pack it, which is just.

Speaker A: It's like, why get used to that standard?

Speaker B: Yeah.

Speaker A: You know, it's like. Then you're like. It's like. It's like my friends who only drink, like, specific glass bottled water. It's like, I get it. But if you're traveling half the Time, and you can't actually have that kind of access to that. That specific water, then your whole life is an inconvenience. You're like, oh, I have to drink this other water. Whatever. I drink tap. So everything else is an upgrade. You drink tap?

Speaker B: I'm just kidding.

Speaker A: You know what I mean? If I go to a restaurant, but I'm like, yeah, uh, just give me tap still.

Speaker B: Yeah, yeah. Who cares?

Speaker A: Like, I mean, I get it. It's much better for you to have bottled water. Glass, bottled. I'm totally on the same page. It's just like, I can't create that convenience. It's like wet wipes. Like, I can only do it at home. What are you gonna do? Dude? If you're a guy who brings wet wipes in your backpack to go take shits in other places when you travel, you're a sick. You know what I mean? Like, there's levels to this. You're saying if you're a buncher or

Speaker B: you bring wet wipes around, you're done. You're done. Yeah.

Speaker A: If you're. You bring wet wipes around, like, with you to other places you travel, you're a simp. And if you're a buncher, then you're just, like, a barbaric, and we should never be associated with each other. You ape. You're no better than in caveman. It's my opinion.

Speaker B: This poll is gonna go crazy. You need to post it right after this. Um, all right. You, um, are quite. People don't know this, but you're very modest about your, uh, cars. You're quite modest. I'm gonna leave it there. If you could only drive one car for the rest of your life. Now take out the concept of.

Speaker A: I already know that I take out

Speaker B: the composite or, uh, the concept of comfort, because everybody's like, well, it's not gonna be comfortable to drive this every day. Yeah. Any car, only one. Rest your life. Which one is it?

Speaker A: Uh, Bravis G Wagon.

Speaker B: Really?

Speaker A: No, not even close, really. Hey, close. Why, bro? The. The way the G Wagon drives and the way that you have, like, a vantage point from the driver's seat is insane. The interiors are top point 1% in those Bravis cars, and that car looks insane from the outside. It's still fast as fuck. I, uh, floored out fucking ripping it. But, like, at some point, you realize you don't really need speed. You need utility. And it has utility. It's fucking safe. It looks sexy as fuck. The interior is amazing. You feel like you're on Top of the world when you're driving it. Ah. And I got trunk room. I got room for my kids in the back. It's a lot of utility. I can fucking climb the side of a mountain, bro. I can't even drive my lamb up a driveway. You know what I mean? Like, it's like my. Literally, my parents driveway is like this. I cannot take my car up there. I've never taken up there.

Speaker B: Well, things like this are off the ground.

Speaker A: Yeah, exactly. So like, not even that was too much.

Speaker B: Yeah.

Speaker A: So, yeah. So I don't. I mean, if I had to pick one car. Brabus G wagon, no doubt. Not even close.

Speaker B: Okay, awesome. Love it. Um, well, that is all I got for you today.

Speaker A: This is a pleasure. Thanks for. Yeah, thanks for having me on the Curtis entertainment pod.

Speaker B: Thank you for joining me. You've been a special guest. I appreciate it.

Speaker A: Yeah. If you guys actually liked it, hearing my side of things instead of everyone else's boring ass side of things, you know, um, then go ahead, leave a comment below, let us know. We'd love to see. Maybe we can do more of these more often on specific topics on the inside of my brain. And if you are listening to this, keep an eye out because we are launching a different. I'm calling it right now. So we have to do it. I'm launching a audio only podcast. That's just me, no guests.

Speaker B: Really?

Speaker A: Yeah, it's gonna be.

Speaker B: I'm learning about this just now for the first time.

Speaker A: Yeah, it's called, uh, minutes to Millions. I'm just gonna drop it.

Speaker B: Oh, damn.

Speaker A: Uh, there's gonna be five to ten minutes every day, though. It's like business game every day for free. For free. Five to ten minutes. So yeah, if you want more of me, just go there. Actually, I'm not gonna do another one of these. Curtis just got lucky. Unless Curtis comes back into town and maybe we do it again.

Speaker B: Let's go.

Speaker A: But hey, if people want to connect with you on the sales side, agency side, sales advice, that's what you do right now. You coach just like I told you at the beginning. Like, he's the fucking best of the best in this game right now. Now where, where can they connect with you?

Speaker B: Um, Curtis Anderton on basically all platforms and the, uh, agency closures.

Speaker A: Dot com. Cool. Beautiful. You heard it here, guys. Go give Curtis a follow. If you're in the agency space. Connect with him. Get some sales advice from him. M. At least let him look at your. Because your shit's probably all up and you think you're really good most of the time. It's not true. Curtis, thanks for jumping on the show, bro. Appreciate you all the way from Vancouver. Uh, this is the first time. No. Is this the first time you realize we're on the East Coast? No, no, that was Damien. He's actually. That's pretty concerning. Anyways, thanks for joining us on the Bad Marketing Podcast. We'll see you guys on the next one. Thanks so much for watching another episode of the Bad Marketing Podcast. I hope you got immense value from it, and if you did, all we ask of you is that you share this with a friend that you think could find this very valuable. And depending on the platform that you're watching or listening to this on, please like subscribe or rate the podcast as best as possible. It really means a lot to us. We, we pour so much money, time and effort into getting these guests here, filming all this, editing it, uh, all for free, just to give you free value. And all we ask in return is that you just share this with people. You give it a positive review, uh, so that we can continue to reach more people and impact more lives with all this effort that we're putting in. With that being said, thanks so much for tuning into the episode and I look forward to continue to provide you more valuable content moving forward on the Bad Marketing Podcast. Make sure you subscribe.