#465 - Michael Walsh gets REAL about Why Businesses Grow

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Speaker B: That's why the whole notion of a well oiled machine just doesn't work anymore. Instead there's something that on the surface seems way more scary but actually is way easier to deal with and that's an intelligent ecosystem. So as I outstrip my structures, instead of actually putting in new structures to try to control people, I need to put in structures that support them to be at their best.

Speaker A: Welcome to the Bereal show with Travis Too Tal and Ha where we talk about life, dreams, social media and business. Well, hello and welcome to the B Roll show with Travis Too Talen Huff and hope you guys are having a wonderful and fabulous Christmas week because we're recording this on the Christmas week the holiday Mojo vibes. We got the vibes in the air, but we're also thinking about always on the end of the year. We're thinking about the next year and that is 2026 coming upon us. But we have a legendary uh, guest on the show today folks, Michael G. Walsh. Michael, are you ready to be real?

Speaker B: I am ready to be real.

Speaker A: He's bringing the fuego folks. And if you guys don't know, we're going to give you a little more details about Michael. He's been doing this for 30 years as a business strategist assisting established business owners typically of larger size at uh, this point. Now probably we can talk about the story from the beginning, but specifically like in the 2 million to 20 million dollar range where they're trying to get to that next level and there's lots of barriers that happen from that mindset. Barriers, limitations from M staff limitation on many different areas. And my man is doing it and seeing it and living it, uh, every single day. Like I said for the last 30 years as well as, like I said, focus on growth, focus on ways that we can get and maybe grow out uh, of our current situation getting to the next level. Where's the, where are the Goals lying where? Could it be marketing? Could it be operations? Human resources? Where are the underlying issues here? And a lot of times as business owners, a lot of them in general, after interviewing close to 487 guests on my show, is that the biggest thing that I see that are, you know, a lot of these are very successful people now is they have figured out ways to empower those around them in many of those roles that evolve as the business starts from zero sales all the way up to, you know, millions or tens of millions or even $1 million in sales. All of a sudden, you need a human resource department. When you got zero people, you just need to figure out how to get a check and how to figure out how to, you know, figure out, validate the business. Is it. Do people want my services? Am I valid? Am I. Am I worth something? And then as you grow from 1 to 0 to 10, you know, 10 clients to 20 clients, you need these different roles. And a lot of times the business owners that unfortunately struggle are doing all those roles. They're doing every single one of those roles themselves because that's how it started. They were the accountant and the legal, and now, you know, you have chat, gbt, and a lot of cool tools that can help, but it's still you. So let's get into your mind, my man. Were you always in the business? Were you always into, um, you know, entrepreneurship and stuff, even as a kid?

Speaker B: Um, yes.

Speaker A: Nice. Let's go. It was in the blood.

Speaker B: Yeah. I was always looking for creative ways to do things, and I love doing things with other people, but where we could actually explore what's possible. I've always been curious about what's possible, and so that's really where I operate from in life, is to explore and unfold whatever's possible, um, together with other people.

Speaker A: Right. And right now, because as your business has evolved. Let's talk about the business. When was your epiphany into helping people into the strategies of the business and helping them on their businesses and being that kind of coach. Like, we all have coaches in different ways. You know, if you want to work on your fitness, you get a personal trainer. You know, you get a yoga coach, or you get a mindset coach. Now, obviously, with the, you know, different things with meditation. Um, but even, like, you know, take it down to sports. You have a sports coach, you have a. You have a baseball coach. I coach soccer for my girls under eight this year. It's usually a volunteer, but volunteer, That's a coach of one of the dads. It's putting his time and effort into seeing his daughter or son thrive and, and, and get that experience. But that's a really cool empowering role. So what gave you that, you know, um, life's passion? Because it's an empowering role to help people out in this way, you know, and it takes a lot of your, your goal, a lot of your uh, energy putting into all these different businesses too.

Speaker B: Well, it's interesting because consciously that's not what I thought. Yeah, I thought something very different. I mean for me, how I was raised, uh, you just help other people, period. I mean it's just, that's just what there is to do. If you're, if whatever you're doing doesn't help other people, why are you wasting your time on something that doesn't help other people? So I actually didn't treat that as a goal at all. I just assumed that that's part of the fabric and you know, and what I was finding, like how I got into this just over 30 years ago. It was 30 years in May. Um, I was working with a client. Uh, I was doing personal planning and corporate planning with clients and I was an associate in a firm and there was one client where we actually uh, we got them. Hm. Into an investment and it was a real estate based investment. This was a vice principal of a school and his wife was an administrator in the same school. And uh, so we got them into this investment. He was making at the time about 90,000, you know, at that time in uh, in income, in taxable income, US would be the uh, W2. In Canada it's a T4 but same thing. And uh, he had about 30,000 of tax withheld. And uh, after doing the investment we were able, you know I also did back to back returns, my undergrad, it's a double major in commerce and economics from the University of Toronto. And, and um, you know we got him, we got him 27 of his 30,000 back in tax when I did the thing and he was all happy, paid the fifteen hundred dollars we charged for the back to back returns and that was fine. And in addition to getting involved in the investment and the next year did the same thing, use the same investment, the same tax, uh, advantage was available from the same investment. He didn't have to invest again to do it. And uh, so I got him you know, the same 27,000 and change back on his 30,000 and change was a little bit more than that but not much. And uh, send him a bill, 1500. And he complained about the bill. Wow. I said, okay, so where's the road paying $3,000 in tax and you've got $90,000 in income and you didn't have to put any more in an investment. He said, yeah, but you did that last year for me. What do you got new? Uh. And I'm like, okay, so here's the thing that I know you don't blame anybody. It's not his fault.

Speaker A: Right, right. It's nature, the nature of the beast.

Speaker B: Well, here's the thing. What I discovered is you can't save people more tax than they paid. It's. I, I don't know how yet. Apparently there's ways to do it. I just don't know what they are.

Speaker A: Right.

Speaker B: Secondly, um, if you put them in higher yield investments, they are usually higher risk. And people do risk losing their money when you do that, right? 100% stay away from that kind of stuff, right?

Speaker A: 100%. 100%, yes.

Speaker B: But there's another half to this. You know what I found because I was doing corporate planning as well as, uh, personal stuff.

Speaker A: Right.

Speaker B: If you teach people how to sell more, they keep paying you more. There's no lid on that one. So I actually switched gears and I just focused on business planning from that point on. And that's when I opened my company. And, and, and, and the first was outsourced sales management. And then it continued to different aspects between my MBA and my, and my uh, and, and just the work I learned from so many different clients as well as whatever other courses I continue to pick up along the way.

Speaker A: Right.

Speaker B: So a career was developed and a business was developed and now we work in Canada, the U.S. and U.K. and we're just stuff with a bunch of people, you know.

Speaker A: Right. But that's part of also listening to the environment too, because you listen to your gut and the environment was telling you, let's not think about saving people more, let's think about making people more.

Speaker B: Absolutely.

Speaker A: The growth, let's get thinking about the growth mindset of the. You, uh, know, I always listen to constantly the abundance, uh, videos and things like that because I just love the Earl Nightingales and these timeless souls that talked about stuff, you know, 50, 60 years ago that still resonates today. Validly. You know what I mean? Straight up validly. And you can get them obviously on YouTube and things like that. Just fun little motivations, positive mindset shit. Instead of listening to the news, which is so temporary and such a moment to moment, like the things you hear today don't really matter. Even tomorrow, because it's like something else is happening tomorrow. It's. The news is happening so fast where it used to matter, like when you had valid points of news. Yeah, it matter. Oh, I know this and that because it mattered back in the day, 20,000, you know, 20 years ago, 50, 30 years ago, when I was growing up too, it mattered to have the newspaper news because that was the news for the week almost. You know what I mean? Like, it wasn't changing tomorrow, it wasn't changing today, even where listening to these mindset or motivations or even podcasts or audiobooks, it's like true enrichment for the mind and it gives you that mindset. You know, if you keep listening to this, it really changes your mindset by obviously what you're putting into your brain.

Speaker B: Well, keep in mind, though, that there's a reason why people don't typically do that and why the news captures everybody's attention. Okay. Fundamentally, I mean, one of the things I play with is I actually play with certain aspects of human behavior. And the aspects of human behavior we do a lot with, which is really simple aspects. One, we have the biological need to survive.

Speaker A: Right.

Speaker B: We will do what it takes to survive. We concurrently have the innate desire to thrive.

Speaker A: Right.

Speaker B: But of the two, survival will always trump thriving. If we feel a threat, if we don't feel a threat, then survival goes out and we're. And surviving is about us protecting ourselves. Thriving is about others and contributing in meaningful way.

Speaker A: Right.

Speaker B: Go back to the news. Well, here's the thing. What's the job of the news? To engage readership or to engage listenership or viewership. And here's the thing. Husband kiss his wife. Who's going to read that in the newspaper? You going to spend money to pay for that?

Speaker A: Yeah.

Speaker B: What's the latest trauma? That. Oh, my gosh, did you hear about this? That's horrible. Oh, well, we got to do that. You know, a ship ran into a bridge.

Speaker A: Don't.

Speaker B: You know, and it's. Well, really, what happened. I mean, you know, watch how many rubberneckers stop when there's an accident on the other side of the road. We are always protecting our survival. Survival.

Speaker A: Survival, yes.

Speaker B: Did you know that Coca Cola will not advertise in news segments?

Speaker C: Ooh.

Speaker B: Because everybody's unhappy. It's always bad because that's the thing that gets our attention. But you know what? Coke is a feel good. You'll see them in sports, you'll see them in entertainment things, different things like that, you know, and you'll have you'll have like a mama bear and a dad bear and a baby bear with a Christmas hat this time of year, and they're holding on to their Coca Cola or whatever. But the bottom line is it's all good stuff. So of course you're not going to have that. So. So obviously you're moving past the survival needs and you're going into thriving. And the positive mindset supports that now. Just aligned with that. If you take a look, I said that this. I originally started looking at me. I always assumed that I'm not going to get what I want unless I give others what they want. So, I mean, that was always in there. But there's a point in our careers or in our businesses or whatever where you decide, you know what, as long as I'm healthy, I know I've built enough expertise or enough of a mechanism that works or enough, uh, skills that I'll always feed my family.

Speaker A: Yes.

Speaker B: So you know what my job is to stay healthy.

Speaker A: Yes. Yes, that's a great point.

Speaker B: Then it's just about exploring and dancing with others about what's possible because the survival need starts to. Actually, I can let that go for the moment now. It shows up every time there's a threat, but it goes down for the moment. I can spend more of my time on thriving. And this is where the positive mindset things have huge impact in terms of their ability to support us and in really exploring possibilities that we never thought of before because we were always sort of distracted by the threat of the moment.

Speaker C: Yes.

Speaker B: So that's what I'd say about that.

Speaker A: And now they're like, you, like, you know, the, uh, threats have been amplified because there's like, bloggers, there's YouTubes. There's so many different ways to keep you in that survival mindset.

Speaker B: Well, there's both. They, they do. You play in both. But you write ones that everybody goes.

Speaker A: You know that's what I'm saying. Like, yes, like they can keep you down the rabbit hole of just like car accident videos and things, like, really keep you in that survival mindset of all the things that are going on in the world. And you go down the rabbit hole. The algorithm is going to continue to feed you that no matter what platform you're on. Obviously. And. But obviously the flip side too, as many positive mindset stuff too, you know,

Speaker B: look at how many Karen videos are

Speaker A: on Instagram and all that.

Speaker B: Everybody goes, oh, that's horrible. But get something everybody can talk about and it captures their attention. Now flip that over to business For a second. So here's my allegation. I'm alleging something here, okay? There are as many ways to grow businesses or our people because we all have different skills, we have different strengths, we have different interests, we have different passions. And if I combine my skills and interests and my passions, um, together, then I'll create one thing. Now, if you and I got together, right, we would actually. We each have our respective passions, and there'll be some collective and we have our respective and probably some complimentary skills, and we'd have a different business. And if you went on one on m your own, again, you'd have a different business there. So there are so many different ways to create a business. Um, you know, it's amazing. That's why I don't actually believe in formulas to create a business. Because you know what? There's as many ways to create a business for our people. Any formula is going to start roughing the edges off my uniqueness, and that's not really helpful. However, here's what they don't tell you. The problems are all the same.

Speaker A: Yeah.

Speaker B: Okay, now here's the one. Here's a couple things I've noticed. So, you know, as you grow, um, a business, you know, the first thing to do is to learn what actually creates value for somebody that they're willing to write a check for. And I mean, when somebody starts off from scratch, they start to do that. Then they say, well, how do I do it in such a way so that I can actually, you know, do it for more people? Because pretty soon I'll get run out. And so that's when I start hiring people. And then. And then, you know, how do I evolve the thing? I get a lot of utility people when I'm in my first half million or three quarters of a million dollars, because guess what? I need everybody to do everything because there's just too much to do, not enough of us to go around. We literally play with it. Then people head towards what they don't realize, okay? And that's the zone of hell.

Speaker A: The zone of hell. Right, right.

Speaker B: And the zone of hell sits somewhere between 800,000 and 1.2 million.

Speaker A: Yeah.

Speaker B: Everybody thinks, I got to make a million, I want to make a million, I got to make a million, I'm going to make a million. I'm going to make my million. Except here's the other side of what they don't realize. Entrepreneurs are pretty savvy group, okay? If we can see a problem, we can fix it, right?

Speaker A: We figure some problem we figured it out. Or find somebody to bring it in.

Speaker B: Or find somebody to bring it in. If we can't see a problem but we know it exists, we can figure it out either ourselves or again, bring in people, because we know at least what to focus. That's why when you look at marketing, sales, operations, finance, human resources, strategies around that, management, leadership, all that stuff, you know what, There's a way to figure that out. There's a third classification, and those are problems that lie below the surface that are under each of the milestones of growth. Okay, now, what are the milestones of growth for everybody when they just get into business? The first one, they want to make a million dollars or they want to make a million pounds if they're in the UK or they want to make a million euros if they're in Europe. I mean, it's always a million. Okay, it doesn't translate. 1.3. No, it doesn't work that way. You want to make a million numbers, and then if you hit your million, you want to make. And if you hit 2, generally people want to make 5, and if they hit 5, they want to make 10. If they hit 10, they want to make 20. And then it continues up from there. So beneath each of those milestones of growth, there are actually problems lurking underneath that are hidden and nobody knows they exist. So if you can see a problem, you can figure it out. If you can't see it but you know it exists, you can figure it out. The ones that really get our attention are the ones we can't see or we can't figure them out. We have no idea we're in their grips even while they've got us. Those are the ones that are troublesome. And the latest book that I wrote is on that very subject. What do you do? And, uh, it's after you get past the first million. So as somebody approaches 2 million, just after 5 million, approaching 10 million, and this chasm between 12 million and 20 million, what are the underlying issues that actually stop us in our tracks and just make business harder?

Speaker A: Right.

Speaker B: And so. And then what do you do about them? Yeah, you know, and so. And so. I mean, it's a. It's a fascinating subject, but I got to tell you, it's it. If you can address the problems in whatever your own unique way, there's not even a uniform way to address them, because that assumes you and I and how we address problems do it the same. But we just said we have different skills, we have different. Yeah, you'll do it your way I'll do it my way. And if we work together, we'll do it a third way, you know?

Speaker A: Right.

Speaker B: So there's the key. The first job is to understand what the issues are. But second thing is to actually say, okay, well, what are the underlying issues that cause these issues? Okay. And one of the main ones is people. It's interesting because as a business grows, it gets harder. Oh, absolutely. Um, you know, you add more people.

Speaker A: Absolutely.

Speaker B: If you take a look. Okay. So if I've got, say, 25 person company. Well, actually, I have a four person company. Let's just start at the very base.

Speaker A: Let's start at the beginning. Yeah, start at the beginning.

Speaker B: If I have four person company.

Speaker A: Yeah.

Speaker B: There are six one on one relationships there. Yeah. Okay. There's me with you, there's me with Joe. There's me with Sally, there's Joe with Sally, Joe with you. Joe, you know, and then there's Sally with Joe. So there's six in total? Uh, with the four of us.

Speaker A: Yeah.

Speaker B: Okay. If I go to a 16 person company, oh, man, it's 120 relationships.

Speaker A: That's unbelievable. Yeah.

Speaker B: If I go to 25 people, which is not that many people. Uh, 301 on one relationships. If I go to 50 people, that goes to 12, 25 relationships. And if I go to 100 person company, which is not that big a company.

Speaker A: That's not crazy. Yeah. Yeah.

Speaker B: 4,951 on one relationships that are there.

Speaker A: Is this between this person, this person, variations of, uh, the.

Speaker B: Absolutely. And I literally had to do a little Excel spreadsheet, counting them out. Any question why it's so hard to do the seating plan at the 100 person wedding?

Speaker A: Yeah, it's impossible.

Speaker B: I can't put Jerry next to Mrs. McGillicuddy. He'll talk her ear off and I will hear about it from her for months. Okay. You know, and the term herding cats, we come by it honestly because, you know, it's like, how do I do that? And so. But here's what people say. You know, people come and people go. You can trust your structures because structures are there to say. Okay, I'm here to tell you, Travis, that is the biggest load of BS I ever heard.

Speaker A: Yeah.

Speaker B: Think of it.

Speaker A: Everything.

Speaker B: Think about a company at a million, the same company at 5 million, and the same company at 10 million. What do they share?

Speaker A: Well, hopefully they're serving the same customer.

Speaker B: They probably have the same product or service. Hopefully they've got the same value set.

Speaker A: Yeah. They got a lot more taxes. They Got to do or figure out.

Speaker B: But the third thing is they've got a few of the same key people.

Speaker A: Yeah.

Speaker B: Oh, that's it. Right. Everything else is different. Nobody is delusional enough to think that a five million dollar company can run on the same structures that it ran on at a million. And there's no way, again, at a $10 million, does it work for five or one. And it's not. Most of the people are the same. I didn't have that many. At a million, I had eight people plus me, you know, and probably my wife helping with the books or something. I mean, whatever. But I promise the 10 million, we have departments that deal with that kind of, you know, and so the people swell, but the structures all blow up as well. So it's a combination of stripping our structures and adding people that come together that make these underlying issues. And people don't realize, and there's a reason why we can't see them. Because the structures at 2 million are very different than the structures of 5 million, are very different than the structures of 10 million. So you don't even see. I can't even say, well, I've been through that, so I know. Yeah, but you've not been. You don't know when you're outstripping a structure. Right. And so what happens is knowing that, how hard it is to deal with people, all this herding cats thing. Here's what I'll do is when I, um, strip my structures, I'll put new structures in to try to get them to do what I want them to do.

Speaker A: Right.

Speaker B: And that's when you have boss bosses that people hate because they're trying to make me do stuff I don't want to do. And all of a sudden, employing disengagement is hot.

Speaker A: Peace out. Everyone starts to say, I'm looking at other jobs, too. They start to stay.

Speaker B: Exactly. And take the paycheck.

Speaker A: And two thirds of the app have to work. Right, Right. I remember seeing that happen when, uh, Xfinity took over and Comcast took over NBC. All of a sudden we had to do, like, account for every single meeting. And it all happened during this acquisition. Whoever the great minds involved. But then, I swear to God, every single person would talk about it like, why do I have to do all these extra steps like it did? It's made my job 10 times more than just sell television advertising, which is what my job was. Meet with customers, find out who they wanted to reach, get them in the right shows, test it to see how effective it was. If it starts to be effective, add some more budget to it. If it's not effective, switch to a different channel, switch to a different network. You know, mix it up. I always started that way because you don't want to go all in on something and then you're like, oh, shit, this doesn't work. Oprah doesn't work. She's a million dollars. No, you want to test with different areas affordably and then see which one resonates. Um, obviously now with digital, it's completely a game changer. But back in the day, this is prior to 2009. Um, but acquisition I think happened around 2010, 2009 of when NBC and Xfinity kind of merged up. And all of a sudden you start seeing these different things happen where it's like, why is it taking, uh, three times longer to do my job? Like, everything had another extra check and balance and it had to be something like you said, they're just validating these other, you know, requirements that they want to have to see performance on different levels because of this new acquisition. Now, you know, maybe the, the people required it because on these new, uh, board members or, you know, now they have different insights and they decided to check in. They want make every single salesperson more accountable, you know, um, and it was easy to obviously bullshit the system. So it was real easy, quickly for people to go, hey, guess what? You can just hack it by just doing this and this and this. And then you got people just not doing their real job. You know, like you said, hey, I'm

Speaker B: doing the shapes and balance.

Speaker A: Yeah, but I'm not actually doing my work. You know, I'm not.

Speaker B: Their idea of holding people accountable is. I want to control you.

Speaker A: Yes.

Speaker B: Treat the business like a well oiled machine.

Speaker A: Right?

Speaker B: Now if your business is a well oiled machine, that makes people cogs.

Speaker A: Right?

Speaker B: Okay, now that, that we haven't always had management like that. People act like the way we have management. I'm the boss, you're the employee. You should do what I say. We think that that's always been what management is. It's not right. Okay? Before the Industrial Revolution, we had apprenticeships. You know, you're the boss, I'm the employee. I do all the joe jobs. You teach me a profession, whether the profession was architecture, engineer, medicine, or blacksmith or carpenter, you taught me something. And then I do all the work that supports you, and then you teach me how to be a, uh, professional in whichever profession or trade that was. Then when you brought in the Industrial Revolution, when we're doing production, uh, things you could have five different veterans with their apprentices on the same assembly line, and what you get is a lumpy assembly line. So what they did was they took management away from the employees. Instead of you teaching me six things, you'd hire six people like me. And each of us does one thing and the employees hated it. And they'd sabotage the machines and the employers didn't care, they just make them pay. Or they'd firemen get somebody who's willing to do it. And people wanted a job, so they did that. And so this command and control style that had been long gone came back when we had to actually, you know, deal with people who didn't really want to do this stuff. Now, in an information age, you're in a situation which of course evolved in 70s and 80s and, you know, and into 90s. And since you're in a situation where you need the individual teams of knowledge workers, you need everybody's thinking at the table because the problems are far more complex. This is not product, uh, development. In product development, as long as I got consistency of inputs and consistency of outflows, no matter how complicated the algorithm, I can break it down and parse it out to the different people. And then the only one that knows the whole picture is the manager.

Speaker A: And that's how I see the whole thing.

Speaker B: Whereas in an information system, there are many ways to get it right, but there's many ways to get it wrong. And you're in a situation where one person gets something wrong, everything can blow up. The Space Challenger was a perfect example. What people treating it in siloed chunks. And other people saw the problem and in other departments, but I'm so busy with my department, I have no space to tell somebody else in theirs. And they said all they had to do was talk to each other and everybody would have figured this stuff out. And that's not the only instance. There's a ton of instances like that. You need everybody's brain at the table. Now, if you were my manager and you held a gun to my family's head, said, lift that rock, I'll lift the rock. He's going to kill my family, right? Whereas if you're, if you're in information age and you say, be creative or I'm going to kill your family, the brain just doesn't work that way. I'm sitting there, it's going to kill my family, it's going to kill my family. And all of a sudden my brain ceases to work. So bosses can no longer do that with their employees. But too often people are still trying. That's why the whole notion of a well oiled machine just doesn't work anymore. Instead there's something that on the surface seems way more scary, but actually is way easier to deal with and that's an intelligent ecosystem. So as I outstrip my structures, instead of actually putting in new structures to try to control people, I need to put in structures that support them to be at their best. So that means I need to find out what's important to Travis. Where's Travis strong? Where has he got some weak spots? How do I build teams of complementary strengths? So, and how do I give Travis the tools so he can actually do his best work? Because guess what, if Travis is doing his best work and he's just killing it and, and he's having a ball and so are the other people in the group, I've got a really powerful product.

Speaker A: Right. Right.

Speaker B: Arrangement that's incredibly profitable and all I have to do is make sure that people get what they need. And you know what, if you pick the right people for your teams and you do that, it actually works so much better.

Speaker A: Yeah, that makes sense. I mean honestly, it's hard. It's hard. As like you said, it's scary for any business, probably scary for any business owner. Listen to that right now. But truthfully, one of the only ways that I think you're going to be able to also survive through the AI generation too as a business owner with your employees, as things will transform, as we know already are in the advertising, uh, world that I exist in and have been running my business since uh, 2009. Absolutely seen transformation in the agencies from newspaper, the evolution of when digital came along, um, advertising agencies that didn't embrace digital instantly lost business and they instantly got wiped out by younger, newer agencies that were embracing digital. And we're taking the edge and doing social media and creative and some of those businesses were able to pivot and either buy those other companies, bring them into their agencies, which, you know, kind of happens a lot in the advertising space, uh, is where, you know, people just combine up, you know, this force joins this force and um, you know, that's kind of the only way a lot of these newspapers survive too. I mean think about it. Um, whereas to get into digital, you know, to kind of really, you know, partner up and, and, and like we talked about, just find someone else, look in the room and say, hey, find another, you know, find something else. You know, we both got distributions here, but let's Find another distribution point. Um, you know, in many ways.

Speaker C: Absolutely.

Speaker B: Uh, well now the same, the same thing's happening with AI. You know, AI is marking, I would assert that AI is marking the end of the information age.

Speaker A: Right.

Speaker B: You see, because information, there's no such thing as the information age anymore if everybody has access to all the information. And so there's, there's everybody's doctor comes behind the next stage. Right. And so what I predict is going to happen is and over the next five to 10 years, if not quicker. But I think that what will emerge is the age of creativity, right?

Speaker A: Oh, absolutely.

Speaker B: Are using all this information to improve people's lives. And you know that the only economic benefit or the only economic thing that's got a long term, um, shelf life, something that feeds our vices, unfortunately that'll have a long term shelf life. But things that actually make us better, things that actually improve our lives and creativity used to improve the lives of people. That's the thing that's already starting to emerge.

Speaker A: Absolutely, absolutely. And I remember when, uh, I interviewed Kai Fu Lee, AI superpowers, he wrote the book, he started coming on podcast and I got a chance to interview him five or six years ago because it was at my old house. Um, and I remember he said the people's jobs who are not going to be eliminated are people that create personal brands. So I think that's also what's going to happen with like you talked about making an intelligent ecosystem. You guys are all my brand. You guys are all me. I want you guys to be the same as I am. I want you guys to be me. I want you to each be my little apprentice and feel the same empowerment to go out and take our brand forward and be the personal brand even more and, and, and develop your own personal brand amongst our bigger brand. You see that happen now more and more obviously in real estate and things like that. It's Travis's, uh, you know, part of the XYZ group, you know what I mean? Or et cetera, they're developing their own personal brand as part of a bigger personal brand. And I think more and more companies, even if you're working for Cisco or you're working for whoever it is now, before it was just I got a business card, no big deal. I, I, I, you know, I, I got a LinkedIn profile now. I think more and more you're going to have to go into a personal brand inside of Cisco is who you need to be. Otherwise AI is going to eventually call for you and you're going to not have a job. But if you're eventually the, you know, a personal brand inside Cisco and you're this and that, Cisco's going to say, well, we don't need an AI for this guy's job. He's doing a great job at all these other advocacy program, you know, helping us advocate our brand. And we got a lot of, uh, people that trust this guy. And so they're going to not want to eliminate you, just like a podcaster, you said, or podcast people, or people that create or willing, like yourself to go on podcasts. These are the first people or the last people that AI is going to be able to eliminate. And, uh, I thought it was fascinating for someone obviously that knows and understands that. And I think about it more and more as you talk about. Because creativity is what this all allows. It allows people to be more creative. It allows you to be your own graphic designer, if you want, or your own videographer designer with just your own keystrokes. You know, I started doing it with music. It's, it's unbelievable what it does with music. I mean, my partner in music started uploading all our old tracks, our own original music into the new AI and you know, playing with it and then having it make new covers of that. And it is unbelievable, uh, what it can do using the exact words, but making it to the level of absolute radio quality, to the level of like Post Malone or Taylor Swift voice level, you know what I mean? To the level it would take someone that's trying this now a lot harder to do because of the cost of recording and, you know, the costs that are involved in music is very cost prohibitive. So that's a whole nother business. Like you said. Now you got sono AI, you can be. Everyone could produce music. Any brand could produce music for themselves. And those are the kinds of things I think are going to be necessary with this AI like you talked about, because it opens up the creativity possibilities that were typically limited by cost prohibitive. Oh, uh, we can't do that because it's going to cost us, you know, $500,000 to do all this, you know, music production. Now you just got someone busting out Coca Cola anthems and, you know, whatever it is, you know, whatever brand you work for, it's just kind of amazing that you would have that now. Um, and obviously you have Sora Video and just so many of these creative elements now that let's just be real. It would have cost a lot of money to make those kind of videos ten years ago. Oh, yeah, ten grand. Probably five grand for some of these videos. Hey, you wanna make a custom video for you? Five grand, no big deal. Now it's like 20 seconds, you know, like, it's just kind of, kind of amazing and cool to live where we're at today. And now we're about to get a little bit more into your mind, my man. Are you ready to get into our top 10?

Speaker B: Sure.

Speaker A: Apple or Android?

Speaker B: I have an Android. Android.

Speaker C: Let's go.

Speaker A: Netflix or YouTube? Yes, he says either one.

Speaker B: I use both.

Speaker A: Let's go. Instagram or Facebook? Neither.

Speaker B: Uh, neither.

Speaker A: Chicken or steak if you're thinking about a good meal.

Speaker B: Oh, steak every day.

Speaker A: Let's go. Steak every day. Laptop or a smartphone if you have to leave the door right now?

Speaker B: Oh, uh, laptop.

Speaker A: Laptop. Spotify or Pandora if you're listening to music or content?

Speaker B: Spotify.

Speaker A: Spotify. Movies or video games?

Speaker B: Movies.

Speaker A: Movies. Reading books or listening to books?

Speaker B: Both.

Speaker A: I like both too. The, uh, the listening.

Speaker B: Different for different things. I. I love reading when I'm on a plane, when I'm walking.

Speaker C: Yeah.

Speaker A: Oh, yeah. It's so awesome to be able to put that good content in your head while you're listening and things like that. I'm with my kids, I'm listening to a podcast or wherever you're doing, like, you could just be doing multiple things. They're out playing at the park. You're getting a little mindset in your head. Changing the world in different ways. Stocks or real estate, if you're thinking about investing.

Speaker B: Oh, real estate.

Speaker A: Real estate. Let's go. You can always live in that sucker. And if you're thinking about vacation today, you deserve a vacation because you've been working hard, my man. Ocean or lake? Where would you choose right now if you could hop on?

Speaker B: You're going to ocean.

Speaker A: What ocean are you going to go to? I think I love the ocean, too. That's one of my favorite things to see.

Speaker B: Well, I mean, I live on the Pacific Ocean. I used to live on the Atlantic Ocean. Uh, you know, but yeah, but I got to tell you, I'm always by an ocean. Always, you know, and so in Vancouver, we're. We're, you know, on Pacific Ocean. I go down San Lucas on the Pacific Ocean. I, you know, love the Pacific Ocean.

Speaker A: Yeah, there's nothing like seeing those rolling waves. Just keep coming, man. Like, always remind a reminder.

Speaker B: And you like Hawaii? That's Pacific Ocean.

Speaker A: Yeah. Oh, I. I'm absolutely. Me and my wife are absolutely infatuated with seeing the water. Something about that they say it's obviously good for your mind. If you can be around moving water bass or taking, uh, a bath or looking at water, seeing a river, I think it opens up those opportunities of possibilities. It's always coming with the ocean, though. It's just fascinating that the. The loss.

Speaker B: So look at how powerful it is. Oh, I mean, you can hear that. You know, if you hear the noise comes from the top, right? Long, slow, deep waves are underneath. You don't hear those, but that's where the power of the ocean is. And it's kind of humbling being by

Speaker A: an ocean God or if you've ever got caught up in a wave like that, it will humble you real quick.

Speaker B: Yes, it will.

Speaker A: You will. You will you understand the power of that damn ocean if you get caught up in the wave? Wrong. I remember too many times, uh, you just have to kind of be patient. And that's part of the, the, the. The. The scariness of it all is you have to just kind of let the wave kind of move you around and not fight it. Because if you try to fight, it is when things go all bad. Uh, you have to definitely just. Just go with the flow, baby, because it'll push you back to the top. But you have to not get scared because it's a little crazy in there for a second. When you're waking up for your day, my dude. And you're getting yourself ready for your day.

Speaker B: Yes.

Speaker A: How. When you're looking yourself in the mirror. Why do you Love being you, Mr. Michael Walsh?

Speaker B: I, uh. Because I get to contribute. And, you know, that sounds like it's about other people. It's not. It's as selfish as you get. I love the feeling I get when you can actually make a difference in someone else's life, whether it's getting a coffee for my wife, whether it's actually helping one of my kids, whether it's. Whether it's actually giving somebody access to a perspective shift that changes things for them. I mean, that is. I'm incredibly selfish about those things. I love doing those, uh, all the time. And I get so much from it that it's like, why would I not do that? And I actually. I'm in a job where I get to participate with people when they're growing their company. There's never a more exciting time. There's never a more scary time. There's never a more exciting time than that. And I actually get to witness their growth along their journey and support them in getting access to what they want in their lives. I mean, how Rich is that so? I love waking up each morning and

Speaker A: most of your clients are also people that probably, you know, are willing to be empowered, someone that wants that next, you know, they're like someone that's willing to take that next step. That's not just all in their own ego, right? So like if you're all like, I, I could do this all, I don't need no one, Michael. Fuck everybody. Uh, you know, screw everybod, I know it all. You have that kind of CEO and then you have those that need others help out there. And so I always just gravitate to anyone listening that, you know, if you're in that same mindset, you also maybe should think about, at least check out my man's website, what you're going to go check out. But also thinking about bringing in those that can help you to that next level, you know, because a lot of us, we're not going to probably get there without that. And unfortunately business is hard enough on our own, you know, so that's the thing I always just say, because a lot of times when people think about coaches, these are people that like you're willing to kind of go and see a um, a mental health professional, you know what I mean? Like that takes a lot of courage as well. You know, some people just stay in their own ego and they're like, I can do this all on my own. And you know, I remember going for years to mental health and it's a little bit humbling in some place, you know, situations and kind of self reflecting can be very humbling. Um, to go back into, look at your childhood and to go into all the things, you know, you go through and how it affects today and. But it's the same kind of thing with the coach, you know what I mean? Because you're kind of looking and reflecting where you were, where you're coming in, what, what's going to happen in the future. And it's the problems that happen in life can still happen in uh, a business. When you got 4,000 relationships in 100 person business, these same things can happen. You know, you got 4,000 combos of issues possibly happening here. Uh, when you, when you, when you look at your end of your day and you're finishing your day, it's 11:11 right now. My favorite time synchronicities and happening right now is do you think you'll ever retire from this job? Do you think you'll ever retire from growth, mindset and helping people?

Speaker B: Um, I'm never going to stop interacting with People. And anytime you interact with people, you're always looking for how you can actually do something that works for them. I mean, people. It sounds so altruistic, yet it's just how life works. So am I going to stop contributing? I mean, I hope not. If I stop contributing, that means that something's wrong with my health, right?

Speaker A: Yeah, yeah.

Speaker B: Such that I can't. So as long I'm healthy and doing things, you know, to take care of me, um, I should be able to continue to contribute in meaningful ways. And the best get rich quick scheme is go contribute.

Speaker A: Right.

Speaker B: It's amazing what comes back.

Speaker A: Push the button, go live, do a podcast. Be consistent too. Never stop.

Speaker B: Well, we also, we all learned from somebody else. We didn't learn to walk on our own. We didn't learn how to write, how to read. We didn't learn any of that stuff. So when it comes to business, there's so much going on. But when it comes to, uh, any aspect of life, you know, I enjoy sports, but I enjoy them more when I understand the rules. And so somebody teaches you the different rules. That's why you get, you know, informed. Commentators, it helps, you know, sometimes.

Speaker A: Absolutely.

Speaker B: They try to take too much. It gets annoying. But, but, but the sports that I love the most are the ones where I understand them the most. And the ones that I don't really connect with as much are, uh, because I don't really understand them. But there's always more to it than meets the eye. And that's. The exploration is like, so cool.

Speaker A: Oh, yeah. Like, people just watch baseball and they don't realize all the play calling. Like that batter didn't have a shot to hit the bat because the coach told him not to swing. You know, like they told him not to swing. It was, it was set up in the rules. It was if he swing, he's going to get, you know, benched the next game or something. You don't know exactly. You know, it's just kind of interesting, the dynamics that happen. It's not always just you're up there swinging the bat. Much, uh, more in the game of baseball. What is your favorite sport, by the way? Just let me ask you on that, because I have a sports card company. I do trading cards.

Speaker B: Sports. Two of them. For 25 years, I've been a season ticket holder of the Vancouver Canucks.

Speaker A: Oh, let's go Canucks, baby.

Speaker B: And for the last seven years, um, I've, I've had the privilege of having season tickets for the Kansas City Chiefs now this year.

Speaker A: Wow.

Speaker B: So. Well, I know, but you know, what we've done, okay.

Speaker A: Now I can put some dynasty on.

Speaker B: What?

Speaker A: It looks like you guys are already a dynasty team. Let's just be real. And Mahomes is already a goat. I mean, it's hard to, uh, hard to always be the best team. Like, let's just be real. That's what. You guys have already been the best team for so many dang years, even in the game of football, especially because of the money involved and the. The opportunities involved. And it's all just timing, injuries, stuff like that. Weird play calls that happen now in the NFL.

Speaker B: And the level of nuance is there as well. Like, you watch.

Speaker A: I know.

Speaker B: You know the biggest thing, if you ask any question, quarterback, what do they got to work on? They're.

Speaker A: Oh, my God.

Speaker B: Work.

Speaker C: Right?

Speaker B: Like your footwork. Really? Yeah. Uh, and you know what? 8 out of 10 of them will tell you their footwork. And it's like, what is it about your footwork? And what are the nuances there? And what about the angles?

Speaker A: Move around that line and get fascinating. Get around that line and make sure you don't get smashed by some guy and put you in the hospital for five weeks. You know, these guys are huge. I mean, you give them so much credit. Like this Drake Bay kid, you give him so much credit because he's so tenacious. He's willing to take these hits the last second he throws that ball and he's doing good by just. But you just pray to God he can get. Take these hits, man. Because, you know, the. The players that take the least hits seem to last the longest. Like, that's right. That's. That's the thing that I've always seen. Like, look at a guy like Joe Flacco or some of these guys. He doesn't look pretty, but this guy's lasted the test of time. Like, look at Joe Flacco when he came out and how many people have come and gone since him, and he's still in the NFL. It's unbelievable. Quite a cool, cool testament of story. And also, like, guys like Philip Rivers who came Back to the NFL, I know actively 44 years old, back in

Speaker B: the NFL five years after retiring. It's like, good for him.

Speaker A: He's a grandpa dog. He's a grandpa in the NFL. Quarterbacking. Unbelievable. It's a test of the time we live in in a way too, based on genetics, based on the human body, and, uh, a lot of things, obviously with longevity, because that just shows you back, you know, a long time. You would never see someone in their 40s in the NFL in the 1920s or something. It was like, that would have been unheard of. It would have been the coach, or maybe they'd been an NFL team owner, but that would have not been playing in the NFL. Um, so is there a skill right now you're trying to master? Is there something you're trying to get better at?

Speaker B: Um, well, I'm actually doing more digital stuff with a partner. We're actually looking at how we end our scope. And so there's lots. How to support others. You see, there's a lot of things that you pick up as an owner, the average owner. What you find is that it takes three people to replace an owner. M And now think of it, and it's not like there's anything magical about an owner, except what happens is the owner's got the tenacity to go out there and try stuff even when they're not sure. So if you were doing ABC and somebody said, well, can you do this over Here you go. Sure, I can do it. And you go, figure it out. And then somebody else says, can you do this over Here you go, sure, I can do it. And you figure it out. So, uh, you end up with such an eclectic skill set that there's no way you have anybody traditionally trained in anything that could cover the whole span that an owner has done by saying. Saying yes a lot to different things that don't quite fit. And so what happens is it takes two or three people to cover the whole gamut. Uh, but the other side of that is if you get three qualified people that cover it, they'll do better than the owner ever would because they'll go deep with their areas. And so what I'm doing is learning how do I actually take what I've learned and actually parse it out, uh, and actually contribute it to other people so that they can actually build it. And what we're finding is that it's three person teams to do that kind of stuff now. But the good news is that they'll do it better than I ever would have. Because the fact that I've got a whole team looking at a situation which gives you the different perspectives than that. So that's the project where a partner and I are in the process of actually teasing out at the moment.

Speaker A: Let's go. I love that you're constantly keeping yourself new challenges, new, uh, obstacles, uh, you know, things that keep you on your edge of your game. I think that's the best part about life. I remember listening to, um, Charlie Munger, one of my favorite financial, you know, part of, uh, one of the owners of, of Berkshire, uh, Hathaway, obviously partner to Warren Buffett. He always said a life full of, uh, that's well lived is a life full of learning, constantly keeping the synapses going, you know, in your mind. Um, the challenges that we have are the ones that keep our minds going. If we just stay in this safe place, we don't have those obstacles of challenge. And that I feel like what is, what keeps us young, that's what keeps Philip rivers playing at 44 in the NFL, is like, he's got some synapses going. Something's going on in the mind. And also we're evolving. Like evolution is, is causing us to evolve. My grandfather is 92. He just had a pacemaker put in his heart. At 92, typically, would you think you get a pacemaker, like, you're going to be planning to live longer than 92, you know, so it's just kind of cool to think, like, that's where we're going and exciting obviously as well. A couple last questions for you might do before we wrap. And I really appreciate your soul and your passenger energy. I, I, I feel your vibe. And I know that, like, also that when people come in to deal with you, that they can feel that vibe too. And I appreciate you for that because you come on with a very, um, confident vibe, but not like a cocky vibe where you're just like, egotistically, you know what I mean? Like, and I love that because I can only m. Imagine some coaches, and I've had some coaches come on that it comes off in like, an egotistic way where I feel like, I feel like it might not. It'd be hard to resonate with every single person, but I feel like you're someone that could resonate with many people in a room. And I, I like that about you, brother. I like that you can sit down. We could have a coffee with anybody. Uh, you know, different sides of the points of view, different perspectives on religion, advice and all that stuff. And I, I always love those kind of people myself. So I appreciate you, Michael, for that, my brother. That's just my vibe I feel towards you. Last couple questions is if you could chop it up with anyone today for a steak dinner, because we're eating steak, baby. Is who would you want to sit down with today and talk to

Speaker B: Deepak Chopra?

Speaker A: Oh, I love Deepak. Oh, my God. Amazing.

Speaker B: I mean, the level of depth in that man is.

Speaker A: Yes, dude, talk about all the things we've been basically talking about today. Longevity and mindset and just unbelievable. So if you guys don't know about them, just YouTube or Google or AI, whatever you need to do, obviously you're gonna to stumble upon him, but there's

Speaker B: a whole different dimension to. To the world that he'll bring up the table that I know. You know what we don't get to see as often enough.

Speaker A: I know. I wish you could sometimes. I, you know, wish you could just stay in that always. But then we have to flip back into the survival. Got to pay the bills, got to grow the business. Gotta. I feel like the thrive mindset is where Deepak is. And then we have to flip back sometimes just because reality is you got to pay pg, you got to pay the car bills, you got to, you know, pay the kids tuition fund or you know, all the things that we got as. As responsible adults that we have to pay that would flip us back into, all right, let's get into business. Let's get to the, you know, the things that we got to do for the day. And a lot of it actually if we're in the right situation is we're still doing the things we love even though we're doing a job. Like I, when I flip into my sports car business or I flip on this podcast or I do my. Even my social media business, like a lot of it is, I'm like, I love this shit. Like some of it is hard. In social media, burnout does happen after a certain point in time in campaigns which we found we have to kind of mix up creative and, and things that happen. But truthfully, I always just feel gratitude towards that business because it's still operating amongst a ton of challenges amongst Covid shutting down businesses and amongst a lot of things now it's running a fit more efficiently than better. And I still have some of the same key foundational people like you said, since the jump, you know what I mean? And helping them grow. And I'm so grateful for that. And then I sprung a whole new business which is a trading car business that I never thought would ever have happened in my whole life that you know, now allows even more revenue into our. The whole operation that has kept people on board and you know, uh, it's in a whole new area live selling a different operation, a different aspect, a different like you talked about, um, like it's basically like a new journey if you want to. If you want to call it in the operation of a business owner that is Willing to take on and say, sure, what's that over there? Let's go check that out. That thing that, that keeps businesses always moving is like you talked about, I think that person that's willing to take the risk where employee mindset typically says, uh, I don't know if the boss wants me to do that, so I'm not going to do this area. And I think it's just a good mindset for anyone that's listening today to think about those three people around you and that have been with you the longest and be like, hey, what do you know that you want to do more of? Like, what ideas do you have that you want to do more of? And like, let's accept those offers in the future. Let's empower you to open you to be. Create your own personal brand or whatever you need to do so that people want to come to you and even come to us into the real time. They want to come to Christo, they want to come to Anthony, or they want to come to whoever those three foundational people are in your business and giving them more opportunities to grow. But also. Yeah.

Speaker B: Can I ask you a question?

Speaker A: Yeah.

Speaker B: So what sport or sports do you focus on in your trading card company?

Speaker A: Oh, yeah. Well, we do every sport. We do all sports. But the primary sports that people love to purchase in America are football primarily, and also basketball and baseball. A lot of baseball. Um, and then also there is here and there. We do have hockey. I personally love buying hockey, um, less and less. I have, I have a ebay store too. So a lot of buyers on hockey on ebay.

Speaker B: Okay.

Speaker A: On whatnot, which is a live streaming platform, which is kind of the new way of people are selling things, which is a personal, uh, shopping experience. Me buying from a personal shopper, instead of buying from Target, I'm buying from Travis. And then it's kind of. It's kind of a new way of shopping, a new way of experiencing, uh, commerce based on, um, live, uh, live selling app. Apps that are now allow this essentially, you know, 20 years ago, they didn't have this. Ten years ago, they didn't have THIS. Five years ago, they didn't have this. Um, but like I said, so, um, people just buy the most popular people. They want Michael Jordan, they want the most current brand names, they want the most current player. So if it was, uh, whoever caught the latest touchdown essentially is who they want. You know what I mean? Whoever threw the recent pass. But as a, as a business owner in general, typically it's all different types of Business, even including non sport, which a lot of our businesses moved into more of, um, which is like cryptocurrency cards and Pokemon and, oh, wow. All these different types of things that, yeah, you would never expect that people collect, but they're very fascinated and loving on. And, um. So, yeah, the business has evolved in that it's not just only sports, it's a lot of non sports too. And then, um. But we do a lot of. A lot of sports. A lot of sports. But I personally actually love hockey. Buying hockey because it's the most value. Um, I'm gonna find you a Canucks card. I'm gonna find you a Canucks card to send you, my brother. I appreciate you, bro. I appreciate you, my friend. Is there a book that you are reading right now or a book that is stuck to your soul that you just love to reread or you can't get out of your head?

Speaker B: You know, one of the favorite books that I've read, I actually listened to this book. It was the first book that was a memoir that I lost. I used to just listen to nonfiction, and then I'd, uh, read fiction, um, if I'm flying somewhere. But this one, while it is nonfiction, it was a memoir and it was Shoe Dog by Phil Knight. That was such a fabulous. Listen, I'm sitting there, you know, and I want to walk for an hour, and that's fine, which is about four miles, because I, you know, a little bit faster than that, but not a lot. And I'm, uh, sitting there listening, wondering what's going to happen next. And next thing you know, I'm already an hour out. See, I should go for half an hour, turn around, come back. Well, I go for an hour, and I'm. I hadn't turned around because I was so busy wondering what's going to happen next. The story just got me. And then I got the. I got open my mind open to the idea of listening, listening to fiction, not just nonfiction, because it really can capture you and capture your attention, you know? And so, I mean, one of the things in Vancouver we're very fortunate we have a number of seawalls speaking water. And so, you know, I'd walk along a seawall and it just keeps going and going. And so I found that that was absolutely great. But so if there was one that I would recommend that one. I just loved that book.

Speaker A: Fascinating. Such a fascinating book. It's incredible to see, like, someone just. Just bootstrapping something, sticking like waffle irons on a shoe and just starting to, like, grind it out, and then partnering up with the other company, and he's selling their shoes, and then they're, like, gonna cut him off, and then they're gonna knock him off. He's like, all right, I'm gonna create my own then. Like, it's just amazing to think, like, how things evolve. And he's a super generous, uh, person back into his, obviously, area of Oregon. That's why they have the most cool stuff at Oregon. And. But obviously, obviously the most recognized brand in the world based on a gentleman named Michael Jordan partnering up with. He eventually figured out how to partner with people. Like, hey, instead of just being me, I'm gonna partner up with Jordan. I mean, let's just be real. That was it. And when she did Michael Jordan, it was over. And now you have, obviously, legacies of kids that just want now, like, flipping culture. And you got all these collectors, investors. Because it's a limited release, there's only a thousand of these, so they sell out immediately. You know what I mean? Like, it just changed completely over time. But his. His evolution of, like, you talked about me talking to you and then us creating another brand. Like, me and you talk up, and then we create. That's what he did. He's just like, me talk to jump man. Here you go. And then me and you talk, and then, boom, here you go. Here's your brand. And that was the whole evolution of Nike that really separated from everybody. And I think that's the whole idea of what you talked about today, which also resonates back to the whole conversation, is make sure that when you're talking to people in the room, you always keep the conversation open to, hey, is there something we can do together? You know, is there something we can also do together here? You know, you just never know what the possibilities are unless you keep that mindset. You're going to limit yourself to only your ideas.

Speaker B: Sure.

Speaker A: And thinking you know it all. And that's why I actually have a podcast is because literally, I get so many awesome ideas every Monday. And I'm so grateful for this. I'm so thankful for all our listeners. I'm so thankful for you, Michael, and I hope you have a great day today. Where is the best place for people to learn about the business? I'm going to give all the show notes. I think I already have everything in here.

Speaker B: Um, our website is walshbusinessgrowth.com. uh, or you can just look for Michael Walsh Vancouver on LinkedIn and you'll find me either way. Um, you know, the latest book we've got is called Freedom, uh, by Design. And it's an established business owner's guide, you know, to grow, make an impact and find the joy again. So. And again, that's in Amazon. All you have to do is type in Freedom by Design Michael Walsh, and it'll show up whichever country you're in because we're selling it in a whole bunch of them.

Speaker A: Oh, and folks, I'll put everything in the show notes so you don't have to worry about anything. You just put it all in the show notes. I, I just want you to know and appreciate your soul. And let's, let's keep focus, focus on the things that we love. Let's keep focused on our own mindset as much as possible. Keeping that thrive mindset because my man is thriving. Okay? We all have to survive. We all have to get into that survival mindset some days, some hours of the day. But for the majority of our moments of day, let's stay in that thrive mindset. Let's never forget the possibilities are limited and my man is doing this. I appreciate you so much, folks. You've been hanging out with Mr. Michael G. Walsh and Travis Too Tall and Huff. We want to thank you again for your time today. And let's keep being real. I just want to say thank you so much for rocking with your boy. And most importantly, I don't know if you guys know, but I do have four businesses that help me do what I do each day. The first one is our foundational business. That is real time outsource. That is realtimeoutsource.com we can help you boost your digital presence in seven days a week, folks. We're working with our clients is for them on their behalf. So take advantage our team and let your social media thrive in 2024. And that leads into my second business, which is Realtime Reputation US. This is a business that I was sitting down with a customer. We were talking about their software that we could use to possibly power his reviews. And so we did eventually white labeled and now have our own software to help you power your business and get more customer feedback and online reviews 24 hours a day, easy with an email list or a phone list. Realtime Reputation us take advantage of it, folks. And my next businesses are my passion projects. They are my loves and I want to see them thrive and grow this year. I love podcasts. That's iluv podcast.com. this is our podcast agency where we can help you get your, uh, your voice in front of the right people using audience strategies, booking services, our, uh, podcast marketing services, and our podcast review strategies. We can not only help you get your podcast to that next level, but also help you get booked on 3, 5, 8 shows every single month and making it easy for you to focus on what you do and help us take our network and extend out your voice to them. And my last one, which is my favorite and my baby and that is dreamsportscars.com dreamsportscars.com what do you dream about? And we have searched the most craziest, uh, you know, cars across the globe from baseball, basketball, Pokemon wrestling, ufc and the list goes on. We're also on whatnot daily. That is dreamsportscars.com we have on eBay and whatnot daily with three shows a day. And most importantly, I hope you guys are having a great day and thank you. What's another epic episode? And uh, if you enjoyed the episode today, can you please do me a favor and subscribe to our podcast the Bereal show on itunes or your favorite podcast platform. And also take a little time today if you don't mind and give your boy T Huff a review. I would really super appreciate it and thank you so much for listening today.

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