545 – Create the Business of your Dreams: Tom interviews George Horrigan

Episode 545 – George Horrigan
[00:00:09] Welcome to Screw the Commute. The entrepreneurial podcast dedicated to getting you out of the car and into the money, with your host, lifelong entrepreneur and multimillionaire, Tom Antion.

[00:00:24] Hey everybody, it's Tom here with episode five hundred and forty five of Screw the Commute podcast. I'm here with George Horrigan, and let me ask you a question Are you ready to take your sales through the roof? Are you going to take? Do you want to take your business where you want it to go? You want to work less, make more and have fun in your business less. That's what what this show is all about. I got to tell you that. So if you answered yes, you're in the right place. During the past twenty one years, George has shown over 1200 leadership teams how to grow an existing business or start a new one. And he's the author of three books with the fourth book titled Work Less, Make More and Have Fun in your business. And that's coming out late this year, and I got to tell you he has more designations after his name than my shoe size. I mean, he sees everything. I don't even know what some of them mean, but but we'll bring him on in a minute now. We sure had a hoot with episode five. Forty Claudia Monticello, Vermont Now I don't know how to get it. She's Italian lady, but oh my God, she does. Like she does 14 different things. She's a Ph.D. and just just a hoot showing you how you can do tons of different things and still have a good time.

[00:01:42] And like, like George says, have fun in your business. So that was episode five. Forty four. And then there's a whole series on my new audio book and audio book production episodes five forty three. And there's a whole bunch of them before that, showing you what you have to do to get on audible, all the technical stuff that you have to comply with. So that was a whole series before that. And of course, any time you want to go to a back episode, you go to screwthecommute.com slash and then the episode number. All right. How'd you like me to send you big checks or gold bullion or crypto or however you want to get the money? But if you get it, my affiliate program or referral program, you can make even in excess of $5000 for one referral and everything below that. So check it out by giving me an email at Tom@screwthecommute.com and we have all kinds of products and services, and we'll help you, you know, get a program that's perfect for your crowd so that you make the most commissions. How's that sound? All right. Pick up a copy of our automation e-book. Now this book, we figured that we estimated a couple of years ago the Save Me seven and a half million keystrokes. That wasn't an exaggeration, and that's been a couple of years ago, so I'm sure it's an eight million by now, and it helps you reach more customers faster.

[00:03:10] Get your work done way faster with cheap and free tools that some of them are already on your computer. You just nobody ever showed you how to use them and your cell phone automation tips and tricks, and it allows you to ethically steal customers from people too slow to get back to people. I mean, if you're the I mean, we've got a sales expert on today, but you know, if you get back to people fast and impress the heck out of them, you're likely to get the sale. So we'll see what George has to say about that. And while you're at it, pick up a copy of my podcast app, get the book at screwthecommute.com/automatefree and then pick up a copy of our podcast app at screwthecommute.com/app. Does all kinds of cool stuff, and we have training on how to use it, and you can put us on your cell phone and tablet and take us with you on the road. Now we're still going strong with our pilot program to help persons with disabilities get trained in internet and digital marketing. So that's our scholarship program, and we have a Go Fund Me account. It's something you could really be proud to be part of. I mean, these people are so inspirational we have to blind people in the program that are making videos. I mean, just whenever I hear people crying, Whoa, I can't do video. Well, go watch the Go Fund Me campaign and see what these people are doing in their blind.

[00:04:30] So anything you can throw in there to help out is great. And hey, if you're really flush with cash, you could sponsor a person yourself and boy, that would be something you could really, really be proud of. We're going to get them hired or in their own business or both. And then I took a grant writing course so that when I prove the concept, then I'm going to roll it out to big companies and foundations and help loads of people. It's one of my biggest legacy projects, so. So I'd love to have your help on that. Check it out at our school site IMTCVA.org/disabilities.

[00:05:09] Ok, let's get to the main event. George Horrigan is a noted innovation and business planning expert. He started and operated nine companies and is founder and CEO of Fountain Head Consulting Group Inc. When he's not showing people how to create the business of their dreams, you'll find him being loved by Isabel Jeremiah, and I think it's Zachariah or Zachariah, or he's hiking in the North Georgia mountains and before I bring him on, I got to tell you he's a man of my heart. He's the owner of Bo, the goofiest yellow lab in the world, and I think Guinness is going to certify that. So George, are you ready to screw? The commute?

[00:05:53] I'm ready.

[00:05:54] How are you doing, man?

[00:05:56] I'm doing great. How are you doing?

[00:05:57] Good. Been a long time. So let's see. Fountain head now. I, you know, I'm not a small business advocate, and I get a lot of people on the show that are all about bragging about how they work with fortune. One hundred companies and nobody on this show cares because this doesn't make any doesn't help us that an executive has 52 secretaries and we don't, you know, like for me, I'm an employee of the month every month. I got 12 pictures in my head up on a wall. So, so we we when I saw fountain head, I saw, Oh, fountain, because I usually teased about, Hey, if you if you miss the corporate world, just get yourself a water fountain, then go gossip next to it and you'll be happy. So. So tell us about the fountain that head in your consulting group.

[00:06:48] Yes, fountainhead as an innovation, consulting and business planning firm. And we worked with over twelve hundred companies during the past twenty one years, and we provide services in three basic areas. Number one, using our structural success methodology, we show people how to grow their business, take their business where they want it to go, how to quote unquote create the business of their dreams. A second late with our fast track innovation program, we show companies how to transform themselves through innovation. And then thirdly, with our innovation academy, we train the employees in those companies how to effectively innovate. And we've worked with companies across the board, manufacturers, wholesale, retail consulting, not for profit construction businesses because the concepts are all the same and we work with larger and smaller businesses.

[00:07:42] That's great. Now I saw a part of your the new book coming out the work less, make more and have fun in your business, which is what I've lived for forty four years even before the internet came along. So how did you come about writing the other one that creating a thriving business and so many nuts and bolts? You got there to help people. And yeah, there's a lot of detail to business. And yeah, I'm me, and a lot of people like me are the raw. Yes, you should be in your own business, but you still have to know the details or you're probably fail miserably.

[00:08:17] You're exactly right. So back in the nineteen eighties, I started four companies. The first two businesses were failures, but I learned a lot from that. My third and fourth businesses were which were both I.T. consulting businesses. I have an undergraduate grade accounting and a master's degree in computer science. Those are both I.T. consulting businesses, and they were quite successful.

[00:08:39] What was the first to? What were the first two?

[00:08:42] The first one was a book distribution business, and the second one was a auto part for your engine that improved your gas mileage. The distribution of that, but I learned a lot from both of those failures as well. But by the time I finished that fourth business, I had developed a basic framework of how you start a new business and then grow that. So that's in the nineteen eighties. Fast forward to nineteen ninety five in nineteen ninety five. I started getting company CPAs, which is as it was a full service CPA firm and clients came to us and said, George, we love the one stop shopping services that you're providing the CPA firm, but we want more. We want assistance with the business itself. And they started asking questions like How do you start a business? How do you grow a business? How do you maximize the business's profitability? Well, the funny thing was these were the exact same questions I had wrestled with back in the 1980s. So I took that framework I developed, started doing additional reading and research for to transform that framework to an actual methodology. And that methodology evolved to become what is our current structure success methodology, which is built upon our experience with over twelve hundred companies during the past 17 years. So in working with our clients, these twelve hundred businesses, they said, you need to get the word out to the entire world. You need to write a book on your methodology and that's what I did. That's. Creating a thriving business, which covers a good part of it. The next book, my fourth book, work less, make more and have fun in your business, covers more parts of it. But everything we to talk about today is covered in that book, creating a thriving business.

[00:10:23] Ok, now I'm looking at maybe it's called an infographic of the structure of success that's trademarked. This is your your baby, right? Yeah. So I see innovation, then I see structured execution and I see strategy. How does that all work together?

[00:10:42] Yeah. So so first of all, what is the structure of success? A good way to answer your question is to tell you about Roger. He was an easygoing man in his late forties, and he had a small health care consulting business. And his problem was he wanted to take the business to the next level, but didn't know how to do that. And he was reading my third book Creating a thriving business. And the light bulb went off, and the transformation of his enterprise began when he discovered in the section titled Creating the Business of the Dreams that their five building blocks to take your business a next level. So those five building blocks are. And for our listeners, just imagine a pyramid and you're starting at the bottom of the pyramid and you're building steps on that. So the foundation of our entire structure of success methodology is what are the values that you hold near and dear as a business owner? And what is the vision for your business? What is the destination where you want to take your business? What is the direction you want it to go in? What is a successful and thriving business look like to Tom? To Bob to Ted? Second, building block is identifying your business as unique, critical success factors, and the concept of critical success factors was developed about 20 years ago, and what it is is that every single business on the Planet Earth has its own unique set of make or break factors.

[00:12:02] And if a business identifies those critical success factors, then accomplishes them, that business will be successful. Period. Period, paragraph one, if you don't identify them, then of course, then you can't accomplish them and remember how much time one of your talent is what this is. It'll never be successful, which is what happened with the . Com businesses, their third building block. Going up the pyramid here is strategy. You need to develop a comprehensive strategy to accomplish your vision and fulfill your critical success factors. The fourth building block is execution. It's not enough to have a strategy need to execute the strategy in a logical, systematic way, which we call structured execution. And then the fifth building block the top of the pyramid is innovation. Innovation is how you beat your competition and separate your business to the rest of the pack.

[00:12:54] Well, yeah, so I'm looking at the chart here, and yeah, it does look like a pyramid, but I like the focus on the strategy. The six areas of strategy you have here, which are vision, marketing, production, finance, human and information. So going a little bit deeper on those.

[00:13:13] Good. Well, let me start off by telling you about Sterling and Cindy, who were an ambitious couple in their early forties, who owned a mid-sized printing and advertising company. The problem was that they needed a game plan for growing their business. And as we worked with them and they learned about the structure success methodology that you need to have a comprehensive strategy that addresses all six areas of your business. One of the owners, Sterling, jumped up right in the middle of the meeting said, Aha, this is what we've been looking for, and it was very dramatic. It kind of shook everybody up there. So the first area of the six areas of your strategy is what vision do you have for the business and what leadership are you providing to drive the business into your vision, your vision and leadership drive, determine your market and its sales. What are you going to sell as a business and how are we going to market it? Your marketing and sales drives or determines your production? How are you going to produce what you're selling and marketing in? Those three areas are the core of the business, the foundation of the business. And when I say production, not many production from manufacturing standpoint. It's however you're producing your revenue. So if the bank, its banking services, the restaurants, food and beverage, the fourth area is your finance and administration area, which is a support area that supports the three areas that come before that 50th year human assets, your personnel, your team. And that's a support area that supports the areas that come before that. And lastly, is your internal information technology area, your I.T. area, and that supports all five areas that come before that.

[00:14:51] Now what happens if you try to skip over these?

[00:14:55] Yeah, so you end up with big time trouble. So I give you an example somebody was wrestling with this Clyde and Louise, which were a who or a serious minded couple in their thirties, owned a 10 person engineering company, different company, different business than sterling. But the same problem. How do you take the business where you want it to go? And they felt like their operation was a big earth ball. They're just pushing and shoving this engineering company, trying to get it to go certain directions. But the company wouldn't respond when they came to realize that there were six separate and distinct areas of their business that need to be addressed separately, but still cohesively. It totally changed their company. So how we address this as we develop a formula for each one of these six areas, so there's a separate formula for marketing, a sales, separate area for production, one for finance, administration, et cetera, et cetera. And depending upon the area, each formula has between four and seven elements. So, for instance, marketing and sales has seven elements. And if you address all seven areas, you'll be hitting on all cylinders. Your marketing and sales production has five elements. You'll be hitting on all cylinders if you do all five of those correctly. So what we do and what the book describes is you do a SWOT analysis of each one of the six areas of your business based upon the formula, and that identifies your strengths, your weaknesses, your opportunities and threats in each of the six areas.

[00:16:35] Restate that because I was going to say, tell them what a SWOT analysis is.

[00:16:39] Ok, so SWOT looks at your strengths, weaknesses, opportunities that your business has and threats to the business. And the formula identifies each of the elements that are necessary in marketing and sales, in production, in finance, administration, in human assets, information technology, vision, leadership. So by using the formula and then doing the SWOT analysis, you'll see specifically what things that you need to improve, what things you need to do better, what things you need to physically document you're carrying around in your head, but they haven't been documented.

[00:17:18] I know at my point of view is, but what what do you think some of the biggest mistakes are in business nowadays?

[00:17:25] You know, the biggest problem is people wrestle with how do all the parts of my company fit together to get the business I want? The truth of the matter is that business is like an intricate jigsaw puzzle. And how do you get all these faces so they fit together to take the business from where it's at to where they want to go? Because that's the big thing. Almost every business owner says themselves, this is the business I have. That's the business I want. So I'm pointing out in space here. And how do I take my business from here to there? So does this sound familiar to you, Tom? People look around and they see other people blowing the doors off their revenue and they say, What am I missing? Or they see other people taking their profits through the roof while the business owner sits and relax at the beach? And you say to myself, What do they know that I don't know. And I want to find out now. So and haven't you seen people struggle with how to put all their pieces of their business together?

[00:18:28] Yeah, I tell them, you know, it's like a jigsaw puzzle, but they don't have the box to see what the whole picture looks like. And I'm in the box. You're the box.

[00:18:37] Yeah. So the neat thing about our structure's success methodology is that it's very graphic. And the company leadership can very easily see how all the pieces of their enterprise are supposed to fit together. So a good example of that is Amber and Jay, who had a 40 person dog boarding, grooming and training facility. And the problem was that everyone was going in a different direction. The groomers thought the company should be this. The people work in the boarding area. Thought it should be this. The people in the training thought it should be this. And the company was just falling apart.

[00:19:13] Dogs thought it was some other thing.

[00:19:15] Oh yeah, the dogs loved it because it's like, okay. But as we worked with them, once they understood how this business is supposed to fit together, they will pull all the pieces of their enterprise together properly. And as part of this, one of the key things that they did was that vision. Remember, I shared that the vision is the foundation. We developed the vision and then they shared that with each one of their employees regularly. And what it did is that the people that wanted to go in one direction or another direction or third direction, all on the same page. And that's a great thing for your listeners to do regulators to share their vision with their employees so the employees know what you're trying to take your company, and that begins process of getting your employees fully engaged and on board with your organization.

[00:20:10] Well, even if they're only even if they're they have the right vision and everybody's aligned, you still got to sell things, don't you?

[00:20:20] Yep, yep. Yeah. Yeah. As you said, sales is so key. It's the lifeblood of that organization. So really, the core question in sales is how do you convince people to buy what you're selling, what you're trying to sell? And the good news is you can get new customers and the sales you want. But first, you have to understand why people make purchase decisions. So, Tom, let me ask you a question, why do you think people make purchase decisions

[00:20:52] For my company or in general

[00:20:54] In general, why do you think people buy products and services anything?

[00:20:59] Sometimes it's need. Sometimes it's emotion.

[00:21:02] Ok? You're exactly right on both sides, OK? Most people think of wants and needs. That's why people make purchases. But the studies show that people make purchases decisions based upon their perception that your product or service will enable them to reach their short term or long term goals. So each one of us has this loop running in our head. We walk into a convenience store and say, OK, what do I need? What's my short term? What's my long term goal for being here? You go to the grocery store, that loop is running in your mind, et cetera, et cetera. So how do you understand what your customers short term and long term goals are as they relate to your product? You can do that by asking questions like Why is your product important to your customer? What is the true need of your customer? What is the true benefit of your product to your customer when I say product product service there? And the true me looks at it from the customer standpoint, what is the true benefit is looking at it from your standpoint. Another question to ask what is the when your product is providing to your customer?

[00:22:23] Yeah, you want to write all these down, folks, and we'll we'll have them also in the show notes, because these are critical things he's telling you right now

[00:22:30] And this next one is really the best one. You provide your product so that you fill in the blank so that your customer will do X. And Tom, don't you agree that it's so important to get into the mind of your customer?

[00:22:51] Well, it's absolutely important, but see, I'm kind of blown away here. I thought people bought from me because of my boyish good looks.

[00:22:58] Oh, I'm sure that's apparently true. That's true there. So so. And when you watch TV, they've got this down to a tee. So you see that SUV commercial and it shows that person going through the Rockies off road with that person going through the desert. And the image is if you buy this SUV, you're going to be a trailblazer, you're going to be doing all these exciting things. In reality, that SUV will only go to the soccer practice and back or the beer commercials. If you buy our beer, you're going to have all these friends, you're going to have parties, you're going to have all this life. So what they're doing is painting an emotional state. So what the real question is and what really would make decisions on is the emotional state that we perceive and we will be and once we obtain those short term and long term goals. So it's the emotional state that we perceive that we will be in once we achieved those goals, that's what they're selling that SUV. So how do you ascertain that emotional state? So questions like this you can ask what would your life look like if? How would it affect you if? In what ways would it impact your life if? How would it change your life if can you imagine if and you let them fill in the blank?

[00:24:29] Well, if you teach people all this stuff, how are we going to stand out from the crowd? Everybody's going to know the same stuff.

[00:24:35] Yeah. So let me just add a little bit more. Give you an example of how a business put that into play of understanding their customers short term and long term goals and emotional life emotional state. So Bob and Nick had a pharmaceutical consulting company. And one thing is we worked with them. What they did is they wrote down three of their customers short term. And one of their customers long term goals and the emotional state that they perceived the customer would be. And if they achieve those goals and then they built their marketing and sales around those goals. And your audience can do the same thing. And how you do that is you think about your customer and write down three of their short term and one long term goals and the emotional state you think that they perceive they're going to be in when they achieve those goals. And that transformed Bob and Nick's company and will transform your company by giving you the insights, the things that will be you'll be able to tug on their heart in that sales process.

[00:25:43] All right now, one thing people always wonder about is how do I get repeat sales?

[00:25:48] Yeah, so well, you ask a question about standing out from others. So first thing is, you've got to understand your customers goals and the emotional desires. But once you do that, there's a number of things that you can do to create killer products and services. And to do that, you have to develop your quote unquote the attractiveness of your solution. Attractiveness of your solution. So in the chapter on marketing, I talk about this because it's so key. Tom, haven't you seen situations where people struggle with differentiating their product from their competition?

[00:26:27] Yeah, that's what I'm talking about. Yeah. Just one of the run of the mill.

[00:26:31] Yeah, you just the same as anybody else here. So one of the things that you can do to improve your differentiation and how attractive your product is is your delivery time or convenience. So let me tell you, share a story about one of our clients who did that. So Sam owned a mortgage company and you think of a mortgage company that's as generic as possible. Ok? The only thing that separates one mortgage company from another mortgage company is the interest rate that they charge. And Sam knew that. So as we worked with them, what Sam did to differentiate their company was he completely automated and streamlined the processing of their mortgages. And so people said this was such an incredible experience. They ended up telling other their friends about it, et cetera, et cetera. So how can you do this? What you do is you go throughout your company and you look for ways that you can decrease the time that it takes to deliver your product or how to make your business more content deal with.

[00:27:38] Sounds good to me, which is what we live around here, like I was just saying in the automation book we put out, we're fast, we take care, you know, just nobody can believe how fast they get back to them when they call. So that's one way that we stand out. But yeah, let's get back to the repeat business because, you know, it's the repeat businesses by most sales. Studies have shown that it's way, way cheaper for you and more profitable to get repeat customers than to get a new customer.

[00:28:12] And you hit the nail on the head Tom. So we trademarked a concept called creating experiences worth repeating. What's again, creating experience experiences worth repeating. So what that is is creating an experience that is so good you can't wait to do it again. And I talk about this, this concept in the chapter on marketing and sales and related areas. So may I ask a question of you? When was the last time you got what you wanted? But the entire experience was something that you didn't want to repeat.

[00:28:50] Today, almost every day, some of these big companies like I mean, I put a video out called Verizon or idiots. And it's not the people that come at work at the house, they're pretty good technicians. It's just all the other pencil pushing executives that have are clueless and nobody knows what's going on. The one person says one thing they swear they'll call you back. They don't. I mean, it just goes on and on. Centurylink, I know my girlfriend is going through. They just lie to you. They say, Oh, it's fixed. Well, it doesn't work. How could it be fixed? Oh, it's fixed. So yeah, it's totally. Most of these companies are just just clueless about the customer experience.

[00:29:32] Exactly. So let me give you an example of how one of our clients nailed it. So we've worked with several HVAC companies heating, ventilation, air conditioning companies, and I live in Atlanta, Georgia. And during the summer, it gets quite hot here. A couple of years ago, we had a summer that was very, very high up in the upper 90s. Over a hundred and a number of people's air conditioning systems failed. So this elderly gentleman's system failed. He called one of our clients, our clients came out, and this is the middle of the hot summer afternoon. Ninety five degrees and they're looking at the air conditioning system and the salesperson is just finishing writing up the order. And all of a sudden, the next door neighbor, another elderly man in his 80s, comes running across the street and says, You need to buy from the people I bought my system from. And the salesman heart just say so. I just I had this order almost completely written up. Guess what turned out was the exact same company that the salesperson worked for? They had done such an incredible job that this next door neighbor, an elderly man in the late eighties in super hot summer, ran across the street to tell them, You need to buy from the people I bought from.

[00:30:58] And that is the best example of creating an experience worth repeating. So what they did, what this company did was one thing that they did was ensure each salesperson knew and did what was best for the customer, not what would give them the biggest commission. And this was a key part of creating experiences worth repeating. And part of that is a great thing to do is to look at your sales processes and see how you can increase the trust that your customer feels towards you. If your prospect trust you, even if you don't immediately get the sales most likely down the road, you'll get the sales as well as a boatload of referrals. Because trust is really the new currency of the twenty first century, that's what social media is all about. People referring other people, saying, Hey, I had a great experience, so that's how to create experiences with repeated to get those referrals and repeat business.

[00:31:55] Beautiful. So you've been you've worked with lots of businesses, so what are some of the ways people try to run their business?

[00:32:04] So what we've seen in working with 12 other companies is they're really only too serious for operating a business. Number one, the fruit stand scenario number two is the factory scenario.

[00:32:16] I know a lot of business owners that are fruits, but go ahead.

[00:32:20] Yeah, so so what is the difference between a fruit stand and a quote unquote economic factory? A fruit stand owner shows up Monday, sets up the fruit as Tuesday comes and sets up the service revenue. Same thing. One state. First, they don't show up. There's no revenue because they weren't there to set up the fruit Friday. They come back, set up the fruit they have revenue versus. A factory owner shows up Monday builds. The factory has no revenue. Tuesday comes in and hires the personnel. Change them, puts equipment in place. There was no revenue Wednesday. They come and start the factory, oversee operations they have Thursday. They come in, oversee operations, they have revenue, Friday they don't show up, they still have revenue. Monday they don't show up, they still have revenue. The truth of it is fruit stand. Businesses can be put up very, very quickly versus a factory business takes much longer because you've got to build the systems then. But the beautiful thing about a factory type business is that it's scalable. So let me give you an example. So John had a small marketing company, and he was working by himself. Fruit stand to the to the T. Ok. And he realized that he was trapped, doing just busy things that kept him from doing the most important things in this company because it was just him. Ok. So what he did is he brought his three adult children into the company to free them up. And as we worked with them to get their systems in place, what it did, it transform the business. They grew and grew and grew. And now there are 12 person company and they deal with Fortune one thousand businesses. It transformed the business completely because they move from that fruit stand model to that economic fact and the economic factory. The three keys that it has is that it's been fully systematized. Number two, it's scalable. And number three, it's not overly depend upon the business owner. So the key thing here is to look at how you can systematize your business and how you can delegate things so you could take your business the next level.

[00:34:36] So what kind of companies are good for for your kind of help?

[00:34:42] Yeah, so so they're really for categories that we work with as far as businesses. Number one is somebody who has a good business but realizes they're sitting on a goldmine of opportunity and want to take the business a next level to achieve its full potential. We love clients like that. That's exactly what John was. In my example, a second ago second category is people that are frustrated with their business. They're just saying, Hey, how does this thing possibly fit together like the engineering company we're chatting about? Third, is somebody starting a business. We have worked with over 400 start businesses and have had some dramatic results. And in the fourth area is a business that has some major problems or is going in the wrong direction that just needs to turn things around. We can do great things for businesses in all four categories.

[00:35:35] Now how do they get a hold of you?

[00:35:37] So phone number first of all, that's the easiest seven seven zero six four two four two two zero.

[00:35:47] All this in the show notes, folks OK.

[00:35:50] 770 642 4220 is the phone number for Fountainhead Consulting Group. And then my email address is george.horrigan@fountainheadconsultinggroup.com. And our website, of course, is FountainheadConsultingGroup.com. That's tons of information out there. Everything we've chatted about,

[00:36:23] Can I get the book there or where can they get the yeah. So the

[00:36:26] Best place to get the book is at your local bookstore number one and number two is Amazon,

[00:36:31] And that's creating a thriving business is the one that's created,

[00:36:35] Right? Driving business? Yeah. And then the fourth book will be out late this year, and that's work less. Make more and have fun in the business. But everything we chatted about today is covered in detail in creating a thriving business so we can through our book, Help People. And the number two is we work with clients all across United States businesses. We can work in a consulting manner to help them grow their businesses. Take it where they want to go.

[00:37:01] All right. Let let us know when the new book's coming out, too, so we can have you back and talk about it.

[00:37:07] Absolutely.

[00:37:08] All right. So thanks so much for coming on, George. Appreciate.

[00:37:11] It's been my pleasure, Tom.

[00:37:12] Great tips, folks. Hope you took a lot of notes and we'll have it recapped in the show notes for this episode because like I said, yeah, I'm all rah rah about being in business since I've never had a job. But but there's a lot of details in George's, that kind of guy that lays them out for you. I'm the more of the big picture guy and you get his stuff. Like I said on the I got had a chance to see a preview of the new book coming out. And boy, is it packed full of stuff just like the one we're talking about today. All right, so we'll catch everybody on the next episode. See you later.

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