On today's episode of Gathering The Kings. How does one listening today? Let's say that they do have their fingerprint on everything in the business. What's the most important thing that they should start working on to head towards that exit momentum where they can sell their business or work it from a beach one day, whatever their freedom looks like, but they don't have it right now. What's the first thing that they should start working on? What's up everybody?
I'm Chaz Wolfe Gathering the Kings podcast today. I've got a king on the stage. Jason Ambo. How are we doing, brother? Fantastic for a Monday too, so. For a Monday. Yeah. We were just talking about, a little bit of your Sunday routine. I've got a Sunday routine as well to set me up for the whole week. I'd I definitely appreciate that. Maybe we'll get into that here in a little bit. Tell us what kind of business that you're in.
So I actually have 2. I own The business where we help process work opportunity The credits and do property tax negotiations for small and medium sized businesses, and that business is called a to z consultants. But my main force and push is inside a company called Exit Momentum where we are business consultants. And, essentially, what we do is that we help our clients redefine what freedom means for them to attain results as yet unattainable. Love it. Love it.
And in that little mission statement there that you read, it's almost assumed that most people think about freedom, but don't really know what it means. And then the further step is is that even if they had thought about it and know what it means to them. What does it mean to their business? And then What do you do? Putting those 2 things together. What do you do with it?
Yeah. I'm always fond of saying to people listen, eventually working with us, we're gonna give you some of your personal capacity back. Okay. You're gonna do with that whatever you want. Maybe you'll play golf more. Maybe you'll go fishing. Maybe you'll spend more time with your family. Maybe you'll pour it back into your business. Maybe you'll start a new business I that's not my concern. My concern is we're gonna give you back some of your capacity. That's not our main goal, by the way.
One of our core values is we maniacally Sass over results. So we want to create results, but in that effort, we always end up shedding some of The burden that owners and leadership teams have and offer some greater freedom to them. And then like I said, they can choose some folks who've made all kinds of crazy choices and some some decide they'll run The. You know, I'm I'm just gonna run my company from the beach when they won't. Great.
Up to you if that's your dream, but we don't wanna tell you your dream is, right, you get to choose. We're just gonna give you some. Yeah. Love that. Yeah. And I think that's really kind of underneath that entrepreneur who's trying to redefine freedom and figure out what to do to be able to get some of that capacity back.
I think, actually, we we serve, you know, Gathering the Kings as a mastermind group and you as a business control, we actually serve the same person because this person that we're talking about is overwhelmed or is overloaded. Even the person that has a big team oftentimes, they're by themselves. Like, a lot of people making decisions on their own. Heavy is the crown, as we say.
And so I think that it's pretty cool that inside of the practical business pieces that you're able to alleviate or pull certain levers with them to be able to get them to a different place of freedom. A big part of Chaz, what we believe is community and how those community places a large plan, those levers as well. So I I think that we're we're like brothers in arms here helping the entrepreneur who's lonely trying to figure out what freedom looks like.
And it's funny too when you say lonely, to me Chaz an entrepreneur, that always felt soft. Right? So I want I want you to talk about from your perspective, helping clients through their business, and and you're helping them redefine free. You're helping them redefine these things of, like, what what am I gonna do to get my capacity back? A lot of those things are because they're either doing too much on their own, or they're by themselves doing the thing.
And so talk about that because it's not soft. I've I've learned. It's it's actually strategic and and quite the king move to be able to put things together, right, to have the the freedom that you're talking about. Talk about that for a second. Yeah. It's interesting. So, you know, I I grew up in this world. I'm older. I was born in 1964, and I grew up in this world, you know, in my early working days in the eighties nineties.
And and it was it was really clear what the message was from all of corporate America. Work your ass off and grind as hard as you can no matter what. And the harder you worked in some organizations, the more you were awarded, even more so than your results. Right. Right?
And I was find a venture of learning Chaz, listen, if I can produce results in 40 hours and the rest of everybody else in the world has to work 70 hours a week, which was kind of the the the modus operandi at the time to be a hero, I thought that would be better. And I went into people that bosses that said, no. Still have to work more hours. Right. To get the honor. Yeah. Yeah. Exactly. And I think that shift did. Right?
Except Chaz, like, I just saw the other day on social media, a guy said, Kings an entrepreneur is getting to decide which 80 hours a week you work. Right. And we argued, whereas I said, no. It's awful. My man, it's awful. And so what happens is so from my perspective, people start a business, and I like to say they started with an abundance of arrogance and ignorance. Yeah. Amen to both. Right? So we start doing, I don't really know, but I'm gonna pull this off some kind of way. Right?
That's right. It's like, god. I got it. I I know I can do The, and I don't even know how 100%. But what do you do? You'll work your asshole for a long time. Right? And you just you make sure that you just go and go in nonstop. Hopefully, at some point, most of us wake up and say, man, my kids are growing up without me. My life is passing without me. I'm sacrificing my health for wealth. Maybe I'm even maybe I just hit a spot where we're stunted. Right?
We've talked about this idea of hitting a ceiling all the time. So your growth gets stunted. And why is it stunted? It's because your fingerprints and your current iteration have to be on every transaction that occurs, both internally and external transactions. Yeah. Nothing happens without the blessing or you touching something. Right? Right. And and that's a big stunt in people's growth because there's only so much of you.
Sometimes The revelation happens because someone wakes up and realizes I can't work anymore hours. I can't do anymore. Like, this is it. I'm here. And every time a little bit of a hiccup happens, they drown a little bit.
Yeah. And finally, they wake up and say, I've got to find a better way to operate, right, to build The, to build a an organization that has The culture and the playbook behind it Chaz they can release some things and have some trust or trust and verify at least some trust in letting somebody else do something. But it's it's it's more difficult than than people think a lot. Right? And Yeah. And as soon as it doesn't work out, what do they do? Give it all back to me. Right.
I'm not saying it all back as hell with that. And sometimes even go, you know, I'll just run a smaller company. That's right. Because I feel in charge The because I don't know how to get bigger and let that go. And and that can happen not just as the as the as the owner, by the way, but there'll be people on on your leadership team. That's right. Chaz can have that same experience that they don't know. Right? Each of The, the the owner figures it out, And he and he builds a a leadership team.
The leadership team doesn't figure it out. And so they're stunting the growth in their particular areas. Yeah. Yeah. The mindset that you're that you're referring to is so big And I think that it's, like, a cash 22 because a lot of times in order to become successful to a certain degree, we have to grind, work the 80 hour, or whatever whatever the formula is. Sometimes it's more hours, sometimes it's just more effort.
Those those are different and and be able to, you know, push up the hill for a certain period of time. But then we stay there to your point, or we even come back down the hill if we can't figure out, okay. So what what got us here does necessarily get The to the next level. I was just watching a video actually yesterday from Alex Ramosi, and he was talking about when they look at entrepreneurs to look at or what to buy or to to acquire, Yeah.
No. The the business owner that, you know, has to be in every single piece there that hasn't really figured out that that it's the next level for them is always going to think that I just need to work more. I just need to work harder because that's what they've been doing this whole time. 80 hours, a 100 hours, up early, up late, whatever. And I'm not saying that those things are bad. I wake up early. I go to bed late. I'm a hard worker.
The reality of those is that what Alex was saying in this video is that this formula, you're just keep doing you're just running the same formula, and it's not working. You gotta look inside of it and go, okay. Well, what are the levers that you're pulling or what are the decisions that you're making? The actions that you're taking, the inputs need to be different to get a different output. Right? Yeah. It it's interesting, Chaz, but because that dynamic is not a dynamic of failure.
It's a dynamic of success. And what I mean by that is the people that have that feeling, you know, it got them to where they are today, working their ass off. So it's hard to let that go, especially if they've had a time or 2 Again, where they gave a little bit of slack and it and it slapped it back in the face instead of seeing it as a opportunity to teach and develop. They Right. They grabbed it all back. Right? So they've learned these hard lessons. And, again, lessons built on, hey.
Don't tell me. I know how to build a company. Look what I've built. We're doing 2,000,000, 6,000,000, eight me, whatever it is. Right? Look. We're killing it. Don't you can't tell me that I have to do less. And the difference is and I love this analogy. If you were to go from primary school to high school and navigate the hallways of high school with the same mindset and Kings sets you did in primary school, you're gonna get your ass kicked. Yeah. Yeah. Exactly. Gonna work.
Kings a different level. You're playing at a new level. Right? We we get this in sports, right, from high school to college to prove it. We understand that skill sets and mindsets have to shift and change. It's no longer sufficient. And in business, you get Kings to get to different levels And this is a natural phenomenon. You didn't screw it up. You didn't make a mistake. Right. The joke that what got you here is insufficient to get you to the next level And that is a repetitive phenomenon.
So it's gonna keep happening over and over and over again. Right? Yep. That's right. Key is do we have a culture and some desire for systems in a playbook, right, set so that we realize we're hitting a ceiling and we Chaz quickly burst through instead of wallowing in that space for too long. From my perspective, you're either growing or Kings. There's no stagnation in in this life, right, in anything. So if you look around your businesses and growing, I got bad news for Yeah.
Well, the the the great part is, though, even in that moment, you can still choose to head upwards. And The cool part about the upward trajectory is that it's always up. Sometimes it it's, you know Always like that. Yeah. Exactly. We we should give the listener hope, because we between the businesses that I've gotten you've got and the businesses that you've helped and that I've helped, this is natural progression. So it's okay.
At the same time too, it gives you hope, but it also should challenge you to recognize like, okay. So there's another level I can go to The I shouldn't stop. I shouldn't be content. I shouldn't rest. Chaz doesn't mean, though, that I'm not working more. Or, you know what I mean? Or You know, and to our Mozy's point, you know, if someone comes to your business to buy it tomorrow, And, again, you're in a situation where your fingerprints have to be on every transaction occurs.
By the way, your business has no value without Yeah. You can't sell it. You're selling yourself or a job. I mean, they're gonna be Kings kinda buying your customers essentially, and that's about the only value you're gonna have. Right? It has to be able to operate without you if you intend to ever sell it for anything. So Yeah. Yeah. How does one listening today, you know, let's say that they do have their fingerprints on everything in the business?
What's the most important thing that they should start working on to head towards that exit momentum where they can sell their business or work it from a beach The day, whatever their freedom looks like, but they don't have it right now. What's the first thing that they should start working on? So it's interesting. It it's one of those things like saying, what's the most important thing in your health? Well, I don't know. You could you could have a nutrition that's so bad you can't out treat it.
You could frame hard and eat well and never sleep. Like, you in other words, which one's most out? They're all Right. But I would tell you if On your own, you wanna make a decision. The first thing I would start with is shed the thing you hate. Good. The thing that's so hard to do for you If you put me in accounting role in your company, 2 things are gonna happen. I'm gonna implode, and so is your accounting office. No way around it. It's not my gig.
Now do I understand, right, how to read a P and L? Do you understand how our accounting system be set up. Can I, you know, can I dig into the numbers and do analysis with you? I can. I'm perfectly capable, but it's just not my wheelhouse. Right? It's not it's not the right seat for me as as Jim Collins talks about right seats and right people. Right? It's just turned the right seat for me, and it it was a Wolfe crusher to do that kind of work for me.
Right. So as an owner, I would choose the Kings, again, that you really if you love sales, you'd love selling. Okay. Hang on to that as long as you can, right, and move something else off of your plate. Yeah. Whatever that thing that you love to do that you feel you just, you know, We're talking about the hedgehog concept. You've ever heard that right? So, you know, great return on your investment, which is not just monetary. Right? It's personal, capital, emotional, capital, those things.
Right? And that you do really, really Wolfe. And I would add the third thing in that to be something you love to do. Something you really just enjoy doing. Kings, like, built in. It's natural. Yeah. Shed the stuff you hate. Go hire an accountant if that's not your thing. You know, I know, but I can do it. I know. But the hours that you spin could be done by 90 minutes by a professional. It takes you 5 hours a week that you're doing 11 o'clock at night when you could be sleeping up. Right. Right.
Yep. So that would be my that would be my approach, really, for each person. Because whenever you're, you know, there are some great code great who are not a type personality. They're really B type personalities, and they lead differently. And that's okay. So maybe they think, I hate sales. I'm good. A lot. The great.
Go hire you a fantastic sales leader to run that part of your organization, and then you go focus on what your great at process is and those Whatever it is, I would I would shit the thing you hate to do, you dread Kings, because I promise you it's draining you, and it's taking you a hell of a lot more time The it would a professional that's great in The space. So Yeah. Exactly.
The mindset that you that you actually started off with, which is, okay, in comparison to health, you know, there's sleep, diet, workout, consistency, like, all these factors that kinda go into this formula. And so so true is business where it's like, okay. There's lots of angles of business there's mindset even that goes into each angle. And so the easiest place is to get rid of the thing that to maybe don't do the best.
The point that you're making underneath all that actually is the most important, which is, look, there's a lot of there's a lot of things that go into this formula. And and if you're good or not good at one thing, that's okay. That that you're gonna need probably more than just you, which takes us back to the original point of, we actually don't need your fingerprint on anything. Right? You know, if The use Chaz, if we broke your business down into 3 into 3 parts. Right?
Every business breaks down this way. Get work, do work, get paid. Right? You gotta get some work. There's your sales and marketing. You gotta get work. You gotta do some stuff. There's your operations, your fulfillment, whatever it is, and then you get paid. There's your finance and accounting. Those three components are in every business no matter what. Figure out which one of those you hate and shed that one.
I mean, just just just just move on from that Wolfe would be my advice because No matter what, and let's just say if this those 3, you know, or 30000 feet view, those three areas, whichever one is the weakest, That's as high as you can rise. Yeah. It's going to be a limiting factor. Right? So we're like having a team, and I tell them your team is like, connected, let's say, by rubber bands, right, to a board, if you Wolfe. And the lowest rubber band is limiting how far the others could stretch.
Right. But you cannot rise anymore because this short rubber band here is holding you down. Right? You gotta replace that with more capacity. So it's the same idea. If your financing accounting sucks, but you're glad to work Kings themselves. Yeah. That would where's the money? Right? You have no idea. Right? Your collections, your shit, your your accountings terrible. If you look up 1 week, you're killed, but you can't make payroll, like, stop already.
You are limiting the growth of your company by that one particular area. Yeah. Yeah. Yeah. And and I guess these the Kings of hidden skill set in all of this that we haven't really talked about is the ability to recognize or to acknowledge what my weakness or my strength or what the weakness of this of the organization is, how would one go about that? Like, do they just sit and come by on the corner for a second, figure out what the weakness is? What what do you say?
It's it's so tough for the entrepreneurial brain, right, because what's the entrepreneurial brain tell you? Yeah. It would be all place all all the time. Yeah. Got this. I knew it. Trust me. And it's prune a lot of situations. You do got it. You can't pull it off at what cost. Yeah. Exactly. That's the key question. Right. So one of the things that we do so well, exit momentum that we're sort of proud of is we hold up a mirror to people. I mean, we're just holding up a mirror to people.
We're gonna ask a lot of questions. And, again, one of our core values is we say what needs to be said regardless of risk. There you go. So we are willing to put our professional relationship at risk to tell you the truth. Yeah. Whether you like it or not. Right? Yeah. We're not gonna sure code it. We're gonna hit you right in the teeth with it because that's the way you need to hear it to shake you and rattle you and move you. That's right. We move make changes in shifts in our lives.
Usually, most of the time, based on a pretty emotional set of circumstances at forced us to take a look at things. Right? You have a heart attack. You go, oh, shame in bad health. Yeah. Right? And before that, I I've had a heart. I've had a widowmaker heart attack in October 17th, and I trained all the time. I never slept and didn't take care of my nutrition Wolfe. I'll I'll grind it and win and grind it. It was unbelievable. I would sleep 3 or 4 hours a night.
I told people that old line, I'll catch up on all the sleep I need. The 1st year, I'm dead. Yep. And then I almost die. Wow. And a 100% blockage in my right coronary and a 95% in my left. I was in the gym training, and I should be dead. Doctor said I had a less than 6% chance of surviving. And not only did I survive, I have zero heart damage, which bit of a miracle The they can't really understand. Yeah. When I tell people in regards to my health chest, well, I have an advantage over you.
You see almost killed myself. Yeah. I've pushed The balance. You haven't done that. So when I think I don't feel like training or I wanna drink more or I wanna eat or I wanna, you know, I'm I'm gonna I go, no. You know what happens? You're gonna die. Yeah. Right? So having had that experience is a great motivator for me. I think we I don't know if we've mentioned this earlier, but about, you know, sacrificing your health for wealth. I won't do it.
I will not do it Chaz as Johnny Carson interviewing at Lee years years ago in the The $1,000,000 fight right now. Of course, I'm like, holy hell. Shoot, Ali. I I think I'll fight you for a $1,000,000, and at least said, shoot, Johnny, but who gonna spend the money? Right. Right? You're gonna be dead. Yeah. It's been the million dollars. What does Chaz matter? Well, it's the same thing. Right? Great. You have this beautiful boat. You bought yourself a retirement, but your body's so broken down.
You can't get in the damn thing. Yeah. So what good is it do you? Right? So just The that balance of ideas, both in business and personal, all those Kings, means an awful lot to me. I think people miss that. And I think if they apply that same sort of perspective and concept, right, Chaz, listen. To get there, you're gonna have to get really brutally honest with you. One of the tools that we use is called The brutal facts where we get people to write down facts.
We helped him to get clear about the difference between the story they're telling themselves and what are the actual facts. That's right. The always write these things down. They think are factual. And by the end of the session, they realized, The, this is all just stories I'm telling myself. We're the actual facts. And you look at the actual facts and do not explain the facts away. Don't try to, you know, manipulate them.
Don't explain the way just to accept the fact that your floating ratio is 20% It doesn't matter if we get enough leads. Bull you're paying more for leads, so you have to improve your close, but just accept the facts as they are. Because then you can actually do something about them. You are the creator of the facts as they are. You can create a different result. Yeah. I love I love the intensity that we're talking at, and I think that it also is really practical. What do you feel like?
Okay. So all the businesses that have come to exit What's the heart attack moment for them? Like, they're they're at your desk. They've just had this proverbial heart attack, and they're like, oh, I'm not healthy. Right? And so now they're at your desk to to get fitness and diet and all the things for their business. What is that moment for entrepreneurs Chaz potentially the listeners have experienced, or maybe they haven't yet, but we can kinda tip them off a little bit.
Of course, it's back here talking to them all the time. Right? That's right. It's a little bit different, but I would say in common. So first off, just to let you know, so our ideal clients We don't really do rescue missions. We don't do many startups. Right? We're working with people that are successful already. Yeah. They have had success, and they're doing Wolfe. The problem is they have hit The ceiling as as we discussed, and generally Chaz comes down to a capacity issue.
Whatever they have studied and done and worked on, whatever, they've just reached a spot. They're like, we can't get beyond here for whatever reason. Maybe that's been a year in sub cases 3 or 4 years of stagnant growth or we went from 4,000,000 to 8,000,000 and our net went from 300,000 to 325,000. Right. Awesome. Right. Mark in question. A lot of headache. No more. We're next to $20 or, you know, whatever. We made a $100. Whatever. It's like Gathering. Right? It's like no chance.
So That's the that's the issues that we run into. Usually, they're not panic. It's not. Holy hell. Everything's fallen apart. Now what's The people we work with are going, you know, we're growing and and we've been successful, but we had this unruly chaotic growth. And even even with our growth, I just keep, like, I'm losing more and more control. I have no idea what's going on. I'm gonna have clarity about the next steps. I'm not sure. Right. And we love to tell people, listen.
You're smart and capable. Or you wouldn't be here in the first place. You can figure this out on your own. You can't, but at what cost and how long? Yeah. Yeah. Right? If I gave you a bicycle Chaz, you'd never seen one in your life before. Are you sure you know how to ride it? Yeah. No. Not at all. Just sure you wouldn't turn it upside down and crank the handle. This is fun. I don't know.
You're supposed to fit on the seat in the oh, I didn't know how I didn't know how I was supposed to do it that thing. You might have tried so many different things eventually, but it's an awfully convenient transportation device. That's cool. Right? And and maximize its usage as designed. Right. In business, because you're in this fog of war every day, you're just going and blowing.
You try and take care of customer employees and and your your logistics and all the things Chaz you're just so busy, right, and I fog of war. There's not the general spot sitting back here on the hill going The is our next move. This is our next move. This is our next move. This is our next move, but as far as you're so involved. Right? So, again, I think that it's it's not often a specific moment. It's a Yeah. A critical mass Yeah.
Frustration, a critical mass of stagnation, a critical mass of just lack of clarity we hear constantly from our prospects. We're just not clear on on where to go. And of course, we expose where some of that's coming from. That is The know, but nobody beneath them has any idea where the hell we're going and what we're doing next. What's the strategy? What's the next set of tactics, etcetera?
Yeah. Yeah. The thing that I heard inside of all those examples, it's not an exact, you know, moment like you described, but it's it's maybe a spirit We call it grateful but not done in Gathering The Kings. It's like whether I've been successful or whether I'm at a plateau, whether I've had stagnant growth for 3 years, I'm grateful, but I'm not done. And so I keep I keep bumping up against this Gathering.
Whatever this thing is, even if it's unruly gross, I'm still bumping up against it all up, you know, in the tornado of it. And I recognize that in order to go to the next level, I have to have a different perspective. And so sometimes that's when they find themselves at your desk, which is like, okay. Wow. I'm grateful for what we've The. The the unruly growth, the the slow growth, whatever it's been.
We've been successful, but there's a common theme here is that successful people want to continue to be successful and further. We one of our messages we give all the timers listed You didn't screw up. You didn't. This is a natural phenomenon in business. It's just another level that you're not prepared at this moment to conquer, and that's where we can come in and help. Right?
But people equate this idea of asking with help, with weakness, and and, you know, all those Kings, right, are are messed up, like a scolding, And we're like, no. Listen. You I I love your idea, which is grateful and grateful, but not done. Beautiful because you should feel your successes, and you celebrate them and the party own about it. It's great. Doesn't mean we're finished. There's still something else to be done. So I love that. Absolutely.
Okay. Well, so I wanna go inside of either decisions that you've made or that you've helped other entrepreneurs make. What's just something that you would hit the repeat button on? This one type of decision or this specific decision that you've made over and over again, you would do it and you would suggest it to our listeners right now. What was something practical? The most important thing that we do for people, and it's often overlooked, I think, is really right seats, right people.
Yeah. It's good. What happens a lot? You know, you get this superstore in your organization. Right? And you love them. You just love them, and they work The ass off where they do anything for you. And to my analogy earlier about accounting, it's like your number The salesperson. Right? Awesome. I want you to go over The accounting and fix accounting now. Chaz has it. Or even even more common promoting your best salesperson to sales manager. Oh, yeah. That's, yeah, all the time. All the time.
They gotta be better. I mean, that'd be the best sales manager for the best salesperson. You did two things. Hey. You got rid of your best salesperson. Well done. And you put a person whose skill set, if they're your best salesperson, I promise you they're never gonna be your best sales manager. Right? I was a great sales manager. I was a good salesperson. Right. I try to the analogy I use there is kinda like Michael Jordan. Right?
You can't teach the thing that Jordan or LeBron or the greats have. Right? But then you look at some of the coaches in the NBA, And they played in the NBA, but they were never the great. They were the good. From my perspective, they had to work really, really hard and learn as much as possible. And the minutia of the Gabe and the finite little things that made them a little bit better to make The meal Doc Rivers is a good example. The loan career in the NBA was was good. Not great.
He's gonna be a hall of fame coach. Right. Because he's better suited for that than he was super start The, right, and superstars rarely make good coaches. Michael's like, what do you mean? You take the ball in bounds. You cross the f court. You take 2 big steps. You jam with the hole, dude. What's so complicated? Right. Everybody's capable of that, Michael. So you you know, you know, I mean, sir, your your best salesperson's message The sales team Wolfe be like, well, just Go go get it, dude.
Sales horn. Go go crush it. Right. Yep. Doesn't help me if I'm struggling in sales. Trying to The and hard already. I I need more feedback The. And so I think the biggest mistake that we see is, you know, careers get ruined. Companies get ruined having the wrong people in the wrong seats. And we've we've saved The particular company right here at Baton Rouge that I work with I mean, we saved one girl's career who's who's a really tremendous asset. They had they hired her, put in the The seat.
Just that simple. And I loved her, and they hated her. And I couldn't figure it out. And then I figured it out. Oh, you know what it is? You guys are asking to do things to She's just not great at. She's trying real hard. So I I I just said, listen, can we give her another chance? Let's put her over here. Just give her 90 days in this other role. It just glares. They're like, oh my gosh. She's changed so much.
I'm like, no. She's she's driving, like, she's the same woman she was before, the same Kings. You guys were asking her to be a office manager when that's just not her wheelhouse. Right? Yeah. We found a spot for her that she's fantastic and saved her career and saved them the high cost of another turnover. Right? Hey, Kings and Queens. Jazz Wolf. I wanna talk to you about something that's super important to me. We put a lot of time and effort.
We, meaning myself and my team, into this podcast into the content that goes out every single day. And if you have been getting any sort of value or insight from The, we wanted to be able to reach other business owners too. So we would love if you would like, comment, share, leave a review, post, share again all of the things on social media, on all the different platforms, or even on the podcast mediums of Apple and spotify.
We would love to be able to get our content into more hands, more entrepreneurs so they can grow their business as quick as possible. Together, we are building a community of like minded entrepreneurs who are committed to growing their businesses to new heights. So let's do this. Let's help each other. Let's help each other grow. Absolutely.
Yeah. So for the person listening right now, there's there's 2 Kings of pieces to The, and maybe I'll give you another chance to respond here, but there's there's filling the spots. And so you can identify skill sets, even personality traits, preferences, just the way that they go about their business, even before they are hired so Chaz, ideally, you put them in the right seat to begin with. However, sometimes we make mistakes.
And there's a gal that we hired that we're really excited about, and put her in this Wolfe over here, and it was just the wrong move. Before you ever get rid of anybody, it should always be what are the skill sets? What what is she best at? And and if you don't know, then you're not you're not leading and coaching and getting to know your people well enough. You're not you're not building an actual organization.
You should know what she's best at and and be able to, like, pick it up and go, oh, I made the wrong move here. I should move her into this seat. So there's two pieces. Hiring first initially, but if we make the mistake, we can still move people around. Would you agree with us? Absolutely. So let me ask you a question. Well, it would put the thing. It's the Jason podcast. AI y'all doing jazz. Wolfe phone with me today on the F. It's channel 198.
So I guess it could have been at at atfem guy, AM guy back there. There you go. Hey. Whatever. So here's the question. Of the people that you interact with and work within your organization, What percentage would you say is 100% clear about the attributes skill sets, mindsets, etcetera, that are needed for the for the key positions in their company. 100% clearly, and we're very clear avatar of what best looks like. Oh, sure. I would say it's 0 because you're it's absolute with a 100.
Now I mean, if you if you said 80%, I would say We'll go 80%. That's let's say let's say 25 percent of organizations understand 80%. Yeah. Wait a lot. So 25 25 percent almost have it. Yeah. Wow. I know. Right? I know. It's crazy. Wire sales down. Wires Wolfe screwed up. Why is the warehouse a mess? Why is our manufacturing not working? What what That's right. Where is the hell? Why do we keep having these chronic problems? Yeah. Plus, because you go out and hire people, And here's the problem.
Where did they learn this skill set for hiring from? Right. The answer is nowhere except being interviewed by other she interviewers. Yeah. And possibly by you. Yeah. And so they ask questions like, well, if we ask you to work 60 hours a week, would you? Right. Chaz as if someone's gonna say, Nope. Right. Exactly. Yeah. You set them up. The are awful, awful questions, and they don't know how to interview.
So so The two problems, right, They're not really clear about the seat and what you really want your ideal candidate. Ideally, these are the things we want. Now we can find someone that fits that 80 in. I'm all about it. I'm saying you got a gym right there. Right? But they're not clear even what they are. So you don't even know what they're looking for in the first door in place. Right. Secondly, their skill set to eliminate those attributes or awful.
And so they're not even sure how to get there. So, again, they just hire people that feel good to The, or sometimes they hire people that they look in the mirror and like, like, oh, I like this one. Oh, that's really nice. I have a lot of friends I like a lot Chaz I wouldn't hire to put up my garbage. I mean, I love them to death, but they're like muppets. Right. They're a lot of fun, but I wouldn't have them on my team. Right?
And so I think that's really critical is that you have to get very, very clear. What is it that I'm really looking for in this position? Right? And have that really solid. If you're not sure, ask some of the other people on your team, ask someone that does it really Wolfe. Look at another employee in the same or similar role that you love, and what is it that you love, what is it that they do? What are the The that they have? Right?
And once you get clear about that, then you wanna set up your interview with questions that will guide you to those that that will get you answers those to those questions. Now we have a whole tool for interviewing that I just recently built but the kind of questions you wanna ask, again, are going to be mostly experiential questions. Right.
Tell me about a time in the past when What would you do if that's the kind of stuff you wanna hear from people that will, again, illuminate those particular attributes that you say are needed. But I would go one step further with your with your ideal candidate, avatar, to tell you, make two lists. Or we're only kind of 3. What are the absolute yeses? They gotta have this. Right. What are the absolute noes? If they have this, they're they're out. Right? What are your desires?
Yeah. Yeah. I love that. If you're hiring a driver, well, if you got a DUI, you're out, we can't assure you. Right? You gotta have maybe you gotta have a CDL. These are the absolute yeses and noes. You get those clear. Now what are the other attributes I'd like to have Yeah. Set those out. And, again, if you clear the absolute yes Chaz a no's, 80% of the others, you probably got a pretty good hire in that seat. Right? And then you give The a roll. Yeah. I love that.
The the clear yeses and and nos and the desires. I think that's actually really practical. I used to hire a ton of salespeople. And my advice to other sales leaders was basically, I mean, I had some Kings inside of the interview very much like you, but that when you walked out of the room, it was either a clear yes. And if it wasn't a clear yes, it was an absolute no. And making a list of those things helps with that clarity because that's really what we're talking about is like, yes.
You we've got some intuition. We got a little discernment based on the conversation and how I feel about this person. But really what I wanna know is, like, is it a yes? Is it a no? And that's really what Jason's given to you guys. So not only just the practicals there, but being able to, like, put them in a situation in an interview, but also even live. You know, I love working interviews and dependent upon the business that you can you can do that. I've got a a mastermind client of my owns.
Several companies, but one of which is a spray foam company. And his interview is, hey. So Tuesday, you're gonna meet the general manager on the job site 6 AM. And we'll do our interview there at the homeowner's house, while we're doing a project 6 AM. And if they show up and they have a conversation, like, those are those are his have to. Right? Like, gotta show up and be willing to have a conversation. And so behind up at 5 and got here. Yeah. Which is necessary for the role. A 100%.
Why would I why would I set it later? And then, hey. So are you okay with getting up early? No. No. Just let's just meet early. The you go. Right? There you go. Because the answer is, of course. Right? And Yeah. Yeah. So, you know, it says it's my guess that you after 20 minutes of conversation, you'd be really good with that intuitive take on someone, whether they're the, you know, the right kind of person you wanna interact with or not. Right?
And why would you realize they put on that, though? Right. Exactly. The Like, it's like choosing a Wolfe by looks alone. Exactly. Even if I am awesome. At Chaz. And discernment is my absolute talent. Okay. Great. But then if I don't want my fingerprint on every single part if you have the magic the superpower, and you're the only person that can do it. There you go again. You're back to a guy, what I like to call a guy in a truck. Yeah. Exactly. A guy in a truck.
Because you need not I coined a phrase last year called proximity osmosis. Okay. Of course. And most people operate their business training and culture, Lucy, you gotta get in through proximity osmosis, which means I hire a new chance. You gotta hang with me The next 6 months. That's right. You're gonna pick up how we speak to people Right. How we work, what our ethics are, what our culture is, The processes, etcetera, etcetera, sir. You can pick that up.
Yeah. But when you start as a guy in a truck, it's easy. You're doing a guy with The thing and you're eating sandwiches. Come along with. And it's gonna be picked up. So if you wanna get bigger than that, you're gonna have to figure out a process, one that's repetitive. Yeah. Digestible for others and executable by others. That's right. So that they can develop those skill sets as well without you having to have your Kings prints on the transaction. Yeah. It's good. What would you say?
The listener, we've we've given The so much what to do so far. It's actually been really, really, really insightful. What's been, you know, in instead of the opposite where they're coming to you looking for growth, there's been a decision that you've seen entrepreneurs make repeatedly over and over and over, and it has not served them. But yet, it's like, it doesn't matter what industry. It doesn't matter.
Raise, creed, ethnicity, age, entrepreneurs make this decision over and over and over again, and it's just not good for them. What is that? What pups into your mind? I've had a couple of clients like that. I have one right now, and this client was with me for a year, went away for 6 months, and has come back. Okay. And what's interesting is the reason he went away was he was so aggravated with his team. Right? He's like, Jay, I'm gonna shrink things. I've just had enough for some of it.
Long story short, he had The sort of division that was really not serving him. It was a cast suck. Sure. Yep. And, you know, he had a half a $1,000,000 as a little sitting out there in that world. He was not getting it back. You know, the freaking cash flow is attention. Like, not being a big problem. Yeah. Yeah. Tough. We want to shed a bunch of that stuff. So we had an annual. We sound agenda for him to do that. Let's just say his name is Mike. I said, Mike, go get it, bro.
Best of luck to you, my man. I love you. I appreciate where you're at. If you need some support sometime, you're always welcome to call me we're engaged or not, but best of luck. Well, it didn't take took 5 months for him to come back around and go, okay. I need you back in here. Right? Yeah. I need you back in. And it's because what happened for him was in in this sort of pullback Gathering. Right? He realized what I had been telling for the whole year beforehand.
Yeah. Mike, you're doing too much. Just look at your accountability chart. Your name is on every damn heading of every one of them. Right. For the listener paying attention Chaz doesn't have an accountability chart. That's step 1. That would help. That helps a ton. Which is different than the org chart in case you don't know. If you're not sure, go look it up or, you know, there's some great books. I could tell you to read about Chaz. It was actually a character. That's right.
But but he it just finally snapped for him. Like, it and and it it wasn't snapping. He would agree to it. Every meeting we Wolfe have discussed. Oh, I know. I know. I know. I know. But that's like the The saying, I know. I know I'm a drunk. I know. I know. I'm getting it. Alright. Give me a drink. Yeah. Right? I'm a quit tomorrow. Yeah. Where he was. He was just unwilling to really and until He struck some things back.
He shaded that other business completely, which we had talked about him Kings, and Chaz person's like 4 of a consultant for him now. Right? The different roles Chaz he doesn't have the financial burden. Yeah. And then he realized, you know, what the problem is? I just do too much. And he's your classic visionary. Yeah. Where he has a legal pat. He fills up about every 2 weeks with ideas and thoughts. Brand new ideas. I think and, yeah, it's not for him with our disengagement that holy hell.
It's true. I spent an inordinate amount of time thinking about stuff and writing ideas down. Right. Between that time, I'm really doing everything. And if I'm not doing it, I'm I'm blessing everything, either hear the details and bless it. Hear the details and bless it. Here The right? He's like, and he owns 3 different businesses. And he bought a boat, and he had the boat sit spring, and it came back to me in May. He says I still haven't taken my boat out.
Yeah. It's like, well, by the way, Mike, boats are an investment. It just it took something like that. He's a little heart attack moment. I took something like that for him to finally sink in for him. And and we face that a lot. You know, I and I completely understand how difficult it is. It's like handing someone your baby. Right? If it's an analogy for a mother the first time, you know, you bring the baby to the to the daycare of a babysitter. You're like, oh my god.
They're probably gonna kill it. You know? Right? So just so and and that's that's what entrepreneurship. This is my baby. Yeah. The hell, I'm a let somebody else feed the thing. I mean, you I don't know what you're trying to feed and change a diaper and burp him, and you might have a girl who might drop him on his head. It's that authority, quite an an emotional. So I understand the difficulty, but unless you wanna stay stuck where you are.
Yeah. Just start to learn, and it's only one way to learn. Right? Wanna learn how to run a marathon? You gotta go run. Yeah. Yeah. And keep getting better. I I heard several things in there. I wanna point out for the listener. Number 1 is that this person was engaged. In a professional relationship that someone, in this case, Jason, was able to speak into The, and it's potentially what helped them get to where they were, and we do this as entrepreneurs.
We do the thing that helps us get to where we are, and then we stop doing it. Now I'm not talking about changing and growing and developing the next level. I'm talking about, oh, man, we we did this and it worked. Let's do something different. It's like, well, wait a second. Especially if you're The visionary. Right? Yeah. Exactly. Which is Chaz was one of these ideas. Which is in essence what this guy's problem was is, right, it's like, let me try something fresh and new because Yeah.
Whether it was Jason or the relationship or just wherever he was, he just he needed something fresh. When he realized it's like, well, it's not always necessarily about what's fresh. It's about what works. And especially if you can have the perspective of you know, you've been pouring into this person, or you might be listening right now as an entrepreneur and thinking, like, you've been doing this to one of your people on your team. Like, I've been telling The this and then boom. The clicked.
And they're like, oh, you've been right the whole time. She hasn't, like, yes. I know. But it's okay. Now we can realign and we can go forward, but I I I see what's happening. You're right. That entrepreneurs are like this, and we just we just kinda keep hitting the wall until we have either someone tell us otherwise, or we have enough ego that lowers Right? That's probably more so of what it is.
Jeff, one of my early lessons I learned from an early mentor who I always knew never personally liked me, but it actually it actually helped me He was boss of mine in in retail years ago. He couldn't stand me, but he stayed in my ass. Let me just dison me. No matter what, I was number 1 in the country for 11 months running 1 year. And he didn't even nominate me for district manager of the year. Yeah. Wow. Because he said, no. He's just he got to be problems. Right? So imagine that right now.
Yeah. The whole country. And so but he taught me this great lesson. He checked on me in one of my stores that needed to do a certain thing. Right? He called all my stores to check on me. Serious micromanaging Kings of Gathering. And he called me, Alex, so and so The store out of my 16 stores. One store, they didn't have his shit. What's the problem? I said, Bob, I told him. And he said, well, that's nice when I could have told him. We sent a memo to tell him. That's right. Is not your job.
Your job is to have it execute. That's right. Right? And always think about that all the times. Right? Like I said, The of our core values is we maniacally obsess over results. So tell The it's just not good enough. Right? For whatever reason, my message wasn't getting into Mike, and he had to step away for just a short 4 months before he went. Oh. Yep. That's what you were saying. Yeah. Exactly. I'll be back and reengaged, and we're rolling against.
Yeah. I love that to that perspective, especially that's at phraseology. I've used this same language, but I've said, you know, that old joke, we said I love you at the wedding table or the wedding alter, and I'll let you know if it changes. You know? It's like, well, okay. Well, if that's your style, Yeah. I don't know if it's gonna work. I don't need a recipe, but Yeah. Exactly. So I think that it it requires more than that to your point. I wanna know of of a great resource in business.
Something that you've invested in Chaz you've gotten an ROI on book, event, program, something that you could share with us. So, Wolfe, my library behind me. Yeah. Yes. I read them all. I don't have any show books up there. Well, except for my really cool and encyclopedia collection The I felt. There you go. I'm from the sixties, and I still like encyclopedias. I think they're really cool. That's awesome. Yeah. But other than that, I've read I've read every every book, every word up behind me.
There are so many that are so Fantastic. I would just say 2 things in that space. The first thing I would say and I know you know this. If you're not working on personal development, Yeah. You're you're you're gonna limit your your your your possibilities. Limit your possibilities. Certain doorways won't open for you. You gotta go to work on you.
Yeah. And to keep expanding who you are as a leader as a woman, as a man, as a husband, as a wife, as a parent, as a leader, as a. You gotta go to work on those things. That includes your your emotional, your spiritual, your physical, all those things. I would just tell you that you wanna be the most effective leader. Do some personal work. Find your own pathway. Right? That might be for your church. It might be through some of the gurus out there.
Person we have worked with Garrett Jay White for years. I've also done Tony Robbins and I've done his stupid self actors. I've done 35, 39 years, almost of that stuff. And they just don't stop because Good. It's always insightful. Because you're grateful and not done. Yeah. That I love that. I hope I remember that phrase because I really love that phrase, right, to reward yourself in that sense, but but know that that's it's okay to say I've done awesome, and you're not finished.
So Yeah. It's good. Beyond that, so many good books, The bones of our operating, our custom operating system, people that know traction, Regina Women's book, would recognize some of that stuff Chaz well as Vern harnesses scaling up loads of terrific books for operating systems. Yeah. We speak an awful lot about Jim Collins, good degree. Yeah. Because some of the concepts in there are true so accurate.
The one of the one of my favorite concepts he talks about in there, right, is that there was no moment. No one singular moment that made the great companies great. That's right. You can have a moment. Yeah. Put that It's a catalyst. Ground. Yeah. But there's no singular moment generally that propels the great companies to greatness. It is this this critical mass Yeah. Of things. Right? That's right.
Like, when you work on culture, the day that you get really clear about your values your purpose, your Chaz or Jim Collins concept, big hairy audacious goal. I'd go, boom. Holy hell. We The an extra million It doesn't work. It takes some time for these things to bake in and begin to be effective. Right? Right. So I I think that's really important. But he also talks about this idea of return on luck. And this is in a Jim Collins podcast. That's terrific. Right?
And what he says is through all research, Chaz, luck just happens randomly and at the same a degree to everybody everywhere. Yep. Yeah. This idea that, well, the hard work, the luckier I am, that's not true, but it lends itself to the idea of What is your return on luck? Yeah. So lucky things are going to break your way occasionally are you prepared to take gross advantage of those lucky moments. Right? That's right.
Random call for a new client or the huge order that you, like, you beat a huge competitor at and get this huge whatever the case is. Are you prepared or you're ready to take full advantage of luck. And secondarily, again, that one lucky event will not propel you to greatness. But one bad event can absolutely bury you completely. How prepared are you to survive the unlucky event, which is going to happen Yep. It's not a matter of if. Just win. Or bad.
Are you prepared to survive the worst luck and a gross advantage of the the great look. That's called return on luck in the words of Jim Collins, and I highly recommend the book. He's got several but good to great. Yeah. Is really a fantastic book to read and 100% research based. Colin's fantasy himself a researcher rather than an author. Yeah. Exactly. Yeah. I know it's a it's a it's a great resource, and it's been around for a long time. So it's got some got some great presence in there.
Kevin Habich has been around for, you know, for 50 years, and it's still a fantastic book. Right? And I still all the time remind myself. See to understand before being understood and win win. Now there's things in our culture. We'd win win. He he made that shit up. And people just think that's just a thing. You know, I mean, there's a guy. Yeah. You wrote a book about that a long time ago. Yep. We have how to get The, right, in that old communicator?
It's it's still terrific and applicable today. Yeah. I just I think in his book, he should've had an The sharpen this sauce. It should've been a whole another book. Yeah. Well, there's several of those principles that could probably have their own lane, own podcast, own program. But For sure. Well, I mean, he's got some of those begin with the end in mind. Right. It's first things first The book, right, that he wrote. That's right.
Yeah. It's Chaz important to understand where you're going first and what you desire first before you just take off on that path. It's it's like going on vacation. Where are we going? I don't know. We're just gonna start driving. Oh, where are we going? We're just gonna drive. We should run across and join eventually. Yeah. No. No. Can we be clear? We're going to where to Boulder Colorado? That makes it a lot simpler. Yeah. Yeah. It does. It does. Jason, I got one last question here for you.
I wanna know if you had the opportunity to whisper to speak to the younger, Jason. What would you tell him? That's such a great question. Right? Personally, I would have said you know, pull up your bootstraps and grow a set and start a business earlier. I started my business very late in life just 15 years ago in my forties. And, again, just based, I guess, on a lot of us the way we do it, right, frustrating us in our current situation, feel packed, feel appreciated, whatever those things are.
We've all most entrepreneur said, you know, I I I don't wanna get too colorful language, but most businesses started with the idea of Yeah. That's it. I got nothing else to lose. Chaz, I'm gonna like go broke, but, damn it. I'm tired of work for people. Yeah. And and you just go and, again, well, that's abundance of arrogance and you just jump off the cliff. And like I said, you jump off the cliff, we'll figure out a fly on the way down to worry about it.
So I, you know, I think I'd have told the 20 something year old me that was Kings full of piss and vinegar and cocky and thought he knew a lot more than he did. But man had a lot more energy and time to work. That's right. That's right. And never get tired. And I think Ira said, listen. Find a spot that you know you're great at. Go find some other people that are great at learn all you can and coalesce it into something that's a salable problem. I think that's what I would have done.
That's what so many of these authors and so called gurus have really done. They didn't invent Kings. Right? They read lots of other stuff and then just put those pieces together in a in a system or, a particular message or a different way to hear it. That's right. Yeah. I think that's what I would have told myself. I'm not sure. Yeah. Well, that's a pretty encouraging message. So I I'll go for that. I'll go for that. I wanna know how we can reach you.
First off, if the audience are trying to grow their business and they're grateful not done and they're possibly looking to have a strategic coach work with them. They can find you that regard. I'm sure also too The can just connect with you. How can they find you? So you could personally find me on Facebook. Right? Jason Amber there, but also exitmomentum.com. And in that space, we, you know, there's a spot there that we we can have a meeting. So our sequence is really very basic.
We have a 100% success rate. We've never worked with anyone that we didn't absolutely transform And part of the reason is we're choosy about who we work with. Sure. So just because you knock on our door, doesn't mean we let you in? That's right. That sounds terrible, I guess. As it should be. Yeah. But we just we know what kind of people and businesses we're successful with. We're not willing to work with people that we don't have this connect.
I've just recently told someone in the cart business. No. Halfway through our meeting. I said, you know, I don't think you and I are connecting right. And if we're not connecting right, there's no chance we're gonna be successful helping you. Does that make sense? And he said, yeah. I said, great. Well, have a nice day. For Gathering. Yeah. Sharing with me about your business. Wish you The guy's the very best of luck.
This this is another business of an owner that I don't have one of his other businesses. It was hard for me to say no to. I had to explain Chaz, but I said, I'm not your guy. Yeah. Just not not with this particular manager. He's not interested. And I can't help. Not interested. So I'll in our processes, if you go on there, you can contact us, and we'll have a brief phone conversation.
If that makes sense, when we've been to what we call a fit meeting, and that's a 90 minute meeting where we ask a lot of questions. And Kings get a grip from the owner and the leadership team as 1 in this particular meeting, right, where we wanna know as much as we can about your business, what are the challenges Where do you see yourself going The point? Why are you even here? Like, something drove you here.
Like, what are you and you just didn't have a time to you saw my pictures on the one talk to me Right. Something, right, that's driving you to seek. And so what is that thing? We get clear about that. And then if it does, we get clear about, well, this is what we do in that matches up, right, and can solve those particular problems for you. And much like you said earlier, when and that's concluded, we usually are expecting a hell yes or a hell no. Yeah. You know, most of the time. Right?
Like, we're in. We just got a discussion Kings of thing. That's okay with me, but people really know right away. But that's the best way to reach us. Exitmomentum.com. And, again, you can click on there and click my my spot on there, and we can start with a simple phone conversation. What we don't do is we don't put a whole lot of pressure on people. We don't have to. We don't chase people. You know, we're gonna present what we do.
You more than welcome to talk to any of our clients, any that we've ever had ever, preferably engaged or not. It's fine with us to speak with them. Yeah. And, and, you know, make that decision. And our proven process, what it looks like Kings a 90 day implementation period. Where we put the basic bones of our custom operating system in it, which gets customized for the individual Sure. They're ended free in their stuff.
And then what we call the execution phase, which is the rest of that 12 months following, right, where we just help drive those points, and then we go to really do more troubleshooting in that case. Right? We go to attack things like compensation systems, sales programs, right, people, right, seats, whatever it is. Right? Whatever whatever it exposed itself.
Because the one thing we're great at is We will expose what's going on in your business for sure, and we will tell you again whether it makes you uncomfortable or not. Yeah. Because that's what we think we're high for. We're not cheerleaders. Yeah. Yeah. We're we're gonna we're gonna give it to you straight and sometimes tough. And because I'd rather spend more time fixing it than I would sure sugar coating the facts. That's right. That's right. I love it.
Well, it's been an an absolute pleasure you being here. I'm so glad Chaz, the listeners get an opportunity to connect with you. I think that's just our couple of interactions here. And then before, get fired up each time. So I'm excited that's, like, the same energy got to be shared with listeners here today. Jason, I just so appreciate you. And Kings upon you and your businesses and your family. Thanks for being here, man. We appreciate you. Thank you, The, and thanks to your audience as well.
Thank you for listening to Gathering the The today. Hope that you were able to pull out a few nuggets to go apply into your business right away. More importantly, though, I hope that you're realizing that it takes more to be successful than just being by yourself Kings it all on your own, carrying the weight all by yourself.
What I have realized, not only in my own journey from multiple businesses in multiple different industries and now interviewing over 2 or 300 other very successful 789 figure business owners is that It's tough to do it alone. And so gathering the Kings exists to bring together successful entrepreneurs. In fact, we are putting together 1000 kings, specifically who are grateful, but not done.
We're intentionally assembling kings who fight tooth and nail for their business, family, and communities, and here's what we believe Chaz in the pursuit of excellence in those areas, that it ignites within us the responsibility to govern power and forge a lasting legacy. So if that relates and and resonates with you, and you know that you need people around you, sharp, qualified The very successful business owners. I want you to go to Gathering.
The take a look at what we're doing and see if it makes sense for you to be part of, our pursuit to 1000 Kings. Talk soon.