On today's episode of Gathering the Kings. I'm not the highest paid guy in my company, and I don't ever wanna be because Chaz allows those guys to have an incentive to to go bring in more business every year. You are listening to Gathering the Kings with Chaz Wolfe, featuring fellow 78 and even 9 figure business owners who have real battle scars from business and life, but have prevailed as the king that they are designed to be.
We welcome high performing entrepreneurs to the stage in order to reveal the reel of the reel. On what it takes to build a successful business today. We dissect the good and bad decisions they've made assess and how you too can get there. Through this dialogue, you will learn the value of growing your network and surrounding yourself with power players and keys like today's guest. Grab your pen and notebook because we're about to dive in. What's up, everybody?
I'm Wolfe gathering the King podcast. I've got, Jordan Madewell here on the King stage. My brother, how are you? Good, man. Thanks for having me today. I appreciate you being here today, and you're in a couple different industries. I wanna give you an opportunity to tell us what you're up to. Well, we are based out of Lubbock, Texas, and we have a general contracting and real estate development company. And we operate really nationwide in about 12 to 15 state the year.
And we primarily build in the commercial real retail automotive and restaurant spaces. Wow. Okay. Lot of lot of activity in those spaces the last several years. Yeah. Yeah. That's pretty busy. A lot of Yeah. A lot of opportunity. It seemed like a lot of those spaces were gonna fall off the earth in 2020, you know, with COVID, but then they all come back really strong. They have, let's say, macro level.
Yeah. We were very fortunate that a lot of what we build for and who we build for were deemed essential. And so that allowed us to, we just kept rocking and rolling and actually increased our business through COVID and through kind of some of those harder times for some folks. So if we are ready to work now. Yeah. Yeah. It's great. Well, so I wanna know before we kinda get into your story and how you've built this kingdom, I wanna know why.
Like, why have you built it, and why do you continue to build it? I have, I guess, a couple of reasons. 1, we My wife and I, we started this business 8 years ago, and the, really, the first goals were I wanted to be my own boss. I wanted to have the flexibility and freedom of working for myself. And then the second was I wanted to, you know, have a comfortable life, but I really wanted to come make enough money to have extra money to put into real estate.
Real estate and rental property has always been in my family of background, and she's been a passion of mine. And so I thought, well, this is a good avenue to achieve that. And then if I'm in construction, I can do the remodel or I can build the property or I can fix it up or whatever. And so Right. Those are the 2 primary. What it's built into today, you know, that was in 2014 with me and a card table in the back of a shop. I already next to nothing.
And to today, we're probably pushing 30, 32 people on the team. Like I said, in States all over the country, pushing probably north of 40,000,000 in sales this year, made the inc 5000 fastest growing company list out of the last 3 or 4 year. It's really grown some legs and now it's turning into how we Chaz serve our team and how we Chaz, you know, improve our community and how we could Really? Almost kinda like a legacy thing.
Yeah. I'd love to hear you, you know, explain just another layer on Chaz. What is legacy to a guy like you? I mean, goodness. You wanna talk about explosive growth and, of course, a large team. What does legacy mean to you? I mean, sure everybody wants to build something they could hand over to their kids. I mean, I don't think that's unique or new or special. I think we're maybe I a little different than some people is we're faith based people. We go to church. It's a big deal to us.
And so we want to make a ton of money so we can give a ton of money away. And that's important to us, and we've seen in the small opportunities we've had to be what I would call outrageously generous Chaz it changes people's lives, and that's pretty powerful for us.
And so we wanna not only do that for people in the community or in their church, just affording opportunities for our team members to better their lives and to things that they might not have the opportunity to do working for some more traditional employer. So those are some of the things. And, you know, we wanna build, you know, some assets so we can pass it on to not only our children, but our children's children and so on and so forth.
So that's been really impactful, and and we've been able to kinda learn from some people a little bit ahead of us in our community and nationwide that we feel like we're doing that. Why re why reinvent the wheel. Right? Yeah. Yeah. I love that. Do you think that, you know, because legacy, especially with your first answer, of being able to pour into different giving opportunities inside the church or associated to, you know, different arms of the church.
Well, has that always been a heart for you and your wife, or has that grown as the business has grown and be like, oh, wow. We've got opportunity now. Or tell me about that. I don't know your audience very well, but it has always been on my heart, and I'll say it this way, Chaz. I believe it to be scriptural, and I just believe it in how Dodd made me is that I've always print been pretty decent. And in the last 10 years, I've been really decent at making money.
And I just feel like god's put that skill set in my life so that I can be a conduit for him. And so have always just been a big believer in tithing and offering the gifts and that type of thing. And even when I remember you'll laugh at this. I've been married 13 years, and I still remember our 1st year of marriage. We're so broke. We ate chili and and sloppy Joe's like twice a week or three times a week because that was all we could afford.
And, like, I tell my wife, my if I eat a bowl of chili, I feel poor. It's just kind of a joke, but it's, like, But even then, we Wolfe tied on the little bit of money we were making then. And now that we have a little bit of more money, we just kinda feel like Man, it came from god, and so that's where it's going. And Yeah. I think it's a deuteronomy 818. It talks about your ability to create wealth, not comes not from you, but from the lord.
And we just really subscribe to Chaz, and it's been important to us the whole way. And so we do our best to tithe on every dollar that comes through our house. It's incredible. Just what I what I I mean, of course, the principle of all that is just incredible, but what I really hear in you is that it's Like you said, you subscribed to it. It's a discipline. It's a choice that gets repeatedly made. Right?
Wolfe, and I'm sure you've seen it and heard it read it but we've just found that is a really great way to say, god, I trust that you're gonna take care of me, not only for my basic needs, but or my desires and dreams, you know, we often end up changing those or they change because god's got different plans, but I know when I don't hold on to that money and I'll let god use it. It ends up blessing me, periodically, and spiritually.
It's just a it's a big deal of wasting it I can point a handful of measurable things that we've done in our career professionally, you know, miraculously or coincidentally, if you will happen on the tails of us tithing. Yeah. So it's a big deal. It's a big deal. Yeah. 100%. K. So let's get into some business story time, some tactics, if you will. I wanna know in the early years Alright. Why this miss, or how did you get started in this line?
I know you said kinda real estate's always been in the vein of your family. What about construction? How did that connect? So I found a 3rd or 4th generation contractor. My my father was a home builder and did commercial subcontracting. My grandfather was in Chaz. And I wanna say maybe even his grandfather did some building even back then. And so, you know, I go to college right out of high school.
They wanted me to go get a degree because, you know, we don't want you swinging the air where we don't want you in construction. You know, Chaz it's too hard. It's too whatever. And so not only did they send me to college to do Chaz, Number 2, they never even showed me a trade.
They never let me learn anything in construction while I was in school or while I was growing up because they didn't want me going in And so I tried my hand in insurance and financial services for about 5 years, right, out of in and out of college. And while that worked okay, it just didn't really pay the bills and didn't really do what I wanted it to do. So I sold that little insurance business I had and kinda found myself back in building materials.
Sold building materials and windows and doors and lumber and concrete, a handful of things for a little Wolfe, and then, ultimately, gum myself back into just doing light, remodeling, and backyard stuff for myself, and then just kinda grew it from there. And it Yeah. Was really catapulted, but kind of always been in my background. Even though I didn't know how to specifically do every little thing originally or initially, it was very and very comfortable for me because I've been around it.
And so very quickly, I learned all of the craft and trade of doing what we're doing today, What I'm good at, where I've found to be unique in the construction field is that I'm really good at building a teeth, and I'm really good at putting deals together, and I'm pretty good at the finance side. And so that's afforded me to take my background or at least my knowledge of construction and apply that to finance and money and it multiplies. Yeah. 100%. I'd love the backdrop.
Tell me in in some of those 1st years as you were building, what was a good decision that you made that you can look back on and point to that one moment in time and tell us about it? For tax you know, when you're first starting out, when you're a one man, when you're it, you know, maybe you, I know, secretary or something, You know, you're doing it all. And you basically kinda just have to do it all until you kinda get to where you're like, I have no more bandwidth. I can't do any more else.
Right? You know, think a lot of people in the entrepreneurial world feel that experience that. And so I'm gonna I'm I kinda talk with my hand sometimes, but Good. You know, you go up and then you kinda hit that plateau. You're like, I just can't do anymore. I could sell more, but I can't do anymore. And so Just learning to recognize that pattern of just kinda hitting that where you're maxing out your bandwidth and then either either basically, it comes back to infrastructure.
That infrastructure is either people or it's to technology or it's, you know, buy bigger building or rent a bigger space so you could put more people on it. But, basically, when you have to reinvest in your people or your infrastructure, and your P and L debts. And that really sucks for a lot of people because they go, man, I'm not I gotta make less money now or I'm not as profitable down it's really just a short term window.
Yep. And so once you do that and kinda staff up or increase your interest or or whatever that case may be, then we found that it hockey sticks, shortly after that. And I've seen that happen about four times our business And to whatever degree that, you know, staffing up or reinvesting in our infrastructure is, we've just seen it happen over. And so now We start to recognize it. Okay. Well, we can't do this much more work anymore, but it's still coming in the door. You'll get more people.
Okay. Well, and we're out of seats on the bus, and I got guys shared offices, we gotta get a bigger space. Okay. You know, we've gotta expand our territory. Now we've gotta, you know, fly more. Whatever it is. We just kind of started to notice that. So I would say to answer your question, a long answer. Yeah. It's good. It's just kinda see that and, like, you may be great at your craft. Get somebody to run the business in and free your up to go do more craft.
They'll be better at your trade and let them handle the books. Let them handle the the payables and the receivables. If you're better at administration or kinda running that, then go hire rock star performers. They can do what you're selling really well. Yeah. And what you'll notice is that starts to free you up to either do more of what you're doing or focus on other things that need your attention and not really have any, you know, really falter at that point. And so I did that first.
And so in my business, it was a project manager slash estimator really hired him. And he not only came with some skill sets, but, basically, completely replaced me from the most time intensive part of my job, so it allowed me to go do more of it. And so our business doubled because of that. And then what I did with him specifically is I just built a team around this guy. He used to be a real thoroughbred you know, rock star top of employee.
He he can just do so much compared to the average employee, and that's great. But That's not a sustainable model. And so I started hiring a couple of people who just support him and just read his time up. Yeah. So I kinda started creating these little business teams within our business unit. And, and that led to even more growth. And that guy sells as much or probably more at the what Chaz I do or did.
And then as we created another business unit, I kind of tried to build another little team And, so about today, we have about 3 really 4 business units that I'm trying to kind of replicate that model over and over with. Now our commercial construction has gotten so bad that I really can have a team inside the team. So Yeah. Chaz was what I would say. Get that.
And then the second part of that answer is get your bucks as clean as you can and and get your finances in order Doesn't mean you are a personate, but quit running your personal expenses through your business. What I did this is what I did, Chaz, is I took a salary I paid myself as cheaply as I possibly could, kind of, for a set amount of time.
And and I just that allowed me to reinvest in the business And in short order, I have a decent salary in in compensation plan, but I'm not the highest paid guy in my company. And I don't ever wanna be because that allows those guys to have an incentive to to go bring in more business each every in every year. So been a big deal with us, but get your finances in order. And if you can't do it, get somebody that can help you with that Chaz you trust. And then hire those key people.
I would say those 2 things were early on, and I say early on in the 1st 1 to 3 years, 1 to 4 years of my business. And it's just went through the roof. There's a couple of books that I've read over the years that I would say are very impactful and that we use in some form or element today. K. Profit first is a book by a guy named Mike Michalowitz, and we use that thing religiously in all of our business units. Great. Yeah. The way I describe it is how Dave Ramsey's great for personal finance.
This has been the best kind of map or set of tools I Chaz use for business finance or money management. So that's been awesome math. I haven't used religiously, but I have taken a lot of their per principles at kind of bringing on people and pulling people up and promoting with Dan and bringing in new entry level people. That's been helpful.
And then we're right now, our team, our management team, kind of my executive folks were going through the book called scaling up and just kinda how to to grow our businesses. And then it talks about cash execution, strategy and people and how each of those things, you have to implement in a really high effective way. You know, if you do, then, you know, you go from the next level. It's kind of the old one got me here.
It does not get me to there, and so that's what we've been doing, actually, recently. That's awesome. Yeah. So much value there. You even summarized it, so I don't have to just that's fantastic. The the listener should pause and relisten to Chaz. Should take me up on that. You should pause. You should go back and listen to that again. Hey, Chaz Wolfe here.
As many of you know, I have been on an absolute mission to help entrepreneurs from all across the country in many different industries, level up their game and grow their business, and intentionally connect with other entrepreneurs. We do Chaz, obviously, through the podcast, but We also have a peer to peer mastermind group specifically for 7 to 9 figure business owners.
We are bringing some of the best and most successful entrepreneurs and minds together in a regular and a super intentional way to not only grow our network, but to be able to leverage.
And at a certain point in business, success becomes about leverage, leveraging time, leveraging resources, leveraging key relationships, This is exactly what we're doing inside of the peer to peer mastermind group called Gathering the Kings, specifically for 7 to 9 figure business owners, So if that's you, if you're ready to level up your 7 to 9 figure business, even to the next level and get around other big hitters just like you, want you to go
to gathering the kings dot com, flood a short application, and, it'll come to an application, call with me, and I wanna chat with you to see if it might be a good fit. Talk soon. Now I wanna know the opposite side of the coin here, Jordan. I wanna know the moment in time where it you weren't you didn't have your best day. Didn't make your best decision. I guess I would answer that two ways, Chaz. Like, first thing I would say is don't Make mistakes, but don't make the fatal ones.
In our business, specifically, we try to never take on a Pacific construction project that represents more than a certain percentage of our annual sales. Sure. Just because if it goes wrong, that's a big hickey to overcome. So that's one thing we didn't try to kinda mitigate risk. Number 2, you know, everybody has a rough project or a rough day or a or, you know, a patch. And so you try to be introspective with it and you try to go, hey. Why why did that not go the right way?
Usually, there's a handful of variables that kind of point to, not always, but what I've also seen is you kinda have to just expect not everything to go perfectly. You know, everybody plans stuff out perfectly on paper. Right? But invariably, one out of every so many of our construction jobs don't go exactly like we want. Yeah. And as much as we try to fix that and tweak that and implement things and that helps, things still just don't go great all the time.
And so You can't let that define you and you can't let that beat you up to where it's like, well, I'm never doing something again. I remember Not, you know, you just can't have that attitude. You have to kinda have this, you know, well, we're not giving up, and that's not stopping us. And we'll just We'll do we'll do better next time. You have to have Chaz mentality and attitude, I think, especially in my business, but I'm sure it's different with other businesses.
It's just it's a high stress deal. And so you kinda have to just say, well, just because that didn't didn't go right. That means we're stopping this. You're never trying it again. Exactly. Exactly. Do you have, you know, you kinda mentioned maybe it was a project that didn't go well or maybe it was a hiring choice? Anything that that you can come tell us about a moment in time that happened specifically to you?
Before I got in this construction business, I tried working with multiple people over and over, and I think I think one of the things I do or did was I kinda just probably blindly or ignorantly trusted those people on what they told me they could do. And, you know, those things did pan out, and so that didn't work. And I had setbacks because of that, but so I think that was part of you know, you we try to hire well here, or we try to take on new clients here.
And all of it's what the expectation is that you know, they're gonna do what they say they're gonna do, and that just didn't always happen. And so Right. I think having the I think often At least I my temptation is to with that is to just believe them or just, well, I'll give them a little time to figure that out. We're all they'll come around and sometimes they just don't, and being able to gotta go. Click this in working.
Yeah. And we've gotta We've gotta stop the bleeding or we've gotta fix it or we've gotta replace you or we've gotta do something. And so when you're at the leader of an organization, you Please me, I'm like, hey. I wanna be compassionate or I wanna be generous or I wanna be gracious and maybe they're going through hard times or maybe something's happening, but What you're really doing is you're telling the rest of your team that I'm okay in confidence. I'm okay with lackluster performance.
I'm okay with them not taking care of business. And so you're really just telling the rest of the team you know, they're the exception or they can do whatever they want in your you know, it doesn't matter. And so I'm trying to grow as a leader to say, you know, can't Chaz can't happen because it pulls the rest of the team down and what you worked so hard to put around you. People are like, he's saying this, but doing that, you know, and You know, you you wanna try to walk your talk. Right?
Yeah. Yeah. 100%. What sort of and maybe maybe you can cross this over even to the personal size since you started with, you know, the decisions around tithing and that type of thing. But what process do you take a decision through? Like, when it comes to your desk, even in the business or in personal life, is there a discipline? Is there a process that you kinda formulate and answer? Well, I guess I'll I'll you just stop me where, but I'll just kinda answer that in 2 or 3 different ways.
When I have big heavy decisions or important decisions k. I try to to get more than my own input. So I, you know, in the council of many, there's wisdom type of deal. And so I try to get people that are And I would say make those council relevant. You know, there may be super someone super smart, but they're in education or academics. Wolfe, as much as I trust and respect that person, they're not going to be able to speak into my life in the construction business.
Sure. And so I try to grab people that are relevant and have the wisdom of re in in the relevant area of my life. And try to cut, you know, basically, if I'll do a good job of presenting that in a in a end by its way to a handful of people and I start seeing a pattern in their answers, that's probably the wisdom I'm looking for. And you can't be too arrogant or stubborn to hear it because it may not be what you really wanna do, but Yeah. Maybe the right answer. So that's one thing.
People have heard of the, you know, you kinda list out your pros and cons. I do a 2.0 to that. I actually try to wait each pro and con on a scale of 0 to 10 of how important it is to you. Sure. Because people are like, oh, I'm three prongs. That didn't do any good. But Right. Maybe one of the cons weighs more than the other, maybe one of the pros. And so, basically, that helps me quantify and emotion. It it if that makes sense. It's all do that from time to time.
You know, obviously, we try to use our faith as a backbone of our decision making or or the lens to to how we make those decisions. And generally, that's a pretty easy thing for us, not always, but as pretty easy. And so we try to lay that lens over kinda what we're doing and why. And then if I'm doing really well, I I take the perspective of kind of what we've set with monthly or quarterly or annual or or kind of multi year goals, you know, is what we're doing in this little moment.
Gonna propel me towards my annual goals personally or professionally or where I wanna be in 3 or 5 years. And so if I'm doing really well, I'll feed it through that perspective as well. Yeah. You've very thorough. 3 different examples. Clearly lots of different types of decisions that that, guys have to make in business. And so, yeah, there's different levels. There's different ways of thinking, different ways of processing. So I appreciate that perspective.
I wanna come at you with a couple different type maybe a different angle of questioning. I call it the speed round, but we're we'll wrap up here pretty quickly. I wanna know my first question is this. I wanna know if you can dwindle your entire business down into one trackable metric that you would just be able to check out one thing forever. What would that one metric be? Oh gosh. That's super hard. I would say if I had to give you 1 or maybe I'll give you the first, would be leads.
K. You know the rest of the story from Chaz. Well, the reason is if I don't have sales, I have nothing else track. Right. But really one step before that, if I don't have enough leads coming in, I'm not gonna close an uphill I I don't know if this is a law. I don't know if this is a whatever, but we have noticed the better if it's my smallest division of my business where we do repair. All the way to my big, huge commercial projects, we close in between 2030% of what we quote for estimate.
I don't know why. I don't know how scientific that is, but that's what we do. That's the number. And so that allows me to kinda go, hey. Let's back into that. I wanna hit this much in sales, or I have to hit this much in income, or I have to do whatever. And I'm only closing 20 to 30%. And I know I need to go quote or estimate 5 to 6 times or whatever that math is. Right. And so if I'm watching and inspecting how much We're then I know we're gonna close this much. Otherwise, then we'll be okay.
And then I can do the next most important thing, like watching expenses or tracking profit margin or You know, how quickly we convert our cash cycle or all those things, but that's what I would probably if I had to give you 1. Yeah. That's good. Super good perspective. Too, because I think it it dwindles it down to, you know, survival, really. If you don't have that, then you got nothing anyway. Yeah. Yeah. You've already given us a couple book recommendations. So appreciate that.
Next question is, do you intentionally network or mastermind with other entrepreneurs? Probably not as formal as I should. Make sure. Yes. I do. I go to a couple conferences every year. Some are in my Greek. Some are in more real estate investing type of industry. Yep. But, yeah, usually, I'm going to a couple of conferences or meetups for networking, but they're bigger. And I do that 2 or times a year. Honestly, I I network a lot naturally in my church.
I network naturally just, you know, we're in love at Texas Tech University. It's here. Big football and sports in our town. And so we see people out at events. You know? And that's natural. And my brother, he makes me look introverted. He super extroverted guy, and that's what he harps on. Paul, his team on his business is use your natural habitat to network And then to answer, I think what you're asking me is how do I grow as a person or how do I grow my network is?
Yeah. I've always been a lifelong learner. Obviously, that's why a lot of what you do and what your audience is doing, but Sure. Find the 5 or 6 people that you wanna emulate. And if you do it in a very humble and non annoying way, most of the time, those people will share some things with you. Yeah. Most of the time, those people are flattered, or they go, hey. I remember when I was not as big as I was. I'm happy to help. And so I've always just been you know, willing to ask, hey.
How did you get here? Really great at this. What did you do? And I try to learn from those people. So so Chaz that's the front end of Chaz. And then I'm Chaz of recent this year, I've started hiring a leadership and development coach just to help me manage well and lead well. I just think Wolfe, I understand a lot of things and have a good perspective.
I've never ran a company this big before, so I'm not I'm trying not to be so arrogant to think I could learn something and help serve my team better. And he says always says, hey. The bottleneck is at the top. And and I laugh at that, but it's true. It's like, you know, we're only gonna grow as as much as my ability to lead. And so hired a leadership coach to try to help me think better and learn. And so we're doing Chaz, and I've never done that before. And then I read all the time.
I try to read a book a month, couple of books a month, depending on what it is. So good. Again, just super quality. If the list saying any source of attention. They've got their earful. I've got one tactical question for you, and then we'll end off with our last one. Yeah. Taxable question is this. If you only had 1 hour, Jordan, 1 hour in a week, and you get, like, going forward, just 1 hour a week to work in your business or on your business.
What would you do, or how would you use that 1 hour to successfully run your I would probably golly. I you got me, Jess. I would say I would probably start with just measuring what those people are doing My teams are doing either, you know, last week this week kind of in that moment. And I would measure that against what our company's goals are.
And that would really quickly tell me, are we on track, or do we need to increase, or do we need to cut back do we need to save money or do we need to do something? So I'd probably try to get each division to kinda give me a little summary of what's going on at any given time. And how that and that's what we're trying to build here and do better job of is try to get them to okay. That that fee fits our quarterly or our annual goals. And so I would try to just do Chaz.
And then a lot of goal setting, just such a big believer in goal setting in any shape or form. It just Not only does it help you keep focused yet. I believe there's some kind of mental physical change that happens in your brain that kinda helps you work towards those things on the subconscious level. 100%. So that's probably a terrible answer, but that's kind of off the top of my head. And now Yeah. It's only in an hour a day. I'd or hour a week. I'd be, I'd go crazy. So It'd be a mess.
Yeah. Yeah. Well, if if anything, it gives you a a new way of thinking. Absolutely. Okay. Last question here for you, Jordan. If you lost it all, everything, what would you do? Professionally speaking, I guess, is what you're asking me. Sure. I'd probably I would probably either, you know, for somebody that that's happened to You're you have a circle of influence or a circle that you're influenced by, and I would tap into that group.
Because chances are if you're a good person, If you're likable and personable and you're one somebody could trust, they're gonna want you on their team. So I'd probably reach out to somebody in my circle that I've worked with and hey, is there something I can do to add value? And chances are you'll get picked up, and you can kinda start over. That's what I would say is, you know, piece of advice to somebody who's don't go to another industry. Don't try something.
You've already spent years getting good at this. Somebody else can use that skill set. Yeah. If I had to start over doing what I'm doing over again, you know, I just say, just be patient because now you are gonna get to where you were twice as fast because now you know how to do it, watch the book. And so just don't give up. You know, if I lost it all, I would turn right around tomorrow and I would start knocking on doors and selling backyard patios and fences again.
And I've get, you know, instead of building up sales again and that, you know, I just start over. But instead of it taking me 8, 9 years, I'd do it in a four and a half. Yeah. Yeah. So that's what I would do. Just don't give up. Don't give up. Even now it's hard. Don't give up. That's right. It's good. Jordan, how can the listener connect with you further pass this call, or maybe they can maybe they even have a project that they need to hire you for? Hey. That'd be great.
I'm fairly Googleable, if that's a word. So you can Google my first and last name or manual construction. My first and last name at Gmail is my personal email. I'm happy to share that with people. If they have any follow-up questions, my mom, LinkedIn, I'm pretty active on LinkedIn. So you'll see me post there. If you wanna see stuff about my kids, You know, I'm sure I'm on you can find me on Facebook, but, sir, the man I'm happy to help any way I can with people.
Good. I can tell you what's cost me a lot of money what I wouldn't do again, but, yeah, just people me on that or or some of our company websites. It's pretty easy to find me. Yeah. It's good. You've been incredible here today. Thank you for your time. I just I'm excited to to continue the conversation with you and get to know you better, but we just appreciate it. And then, of course, just nothing but success. It's blessing on your family, your business, your teams, all of that.
So we just really appreciate. Thank you for being here. Appreciate your time. Thank you. Thank you for listening to gathering the Kings 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 doing it all on your own, carrying the weight all by yourself.
What I have realized not only in my own journey from multiple businesses and multiple different industries and now interviewing over 2 or 300 other very successful 7, 8, and 9 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 other very successful business owners. I want you to go to gathering the king's dot com.
I want you to take a look at what we're doing and see if it makes sense for you be part of our pursuit to 1000 kings. Talk soon.