You’re listening to biz ninja entrepreneur radio. This show was created for entrepreneurs, business owners, marketers, and dreamers who want to learn from the experts of today and drastically shortcut their success to build a business that supports their dream lifestyle. Since 2011, Tyler Jorgensen has been interviewing business thought leaders from around the world, a serial entrepreneur himself. Tyler also shares his insights into what’s working in business today. Welcome to biz Ninja, entrepreneur radio.
Tyler Jorgenson 0:40
Welcome out to business entrepreneur radio. I am your host, Tyler Jorgensen. And today on ABC News, we have Michelle Siler Tucker, who is the author of exit rich, the six p method to sell your business for a huge profit. And I’m excited about this book because I love selling businesses. I love creating businesses by selling them. And I love talking about the process. So I’m excited to learn all of the secrets that Michelle is going to share with us today. Welcome back to the show from New Orleans. Michelle.
Michelle Seiler Tucker 1:12
Hi, Tyler, thank you so much for having me.
Tyler Jorgenson 1:15
I’m super excited to talk, business and profit and exciting rich. What? What is the number like? What is the difference? Right? Like everyone, business owners think they’re gonna start a business and sell it. But like, what is the premise of exit rich? What is why do people need this book in their lives?
Michelle Seiler Tucker 1:34
Well, unfortunately, even before COVID, so many business owners are asking for it. And Steve Forbes, you know, makes the statement that eight out of 10 companies will not sell eight out of 10. That’s 80%. That’s a pretty startling statistic for business owners trying to sell the business. So you must plan your exit. I mean, the biggest reason that business owners don’t sell is that they don’t exit from the beginning. So you must plan your exit strategy from day one to buy or start your business and follow what we call the SP GPS exit model as outlined in our book x rich,
Tyler Jorgenson 2:15
I’m excited to go into the STP x model. We’re gonna wind it back here a little bit. And let’s go back to when was the moment that you first realized that you were an entrepreneur?
Michelle Seiler Tucker 2:31
I think when I was probably when I was 12 1314 1516. And those a years. Yeah, I didn’t like to be told what should you I still don’t like to be told what to do. Is that my biggest pet peeve, don’t tell me what to do. And I’ve always, you know, been an entrepreneur, I’ve always had that entrepreneurial spirit. I’ve opened up many different businesses, I’ve started businesses, I’ve bought businesses, I’ve sold businesses, at any given time are five to 10 businesses that I’m building to sell. So I did get kind of, you know, stuck working for corporate America and I have had jobs. You know, I haven’t been a business owner my entire life. But I did kind of get stuck in corporate America. When I went to work for Xerox recruited. And I was after six months, my nickname became the closer. And after six months, my supervisor came to me and she said, you know, you really should interview for the vice president regional manager position. She says you won’t get it because you’ve only been here for six months, and everybody else has been here for years. But you should do it anyway. I’m like, why would I interview for something I’m never gonna get. And she’s she said because it’s a great learning experience. So I did do that. I interviewed It was a three-month rolling process, I ended up getting a position ended up saying I don’t like management in corporate America. So after about six months of doing that, I decided to leave their oxen and transition to franchise sales franchise consulting franchise development. And then you know, I have so many buyers, that will do you have any existing businesses. So that’s when I transitioned into selling companies. And then I realized very quickly that what Steve Forbes says is true that eight out of 10 companies will not sound I’m like, Oh my gosh, he was starved to death. I don’t know fixes businesses. So that’s why when I started learning how to fix businesses, how to tweak them, how to get in the run on what we call the six P’s, the Seiler Trucker six P’s, and build them to sell. So that’s why I specialize in buying, selling, fixing growing, I sell businesses, I merge businesses, I buy businesses, and flip them like somebody will flip real estate. And I also partner with business owners investing my money, time, energy, effort, and wish to build a sellable business.
Tyler Jorgenson 4:57
So you’re using this quote or this data point that eight out of 10 businesses are not going to sell. Those are the ones that were successful long enough to at least attempt to sell, is that right? So you’re talking to eight, eight out of 10 businesses that are trying to sell won’t be able to exit, let alone exit rich. What like, I feel like we have to go into the six P’s, we’ve got to figure it, we got to hear what these are. And I know if people want to know all about it, they’re gonna have to go to exit rich book calm and get the book. But what are the six ps?
Michelle Seiler Tucker 5:30
Yeah, so number one is people. You don’t build a business, you build people and people build the business. One of the number one reasons that businesses are not sellable is because the business is attached to the owner. You pull that own out of the business, there’s no business. I’ll give you a case study. We just had a dentist come to us been in business for 45 years. He’s like, I can’t do it anymore. wants to sell his business. But he’s the only dentist. Does she have three dental hygienists? I pull him out of the business to patients. All right, oh, you gotta have you got to build people, you got to have the right people in the right spot. And you have to ask the question, you know, who opens the doors, who handles customer service, who and is marketing windows, logistics, who handles accounting, legal environment all? You know, the list goes on and on Tyler, the clue is that you should never be next to the food. So you want to build a business that runs without you. And so many business owners are attached to their business. And that’s the biggest issue.
Tyler Jorgenson 6:33
And I think, I think on that, so many business owners think that they’re being business owners, but really, they’re just self-employed. Right?
Michelle Seiler Tucker 6:42
They are, yeah, they and I don’t like to offend anybody, because I’ve been on the podcast and like you are stepping on the toes. Two people need to hear I will ask themselves that because it’s true. I mean, a lot of business owners have created a glorified job in which you’re going to look at every day versus a business that works for them. And buyers want to purchase a business, not a job. So that’s why 80% of businesses are not sellable. That’s one of the biggest reasons right there.
Tyler Jorgenson 7:12
Yeah, that makes sense. Yeah. And I like that, that you that the business owner should never be the answer to the who question, right? Otherwise, you’re still being you’re still self-employed in some way. Right? So you’re not as terrible.
Michelle Seiler Tucker 7:25
Yeah, right. Every single owner needs to write down all the who’s in business. And but you know, everybody’s name next to it other than yours. And make sure you have that list filled out, I can’t even begin how to tell you how important that is. and business owners need to focus on their strengths and hire their weaknesses. Entrepreneurs just have this mindset that they have to do at all. Well, you’re never an end, they’re control freaks. And you’re never going to grow unless you let go of the control.
Tyler Jorgenson 8:01
I think that’s I think that’s amazing. Okay, so number one, p number one is people. What’s P number two?
Michelle Seiler Tucker 8:07
Two is the product. So the product is like your industry, right? Your product your industry. Yeah, to ask yourself, is your industry, your product, your industry, on the way up on the way out is a thriving or dying? Do you have an Amazon and you’re at the top of your game? Or do you have a blockbuster and many industries are dying right now because of COVID? So you could be like at the top of your game and all of a sudden catastrophic event occurs like the pandemic, and now you’re at the bottom. So business owners always have to pivot. And you always ask yourself these three transformational questions. Amazon did this back in the 90s. Ask yourself, What business? Are you in? Amazon did that like what business are we in and they go, we’re in a bookselling business, we sell books. Then ask yourself, what do you do well better than anyone else? Amazon says we do fulfillment better than anyone else. Then number three, most importantly, what business should we be at? And that’s where pivot comes in. And Amazon said we should be in a fulfillment business. Those three questions transformed Amazon from a small bookseller to the multi-billion dollar worldwide conglomerate that they are today by asking those three questions. You know, yeah, I don’t know if you know these statistics. But when I wrote my first book, sell your business for more than it’s worth in 2013. I did the research and learned about 95% of all startups one to five years will go out of business, right? That’s common knowledge. Then I will exit rich in 20. In 2019 2020, I did the same research and learn the business landscape has to flip-flop. Now. It’s only 30% of those businesses will go out of business. Those startups the first one to five years, but listen to this. This is startling statistics out of 27.6 million companies 70% are businesses. They’ve been in business 10 years or longer, or at risk of going out of business 70% and that was that’s before COVID that’s before that. But you hear about the public, you know, companies all the time Toys R Us been in business 75 years out Kaymer outstay more out here, one out. GNC closes down 900 locations Godiva, favorite chocolate, closes down 1500 stores, but you’re not hearing about all the other private companies on every street corner, and every town in every state are dropping like flies. And unfortunately, many of these business owners are selling for pennies on the dollar closing our business, or even worse modeling bankruptcy. So that’s why exit which is so important. Now, the number one reason why they’re going out of business. Tyler is right here in his product space. Secondly, they stopped doing what I call aim. The aim is always to innovate and market. Always innovate and market, based on… Look at blockbuster, blockbuster saw the writing on the wall when Netflix blockbuster had the opportunity to buy Netflix and I sat back fat and happy and did nothing and now they went bust.
Tyler Jorgenson 11:10
Yeah, absolutely. I like that always innovating market. And I think by answering those three questions like what business should we be in? And what are we still good at? Right? Like that’s gonna be really important as businesses pivot right now. And pivoting is, is super vital. I think that’s fascinating how 70% of businesses are at, like, at risk of failing in the near term, right. And I wonder if that’s because so many businesses, it’s easier to be self-employed than ever, right, you have more digital asset access, the startup costs are lower. But that doesn’t make you a gifted business owner, right? It just is easier to get started than ever has been in the history of entrepreneurship. And so what’s the great thing is, is that we have people like yourself, who are experts at this, that are sharing with us the resources. So you know that so that people can improve their odds and kind of hack the system, if you will, and get and stack the deck in their favor. What is p number three?
Michelle Seiler Tucker 12:07
Number Three as processes. You can’t have a business without processes, and processes. This is typically thought of as like exit strategy. Business owners don’t think about it. So they have to, they don’t think about so something happened. Processes should be designed from the beginning of buying or starting your business. And they should be designed with the customer experience in mind. Have you ever watched a movie The founder based upon the McDonald’s brothers? Do you remember that movie? Yeah. Back in the 40s. McDonald’s said we’re going to start a fast-food restaurant, and designing around the customer experience want the customers to get great tasting food? That’s hot and fast. Two minutes or less. Do you remember when I took all the employees to the empty tennis courts, and they mapped out the processes and erased it mapped it out? Again? Do you remember that? Yep. They stayed out there all day long until they figured it out. And I figured out who takes the order, which I was about to get some burgers Pacific was on a bus give that to a client to menjelaskan those processes that were designed back in the 40s, even though they’ve been tweaked along the way is why you can enjoy the same experience at any McDonald’s. anyone in the world. Have you ever dealt with a company that has the opposite effect? where you’re like, Oh my god, their processes so terrible? I’m never gonna do business with them again? All the time, right?
Tyler Jorgenson 13:35
Yeah, you never it’s unpredictable. You never know what you’re going to get.
Michelle Seiler Tucker 13:38
Right? It’s not sure what banks especially the social media companies, I’m not naming any of them, but you just never know. So, you really should design your processes, what the customer experience in mind creating a while experience you need to be professional, efficient, productive, well documented, buyers will come in and demand to see your policy procedure manuals. Now the manosphere employee handbooks or non-competes, that Amanda’s here SLP check was so very important. And then the fourth P is proprietary, nonproprietary is the number one value driver proprietary is what could get you eight most of all versus a three multiple on Ebola, even as earnings before interest, taxes, depreciation amortization. So there are six pillars of proprietary I know for sake of time I’ll go through them quickly. But number one is branding. Branding is huge. So more well-branded you are the more I can sell your company for as long as your brand is relevant in the mind of the consumers. Sure. Does anybody want to pay the money for blockbuster?
Tyler Jorgenson 14:44
Well, I would buy it right now. But no, not really. Most people
Michelle Seiler Tucker 14:47
You are a unicorn, a unicorn.
Tyler Jorgenson 14:51
But I wouldn’t pay a big multiple.
Michelle Seiler Tucker 14:53
No, of course not some the biggest brand the most valuable brand in the world. Do you know who?
Tyler Jorgenson 15:00
The most valuable brand. Yeah, man, I don’t, I’d be guessing. Okay.
Michelle Seiler Tucker 15:05
Yeah, 249 billion knowledge. That’s just the brand power. That’s not the assets. That’s not the real estate inventory accounts receivables, that’s just the brand, build your brand. Trademarks are very valuable. This is our buyers will pay more money for trademarks. Here’s a mistake that business owners make that goes up for business in California, they get a trademark for California, but they never took the federal database. And all of a sudden, you’ll be operating for 10 years and receiving a system desist letter, you have to stop using that name. So go spend 15 $100 to protect your company name, your podcast, name your books, etc. Patents very valuable you ever watched Shark Tank? Yep. And every ambassador asked every single investor the same questions do you have a patent on that you have a patent-pending, also contracts manufacturing distribution, vendor contracts, exclusive to exclusivity franchise or franchisees are extremely valuable. The most valuable contracts of all a client contracts because buyers want to buy a business that has money coming in that has guaranteed money coming on has residual income. Here’s the caveat to current contracts. most business owners don’t have the transferability clause. And if it’s an asset sale, which 99.9% of all deals or asset sales, not stock, then your deal could fall apart because your contracts are not transferable. And then last but not least, and proprietary. celebrity endorsements are huge. If you have a skincare line and you’re on Oprah Winfrey’s favorite things, and Oprah has given you you know ahead, applause then that you can make a lot more money. Also ecommerce businesses, anything ecommerce wise is number one or has a top-five spot on Wayfair, Etsy, Amazon, these are huge, huge, huge strategic buys. And buyers will outbid other buyers to get some of this intellectual property.
Tyler Jorgenson 17:08
I think a lot of times, you know, we’ve talked on this show quite a bit about the intellectual property like when is the right time to do when is it? And I think the bottom line is if you know you have a plan to exit. You can’t ignore those things. Right.
Michelle Seiler Tucker 17:21
Okay. You know what, I forgot one Tyler. databases, databases,
Tyler Jorgenson 17:26
See, It’s good. We circle back.
Michelle Seiler Tucker 17:29
Yeah, databases are big Facebook paid $9 billion for the database. Facebook paid $19 billion on WhatsApp. WhatsApp was hemorrhaging money. But they still pay 19 billion dollars because WhatsApp had a billion users and Facebook knew they could all monetize. And here’s the bottom line, your company could be losing money. But if you have some of these assets we just talked about, we can still sell your money for millions, even billions.
Tyler Jorgenson 17:56
Yep, absolutely. I love that I think in, especially in e-commerce, like the value of a really good email list and the customer list. super valuable. Right? All right. All right. P number five. I don’t normally get to just go through a checklist. But I think each of these is so good. I’m enjoying going through it.
Michelle Seiler Tucker 18:15
Thank you. So be number five is patrons. This is your customer base. Most businesses follow the 80/20 rule, where 80% of your revenue comes from 20% of your clients, you lose a few clients, you can be out of business, we were selling an advertising marketing company that specialized with casinos, by selling them in a $10 million range. They have five customers, they lost two, they lost half their income. They weren’t sellable anymore. I ended up merging them with another advertising firm. So you really want customer diversification, not customer concentration. And then the last day, if you’re ready,
Tyler Jorgenson 18:55
Michelle Seiler Tucker 18:56
So the most important key to all entrepreneurs is profits. We all want to make money. And you know I love it. Because customers always come to make minds always come to me and say, Michelle, I have a profit problem. I look at their business. I’m like, nope, you have a people problem. Or Nope. Do you ever process problems? Yeah, you don’t have checks and balances in place and you and your CEO, your CFO are stealing money from you. I can’t tell you how many times I have witnessed my clients go through embezzlement because they don’t have the proper procedures in place. So pockets are never the problem if you’re losing money, is because you’re not running on one of the other five B’s.
Tyler Jorgenson 19:37
Yeah, I like that. You have that as number six because although profits are first in the business, you have to start by focusing on making sure you have profits, the way you get there is through those other steps that you outlined. Right, so I think that’s amazing. Yeah, I think I’ve seen that way too many times in business were just a lack of people or you know processes just completely sabotage the business where the business Ansel had an amazing, you know, had an amazing processor had amazing product had tons of proprietary stuff. I mean, knew everything else should have been great. But those things can kill it. And I asked him, yeah, I often say it usually comes down to people or processes, but it’s breaking.
Michelle Seiler Tucker 20:16
Most business owners will run out of one. After six PS I typically run after three, or maybe four. Very seldom that I run off of all six.
Tyler Jorgenson 20:26
So what is if someone’s just starting a business? What’s the thing they should start? Like? Where should they focus first? If they want to eventually exit
Michelle Seiler Tucker 20:35
rich? Well, they want to make sure they have a good product, right? I mean, I want to start in the restaurant industry right now. Right now, so pick your poison, pick your passion, pick your product, you know, pick something that’s gonna do well, and in this during this pandemic, that’s number one. You pick your product, you know, make sure like, how are you unique? You know, in my book, also talk about the seven types of businesses that people own. And one of them I call the dreamer business. And this is where somebody will go out and start another coffee shop. We don’t need another coffee shop. I don’t know, start another a restaurant, we need another restaurant. You know, one of the things is so unique lately, because you’re gonna ask yourself, Why 30? Only 30% of startups failing? Let me tell you why. Because so many Millennials are starting businesses and starting another coffee shop or another, you know, are not their laundromat or another dry cleaner? No star, they’re finding out what are the problems? Here are the solutions. These Millennials are very solution-oriented, not all of them. But many of them get 160,000 businesses opened up last year in the first six months to 2020. And most of them are like online, e-commerce educational, you know, and they’re solving problems. If you want to be an entrepreneur, and if you want to start your business, look around you and ask yourself, what is the problem? What needs to be solved and how to come up with a solution? And have a nice, you know, that’s what Alex Stern, they were constant contact. That’s what Jay Jeff Hoffman did when he started Priceline. And he invented the airport kiosk, we know you’re just going to look around. But there are problems all around us. So that’s a gold mine of opportunities for all of us.
Tyler Jorgenson 22:27
I teach on ideation, and one of the first things I teach or talk about is like, look for something that sucks. Like, when was the last time you were like, this is bad, like either a customer experience or using a product or you know, just something in the market in the world, right? Because that, that connects back to some product or some opportunity or some service that could be improved.
Michelle Seiler Tucker 22:51
Great, every great invention is because the person the entrepreneur who invented is like this only such like Mark Zuckerberg did that when he was at Harvard. Right? And Steve Jobs did that when he came back to Apple. Job Paul was standing in line missed his flight. Because he stood in line for an hour and a half. That’s a swipe for the lady to hand him a piece of paper. And he’s like? I guess my flight because you’re handing me a piece of paper. So he started that’s how he had been in the kiosk. What kiosk? Yeah,
Tyler Jorgenson 23:28
Yeah, that’s huge. I think you know, so here’s, here’s the challenge that I see in this stage of business. Because there is an issue of if you build it, they will come. And I believe that that’s wrong. I think that that ignores marketing and ignores market testing all the things and ends up building a dreamer business. It’s like what you classify distributors as a business where someone goes out and builds something that they think is amazing, but they haven’t done any testing. Right? You can think it’s amazing. But if no one knows about it, they can’t agree with you or disagree with you. Right? 23:57)So how do you find that balance between, you know, going after solution-based business but not just being a dreamer business?
Michelle Seiler Tucker 24:05
Yeah. So So I love that because I talked about that in my book, about that dreamer mentality, and you will get them, in the beginning, you will, if you go open up a new restaurant, you’re gonna get new patrons, I promise you, but you’re gonna suck. Because you’re not gonna have your people right, your processes are not going to be perfected, and they’re gonna come in and see and I’m gonna be like, this is a tow restaurant, they’re gonna leave and I’m gonna go to Oh, not just gonna leave, they’re gonna go blast on the internet. And then we’re gonna go back to the other restaurants. So what was the question?
Tyler Jorgenson 24:40
How do you balance just going and starting a dreamer business versus also starting a solution-based business right?
Michelle Seiler Tucker 24:46
You know, you do your due diligence, right? That’s easier, so you look around, you look for, you know, to be a dream or business or those types of businesses. We already have so many of them you know, we already have so many retail stores. You already have so many flower shops rarely have so much of this stuff. look around and see, you know, what, what do we need more of what, again, what problems need to be solved? You know how…
Tyler Jorgenson 25:13
The example of those that always blows my mind is when a coffee shop will go out of business? Yeah, somebody will put a coffee shop in the same place. I’m like…
Michelle Seiler Tucker 25:21
Well, I know.
Tyler Jorgenson 25:22
Like, what, what? We already? They already tried it? Like, why are you doing the same one? And so yeah, unless you’re gonna do something super innovative, and change it up? And you’re just
Michelle Seiler Tucker 25:31
You’re gonna find out, why did they go out of business? Was it a bad location? Or do they got a business because they were undercapitalized?
Tyler Jorgenson 25:38
It could have been right. Or it could have been a people issue. You know, there are family issues and all kinds of things that could lead to it. But
Michelle Seiler Tucker 25:44
all right, I mean, so much brick and mortar out. So I’d be very careful with brick and mortar. And if you’re gonna do brick and mortar, make sure you have an online component to it. I mean, that’s where Toys R Us went out. Toys R Us didn’t do anything different. They never innovated in 75 years.
Tyler Jorgenson 25:59
And it’s an opportunity to be a leader.
Michelle Seiler Tucker 26:01
Yeah. So I want to make one other comment, please don’t just go out there, start a business, buy a business, I mean, our 40% there’s 3.2 billion businesses, the United States, at any given time 40 to 30%, of the south, you can follow you can buy business people or you can buy a startup business and you already have a business that’s operating on, hopefully, all those six speeds, if not maybe three of them, you know,
Tyler Jorgenson 26:26
I think it’s more likely to find people that can leave like the nine to five and be a really good business operator, as opposed to being becoming an entrepreneur and a startup and, and, and an innovator that that’s a different skill set that you can transfer from being like a, you know, high-level manager or, you know, director in a company into being a great operator business owner. You know, we read exit rich, right, then you’ll have the resources you need to do it. So as our time is starting to wind up here, what is like something that you really want people to take with them after they listen to this, this show like what, what’s the one thing that Michelle silo Tucker can say, hey, this is what you need when you’re looking at Exiting Rich?
Michelle Seiler Tucker 27:13
Yeah. So I would say it’s hard to narrow down to one thing I know, I would say, well, the one thing is to buy the book. I would say plan. This sums it all up really if you plan your GPS exit from day one of starting or buying a business. And I’ll tell you what that is quick if I have time. Yeah, you guys. And number one determines where you want to go when you want to drive somewhere that you’ve never been. If you don’t put in a destination, what are you going to do and you’re driving around in circles, right? The same thing with a business, if you don’t have a plan, if you don’t have a destination, if you don’t have an end game, the desired sales price, you’re gonna drive around in circles, you can drive up and down to financial hills. And the number one reason businesses don’t sell is that they haven’t planned for the sale of the business. And I’m thinking about selling to a catastrophic event that has occurred. And by then it’s too late. You know, like health issues, partner disputes, divorce, etc. So to try and figure out your destination, what do you want to end up at? Do you want to sell for $20 million? Wait, that’s the start of a plan of $20 million. Now, what do you need to know in a GPS exit model? Do you know your destination now you need to know where you’re starting from? So let’s say you’re worth $5 million, right? $20 million $5 million. What’s your time now here’s the important thing and put in valuations. You want your destination your endgame or desired price tag is $20 million. Your current location This is your valuation Tyler, you need to know what your business is worth every year toddler movie shot. We go to the doctor, we get a checkup every year we bring our Koreans to the mechanic and get a checkup tonight. But most business owners never get a business evaluation, you should know what your business is worth have a business evaluation checkup every single year, because there are events like the pandemic, they can decrease your valuation or increase your valuation. So you always want to know what your business is worth. So $20 million, selling for $5 million, you’re worth $5 million. Today, your time frame is 10 years, and you need another time frame of 10 years. Now tell me you need to know who your buyers gonna be. There are five types of buyers,
Tyler Jorgenson 29:27
I take five and then we’re gonna wrap.
Michelle Seiler Tucker 29:30
So okay, I will tell you who’s not your buyer, you’re not gonna sell to a first-time buyer because they can’t afford you. They’re not gonna sell to turn around specialists, they buy distressed assets. It’s gonna be a private equity group, strategic slash competitor, or sophisticated entrepreneur, then you need to know where your financials need to be sold for $20 million. You got to have a business at least three to $4 million in Ebola. And then you got to know what synergies these buyers are looking for, and then build to meet their specific criteria. That’s the GPS exit model.
Tyler Jorgenson 29:59
I love it. Man, this was one of them so we have a lot of like episodes I’ve recorded I think over 500 different shows, and they’re not always so full of actionable items like really strong. So I appreciate you sharing that with us. I would have loved to go into more of just your personal journey about holy cow you just brought the fire you brought tons of amazing information for everybody. So all of my Biz Ninjas out there please go to Exit Rich Book dot com and get Michelle’s book it’s a if it’s even 1% as good as this episode. It’s the absolute time and your money yes, please go Yeah,
Michelle Seiler Tucker 30:36
I just want to tell you real quick if they go to facebook.com you don’t have to wait till the launch date will email them to digital download so they can read it immediately. Then we’ll send a hardcover to your doorstep for $24.79. Plus you get a lifetime membership into x rich book club where you hear me do all this content stuff. Plus more important documents. Most a lot of business owners are like I’ve never seen employee handbook or non-copy or checklist or this or that are Li 1110 purchase payment due diligence checklist closing docs. Now over $25,000 worth of documents not only for your review but your download as well. Nine says plus we give you 30 days free membership in club seals which is mastermind what we do hot seats ask these transformational questions that help business owners exit rich.
Tyler Jorgenson 31:22
Holy cow All right everybody that was about as good of an offer stack as I’ve heard in a long time. And so it is your turn now to go out and do something
Thank you for tuning in to biz ninja entrepreneur radio. What you didn’t hear was one more very important question that Tyler asks each guest if you want to be a fly on the wall when the real secrets are shared, go to biz ninja.com slash VIP and get your access today. Remember to subscribe so that you don’t miss any future episodes. And our one last favor if this episode was meaningful to you please share this podcast with a fellow entrepreneur so they can grow along with us is ninjas. It’s your turn to go out and do something