The Framework for Identifying Companies that Will Succeed with Fred Cary, Founder & CEO of IdeaPros

Join our host, Lee Murray, in this episode of Exploring Growth as he speaks with Fred Cary, CEO of IdeaPros. Fred, a seasoned entrepreneur, shares his extensive experience in running companies and guiding others to success. They cover the challenges entrepreneurs face, key traits of successful leaders, and the importance of strategic planning and company culture.

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Go here: https://www.harvardmurray.com/exploring-growth-podcast

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Lee - https://www.linkedin.com/in/leehmurray
Fred - https://www.linkedin.com/in/frederickcary/

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Things are only impossible until you

do them. And, um, yes. Black Swan.

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And that's been the, uh,

the mantra that that I've had in

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my whole career.

There are ways to do things,

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and it may not articulate itself,

articulate itself, the,

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the way that we first imagine.

But if you know that there's a

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problem,

there's always some solution to it.

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It might be in artful to begin with,

but there is a solution to be

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had there.

Um, as you said,

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it's not it's not easy and it's

not for the faint of heart.

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But if you can pull it off,

you have a much better chance of

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succeeding. All right.

Welcome back to Exploring Growth.

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Today I'm interviewing Fred Carey.

He's a serial entrepreneur,

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angel investor and CEO of Idea Pros

where they help entrepreneurs build,

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grow and fund their ideas.

Fred, welcome to Exploring Growth

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Thank you. It's an honor to be here.

I hope we can have a good time

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and give your audience a lot to

think about. Yeah.

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So to kick us off, tell us about you.

Like, tell us about where you.

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How did you come up and what are

you involved in right now? Yeah.

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Uh, I became an entrepreneur

right at the ripe old age of 20.

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Uh, people have asked me what

what was my motivation to to go

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down this path.

And the reality was, I didn't think

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anybody would have me. Um, yeah. So.

And so, you know,

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I didn't I didn't fit, uh,

the cookie cutter cloth that,

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that I thought I would be put into.

And so I started doing things on

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my own.

Uh, and I have been running my

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own company,

starting my own companies from

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the ground up for about 30 years.

And, uh, now I help other folks,

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whether they're at the very beginning

stage of what they want to do,

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whether they're more middle

market company that wants to

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grow to another level.

Um, I sit down with them and

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strategically kind of reevaluate

what they're doing and reinvent them

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and get them onto another level.

So it's rewarding.

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And it's also the ass in the show.

It's painting the ass if I can

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contain the. But if I can't.

Yeah, yeah. No, that's it, I get it.

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Um, I'm in that ecosystem of

founders and entrepreneurs and,

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you know, even the entrepreneurs.

Um, and it's a, it's a racket.

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I mean, you got you got ideas that

are just swirling and everyone thinks

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they're worth $1 billion or more.

Uh, and I know you've got idea pros

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as your company currently tell us

like more specifically about what

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you're doing and maybe some of the

type of companies you work with.

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Yeah.

What I'm doing now as a recently is,

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is a little bit different than,

than what we started.

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The flagship product that we had

is basically after discovering

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that 95% of entrepreneurs are

what we call outsiders.

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Um they don't really have access

to capital connections.

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Um, they probably don't know

what they should be building.

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Typically,

they've come from corporate America,

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can't send jobs anymore,

and want to go out on their own.

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There was no real infrastructure

to support them.

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So I started Idea Prose as being

kind of the ultimate co-founder

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for somebody coming out,

you know, a babe in the woods,

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um, coming out and not knowing

what they wanted to do.

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The problem with that is that

demand was overwhelming.

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I had over a hundred, not over.

I had about 100,000 applications

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to work with me.

You can only take 400 deals.

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So we have 400 companies that

were part owners of trying to

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massage them and grow them.

And uh, over the last several months,

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I kind of migrated what we do to a

lot of automated components so that

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we can help anybody, anywhere on

the journey with what they want.

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If it's a more mature company, help

them get their next round of funding,

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help them strategize, uh, the next

level of growth and higher margins.

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If it's a small company that's

just getting ready to launch,

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we can put them in front of venture

capital and, uh, even before that.

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But but right now,

it's all compartmentalized pieces.

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Give me. And I did see that.

I'm actually kind of looking

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back at your website now,

I remember seeing that before where

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you have these sort of packages

that people can, uh, can buy,

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and that gives them sort of minor

access to you and your team, but

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they get a lot of value and a lot of

upstart type of resources and tools.

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And then if they want to go

further and they need even more

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help than they can get in touch

with your team, more customized.

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Am I am I saying that right? Yeah.

So we'll still do that flagship

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product where basically we're

all in where your co-founder,

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you know, you're going to make a

contribution up front, you're going

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to give us a piece of the company,

and you're going to be working

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with me directly and our team,

and we're going to go from wherever

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you are to wherever you want to go.

So we still do that,

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but we're a lot more selective

right now and who we would take

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for something like that. Yeah.

One of my, uh,

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learning experiences as I was

growing this business is we're not

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all cut out to be entrepreneurs,

and even people that have good ideas

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and say they have the commitment

when it gets time to hand them over.

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The keys to the formula One car

we built, uh,

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they crash into the first wall.

And so, uh, so we're really,

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really careful who we pick.

The idea really is secondary to

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the person.

I was just about that was that

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was my next question is when

you're looking at companies,

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how do you be selective.

And I would assume like you're

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looking at the person first

because they're the ones driving

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that race car. Yeah, yeah.

Before, you know,

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somebody with a pulse a good idea

and a wallet because they had the

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financial contribution to us as well.

But, um, even at the amount of

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money we were getting up front,

really not enough other than to

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maybe have a small margin where

we're betting on the upside of

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having a piece of ownership in the

company developed and and some just

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are never going to get anywhere.

Um, those are the ones they're

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going to end up pointing to.

Um, you know,

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I launched and six months later

and I'm not a gazillionaire.

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What's going on? And so those so now.

They'll fizzle out. Yeah, yeah.

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The person becomes my first choice.

Yeah.

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So when you're looking out in the

market and you have these companies

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coming through your filters,

what is a what are you looking

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for in a company.

So let's say you've identified

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the individuals are good in the

company itself.

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What are some of the key

indicators that you're like hey,

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this can this can be a win.

What I look for is what

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historically I did for myself.

You know, I had ten different

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ten different companies.

I think I had about a 80% success

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rate with the companies, um,

including taking two of them public.

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And what I looked for is an emerging

marketplace that was growing rapidly,

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that had competition,

that had fervent customers and

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had a gaping hole in it.

Uh, the competition was not

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doing something right.

They were leaving a very important

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piece of the equation, uh,

on the table, and I'd go snap up

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those pieces, and then we'd become

the preeminent player in that space.

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And in using that approach, that's

turned out to be very successful.

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And so when people come in and

they have an idea,

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they want to go into a sector,

one of the very first things that

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I do is is there an opportunity

here to to take advantage of a

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hole in this marketplace.

And if there is,

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I get excited about it.

And if you look at my resume,

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you'll think, oh, man,

this guy's schizophrenic.

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Uh, it's just like everywhere

restaurant, food, beauty, clothing,

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software, hardware, e-commerce, uh,

financing really all over the place.

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But every one of those is

opportunistic.

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You know, here,

here's a really good opportunity

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in the growing market sector.

Yeah. Gotcha. And a total sense.

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So you're looking at the person

first.

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Can this person, you know,

drive this race car? Yes.

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Are they in a market that the

wind's kind of at their back.

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And there's already a demand for

what's going on and probably

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looking for product market fit.

Uh, and then then you're looking

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for the gap that you can fill.

Um, can you give me an example

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of a company that maybe you've

worked with in the past?

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Um, or maybe one of your companies

that kind of fits this bill? Yeah.

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Um, I can give you a couple of

examples I'll use.

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I used my own companies that I

had started before.

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One is a, I think a great example

because they're now doing about

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800 million a year in revenue.

Uh, we have employees on every

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habitable continent,

and we have we have solutions that

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impact over half of the television

households around the world.

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Um, nice that that company,

we started that when HD first

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started becoming popular.

So this is an opportunistic change in

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the environment where I look for

this big idea. What's a shift. Mhm.

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Um Airbnb I can use that example

later. That was a shift moment.

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Yeah. Right.

The shift moment is the world

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was changing to HD and the cable

industry was screwed because the

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cable that went to your house could

only hold one megabit of data.

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And for HD back then you needed 1.5.

So there's no way that they could

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bring HD to the home without

forklift ING their entire system.

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And, you know, cable, you know,

it's all hard wired. Yeah.

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And so they really they had no

solution.

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And it was panic mode for them.

Um, we approached them, me and two

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engineers from Israel, and said,

we think we have a solution that

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can get you HD in the household.

And basically we said, hey,

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if you can build that, you got a $20

million order to start out with.

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And, uh, and we left the meeting

and my engineers said,

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you're f ING crazy man.

We How are we going to be able

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to do this?

Uh, six months later, we came up with

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a solution that literally quadrupled,

uh, their throughput. So.

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So not only were we able to

deliver HD, we're able to deliver

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to HD and one SD in one cable.

Um, and because that opportunity

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presented itself and because the

demand for that solution was so high,

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uh, you know, as I said, $20 million

in the very first year from zero.

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Um. Yeah. That's amazing.

So, so you're you're applying

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that framework of looking for a

market that has demand and just

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trying to find the need that's

there and fill it.

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And filling it is not the easy

that's not the easy part.

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I think probably the easier part,

which is still not easy,

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is that determining it.

Where is the gap? Yeah.

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Um, so then, you know, like,

how do you how do you go about

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finding a solution when you find a

problem? Yeah. And you're right.

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It sounds like, you know,

finding that hole or the gap in the

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marketplace is easy, and it could be.

But filling it is another matter.

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My engineers thought it was

impossible for a for us to fill

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that gap, even though it was

clear to us what it was.

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Um, you know, things are only

impossible until you do them and,

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um. Yes. Black Swan.

And that's been the, uh,

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the mantra that that I've had in my,

my whole career.

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There are ways to do things,

and it may not articulate itself,

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articulate itself, the,

the way that we first imagined.

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But if you know that there's a

problem,

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there's always some solution to it.

It might be in artful to begin with,

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but there is a solution to be

had there.

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Um, as you said,

it's not it's not easy and it's

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not for the faint of heart.

But if you can pull it off, you have

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a much better chance of succeeding

because the demand is already there.

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The customers are already there.

Yes, yes. The companies.

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You're not trying to do it right?

Yeah You're not trying to break

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into something new and and

educate your customers. Uh.

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Yeah, they're educating me.

And nowadays, ladies and gentlemen,

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it's really easy.

If you're in a sector,

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go look at your competitors.

Look at their one star reviews.

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Look for a pattern.

In fact, with, uh, with our AI tools.

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Uh, right now, I can I can say,

hey, I want to be in this sector.

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These are the three main competitors.

Go figure out how to kick their

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asses.

Uh, and, you know,

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it's a series of questions,

but the the ultimate. Sure.

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Figure out how to kick their asses.

Yeah, and.

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You'll get a pretty succinct way of

going in there and slaying dragons.

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So there's no excuse anymore.

Yeah. It's that, you know, that's.

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I will say that's a very clear

path that you've painted. Right.

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And makes sense, but it's it's a

very unique way of thinking.

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I don't think everyone thinks

like that.

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I don't think everyone thinks, well,

we just have to do this thing.

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So we're going to go do it, right?

So how did is that just part of

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your DNA? I mean, I know you.

When you said you were in your 20s,

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you know, one would have you.

So you started, you know, a business.

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Is that just something that you've

always thought this way, or did you

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did you acquire that over time?

Um, I always thought that way,

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but I didn't know I did. Uh.

It's only. Yeah. That's okay.

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That makes sense. Yeah.

I look at by looking backward,

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I said, well, how did I do this?

Oh, I see, and then through

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discovery of history, I was able

to determine the patterns that I

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use to make the different companies

success patterns. That's what I was.

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With idea, because we're still

struggling to find that I found

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the big gaping hole, but it was

like drinking through a fire hose.

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You know, there's just no way to

do all that heavy lifting.

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So here's an here's a perfect

example of this in artful solution.

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In the beginning, like we got it

buried, we made $27 million in a

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couple of years filling this hole.

But we were drowning at the same

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time, you know, just dropping the

overhead with the cost of all the

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heavy lifting involved in going from

an idea to a company doing that

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400 times and having 99,000 other

people wanting you to do it for them.

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So I had to set back like nine months

ago and say, all right, no more new

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business until we refigure this and

come up with a better approach.

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That's a good problem to have,

and I think you approached it the

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right way. Open the floodgates.

You know what I would say I'm pulling

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from this is you're a feedback guy.

Like looking at one star reviews,

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you open the floodgates on idea

pros and you get all these new

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applicants that gives you feedback

so you can adjust your plan. Yeah.

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You can, uh,

it's it's been a painful process, um,

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to figure out exactly what to do.

And when you decide as an

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organization to not take new

business for a while, while you

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figure things out, that means,

you know, just like with my girls,

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it's coming out of daddy's wallet,

um, over here.

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So, you know, you have to double down

and recommit to something that you

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started you're making good money on.

And now all of a sudden,

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you dry up that well and and throw

your own money back into it to to

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do it in a better way. Yeah. Yeah.

You know, uh, this idea of, like,

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finding patterns, I think is the

key point in all of that thinking.

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Um, because to know how to use

AI at this stage to give you the

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result that you're looking for,

you know, like go, go, go kick butt.

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Well, all these questions are,

you know, that's your result.

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You're only going to know to ask

it that question, those questions

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because you've already seen all these

other patterns like, you know how to

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use this tool because you've done

all the work before. Yeah. Yeah.

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Uh, it's just, you know,

it's like an X-ray and a radiologist,

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right? Um, yes.

When, when when I look at AI,

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in fact, we use the term high

over AI, so human intelligence,

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over artificial intelligence,

and, uh, it will give you things.

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But I'm yet to see something I

didn't have to edit to a man to say.

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Oh, yeah. You almost have it.

Let's go here and try this approach

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or that's not going to work.

We can't you know,

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we can't create three legged camels.

Let's do. Something else.

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Uh, so, I mean that all that stuff

really resonates with me because

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it's similar to how I think.

And I think similarly, I didn't

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realize that I thought that way

until like, you can look back 2020.

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So I think that's cool.

Um, if we turn the corner here a

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little bit and talk more about

the nuts and bolts of business

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and how you're actually helping

these companies, um,

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one of the things we talked about

when we were introduced was, um,

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raising capital. Right?

Um, when,

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when should companies raise capital

and when should they not? Right.

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Just thinking about different

stages too. Yeah.

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They should always raise capital.

Okay.

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In today's market,

there's two reasons why I say that.

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And I'm being a tiny bit facetious,

but not by much You.

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Unless you have it perfectly.

You're either growing too fast

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or too slow.

If you're going too slow,

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you need you need outside capital

to help pay for advertising,

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to pay for the different support

systems that you're putting in place.

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Bring in more salespeople,

for example.

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Uh, if you're growing too fast,

then you're counting on last

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month's revenue to pay for this

month's bills.

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But if you're doubling every

single month, you know you have

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too much month for your money.

Um, because you're using old money to

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pay for this next round of money.

So you can only grow at a

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certain level.

And especially in today's

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environment when the opportunities

for rapid growth are staggering

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if you do it the right way.

Um, you always need to be

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thinking about capital infusions.

And what mechanisms do you find

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yourself sending your entrepreneurs

to for raising capital?

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I actually I bring.

Them, I don't send them. Uh oh okay.

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Yeah. That's right. Yeah.

You know, there's a there's a lot

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of facilitators out there that

can make connections for you.

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But I like to look at my

strategic side of things is kind

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of a re-imagination of what you

are doing as a business.

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And the the reason is what you might

be doing is really lucrative and

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growing really quickly, and you

think you got something amazing,

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but it doesn't necessarily translate

into something investors really

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understand and get hot about.

Uh, so when I first worked with any

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company, even companies like one

company I'm working with has $90

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million worth of backlog in orders.

Um, and they sent me a pitch

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deck that was. About.

80 pages long,

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and we turned it to 12 pages.

And and all of a sudden,

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with some really big investors

are looking hard at them when

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they'd been out for a year,

not able to raise capital. Yeah.

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So so I just call it reimagination.

You take all the pieces you lay

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it on a table and you reassemble

them in a very powerful,

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succinct way so that people who

are hearing your story for the

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first time and have the wallets.

It's not that they're dumb, it's

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just they've never heard your story.

They don't know what you're about,

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and you want to add all these

elements, components and

305

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features functionality.

And they just really want to

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understand two sentences.

This is what we do and this is

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how we do it.

And if you have a company you

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can get what those two things in

two sentences.

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Then we can start building a really

great, powerful deck for you.

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Um, and so if somebody retains me,

it's strategy.

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It's all strategy first,

even if you think you have it right,

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we're going to we're going to

question everything you're doing

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and everything you're planning on

doing and make sure it's really,

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really solid.

And then we get you out, bring you up

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on Silicon Valley and elsewhere to

talk to venture capital angel groups.

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And if you're far enough along,

um, private equity and certainly

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family offices. Yeah. Okay.

Well, yeah what comes to mind is

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I had a guest on, uh,

actually a couple of weeks ago

319

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and a business growth strategist,

and he was talking about the same,

320

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same idea.

He was saying, you know, it's like,

321

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um, we're going to sell your house.

You have to restage your house.

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You know, you got to take the

emotion out of it,

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take your ideas out of it and put it

how investor would want to see it.

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Um, so I think that's a really

good way, uh, a way of,

325

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of saying it is a reimagining it

in the eyes of the investor,

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whether you're talking to a family

office or, you know, P actually,

327

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that's what the other things I was

going to talk to you about is,

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uh, private equity.

Um, where where does a private

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equity fit into this scenario,

if they do at all.

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And then what's kind of the

disadvantages, advantages of

331

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working with private equity?

Well, a lot of private equity

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companies are just going to want

to take you out.

333

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Um, but there's a subset of private

equity companies that want to come

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in and take a minority position.

The good news about working with

335

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private equity is that they are

they are part of leading the

336

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catalyst to your exit.

Uh so you get a private equity

337

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firm that comes in and wants to

contribute $50 million to your cause

338

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and take a 30% position in it.

Their horizon to take over the

339

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whole company and to take it

public or to grow it as a

340

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massive private organization is

probably 3 to 5 years.

341

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And so you now have assistance

in helping you grow.

342

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You have, in many cases,

an unlimited pocket book to

343

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facilitate growth, acquisitions,

uh, strategic partnerships,

344

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new new uh products and services.

Those things all come with the.

345

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Yeah, with the offering.

The downside, of course,

346

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is now you've got a couple of

people sitting on your board that

347

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are yelling at you every day.

Sounds like you've had that

348

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experience. Hell, yeah. Yeah.

Amazing.

349

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Um, well, you know, I'm, I don't know

a ton about private equity, but but

350

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it seems like in just first a glance.

It's what they're doing is

351

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different than what you're doing.

An idea pros for sure.

352

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But there's some a lot of overlap,

a lot of similarities.

353

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So how do you, um,

pull that apart for your entrepreneur

354

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who's coming in saying, oh,

here's the value we're bringing.

355

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Here's a value potentially that a,

you know, another investor might be,

356

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might be bringing.

Yeah, uh, almost without exception,

357

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the people that are working with us,

they're really not ready for

358

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private equity yet.

So we're we're kind of a combination

359

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of, uh, VC and accelerator and

incubator and private equity all

360

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rolled into one. Yeah.

And by the way,

361

00:22:29,090 --> 00:22:32,630

services organization, because we

build whatever you want to build

362

00:22:32,630 --> 00:22:37,580

from apps to engineering to working

with manufacturing to your naming,

363

00:22:37,580 --> 00:22:41,570

branding, positioning strategies,

uh, all those elements.

364

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It's kind of a one stop shop.

Yeah. I hate that. Term. Yeah.

365

00:22:46,610 --> 00:22:50,630

That's amazing.

Um, well, so on my list here, we,

366

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I wanted to talk to you about.

I don't want to forget to talk

367

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to you about, um,

translating leadership skills.

368

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We're talking about leadership

skills and different parts of your

369

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organization because I know we talked

about, you know, your manager or

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your, um, you know, your founder,

your entrepreneur, you bring it in.

371

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They're the they're the key to all

of this working or not working.

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Um, driving that race car.

Um, how do you,

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when you bring them in, um, how do

you set them on the right course so

374

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that they are growing themselves

personally inside the company?

375

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The very first thing I do when I

speak to any company at any

376

00:23:28,070 --> 00:23:31,520

stage could be an individual.

It could be a company like the

377

00:23:31,520 --> 00:23:34,670

one I was just talking about

that has probably 100 employees.

378

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Uh, I talk about purpose and and

trying to find an alignment

379

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between what goes on in your

core and what you're projecting

380

00:23:46,670 --> 00:23:50,750

out into your business.

And if we can get that alignment,

381

00:23:50,750 --> 00:23:54,240

then we're in a position where

you can become a much better

382

00:23:54,240 --> 00:23:56,910

leader or a leader at all.

Because when you first start as

383

00:23:56,910 --> 00:24:00,360

an entrepreneur, you're the worst

leader in the world because you

384

00:24:00,360 --> 00:24:03,120

don't have anybody you can rely on.

You're doing everything.

385

00:24:03,180 --> 00:24:06,060

Like my dad used to say,

one arm paper hanger. Yeah.

386

00:24:06,360 --> 00:24:10,020

Seems to be kind of a weird term to

use. Yeah. That's super weird, but.

387

00:24:10,140 --> 00:24:16,290

But it somehow makes sense. It does.

Uh, and and so to transition from

388

00:24:16,290 --> 00:24:22,170

that to what Richard Branson says

about when he was asked about

389

00:24:22,200 --> 00:24:27,000

being successful with his Virgin

line of companies, it was like,

390

00:24:27,000 --> 00:24:31,380

come up with good ideas, surround

yourself with a really solid team

391

00:24:31,380 --> 00:24:35,850

and get the hell out of the way.

And so that transition to leadership,

392

00:24:35,850 --> 00:24:40,890

leadership is enabling others to

do your work with the trust and

393

00:24:40,890 --> 00:24:44,400

understanding that they can do

the same job.

394

00:24:44,400 --> 00:24:47,490

You can maybe even better,

because their skill set is unique to

395

00:24:47,490 --> 00:24:49,740

the element of what they're doing.

They're never going to have the

396

00:24:49,740 --> 00:24:53,250

same passion that you have for it,

because this is your baby.

397

00:24:53,640 --> 00:24:57,000

Um, but if you surround yourself

with really competent people,

398

00:24:57,450 --> 00:25:00,150

you're going to grow a beautiful

baby. Yeah, I like that.

399

00:25:00,150 --> 00:25:05,190

Align alignment of their core,

uh, sort of intrinsic values.

400

00:25:05,190 --> 00:25:08,280

And the purpose of the company is

critical because it really kind

401

00:25:08,280 --> 00:25:11,220

of makes things a lot easier for

them to, because they can just be

402

00:25:11,220 --> 00:25:14,850

themselves, you know, assuming that

that is in alignment with what the

403

00:25:14,850 --> 00:25:20,700

company needs to be. Exactly. Yeah.

And by the way, there are some really

404

00:25:20,700 --> 00:25:26,280

big companies right now, Apple,

Google, they're a lot more interested

405

00:25:26,280 --> 00:25:29,910

in the culture and the culture

fit than they are in the resume.

406

00:25:29,910 --> 00:25:32,940

And where you went to school,

what job you had let.

407

00:25:33,150 --> 00:25:35,160

Obviously those things matter,

but sure.

408

00:25:35,160 --> 00:25:39,150

But the key, the critical element

is how do they fit in our culture?

409

00:25:39,150 --> 00:25:41,640

Do they have a belief system

that we have?

410

00:25:41,640 --> 00:25:45,450

Are they going to react in the same

way to positive and negative stimuli

411

00:25:45,450 --> 00:25:48,900

as we're expecting in this company?

And if you don't have that fit,

412

00:25:48,900 --> 00:25:51,120

it doesn't matter what

somebody's resume is.

413

00:25:51,360 --> 00:25:54,360

Um, they're not going to they're

going to be poison in the company.

414

00:25:54,360 --> 00:25:57,150

And so yeah, I agree.

Companies are looking in fact,

415

00:25:57,150 --> 00:26:02,940

we're developing an app right

now that addresses that,

416

00:26:02,940 --> 00:26:07,020

that allows you to build your persona

out on a more personalized level

417

00:26:07,020 --> 00:26:10,710

so that when you do give a resume,

you can give your persona as well and

418

00:26:10,710 --> 00:26:14,040

say, this is what I'm all about.

This is what my coworkers and friends

419

00:26:14,040 --> 00:26:17,700

think of me and and my skills and

my belief system and everything.

420

00:26:17,700 --> 00:26:21,330

And that becomes part of what you

offer up to companies when you're

421

00:26:21,330 --> 00:26:25,260

looking for. I like that, yeah.

Do you are you utilizing any,

422

00:26:25,260 --> 00:26:29,220

um, behavior or a personality

test like Myers-Briggs or disc

423

00:26:29,220 --> 00:26:32,520

or anything like that?

Yeah, we're using combination of

424

00:26:32,520 --> 00:26:35,370

things that when you go and you

set up your persona.

425

00:26:35,610 --> 00:26:37,770

Yeah,

you answer a series of questions

426

00:26:38,070 --> 00:26:43,860

and it helps position you to to

because it works both ways. Right?

427

00:26:43,860 --> 00:26:47,190

You you don't want to go into an

organization where you don't fit

428

00:26:47,190 --> 00:26:48,630

in the culture.

It's not only bad for the

429

00:26:48,630 --> 00:26:52,110

organization, it's bad for you too.

Yeah. No. Yeah No.

430

00:26:52,110 --> 00:26:56,500

And I really believe in those things.

I think that it's like The matrix

431

00:26:56,500 --> 00:26:59,650

that sort of opens people's eyes

to what's really in front of them,

432

00:26:59,830 --> 00:27:03,910

and it clears things up in terms of

if people really harness the power.

433

00:27:04,000 --> 00:27:06,460

Especially disc,

I think seeing how people behave

434

00:27:06,460 --> 00:27:09,700

and you're able to read someone's

behavior and interact accordingly,

435

00:27:09,940 --> 00:27:13,840

it's, uh, super, super helpful.

Um, and that kind of gets us to

436

00:27:13,840 --> 00:27:18,400

the the personal growth point.

I know on our, um, our previous call,

437

00:27:18,400 --> 00:27:22,450

we were talking about, uh, kind of

working on the business of you first.

438

00:27:23,050 --> 00:27:25,960

Um, this seemed like it was very

important to you,

439

00:27:25,960 --> 00:27:29,230

and especially at this stage of

your life and your business and

440

00:27:29,230 --> 00:27:31,600

the things that you're doing.

Talk to me about, like,

441

00:27:31,600 --> 00:27:35,050

how do you work on personal growth?

How do you translate that to the,

442

00:27:35,230 --> 00:27:38,230

uh, founders and entrepreneurs

that are coming in and, uh,

443

00:27:38,230 --> 00:27:43,120

that you're, you know, investing in.

Yeah. You have three kids. I do.

444

00:27:43,510 --> 00:27:48,520

I have 402 of two girls.

Yeah, two girls and 400 companies

445

00:27:48,520 --> 00:27:52,780

that are just starting out. Right.

So I've never had this much stress

446

00:27:52,780 --> 00:27:58,330

in my life and, um. Yeah. Uh.

And so the only way to be able

447

00:27:58,330 --> 00:28:01,090

to handle that.

And by the way, you don't have to

448

00:28:01,090 --> 00:28:05,650

have 400 companies that have stress.

You have one and have three. Yeah.

449

00:28:05,800 --> 00:28:10,750

Um, so the best way to handle it is,

I say when you wake up, work on

450

00:28:10,750 --> 00:28:13,960

the business of you before working

on the business of your business.

451

00:28:13,960 --> 00:28:17,680

And what I mean by that, find enough

time, get up an hour early or two

452

00:28:17,680 --> 00:28:20,500

hours early if you if you have to.

I'm up at five every day.

453

00:28:20,830 --> 00:28:24,010

A workout for an hour and a half

with a trainer five days a week.

454

00:28:24,010 --> 00:28:25,960

Because if I don't have the trainer,

I'm not going to do it.

455

00:28:26,140 --> 00:28:29,800

Yeah, I hate working out.

If somebody out there is working

456

00:28:29,800 --> 00:28:34,960

on a workout pill, let me know.

I'll be right there with you.

457

00:28:35,500 --> 00:28:39,460

But I'm working out 90 minutes a

day and people in their 20s can't

458

00:28:39,460 --> 00:28:43,060

keep up with me, and they try to

do my 70 something workout.

459

00:28:43,240 --> 00:28:48,280

Yeah. And, um, so I work on me.

I do positive affirmations.

460

00:28:48,280 --> 00:28:54,220

I kind of reflect and meditate

I'll read a. Chapter or a.

461

00:28:54,220 --> 00:28:59,530

Paragraph or entire book, and I'll

do those things and really express

462

00:28:59,530 --> 00:29:04,660

gratitude so that when I put all that

stuff down and start my work day,

463

00:29:04,660 --> 00:29:09,220

I'm going to be in a positive mood.

I pumped up my mind with a

464

00:29:09,220 --> 00:29:13,930

meditation and with the affirmations

and with reading, and I pumped

465

00:29:13,930 --> 00:29:18,190

up my body with with exercise.

So now I'm going in to the beginning

466

00:29:18,190 --> 00:29:22,810

of the day in a really positive mode.

Whereas I may have slept three

467

00:29:22,810 --> 00:29:25,720

hours the night before because

I'm so worried about different

468

00:29:25,720 --> 00:29:29,890

aspects of the business.

So working on you is critically

469

00:29:29,890 --> 00:29:33,430

important.

Um, in fact, on my, uh,

470

00:29:33,430 --> 00:29:38,340

my Instagram page official Fred,

Cory, Cory, I have over half a

471

00:29:38,340 --> 00:29:43,030

million followers on there now,

and I have pinned my workout routine

472

00:29:43,150 --> 00:29:45,910

is the very first thing on it.

And if you click it,

473

00:29:45,910 --> 00:29:49,270

if you do that every day,

you're going to see your attitude is

474

00:29:49,270 --> 00:29:54,170

a lot different throughout the day.

Yeah, I would agree 100% with that.

475

00:29:54,170 --> 00:29:57,590

You get to your body moving right.

It affects your mind.

476

00:29:57,590 --> 00:30:01,970

It's it's wild how it works.

Yeah. Feed the. Beast. Yes.

477

00:30:03,050 --> 00:30:04,640

Hey,

this has been amazing conversation.

478

00:30:04,640 --> 00:30:06,800

I so much appreciate you coming

on here.

479

00:30:07,010 --> 00:30:08,990

Uh,

thanks for all your practical wisdom.

480

00:30:09,260 --> 00:30:12,650

Well, I appreciate that as well.

Uh, have a great weekend.

481

00:30:12,830 --> 00:30:17,030

I'll be working all weekend.

Well, no, don't work too hard.

482

00:30:17,390 --> 00:30:20,300

Yeah, I want thanks again.

And if we want to send people

483

00:30:20,300 --> 00:30:23,270

your way.

Uh, you said it's official carry

484

00:30:23,660 --> 00:30:25,850

on Instagram.

Yeah, Instagram is official.

485

00:30:25,850 --> 00:30:29,870

Fred Kerikeri.

The website is adipose. Com.

486

00:30:30,230 --> 00:30:33,530

There's free membership on there.

There's applications to talk to us.

487

00:30:33,530 --> 00:30:36,080

If you have something that you

think is really important that

488

00:30:36,350 --> 00:30:40,130

you can be the the next unicorn.

Uh, write to me, Fred,

489

00:30:40,130 --> 00:30:43,970

at diapers.com.

I'll be happy to speak with you.

490

00:30:43,970 --> 00:30:46,790

Spend a half hour with you,

and if I can help you, I will.

491

00:30:46,790 --> 00:30:50,300

If I can't, I'll direct you to where

you should be going. It's awesome.

492

00:30:50,300 --> 00:30:52,340

Thanks again Fred. Take care.