Next Level Selling - Mitch McKinney

This is the Elevators Podcast. We discuss all things elevating your life, work, and relationships as you are building your business and yourself. Here is your host, yours truly, Dylan Bucket. There is a difference between sounding like a salesperson and sounding like someone who belongs in the room. Today's guest, Mitch McKinney, understands that at a very high level. Because in this business, professionalism isn't just how you dress or how confident you sound. It's understanding people. It's understanding environments. It's knowing the language, the pressures, the priorities, and the rhythms of the people that you're speaking to. Owners, executives, gatekeepers, decision makers, and Mitch is someone who's become incredibly skilled at walking into very high-quality businesses and creating trust quickly. Not through manipulation, but through preparation, awareness, and professionalism. He understands that when you speak the language of the person that's across from you, walls come down. When the walls come down, conversations happen that are real, that are meaningful, that can go deeper than surface level. This episode is all about learning how to earn the right to be heard. It's how to carry yourself like a professional. Mitch says that, again, very, very well, how to use industry, lingo, and business, awareness, to unlock opportunities that most people never even get access to. Because the reality is sometimes the difference between getting shut down and getting a shot is simply whether or not you sound like you belong there. So I'm excited for you guys to hear this one. One thing I want to just put an asterisk on, is this is the process of getting into some of those bigger businesses what that looks like. But the approach is the same. And then once you sit down, these are some of the dialogues that happen when you know the lingo to set the stage for maybe an enrollment or whatever. Whatever the next step is. And then once you're in sharing the opportunity of the product that we get to protect people with, then you're using the sales conversation, again, word for word. So I just want to make that super clear. But welcome, Mitch Bikini, to the Elevators Podcast. Here he is. What's up? Welcome back to the Elevators Podcast. I am sitting down with Mitch Bikini. And I asked Mitch if he would come on and talk about some of the vernacular that he's learned over the last, you know, what has it been, Mitch, seven, eight years now? Eight years? Eight years of just learning the business, learning how to work with all different types of businesses so that people can develop the confidence that he's developed to be then transferred that to the clients that introduce himself to or prospects that he introduces himself to. So Mitch, thanks for being on brother. Excited to dive in. Awesome. I appreciate it. Long time coming. So I'm excited. Yeah. So really how it all kind of started for me was my first year, I started two weeks before Christmas in 2017. So every year we have the Quick Start award. And I remember we go to the annual awards. I get there. I ended up having the number three Quick Start in the year of 2018. And so they used to bring up all three of us. So only the person who won would actually be the one like talking at the awards. And so what I got to meet you guys who beat me. So we were sitting there chatting before the ceremony. And one of the guys looked at me and he's like, so what's kind of your niche business? I was kind of confused. I was like, I don't know what you mean niche business. I was like, well, what do you mean by that? And he goes, yeah, man, I basically only work school districts. And I was like, all right. And the other guy, I looked at him. I was like, do you do niche businesses too? He goes, yeah, I basically only work with auto shots. And I looked at him both. And I was really confused. I was like, yeah, I only work with businesses that have people, you know, I would like to. I kind of worked with every business. You know, at that time I'd worked with Home Depot. I worked with Walmart. Unfortunately, I'd done Wells Fargo. I'd done big oilfield. I'd done cities. I signed up judges, CPAs, attorneys, construction. So I'd done like all these different businesses. So in my head, I was a little perplex and also kind of irritated that these two guys beat me. I was like, these two guys are kind of morons if they're only working with one business. And they're limiting themselves. You know, come full circle later, I kind of find out they're not actually morons. It's just they did what they were comfortable doing, right? So for me, what happened was then after that first quarter, I sold 94,000 and I started getting comfortable, confident working with a bunch of different businesses because I was going B to B. I was taking notes on how certain businesses worked. If it was a business, I wasn't familiar with. Like if I walked into an oilfield company, I'd like, cool, what, what do you do here? What kind of oilfield business is this? How does it work? What kind of what part are you in the process? Are you roused about? Are you downfall? Are you fishing? Like, are you drilling? What do you do? How does it work? And I got to know all these businesses. So when I would walk into oilfield companies, I knew all the lingo, the vernacular, the hierarchies of the business. So they felt like, I used to do oilfield, even though I'd never done it. So every business I would go into, I would just start to study that. How does it work here? What do you guys do? How are your safety meetings set up? Who schedules them? So I had jotted all these notes down. So kind of fast forward. The next, I think seven quarters, I sold at least 135,000 on each quarter. So I was obviously going to a lot of businesses and getting good at all of them. Well, basically a year later, after my first year, I started really diving into training. And if you've ever trained somebody, I'm sure you've had this conversation to where you go with somebody you're working with them and they're like, yeah, I'm gonna have to switch towns. And it's a town of 20,000 and they've been there for two months. And I'm like, why are you switching towns? Yeah, I work with all the businesses. And I'm like, there's literally zero chance you've worked with all the businesses. So what would happen is I would show up and I'd be like, hey, have you been to this business? They'd be like, no, what about this one? No, what about this one? What about this one? No, I was like, I thought you said you worked with all the businesses. In reality, what happened is they worked with all the businesses that they were comfortable working with. So what I kind of found out was when people, if you came from construction, you're comfortable working with construction. If you came from law enforcement, you're comfortable working with law enforcement. If you came from a school district, you got comfortable working with schools. So in my head, I was like, well, what I need to do is get these people familiar with multitudes of businesses. So they know how they all work. That way they're comfortable working with every kind of business and not calling me in a month saying, I've worked with all the businesses and they're running through turf left and right. So over the years, I started basically just taking notes on kind of the inner workings of all these businesses. And real quick, just to be clear, I think I remember you saying that in the first 13 weeks for that Quick Start Record, you wrote 97, they wrote like 135 and 115. So you ended up third, but at the end of the year, you wrote over 500,000. And both of those guys were right around 200,000. Is that right? Correct. And neither of them after that year were even here anymore because they essentially worked themselves out of the business. Once you limit yourself, you literally are limiting yourself to what you're comfortable working with. And then you eventually work yourself out of the business. And so it was kind of eye opening to me at that part, you know, because I just figured, hey, we go business to business. So I was literally going business to business. So you also get the other side to where, you know, I worked with Walmart. That was the first group presentation I did in my first week. And I sold like 13,000 dollars in insurance there. But guess what? In like two months, only like six was on the book. So I was like, okay, I'm going to Walmart anymore across that off the list. Right. You start to figure out what kind of businesses are good, what kind of businesses to work with. I'm not saying that those people don't need our products. But in the end, you have to work and run your business like a business. And if something is not going to stay on the books, I'm not saying they don't need our product, but it's not beneficial for me as a business owner to go sell to somebody and basically take out a loan from family here. Did you get a charge back? So I just quit going to those businesses. Also not beneficial for them to buy something that they need that they are not going to have two months later. Mm hmm. Yep. Well, yeah. And then it comes and happens. And they think they have coverage. But there was insufficient funds and it gets termed. And it's just not a good look for anybody. So there were certain businesses that I was just like, Hey, I'm not, I don't go to jiffy loobs, right? But my first month, I went to jiffy loob. I went to take five. I was literally going B to B. So I worked with every kind of business. Thinking the same day, I set up the Walmart. I also went and signed up the judge. And so it's like, I was literally going to every kind of business. But there were certain businesses that yeah, after a couple months, I was like, yep, I'm not going there anymore. Yeah, right. So really, the reason I came up with this part over the years was I kind of figured, look, when you're comfortable with the language, the vernacular of the business, the internet working of the business, the person you're setting it up with, whether it's the CEO, the president, the owner, the CFO, the HR, they're comfortable and confident in you because they feel like even if you've never been to that kind of business before, when you know how it works, they're just like, oh, they've worked with a ton of different oil field or they've worked with a lot of different law enforcing or a lot of different CPAs. And so what happens is therefore you set up more enrollments, you get more group presentations, you have a higher participation rate, and your confidence builds their confidence. So what we're going to kind of go into is some of the language and vernacular and the internet works of certain businesses and how to kind of set those up to make you more efficient throughout the day. I love it. What's that into? Alrighty, cool. So we're going to kind of start with municipalities. So there's kind of a few different ways I kind of dive into those. First things first, it's almost like a school district. I go to the police department and fire department first. The reason I go to the police department or fire department first is because if they tell you no, you can still go to the city manager, city HR and if they tell you yes, you can go back in because then the person who's their boss said yes. But if you get into them through the police department or the fire department, you're good. So first place when I'm going into municipality, I'm going to PD, I'm talking to the chief, sometimes this the captain, same with the fire department. I'm going to talk to the fire chief or it can be the battalion chief depending on how big the department is or the lieutenant. And basically I go in and I go, hey, you guys, what kind of shifts do y'all run? Are y'all running eighths? Are you doing 62, 2 to 10, 10 to 6? Are you doing 12s? If it's a fire department, I'm trying to ask, hey, are you guys doing three on four off? Are you doing four on three off? Are you doing two in one? What's kind of your shift? That way, they are comfortable with going, okay, he's worked with multiple police departments, multiple fire departments. You know, and I'm using the vernacular. When does your criminal investigations, your CID department come in? Do they come in at 10? So I can meet with them. And I'm basically trying to set up all of those departments there. So when I go in, I sit down with them. Most of them all have or have had some type of supplemental insurance. And so what you're really going into is not why they need supplemental insurance because most of them know that they need it. Hence their law enforcement, first responders. So it's usually about what sets us apart from the other companies. So I always bring all of our competitors copies with me. I literally carry afflacc colonial, washed in national, combined. I carry every all states American heritage there, all in my folder with me. So when I sit down with somebody and they're like, yep, we offer X. I'm like, awesome. I never say that we're better, never. I always go, I'm so glad you guys have something. How long have you had it? Have you ever had a file on your claims? What was your experience like? How much are you paying per month? Because that'll give me the opening. Sometimes they're like, yep, I've never had it, but I've had it for 10, or I've never used it. I've had it for 10 years. Cool. Well, now our return to premiums going to come into play. But let's say they, oh, yep, I had it. My son tore his ACL. This is how I got into one of my first police departments. And I was like, cool. How much did you get paid out? You told me $1,600. I was like, awesome. You're going to love what I do. And I showed them the difference. We had to pay them almost $11,000 on it. So basically, I'm never going to say we're better. I just go, here's what's different. And instead of me explaining it, I will pull out their copies compared to our copies. So therefore, I'm not telling them we're better. I go, here's what's different. And they're deducting that from for me and going, oh, you guys are better. Let's switch. So it's not me telling them that. It's me showing them the differences. So then I basically will set up the group presentation. Now, let's say the police department's like, yep, you're going to go have to talk to the city. Every city's a little bit different. So sometimes you're going to talk to the city manager. Sometimes it's a city HR. Sometimes it's a city treasurer. Fall, get some pre-approach from the chief. Who runs all this supplemental benefits for you? Is it your HR, your manager, your treasurer? I go in there, talk to them. Basically, I'm using names of other cities I've worked with, etc. The police department. I met with the police chief. He loved what we did. And he said, you're the person to talk to. So when I use that same vernacular, even if I already set up the police department, I won't say I sold to the police department because they get their feelings hurt if you went and sold to the police department before you went in there. So I'll go on and be like, yeah, I'm out with the police chief. And he said that I should go talk to you. So that way I didn't throw the police chief under the bus or the fire chief under the bus because I already set it up. I just said, he loved it and said, I needed to come talk to you. So now I'm getting a warm lead into that business. Now, let's say I'm sitting down at the city HR. They don't like it or they don't want us to come in because they've had the same afflac rep forever. There's one extra step that I go to that kind of oversees them. And this is where a lot of people don't utilize this. This is where you pull into city council meeting. So every city will have a city council meeting. They're usually either monthly or biweekly. So I'll basically go in and I just put myself on the docket and I'll set myself up on the agenda and basically put myself on there and they give you five to ten minutes to talk. So now the mayor's there. The city managers typically there and all these city council members are there in the city mayor and the city council are the ones who tell the city HR, city manager what to do. So now I'm doing a group presentation there. And if the group presentation, I do a quick seven minute overview answer some question. I go, look, I'm just coming into you guys. I'm not asking for you guys to do any type of paying for it or contribution. I just want to see if you guys can vote me in as an approved vendor for the city and offer these products for the employees. 90% of the time they'll go, cool, we'll have you in. And the best part about doing the city council meetings is almost every mayor and city council member, especially in smaller towns. That's their side job. Almost all of them own their own business. So now that is your foot in the door to all of those businesses as well. So there's kind of three different steps I go into. It's police department fire department first, whether I set them up or I don't next step city HR, city manager, city treasurer, whoever runs it, try and set up the whole city. And whether I do or don't get into the city, I'm still setting up the city council meeting because that's getting the in front of all the council members and all their businesses as well. And they're also great power names to use because the city council and the mayor are all voted on. And so now when you're going into other businesses, it's like, cool, I work with the mayor, I work with the city council member. He owns this business. And now it's names that people recognize. So that is kind of how I work with municipalities. Now the next one I'll kind of dive into is going to be school districts. Before you go into school districts, I just want to point out gang that it's very evident that Mitch is a total professional, right? He's got flyers for every single one of the competitors that he knows he's going to be dealing with the objections that he knows he's going to be getting objections about. And if you're like, man, where the heck did he get all that stuff? Well, you do this long enough. You kind of accumulate a whole bunch of different things. But ironically enough, if you go back to Austin Nices episode, which is Austin is someone that works directly with Mitch, if it stays it pays in there, there's a whole bunch of resources for these different competitors. But you just want to be prepared when you're going into places to cover the objections that you know we're going to come up. So thanks for being such an example of that Mitch. That's awesome. Yep. Yeah. I don't like I know that some people like to keep those like downloaded on on a file. I like to have the paper copies of them, Lily printed out so I can pull out my brochure and pull out their brochure. It is side by side. And it's like, and here's one quick tidbit for it. So when I'm doing a cancer comparison, how I word this is very, very important because you don't want to bore people with the benefits and go benefit for benefit. Right. So I typically will sit down with people and all that. All right. Let's say I'm talking to Dylan. I'm like, Hey, Dylan, you guys have Afflack. We offer, you know, our company family heritage. I'm going to show you the three big claims that people actually file in the most commonly filed claim as your wellness claims. So your three big claims are going to be hospitalizations, chemo radiation in your surgery benefit. Here's how X works. Here's how ours works in the hospitalization. Here's how X works on a surgery. Here's our payout on the surgery. Here's how X works on the chemo radiation. Here's how ours works. Now most companies have a wellness benefit just like we do. But the difference with most companies is most companies will have a wellness benefit tied in and it's per policy. So let's say Dylan, you go in and you get your PSA test done and your wife and goes gets her mammogram. But since yours is per policy, either you get paid out and she doesn't or she gets paid out and you don't. ours is per person on the policy. So now instead of getting $60 for the family, I get $240. Your wife gets $240. Your oldest daughter goes gets her HPV shot. She gets $240. So now everybody instead of getting a $60 payout, you're getting a $240 payout. And how I typically word this is all go look. Most of my most decision makers, as you know, Dylan, if you work with a lot of high income businesses, most decision makers will offer afflap or colonial or combine for their staff. I always go, okay, do you have it? 90% of the time they're going to go, no, I don't have it. And I don't, then why is that? And they go, well, $200 a day in the hospital is not going to do a whole lot for me. Right. I go exactly. So we have different levels of coverage geared for the different income needs of every business or every employee in the business. So our top level is geared for your upper level management, your CEOs, your CFOs, your presidents, your safety managers, whatever. The next level down for your mid level management are standard and our base level are for your hourly employees, just like afflap, just like colonial, just like combined. That way I can go, hey, instead of having something that just benefits your hourly staff, now we have something that's going to gear and take care of your needs, at a higher income level. So instead of having two different policies, we can switch the entire company because our bottom level dollar for dollars is going to be very similar to Afflack. We're going to have higher retention rate, better customer service, no caps on our benefits, and you get your money back. But also your upper level management is going to have higher payouts because let's be real. You need more money coming in. I'm married and I have three kids, and I'm a sole provider for my family. So $200 a day wouldn't mean a whole lot for a family of five. So I need more money coming in. Does that make sense? And 90% of the time they go, yep, that's the perfect way to kind of get into that business because now you're serving multiple needs with one shop, one stop shop basically. Yeah. So yeah, so I'll kind of dive into school districts. Next school districts are a lot like municipalities. What I mean by that is I will typically go to the principal first at the school. So you can go to the grade school principal. You can go to the middle school principal high school principal. It doesn't matter. And I'm trying to set up most of them will have a quarterly. It's called a teacher in service meeting almost every school district has a quarterly in service meeting in the thoughts typically Columbus day. Like I'm assuming you guys have and what a in service meeting is for those of you who don't know it's worth it. Staff comes in, but no students come in. So you can basically set up that. And so let's say I go talk to the principal, principal lets me in. I can either come in on an in service meeting if it's coming up in the next few weeks or have them set me up in the break room. Almost every teacher early in the morning comes into the break room. I'll bring you know donuts, coffee, etc. meet them in the morning, do a quick presentation while everybody's there. And then most teachers all have a prep period. So what will happen instead of me meeting them at their house and filling out the survey, I go do me a favor where it says where do you work or what times a good time right down your prep period because I'll get a visitors pass. And if your prep periods for I'm already meeting with teacher cell and so prep period three. So I can go from them to you to you. Boom and you knock that out. Now let's say I go into the school and the and the principals like yep you're going to have to go talk to the superintendent. I'm like awesome. So I'll go talk to the superintendent now. What I basically do is I don't ever go talk to the superintendent. I go talk to the superintendent's secretary. The reason being is almost every school district, the superintendent's secretary has way more tenure than the actual superintendent. If you work with any school district, almost every school district, although talk to the superintendent's secretary. And I'll just ask him like so how many superintendents are you have you been with now? Most of them are like this is my fourth. This is my third. I go yep every school district I work with is the same. If I want anything done and I kind of shrugged there you go. I talked to the superintendent's secretary because they're the ones who actually know how everything runs. And if I can get that person on my side, they're the ones who convince the superintendent to let me in. So I come in. I'll do a demo to the superintendent's secretary. And either she's going to vouch for me and go yep I'll get this approved or she's his secretary. She will set me up with the appointment. And basically build me up. This is a great product. So now it's guaranteed sit down, set superintendent. Now the most common objection you're going to get at a school district is broker. Yep. We'll we have a broker that takes care of all that. So your word tracks matter and how you deal with that. So if I'm sitting down with the superintendent, I'll always act like I'm interested to go meet with the broker and then I try to go around it. I'll buy cool Hoosier broker. How long have they worked with them? Who does your supplemental? And all the base we go, you know what's awesome about what we do is we don't do anything through your section 125. So using the vernacular really helps build confidence, right? So I go I don't do anything through section 125, not messing with your cafeteria plan. The best part about what we do is now instead of your broker making the decision for what's best for all of your staff, you're just giving them options and I'm not tying into your section 125. So if somebody has a kid, guess what? They don't have to wait until enrollment time next year to add their child on the plan. Because guess what? They can make adjustments at any time throughout. And it's a great way to add an extra benefit because sometimes some broker will offer afflach and you get a couple of teachers who have had bad experience with afflach. Now they have no supplemental. So now instead of your broker saying, hey, you only get afflach, you're just giving them options. I'm not trying to replace what you do. I'm just trying to give your staff options. So then I'll go most of the school districts I work with typically have me come into your your in service meetings quarterly and I'll come in. I'll do root presentation and meet with each teacher or I can sit down with each principal and they'll set me up in the break room. Whatever is best for you or your district is the way I'll do it. So that's kind of how I get into schools just know that most of the time you're going to run into the broker objection and just know that hey, brokers work as a section 125, the cafeteria plan and make sure you go, hey, I don't do anything with the section 125. We're not messing with your cafeteria plan. It's all individual. So they're in charge of their policies. If they leave it goes with them. If they want to make adjustments, they can make adjustments at any time. And so it makes it very easy because we're way more flexible to do it that way. Now, the next kind of business that I worked with, I think the third enrollment I ever did was a hospital. So essentially what I do when I go into the hospital, you're going to go talk to the HR or the benefits coordinator. So all the time when you go into a hospital, I'm typically going into their main office. If it's a big hospital, some big hospitals will have a board and I will try and get on the docket to me with the board. Most of the time though, if you meet with the HR coordinator, they're the ones we're going to take care of all the benefits. So I come in there, I do the exact same thing, build report, drop some names. If it's a small town, I'm dropping power names that I've worked with. And then I'll sit there and I'll just kind of go, hey, you know, what kind of benefits do you guys offer? Here's what we do and see what my opening is. I ask the same questions. What do you guys have? Has anybody ever had to use it? How is the experience? How much you paying per month? And then one thing if I'm doing a big group is what's your participation rate? Because I'll get a lot of hospitals will go cool. Yeah, our participation rate's like 20%. I guess what? Mine's about 70. So and the good news is if they need to file a plan, they're not calling an 800 number, they're calling me. And so then I'll just go, hey, when's you guys open enrollment? A lot of hospitals will have have staff meetings in service meetings, or I'll just set up in the break room in open enrollment. If I'm doing it through payroll, 90% of the time it's open enrollment time. But if they want me to do it all individual, I'm setting up in the break room or their conference room or coming into any other staff in service meetings. So that's kind of how I deal with that, those. Now the next business I'll kind of talk about is banks. So there's two different types that I'm working with. If I'm working with a big corporate bank, Chase Bank, Capital One Bank of America Wells Fargo, I typically will go in and I just walk up, I talk to the teller who is up there and I just go, cool, who's your branch manager, your regional manager? They'll point me the direction and you get to sit down with them every single time, because I think I'm there to get along. So I just walk up with my stack of papers and I'll be like, cool, who's your branch manager, your regional manager? They'll point me their direction. I sit down with them and build rapport. Just like always, I'll do a demo to them and I go, look, every Wells Fargo I work with or every Chase Bank I work with or every Bank of America I work with. Does a coffee meeting? It's usually Wednesday or Thursday. It's about 15 minutes before you guys open up. I'm going to come in at like 745. I'm going to do a quick group presentation. I'll bring breakfast tacos for y'all. Some coffee. My presentation takes me seven minutes. Then what they typically do is almost all of y'all have a spare spare meeting room. They just throw me in the meeting room and since Wednesdays and Thursdays are your slower days, they just send people in one by one if somebody's interested. They like it. They sign up on their own. If they're not interested, they just got some free breakfast tacos. So worst case scenario, you're not out of anything because you just brought breakfast that you didn't have to pay for just by having me come in. And so if I go into an actual like local bank, I'm the first three banks I worked with were your local banks. And so what I typically do there is I go talk to the CEO or the CFO. And so if I talk to the CEO or the CFO, I do the same kind of thing. I sit down with them, show them the benefits, how this works. And if the CFO is like, yep, let's do it through payroll. Then essentially, I have them print me off a list of each bank manager. Who are all your bank managers? What are their locations? Because I'm going to call them and set up an appointment. That way they know I'm coming and I'll do a group at each one. And they're typically like, cool. Yeah, we'll write down all the bank managers. Each branch manager, you can go sit down with them and now it's all through payroll. The nice thing about doing enrollments at banks is you never have to worry about if they know they're routing and account information. So they always know that because they're always going to get those get that all set up while you're at the bank. Now the next one I'll kind of talk to about, you know, I already touched on police department's bar departments. But once I set up a police department, always get each city and counties different. Some cities of it's a big city will have a city jail. But even if it's not a big city, the city will also partner with the county and you can get into the county jail, be in the city. So what I'm doing when I'm talking to the chief of the captain, I'm like, hey, who's the warden and who's the captain of the jail? And I'm basically going in to set up a meeting there because they gave me the name and now I'm using the police of the captain's name to go get into the jail there. And I'm doing shift changes there. Almost every jail I work with does 12 hour shifts. And the same thing that you do with, I can't remember what are the people dispatch. So typically when I talk to the chief, I'm like, hey, who runs your dispatch department? And they typically run 12 hour shifts. I'll go meet with the head dispatcher. They'll go, cool, I've got four people who work the morning shift or four people who work the night shift. Like, cool, well, let's come in. I'll hit both shifts. I'll meet with each person. and it's a great way to get into those businesses. So when you get into a certain business, utilize the resources of who they work with in almost every single police department that I've worked with, if they're upper level, they're the lieutenant, they're the captain, they're the chief, 90% of them used to work at a different department. 90% of them were like, "I was a sergeant over at this department. Who's my porn-a-contact over there?" Right? Who is your captain there? Who's the chief there? So now I'm using that one to get into all the other ones. Now, another one that I don't go into as much anymore, but at the beginning of my career, I did. And if I do it now, when I'm training somebody, there's a certain way I do it as nursing homes. So nursing homes are good clients if you sell to the upper level management. So how you do this is very important, because if you go talk to the CNAs and medades, most of them, unfortunately, do not get paid well. Most of them all have a heart of gold, most of them all love our products. They just don't get paid well, so you'll get a lot of people fall off the books. So if I'm going into a nursing home, I'll go in, I'll talk to the DON, the ADOM, the admin, whatever. And I'm basically just going, "Hey, I work with a ton of different nursing homes, assistive living, I'll drop some names, and I'll go, I'm assuming you're like every DON or every nursing home I work with, where you all have a department head meeting every morning at 8.30 or 9, right? And they'll go, yep, and I go, cool, do you have what, nine to 12 different departments that typically come in? They're like, yep, sometimes there's 12, sometimes 15, sometimes 10. I go, awesome, what I've done with every other nursing home I work with is they have me come in at the beginning of your meeting at nine o'clock. I'll do a presentation, I'm going to bring you also breakfast tacos. I'll sit down with you, do a quick presentation. Takes me about seven minutes, I'll pass you all out of survey. If anybody's interested, they felt the survey. And then I can meet with you once your guys meetings wrap up. And they go, okay, cool, and I was worst case scenario. You just got some free breakfast tacos. Now, after I sat down with the DON, ADOM, the guy who basically takes care of the kitchen, the janitor, always make sure you get the DOR's name. Most of the time, the director of rehab, the rehab departments are typically self-contracted. So the DOR, the director of rehab, the rehab facility is typically not actually employed by the nursing home losses of very big corporate one. A lot of times those are contracted out. So then I'll set up a separate group with the director of rehab and I'll go cool. Who does your, when is a good time to come meet with all the rehab department? And so when you're sitting there, it's a separate group that you can set up in the nursing home. But when you come in and you're very asumptive, you're like, oh, you're like every single nursing home I've ever worked with. I'm assuming you all have a department head meeting every morning, right? 8/30 or 9, yep, they're like, oh, he's done this multiple times. Now, what I will typically do is once I sit down with the DON, which is director of nursing or ADN, the assistant director of nursing, I will ask for a list of their RNs and LBNs because those ones actually get paid pretty well. So I will sit down with them and I will usually sign them up. I typically do not sit down with the CNAs or medAIDS, unfortunately, just because they're buying very small policies, most of them fall off the books and will destroy your ADT, your cancel an issue. So I typically don't sit down with them just because I'm running my business like a business and it's just not worth it. Now at the beginning of your career, if you want to get a bunch of demos in, you can do that. You know, get a bunch of demos in, sign them up, but just make sure you're not overselling it and go on cool. You know, just know that most of them are going to make 15 bucks an hour and if you're selling them a $91.60 accident plan, they don't need $800 a day coming in if they're in the hospital. And they literally make maybe a $100 a day. So don't oversell them the products because the first thing that falls off is this. So make sure it's something that fits into their budget. So that's how I kind of will hit those. You know, you can always do in-service meetings, they typically have a monthly in-service meeting as usually what they do or they'll call them payroll meetings where they literally hold their checks to make sure all of the departments come in, all the different shifts. But I typically just will go to the department head meeting in the morning and just a sumptiv, oh, you're like everyone I work with and like, yeah, boom, and I'm setting that up. It's just like when you set up a group, it's just like closing on a demo. Be very asumptive. I'm not literally giving them an out. I'm like, cool. So what I'll do is I'll be here tomorrow morning. I'll bring 12 breakfast tacos. I'll do a quick presentation, leave the survey. I'll see you tomorrow. I'm not asking if it's okay. I'm just being very asumptive. Cool, you guys are like every other one I meet with. Cool, I'll see you tomorrow. And I'm just asumptive and I'm showing up with the breakfast tacos. And it's like, I literally don't even leave my business card because I don't want them to go, yeah, I talked to corporate. They said, no, I don't even leave my business card. I'm cool. If you have something to talk to me about tomorrow, that's when I'll be here. So just be very asumptive. And that's such a good point that I hope everybody hears is business cards are things that you should leave with people. If it's the last time you're going to see them or they're a client, too many people I see walking into businesses and like, oh, yeah, do you have a card? And they just hand it out. And then they wonder why when they come back there, like, oh, yeah, we looked into it or whatever. It's like, yeah, don't use your business card as the way that you would think to use your business card. - I don't give my business cards out to people until they're my clients. So it's like, cool. If I'm setting up a group presentation, I have an enrollment already scheduled. It's on the books, cool, I'll leave a business card. That way if they're like, hey, I need to move it where I have more people show up, they can call me. But if it's not set up and it's trying something, I'm trying to set up. Yeah, I'm not doing that. So I would just show up and you'll see me. - Right. And maybe if they're a total no and you can leave them in a good place by giving them the card, but if you want hope to protect that family at some point, just, hey, I'm like a walking brochure, whatever, whatever. But yeah, that's a great point. Thanks for sharing. - Yep. Now, the next one, I'll kind of dive into law offices. I love working with attorneys. Most of the time when you walk into a law office, you're gonna have to talk to the paralegal, right? So when I walk in, I'm literally just like, I'm a sumptive that the person I'm talking to is the paralegal. So I'll walk in, I'll build rapport. Most people make the mistake when they walk into a business to get to the decision maker. Okay. The problem I have with that is, there's people up front that call the gatekeeper for a reason. So most people try and get around the gatekeeper. Don't get around the gatekeeper, sell to the gatekeeper. 'Cause if you can get the gatekeeper on your side, it is game over. There's nothing bad that ever happens from selling to the gatekeeper. One of three options happens. So if I walk in, my job when I'm talking to law office, I'm not trying to sell the attorney. I'm trying to sell the paralegal the person I'm talking to up front. Because best case scenario, I sell to the paralegal up front. That person now likes me. They trust me. The attorney doesn't know me. Now, somebody that the attorney knows likes and trusts, their paralegal is one of my clients. So it's a guarantee that I'm gonna sit down with the attorney now. Now, let's say I sit down with a paralegal, I do my whole demo. That person doesn't buy for whatever reason. Well, now I know the paralegal spouse's name. I know how the kids are. I know what supports they play. So does I get into my car? I'm jotting down my notes, quick description. Just talk to Brittany, blonde hair, wears glasses, early 30s, husband's name, Mike, three kids, one place football. So I should go, yeah, I'm gonna talk to the attorney. I'll get back to you. So two weeks later, all swing back by. I don't say anything about talking to the attorney. I'm like, hey, Brittany, how are you? How's Mike liking the new job? I remember your son had a football game two weeks ago to the end of winning. Most of the time, people are trying to get around that gatekeeper. Nobody spends the time to get to know that gatekeeper. So now that gatekeeper loves you because I remember her name. I remember her spouse's name, what their kids do. If they had a sports game, anything like that. So now we're friends. And because she likes me, she's gonna go, you know what, the attorney's actually here. Let me go get him real quick. Boom. And now she's going to get him. And I'm studying up that appointment right then and there. And I'm getting that enrollment set up because now I took the time to get to know the person. Most people try and get around worst case scenario. You don't sit down with the paralegal. That paralegal doesn't buy. Who cares? That's not your end game anyways. So just try and get the freaking appointment with the attorney. But nothing bad ever comes from doing a demo. You can utilize that information up front. So when you go in, I'm going with the intention of selling to the paralegal. And then I go, cool, how many managing partners do you all have here? Who's the main partner? And I'm using that vernacular, using that language. And you'll get more sit downs because they think you've worked with a ton of different law, different firms. If you use the right language and write vernacular, they're gonna, oh, he's done this multiple times. Yep, I'm gonna get a time where all the partners are in. And you can meet with all of them at the same time. Boom. And now I've got a group set up with all of the managing partners. The managing partners typically work with other attorneys. So I'm getting referrals to them. And those attorneys also know all the judges. So guess who I'm gonna go talk to as well, the judges. So that's my way to get into those attorneys, attorneys lead to judges. So next one is gonna be oil field companies. Now if it is a large corporation, most of the time, if it's a big corporate chain, I'm going in, I'm talking to operations manager or the safety manager. Okay, so those are the people you're gonna talk to. Who's your hot manager, who's your safety manager? If they've got like three or four locations in the town, like who's your regional manager, I'm gonna try and sit down and talk to that person. If it's a local oil field company, you're typically gonna talk to the owner or the president. A lot of the time, the owner is the president. But there's also, if you go out to West Texas, there's a lot of people who the owner just owns the oil field company and they just pay the checks, right? Right to pay off the bills. But the president is the one who's making the decisions. Most oil field companies, if it's a large corporate one, We'll have it. daily sight meetings. Sometimes I go, "Hey, do you guys have your sight meeting? Is it on sight at the location?" Or do you all have it here in the yard? The yard is typically where the people are staying. So if you see a bunch of trailers out on the property, that's where most of these people sleep, because they'll come and they'll work for two weeks on, one week off, or three weeks on, two weeks off. So they're all staying at the yard. So the good part is, is what I'm doing a group presentation at a oil fill company. Am I care, are you staying here in the yard? They're like, "Yeah, I'm like, what times your shift start and what room are you in?" And they'll be like, "Cool, I'm here. My shift starts at two o'clock. Sweet, all swing by your place at one o'clock. That way you've got up, you're ready to work. And I'll sit down with you boom. And once you get into one, most of them all have roommates that are staying with. So now if you sell the one, you're selling the other two or three that are also staying in the yard with them. Now, typically how I'm setting this up, safety managers, typically especially at the oil filled, I'm like, "When's your guys next H2S gas meeting?" Safety meeting, because they all have to be H2S certified. H2S gases basically, yeah, a gas that leaks out and they all have to wear monitors on it. So when you use the vernacular in the language, they feel comfortable of letting you go in there. You guys do that weekly, bi-weekly, monthly, how do you guys set them up? Cool, I'll come in on your next safety meeting and just be very asumptive and I'm setting up that group presentation. And so those are very easy to get into. Once you've worked with a few and you know the inner network things of that business. If it's a local one, I'm typically doing payroll. If it's a small one, and they're like, "Hey, I've got five guys. I will literally have the business owner do a contribution." And that's a top for another time. But getting contributions is a huge thing that we do in our organization. But if it's a big one, I typically go one of my favorite parts about what we do, I work with NOV, I work with Pubuscope. As we don't have to do anything through payroll, because a lot of my oil fill guys have people coming on, they're leaving, there's a lot of overturns. So I'm not adding any paperwork onto your desk. If somebody likes it, they sign up on their own. If they leave, there's nothing you have to do. Like, yeah, that makes perfect sense. Come in. So you just have to know kind of what angle you're going to pitch it at what type of oil fill company you're working with. Trucking your transportation. Very similar. When I go into trucking your transportation company, I'll go talk to dispatch, usually dispatch, if the one who's running all the calls. But dispatch will typically tell you who the main person is, who the owner of the company is. When I'm talking to dispatch, I go, "Hey, so are you all 1040 or you all 1099 owner operators?" And some trucking companies have a combination. They'll go, "Yep, I've got 15, 1040s, but we've got 30 of them that are owner operators." Awesome. I go, "Hey, so if you want me to set this up for all the 1040s, we can do payroll for them." But all the 1099, all your owner operators, they don't get any benefits for you all. So that's their business, but something happens to them and they're out. They have nothing coming in. So we can do everything individual for them and it's going to be the exact same rates. I just don't have to do it through payroll for them. And they love it because now I can benefit both 1040, they have a tax drive off for the business that they want to set it up as a pre-tax benefit, but also now they're offering benefits for their own operators as well, but it's not costing them anything extra. And there's no discrepancy in rates. And they go, "Oh, cool. So it looks like you cared just about as a same amount of your own operators as you do your actual employee drivers." So that's another good one. Surgeons Office, dental office vet clinic. Most of the time when I walk into a business like that, white color, physical therapy, 90% of the time I'm walking in with the intent of doing a quick intro to the office manager. Most of the time there's a bunch of people waiting in the lobby. You don't have time to do a full demo. So I come in and I'll be like, "Huh, who's the office manager here? Don't bring them up. I'll do a quick rapport. Drop some names, hand in my names list. I'll do a quick 90 second intro. My 90 second intro is you're basically skip right to the iceberg page, build the need, expenses go up, income drops, do the two circle page, reader return to premium. I close my iPad. 90% of the time when I close my iPad after I read a return to premium, they go, "How does that work?" I go, "Well, if you got 10 minutes, I'll run through the rest of it with you." If not, when is your guys next lunch and learn? And I'm very asuptive on just setting up a lunch and learn. I go, "Yep, all the dental clinics, vet clinics, surgeons office, whatever I'm working with, plastic surgeon, orthopedic surgeon. Most of them, they're pretty small. They don't actually offer a ton of benefits because most of those local practices are pretty little. I'm assuming you all do lunch and learn is just like every other orthopedic surgeon I work with. They're like, "Yep, I go cool. When's your next opening?" They'll tell me, "I go awesome. How many people employees do you have here?" We've got seven. And is that counting the surgeon? Yep. Awesome. So what I'm going to do, I'm going to come in. I'll call you the day before. You tell me what you want me to bring in for lunch. I can bring in Mexican. I can bring in barbecue pizza, subs, chick-fil-a, whatever you want. I'll do a quick presentation. Set me up in a break room. That way, when you guys have patients coming in, you can meet with me one on one. If you like it, you just sign up completely on your own. Boom, and now I'm on a schedule to do a lunch and learn. Very assumptive. And again, I'm not leaving a card. It's in the schedule. And I'll see you on this day. And there's another nuance that Mitch has in his Swiss Army knife of tools. Not only, like, "Hey, I've got testimonials for cancer policies, for accident policies. I see you heart." But also, I have at the ready a good return or premium policy that I can or example that I can share or a lot of them. So I'm sure that all of every single one claim or return or premium that you're reading. You've probably read lots of time so you can read it with emotion and all of that. Yep. And I know the backstory of it. So it's not just something I'm reading. I'm telling you how it worked. We all would read the Linda Jacobs one, you know, and that's because she actually used it. Why was she want her cancer? Fortunately, it was an early battle with cancer. She didn't file a lot of claims. And then she also got a return or premium. So it's like, cool. She used it and got money back at the end of her premium and her coverage is still active. And so most of the time, they're like, how does that work? Don't ever tell them. Right? That's the bait hook. Well, if you got 10 minutes, I'll run through the rest of it. If not, let's set up an appointment and we'll do it at the lunch and learning. I'll show you how that works. Boom. And now it's my foot in the doors of that business because they want to see how it works. Always leave them hanging. So there's a psychological psychology behind it. As soon as I read that, I close my iPad. They're typically like, well, I'm in control of it now, right? Because they want to know how this works. Wait a second. I'm not telling you anything. Like, did you want me to show you? You're having me come into your group presentation and you're lunch and learning. I'll be there and I'll show you how it all works. So just there's there's a reason behind if you're following somebody who sells at a high level. If you're following Dylan, you're following, you know, Amanda, you're following Austin, you're following myself. There's a reason we do everything. So when you're new in the career and you're following someone, it just looks like you're talking to people, but there's a method behind the madness and everything I do is a, in the way I do is for a specific reason. And it's always leading into it's like playing chess. I'm putting my first chess piece out there to see how you react. And that's going to dictate where I'm going next. And it's feeling out process. So there's always reasons to do that. Now one of my favorite ones that I work with because this is what I used to do was construction, right? I didn't concrete work. Though I love to go to job sites in Texas. They're building houses left and right. There's houses popping up literally every freaking day. And the next time you drive by, there's going to be five more houses built. So what I'm literally do is I'll just pull over to the job site. And I'll go say, who's the foreman or who's a general contractor here? Most of the time they're sitting there and I go most construction companies have ocean mandatory required breaks. So they'll typically if it's summertime in Texas, I'll go once your guys first 10 or 15 minute ocean required break. Like, yeah, we have it at 10 a.m. I go, cool. What I'm going to do if it's freaking summer and it's 110 degrees. I'm talking to former. I go, cool. I'll be here at 10 o'clock. I'm going to go grab like six Gatorades. I'm going to come back. I'm going to do a quick presentation, give you all some Gatorade. I'll pass out of survey. If any of them are interested, I can meet with them at lunch or on their next ocean required break in the afternoon at what time is that one 230. They're like, yeah, perfect. If it's winter time doing the same thing, but coffee. So I'll come by. I'll talk to the foreman, talk to the general contractor, who's ever running it. And I'll go cool. When you guys first 10 to 15 minute ocean required break. Yeah, it's 30 degrees outside. I'm going to bring some coffee and some donuts, quick presentation. If anybody likes to they could sign up on their own. Now once I've gotten into that, that's how I'm starting a network because your general contract and your foreman will typically refer you. I'm like, who does your plumbing? Who does your electrical? Who does your framing? Is your concrete guys? So now that's where I'm getting into all of those and I start networking from those businesses. So if I'm going to do and they're pouring a foundation and it's like bear concrete. Cool. Who's the guy that you do all your contracting with through bear concrete? Cool. That's my foot in the door there. Who's your electrical guy? Most of the time the general contractor has subcontractors and they work with the same ones almost every single time because they know how they work. They like how they work. They know what the rates are. They know what they expected of them. And so it's a warm lead into all of those businesses. Because now you know who they are somebody who you just did a group presentation with and signed up is also one of your clients. So just know that almost every construction company will have basically three mandatory breaks if they're running eight hours shift. It's a 10 to 15 minute morning break. Usually about two and a half hours into their shift. They have a 30 minute lunch break. They'll have a 10 to 15 minute afternoon break and those are ocean required because if they're not doing them, they can get fined. And so that's a good way to get into those is. cool. I'll just come in, do some gatorade coffee, just depending on the time of the year. Always make sure you're getting referrals to the subcontractors, otherwise you're just leaving too much meat on the bone. Now the next one, I've got a couple more that I'll kind of hit. Ransh's. One of the first ransh's I actually worked with was Chuck Norris' Ransh. He and I was you guys know, passed away a couple weeks ago, but I went into his water bottle company. There was it was called C-Force and I saw all these cutouts at Chuck Norris and I'm like, "Are you guys endorsed by Chuck Norris?" And they're like, "Yeah, he's the owner." I was like, "Really?" And they're like, "Yeah." And I was like, "Well, where's his where's where's he at?" They're like his ranch is across the street. I was like, "Awesome. Who's his ranch manager?" And I got into the ranch manager, sold to the ranch manager, got to meet Chuck Norris. And it got to meet a bunch of those people on his ranch and it was awesome. But when you go to a ranch, most of them, you're going to meet with a ranch manager and they all have ranching. Most ransh's Chuck Norris obviously has a lot of money so they offer good benefits, but most local ransh's don't offer any benefits. And so it's like when I go in and I can talk to the ranch manager, if you can sell to the ranch manager, that's the gatekeeper to the actual owner. Sell to the ranch manager. You'll get to sit down with the owner. Most ransh's will do a contribution or they pay for for their guys because they do care about their guys. It's a small local business and they're like, "Look, I've looked at doing health insurance for my guys. I've got six employees. If I want to pay for health insurance for that, it's 500 bucks. If they want to add their wife and kids, they're going to have to pay 500, 600 bucks and none of them are going to do that so we don't offer any benefits." Well, cool. They can get the top level of everything for us for 300 bucks. And if they're willing to pay 500 bucks for their guys, you could probably set them up on a family plan at 500 bucks for everything and the ranch owner is going to actually pay for it. But go talk to the ranch manager, try to sell to him, get to talk to the owner, see how many ranch hands they have and set those up. Now, the ranch is what got me into equine equestrian. So a lot of ransh's have horses, right? So what you want to do and who my point of contact for that, and I learned this from Morgan, was get in with a fairier. A fairier is who does all the hooves and all of that for all the horses. And almost every fairier works with multiple ranches, multiple equestrian, multiple vets that they work with. And so if you can set up with the fairier, the fairier is your key to point on literally every equine and every equestrian ranch and horse ranch within probably a 50 mile radius. And so you can literally get the names of every equestrian owner most for those of you don't know horses are pretty expensive, right? Most of them have good money. So they're great clients to have. And if you can get them, they're all buying three, four hundred dollars at premium. They're doing contributions for their staff. They'll they all hang out with other uppity equestrian people who also make good money. So your referrals from them are fantastic. So go talk to the fairier. I don't want to go in. I'll talk to the owner, but I'm like, Hey, who's your fairier? Who does all of all your horse hoves? Boom, they'll give you that contact with the fairier. And that's how you're basically going to start networking all of those businesses. But it makes them comfortable and comfortable that you've worked with extra equestrian. I've literally never owned a horse. I've literally ridden two horses. So, but because I know the lingo and I'm a student of the game and I'm a professional, I got to know the inner networking of the business. And it builds confidence and trust that this person knows what he's doing. So there's some of the key businesses over the years that it's like, Hey, these are businesses that I've started to kind of figure out how they operate, how they work. And it set me up with a ton of referrals, set me up with a ton of business and it's business that sticks in stays and makes it pay. So. Oh, so good, man. There's a yeah, there's a lot of gold. This is an episode folks to study. We'll make sure that there are some timestamps that in the different businesses that Mitch is referring to so you can come back and get a snid bit at a time when you need it. But yeah, that's super, super helpful. I know that'll enhance the the tool kit of every single person in this business, especially if they haven't taken the time yet to get into a lot of businesses like that or try to get into a lot of businesses like that. Well, Mitch, I guess as we bring this to a close, any snid bits of wisdom or anything like that that you'd like to share with the people that are listening, whether that be in regard to the technical stuff that you share today or anything else that it takes to be successful in our in our business. Yeah, I'll just share kind of a quick story. It's bigger than you is what I tell people and what I mean by that is I'll be open and honest with y'all up front when I got started doing this. I believed in the product obviously. I hate insurance. I think health insurance is a scam and car and I don't even like insurance. So I had zero interest in ever getting into insurance period, but I loved this product. At my son had his when he was four had one of his close friends get diagnosed with cancer. I spent 23 months in the hospital and so I kind of thought of how it worked and how it affected him. But what really changed for me is upfront, I really and I don't think I've ever told you this Dylan, but when I got started, the reason I got this is I believe in the product, but I also understood how renewals work, understand the long term financial gain of this. So when I got started, it was literally to make a bunch of money and take care of my family. That was like my motivator up front, right? And I started building a team. I hit market director at month nine, regional director at month 15, but in those first that first year, the only reason I was climbing the career track was in my interview, I asked Rob how fast it took him to hit AO. He said four years. So my goal is to beat him. So it was literally very very kind of like selfish. That's why I was doing is I wanted to break all the records. I wanted to be the best salesperson, the best trainer, the best recruiter, because it was going to make me a bunch of money. But what happened, I was like 14 months in and I sold I sold to a woman south of San Antonio. She owns a broker, a little brokerage there. Like four months, three months after I signed her up, she ends up getting diagnosed with cancer. And so this is my first at the time, is my first cancer claim, right? So prior to this, you know, I'd had a couple of heart claims, some accident claims, a skin cancer claim, but no big claims, right? So anyways, she goes through about three months of treatment, double mastectomy, some chemo radiation. They're like, yeah, we think you beat cancer. So I figure we're done. She goes in for an eight week checkup and she comes back and they told her cancer metastasized throughout her entire body. And so, Remelda calls me and she goes, Mitch, she goes, um, cancer come back, there's, I'm going to MD Anderson, she goes, there's not a lot I can do at MD Anderson is what the doctor told me they said, but there's an experimental treatment up in NYU. And she said, I'm a perfect candidate for it. It's not approved by the FDA, but it's going to cost me 20 grand out of pocket for it. She goes, and I'm going to have to fly to New York twice a month every month for the next six months. And each time I'm up there, I'm going to be up there between six to 10 days, just depending on how I recover. So I'm telling about the transportation benefits, you know, and I'm helping her follow these claims. And um, what happens? I had heard from her in a couple months and that's because we'd filed so many claims together. She knew like basically what to do. And so she calls me, I'm sitting in my office one day, in the phone rings. And this, this phone call, Dylan kind of changed everything for me and made me, it changed the whole trajectory of my business. And so I remember answering and Ramella was on the other line, crying. And I thought she was calling to tell me she was passing away because she was sobbing on the other end of the phone. So I sat there, you know, it seemed like forever, but it's probably like 15 to 20 seconds. And I said, Ramella, are you doing okay? She goes, Mitch, I just wanted to call and say thank you for saving my life. And I kind of laughed. And I said, Ramella, I appreciate the phone call. Said I didn't do much, you know, I didn't jump in front of a bullet for you. I'm like, I literally sold you a cancer claim and and help you file some claim or soldier cancer policy. I'll be files on claims. So let me explain something to you, Mitch. She goes, I'm on brokerage. She goes, I have literally three agents who work for me. She goes, my office staff is my sister. She goes, I opened my brokerage less than a year before you came in and sold me that policy. She goes about 80 to 90 percent of my income is tied in me doing showings and closing still. She has since I've been dying also cancer almost a year ago. She goes, I've literally made it to my office three times. She goes, if it wasn't for your company, she goes, there's zero chance I cut of afforded that 20 grand out of pocket. There's zero chance I cut of afforded all my flights back in fourth in New York. And if I couldn't have that experimental treatment, my three girls will be without their mom because your company in the last 11 months has paid me over $100,000. And it allowed me to take care of my business, keep my business open, cover all my flights. She goes, you didn't save my life. When I got off the phone with her, Dylan, my mindset changed. It wasn't about me anymore. I was selling to take care of my family and train other people to help them take care of their family. But that phone call made me realize, I don't know who the next remelda is going to be. I don't know who the next X is going to be. And I'm one person. So I can only reach a certain amount of people by myself. But if I can teach other like minded individuals who have the belief in themselves, belief in the product, who go to work or coachable or discipline in what they do, then we can change the world. And that's why I started building a team. So it's just it's bigger than you. So when you're afraid to walk into a business, don't skip over it because it might be somebody that you could change your life. So, man, thank you so much for sharing that, Mitch. Yeah, it is easy when you're sitting in an opportunity like the one that we are to be like, man, I'm excited for what I can build for my family. And it's easy to forget how good what we do is for people and, you know, how we really can be there for people to provide some clarity and some hope in the darkest times of our life. And that's a, yeah, just such a convicting story. So, thank you for sharing. Thank you for the time today. You're such a legend. If we're doing this business the way that you have and being such a surgeon with everything that you do. So, thank you for your example. And again, thank you for taking the time today. Man, I appreciate the opportunity, Dylan. Yeah, thanks again. And I hope this benefits people. So, Cheers, brother. This has been an elevated podcast production. Thank you so much for tuning in. Be sure to check out our Instagram page at elevatedfinancial.com. Like, share, and let us know what you want to hear more of.