The Three-Force Collision That's Rewriting the Rules of Business in 2026

Welcome to DARREN Daley on Demand, your most trusted resource to help you become better every day. Here's your success mentor, DARREN Hardy. Hello and welcome. As you can see, I'm zooming in directly from my private office for this special one on one time today. No stage, no production crew, no audience of thousands. With this, just us, a small group of leaders who chose to answer the call when it mattered most. Because right now, in 2026, a rare convergence is creating the single greatest leverage window most business leaders will see their entire career. And most, unfortunately, we'll miss it. The ones who see it clearly and recalibrate fast, they will pull a two to three times performance boost minimum from their existing team and their same payroll. While their competitors stay stuck. Let me tell you why I call this alert. For the last three decades, I've had a front row seat. Most people don't even know exists. As the founding publisher of Success Magazine, an executive producer of Success TV, I had something no consultant, no coach, no professor has ever had. Access. Direct? Behind the scenes. Access. Every iconic founder that you can think of. Every self-made billionaire, every business leader who built something extraordinary from nothing, they all took my call. Why? Because we ran the only major media platform focused entirely on a positive profile of their success. And they all wanted that side of their press story in the zeitgeist. It was significant for their brand, for their boards, for their shareholders. So in exchange, they opened up their vault doors to me. Back to their TED Top version, not to the autobiography version, to their real strategic thinking and closely guarded playbooks. The actual tactics, systems, and decisions they'd never share on a stage. So I spent 35 years collecting those playbooks. Then I had tested every one of them across more than 11,000 businesses in every industry and market condition imaginable. I kept what worked and I threw out what didn't. But having that vantage point is why I called this alert. Because patterns become visible to me long before they're obvious to most. You learn to spot the exact moments when the rules that worked yesterday stop working. And the business leaders who seed those shifts first pull ahead decisively. And I've witnessed four of those defining moments in my career. The dot com shift, the 2008 financial reset, the 2020 pandemic, pit it. This one. And this one. Well, this one is different. The first three were single force events. One major change hit and business leaders had to adapt. What's unfolding here in 2026? This is fundamentally different. This is a three force collision. Three powerful shifts have converged at once. And the way to interact with each other makes it dangerous. That is what is creating an unprecedented window of opportunity as well. That is for the business leaders who move with clarity and discipline. And that is why I call this alert to help you do just that. Not because something is broken in your business, but because a rare limited time opening has appeared. One that rewards the ambitious business leaders who recalibrate fast. While most others continue operating under the old assumptions. I want to show you the biggest performance advantage you have had in business and might ever have again to get there. Now, here's what I need from you. 60 minutes, your full attention, shut down everything else. I need a pen in the paper in your hand, not a keyboard, write things down as we go. The business leaders who get the most out of the next hour aren't the ones who passively listen while they multitask doing other things. They're the ones who focus and take one of them about to show you and start mapping it onto their own business before we're even done. Here's what you're going to walk away with. First, I'm going to show you the convergence, the three forces colliding, the specific data, what actually happened and why it matters more than anything else happening in business right now. Second, I'm going to show you the three recalibrations. The smartest business leaders are making right now. I won't be giving you any academic theory or conjecture here. This is not about motivation or mindset either. You'll learn the specific leadership shifts that are turning the same team, the same payroll and the same overhead into a two to three X, maybe 10 X operation. And then third, I'm going to walk you through a diagnostic tool I call the 2026 operator score card. Together live right here, we will map out exactly where your business is inside this convergence. We will identify the single highest leverage move that you can make immediately. And let me tell you upfront, okay? Don't let any of what we're going to be talking about overwhelm you. If you decide that you want to further step by step guidance from me on how to apply the strategies that we're talking about and more, I won't leave you hanging, okay? Trying to figure this all out on your own. I'll show you exactly how I could help you further, whether you want my further help or not, that will be up to you. But either way, you will walk away from this with real strategies and access steps that you can start applying and realizing results this week. All right. So if you commit to the next 60 minutes, you will lead with a completely different picture of what's possible right inside your business, not someday, right now. And with the people, you already have. So let's get into it, okay? Force number one, the AI output multiplier. Let me start with the force that most business leaders think that they understand. But almost none that have actually acted upon. AI didn't just add a new tool to your business. It moved the ceiling on what's possible from each person in your team. Let me be specific about what I mean here, okay? 12 months ago, the output my team could produce in a given week. It had a ceiling. That ceiling was determined by the number of people I had, the hours that they worked and their individual skill level. That was the math equation. If I wanted more output, I either hired more people or I pushed the people I had harder. Those are my only two options. That's the math every business has been running for decades. Now, let me tell you what's changed. 12 months ago, we stopped adding people and started resetting their ceiling. We built what we call the MVP AI engine. MVP stands for most valuable partner. We equipped each of our team members with an MVP and most valuable partner. A proprietary system where every core strategy that we deploy has been encoded into AI workflows and installed into the hands of each person on our team. Not generic AI tools, a fully built strategy specific execution system trained on my 35 years of proven business frameworks and customized to every department, every role and every output standard in our operation. Well, today we have 15 people on our team. Every single person on my team produces at least a 10 times return on their payroll. Competitor companies in our space require teams of 150 to 200 people to produce our level of revenue. We have 15 generating tens of millions of dollars annually, positively impacting 1.6 billion lives globally. After team times the average revenue per headcount in our industry, nearly 20 times the fortune 500 average. Same team, same payroll, the ceiling moved and it didn't move a little, it moved 10 times. And now we're hiring, knowing with clarity and confidence that each one we hire will deliver 10 acts on their investment annualized outputting the production of three hires previously. So forget the stock market or gold or Bitcoin, this is the greatest investment ROI on the planet right now. Now before you think, okay, but Darren, you run a different type of company. You have a specialized team. That's not my situation. Stay with me here, okay? Because whether you have five people, 50 or 500, the math works the same way. The ceiling that moved moves for every team in every industry. A five person accounting firm in Ohio, a 40 person construction company in Denver, a 200 person distribution company in Atlanta. The multiplier is real, regardless of the size of your roster. What's different here is where the biggest gap sits inside your operation and that's exactly what we're going to identify together today. The bottom line is this, okay? The gap is there. The question then becomes, what do you do about it and how fast you take action on it? I'll just tell you, that gap between what your team is producing currently and what your team could be producing, that is the single largest source of unrealized value in your business right now. Now, let me address something here, okay? I know that you're tired of hearing about AI. I am as well. I know you are overwhelmed by it all. Another revolutionary tool is launched every single freaking day. So you feel behind, where do you start? at you. I feel the same way. I have a way to solve that for you. I'll show you exactly how it works when we get to the recalibrations. And you also have to note the same time, AI alone, that doesn't explain everything that's happening because there's a second force that changed the equation. Force number two is the frozen talent market. Now here's where this gets really complicated, okay? In a normal economy, if you realized your team was underperforming, you'd have options. You could recruit, you could upgrade talent. You could bring in new people who match the new demands of your growing organization. You can't do that right now. The Bureau of Labor Statistics data from this quarter tells a story that most business owners haven't fully absorbed. Hiring rates have dropped to their lowest level since 2014. Quit rates have dropped to their lowest level in the same period. Job openings are down 25% from their peak. The talent market froze. People aren't leaving their jobs and companies are hiring aggressively. The musical chairs game that defined the labor market a few years ago, the great resignation, then the bidding wars for talent after that, the great reshuffle, all that is over. The music stopped and everyone sat down. It is now being called the Great Freeze and it has two implications for your business. The first is the one most business leader see. They can't hire their way out of this. The talent you want isn't available at the price that you can afford. And the recruiting playbook that worked just three years ago doesn't work today. AI has made the hiring process itself way more complicated with candidates using AI to game applications and employers are using AI to screen them. The whole system is jammed. But here's the second implication. And this one most business leaders miss entirely. If your people can't easily leave and you can't easily replace them, then the team you have right now for the most part is the team you're going to have for the foreseeable future. Here that again, the team you have right now is the team you're going to have. Now that's not bad news. That's the most important strategic reality in your business because it means every dollar, every hour, every ounce of leadership energy that you invest in the team you already have compounds. It doesn't walk out the door. It doesn't get poached. It stays. While the frozen market is a trap for most business leaders, the ones who see it clearly and know what to do about it, this gives you a huge opportunity. Now, I'll come back to that here in a second. Let's cover the third force first. Force number three, the engagement crisis. This is the one that's costing you the most money right now. And it's the one you're least likely to have measured. Gallup's most recent state of the global workforce data shows that employee engagement here in the United States dropped to 31.6%. That number is worse globally, by the way. That is the lowest level in a decade. A level not seen since the worst months of the pandemic. Now, let me translate that into business terms. If you have a team of 10 people, roughly three of them are fully engaged, fully committed, producing at or near their capacity. The other seven, well, they're showing up. They're doing the bare minimum and are mentally and emotionally, mostly just checked out. Now, they're not bad people. They're not incompetent. They're disengaged. Now, scale about across your entire payroll. Warning, though, don't do this on a full stomach. If you're spending a half a million dollars on team compensation, that means that roughly three hundred and forty thousand of that is going to people who have mentally quit. They didn't tell you. They won't tell you, but your P&L already knows. And it's not a staffing problem and it's not a hiring problem. It's a leadership problem. And I'm going to show you exactly what I mean by that here in a few minutes. But first, let me show you why, why these three forces are hitting at the same time, radically changes the game. It creates what is called a new convergence era, one that significantly shifts economic power. Hey, look, any one of these forces alone would be significant. AI moving the output ceiling, significant, the talent market, freezing, significant engagement, hitting a decade low, significant. Each one separately would require a strategic response, but they didn't happen separately. They collided. And the collision creates a convergence that is genuinely unprecedented. For small and mid-sized business leaders, it is critical. Now, here's how they interact. Number one, AI move the ceiling on what's possible. But number two, your team's engagement dropped, which means they're producing less, not more, which is a double negative. And three, the talent market froze, which means you can't swap out the underperformers or bring a new talent calibrated to the new reality. So that leads you sitting on a team that could produce two to three times what it's actually producing, but the team is mostly disengaged. And you can't readily change the roster. That's the collision of three very powerful market forces defining this convergence. And for most business leaders, it feels like being stuck. Growth requires more force. Decisions take longer. And there's a quiet growing frustration underneath everything. But here's what I need you to see. And why I gather you here. The most ambitious growth-focused business leaders, this convergence is adjusted. If adjusted too quickly, creates an opening. A unique short window of opportunity. I've been calling this the operator's window because it doesn't stay open forever. It only were and it only rewards business leaders who act decisively during this period. And those who do will lock in a performance advantage that will compound for years. Same team, same payroll, two to three times the output. And by the time your competitors figure out what happened, you'll be so far ahead they'll spend the next three years trying to catch up. That is not a motivational statement. That's the math of this convergence. So the question then is, how? What do the business leaders who are already pulling two to three times from their teams? What are they actually doing differently? Is that the question you have now? Well, I spent the last 12 months studying this intensely. Looking at the data, talking to business leaders who have figured this out, applying it to my own team and then mapping the success patterns. It comes down to three recalibrations. Are you ready? Let me walk you through them. Okay. Here is where you're going to want to take good notes. So recalibrations number one, resetting your output ceiling. And this one maps to force one, the AI output multiplier. So here's the pattern that I keep seeing. Most business leaders added AI to their business the way they add any new tool. They gave people access. Maybe ran a training session, say, said, hey, use this where it makes sense. And then moved on. That's not a recalibration. That's a suggestion at best. The business leaders pulling two to three times more output from their teams did something fundamentally different. They reset the output ceiling, the standard of output for the entire operation. Let me show you what I mean. Okay. Every role in your business has an output standard and output expectation. Whether it is written down or not, you have an expectation for what a person in that role should produce in a given week. That standard was set before AI. It was calibrated to the human only output. The business leaders who recalibrated didn't just give their teams AI tools. They rewrote the output standards. They reset the expectations. They looked at every key function and asked, given the right modern tools, what should this role now produce? Not what it used to produce, not what is this person comfortable producing, not even what is this person have experience doing. No, what's the new standard given the new tools available? Here's a real example. Tom Brennan here runs a $14 million professional services firm in Charlotte. He told me last quarter, Darren, we had three people doing content and client communications. I kept telling them to use the AI tools. Nothing changed. Then we used your BMC AI engine to rewrite the scorecard and the output standard for those roles. Within 60 days, those same three people were producing what it used to take eight people to do. Did you hear that? Three became the output of eight. Tom didn't hire anybody new. He also didn't fire anyone. He just reset the ceiling and equipped his team with the systems to support it. But here's the catch. You can't just raise the standard and expect people to hit it. That's the mistake most business leaders are making. They announced higher expectations. without changing the infrastructure that supports the performance of those expectations. The output reset requires three things. Number one, new standards, as we've talked about. Number two, the new systems to support those new standards. And number three, new measurement to track against them. And I'll show you how to identify your highest leverage output reset in the assessment that we're going to do together here shortly. Okay, that's recalibration number one. New standards, systems, and measurement. As Warren Buffett put it, you want to business with systems so wonderful that an idiot can run them because sooner or later, one will. Now, here's where it gets personal. Recalibration number two. Close the leadership gap. And this maps to force three, the engagement crisis. And this is the one most business leaders don't want to hear. So buckle up. Your team's engagement didn't drop because they got lazy. It didn't drop because remote work ruined their discipline. It didn't drop because this generation doesn't have a work ethic. It dropped because what they need from you has changed. And you haven't changed. If you're still leading from the old playbook, in the last 18 months, AI has introduced a new layer of unspoken anxiety across every workforce. People are asking themselves often without saying it out loud. Whether their work still matters. Whether they can be replaced. And whether the company is built for the long term. The research is clear here. The number one driver of disengagement right now is a lack of clarity and straight talk from leadership. On exactly those questions. Let's look at this from both sides of the line here. Okay, first from your side of the line. Oh boy, right? Yes. This is one that I have felt with you. You're lying awake at 11 o'clock at night. You're running the math on a quarter. This should have been better. You know that something is off. You can feel it in every meeting. The energy is different. The speed is different. Your best person used to bring you problems with solutions attached. Now they bring you problems and wait. You've tried new tools. You've tried new incentives. You've restructured your seats. And it still feels like pushing a car uphill with a parking brake on. You can't see what's wrong that dang. You can you can sure feel it every single day. And then here's what it looks like on their side of the line. Your team is silently evaluating you on three things. Number one is the leadership real. Are you being transparent about where the company is headed? The real challenges that you face? And what you're doing about them? Or are you just getting polished optimism? Number two, does my work matter? In an AI augmented world, does my contribution actually move the needle in a way that a machine cannot replace? And then the third thing is, is this stable? Are the decisions being made here signaling long-term thinking? Or does it feel like we're reacting quarter to quarter? Every member of your team is running those three questions through their head right now. And the answers they're coming up with, that's what's driving their engagement level. Here's what leaders who closed this leadership gap did. Simple. They just started answering those three questions I just gave you explicitly. Not in all hands meeting, not in an HR policy memo, MMO, in their daily leadership behavior. They got honest about the challenges instead of hiding behind false optimism. They restructured roles so people could see the connection between their work and the company's results. They communicated stability through actions, not words. Here's a for instance, okay? When Lisa Whitehall joined me for a walk-and-talk last fall, she runs a $9 million logistics company in the Pacific Northwest, she told me something that stuck with me. She said, "Daron, for about a year, I dreaded Monday mornings. I built this company from nothing. I used to love walking in, but something shifted. The team felt heavy. Meetings felt like I was pulling teeth. I'd leave the office and just I'd sit in my car for 10 minutes just trying to figure out what went wrong. And I thought it was them. I spent two years trying to fix them, new training, new incentives, new tools, nothing moved. Then I started answering those three questions that you gave me every week and every one-on-one. Within 90 days, I had the same people producing at a level I didn't even think was possible. Voluntary turnover went to zero, not because they couldn't leave because they didn't want to. And I'll tell you the real ship, Darren. She said, "I don't dread Mondays anymore. I got my company back. I got my love for my company back." Now here's the uncomfortable but liberating truth. The playbook that got you to where you are today, it worked. It built a real business that you have, but you're here because you're capable driven and you have proven judgment. But you need to know that that playbook that you've been using expired about 12 to 18 months ago. Every day you continue running the old assumptions about leadership. You're not just leading capacity on a table. You're allowing the gap between what your team could produce and what they are producing to quietly widen. Because the talent market is frozen, your people aren't leading. And that might feel like stability, but disengaged people who stay, don't just underperform, they create a drag that lowers the ceiling for everyone around them. The business leaders who recognize this and close the leadership gap in the last few quarters, they are already watching the advantage compound. The ones still waiting, they're watching the gap grow. Now, the third recalibration. This is the one that ties it all together. Building during the freeze. And this maps to Force 2, the frozen talent market. And it's the most counterintuitive of the three. Because business leaders look at a frozen market and see a constraint. They can't hire. They can't upgrade. They feel stuck with what they have. So they wait. They tell themselves, "Well, when the market thaws, when talent starts moving again, that's when I'll make my move." That's backwards. The freeze is the move. Let me explain why. In a normal talent market, any investment that you make in your team is at risk. You develop someone, and then they get recruited away. You build a system, and the person who runs it leaves. You invest in your culture and a competitor offers 20% more and they're gone. Right now, that risk is near zero. The great freeze means your team is staying put, which means every investment that you make in developing them, in building systems around them, in raising their capability, compounds. It doesn't lock out the door. Think about what that means. It's like getting a guaranteed lock on your investment. Normally, when you build your people, there's always a risk that you're building them for somebody else. Right now, that risk is gone. The freeze sealed the door, and everything that you build stays. So the business leaders who understood this, they shifted their entire resource allocation. They stopped spending on recruiting. They stopped spending on retention bonuses. And they redirected that money and all that energy into building team infrastructure. Performance systems, onboarding upgrades, roll clarity, capability development. And here's what happened. David Orinstein here runs a $22 million construction management firm outside of Denver. I was on a call with him in January. He told me, "We had $180,000 budgeted for recruiting in Q1. I froze the recruiting budget and redirected every dollar into team development, new systems, new training architecture, new role redesigns." By the end of Q1, the team we already had was outperforming the team I thought I needed to go out and hire. We didn't add a single person and revenue was up 31%. Now, let me make this real for you because this isn't theory. Okay, this inside my own company. I'll give you an example. Okay, we face the exact same situation that you might be in right now. Solid people, a committed team, but I knew we weren't getting anywhere near the full potential. So we implemented our AI engine, which allowed us to build internal dashboards and scorecards, not to just track performance, but to identify untapped capacity across every role. So this wasn't guesswork. The AI engine helped us analyze what each role should be producing today by the new output standards. Where the gaps actually were in their role capacity, and where the hidden potential already existed inside the team we already had, and what we found changed everything. We didn't have a people problem. We had a visibility and a placement problem. For example, one of our team members, Leslie, was originally hired as a social media coordinator. That's what her role was. That's what her output was measured on. But when we ran her role through our AI engine and mapped her capabilities against the team, what was actually possible. It became obvious that we were under utilizing her by a factor of three, maybe more. So instead of hiring a new campaign manager, we restructured internally. But here's the key, and I want you to hear this, okay? This only worked because we had the system to support it. The AI engine helped us redefine her output standards, build the workflows to support that new role and give her the AI tools to execute at that level immediately, regardless of her background or experience. So this wasn't a promotion based on hope or seniority. It was a recalibration backed by a system to power her to perform at a whole new level. And within a short period of time, she went from posting content to building multi-million dollar marketing funnels and campaigns. Driving funnel performance and optimizations, leading ad executions across multiple initiatives, the same person, completely different level of output. And she's not the exception. We've done this across multiple roles throughout the organization using the same system. And that is when it clicks. This isn't about working harder. It's not about finding better people. It's about having the right system to see structure and scale the potential you already have. That is what I want for you. The math is simple, okay? If the freeze lasts another six to 12 months and the data suggests that it will at least, then the business leaders who build right now will emerge from the freeze with a team that has been developed, systemized, and performance optimized. And their competitors will emerge from the freeze and start scrambling to higher. That is a 12 month minimum, compounded head start. This is the window and it's closing. So now you can see the convergence. You can see the three recalibrations. The question is, where does your business actually sit inside of all of this? That's what the scorecard is for. So I'm gonna walk you through the 2026 operator scorecard right now. This is the diagnostic that I mentioned at the top. It maps your business against the three forces and shows you specifically where your biggest gap is and where the highest leverage move sits. And I'll send you a full PDF of this when we're done. Okay, that way you can review each one of these lines one by one. But for now, I'll read the assessment question and you just write your score down on any piece of paper that you have as we go through it. Okay, the key here is you need to be honest with yourself for the next few minutes. No rounding up, no partial credit for good intentions. Here's how it works. Okay, three sections, five statements each. You rate yourself one to 10 on every single one. One means not at all true, 10 means completely true, fully implemented, fully operating. Got it? One to 10, be honest with yourself. And really write down your answer. You're not here to be entertained or intellectually amused. You're here to find out where your greatest performance hinges are that swing the biggest doors of growth and increased profits for you. So this is the work. Okay, let's go. Section number one, your output ceiling. Okay, this maps to force number one, the AI output multiplier. The force that move the ceiling of what your team can produce. So here's your first assessment statement. You have formally reset the output standards for your key roles based on what's now possible with AI. Not informally, not what we've talked about it. You've actually rewritten what you expect each role to produce given the new tools that exist today. On a scale of one to 10, where are you? And write that number down. Okay, next one, your team uses AI tools as part of their daily core work. Not experimentally, not as a search engine, not a couple of people play with chat GPT. I'm talking systematically as part of how they do their job all day every single day. One to 10, rate yourself. Honestly, write it down. Okay, number three, you have identified the three highest value outputs in your business and you've measured the gap between what your team is currently producing and what's actually achievable with the AI augmented workflows. Have you done that on it? Do you know where the gap is? One to 10, write it down. Number four, your managers set new project timeline expectations based on what's achievable but today's tools not free AI standards. So are your managers holding people to the new ceiling or are they still running the old playbook, old expectations? One to 10. And then question five, statement five. In the last 90 days, you have evaluated which functions in your business could produce three to 10 times more with proper AI integration. Not we should look at that someday. I'm talking in the last 90 days, have you done it? And then add those five scores up. Write your total for section one out of 50. And take a look at that number. If you're below 25, your team is operating at a fraction of its capacity and you haven't even mapped the gap yet. Now that's not a criticism. That is the size of the opportunity sitting right in front of you. Okay, let's go to section number two, okay? Your leadership gap. This maps to force three, the engagement crisis and the three questions your team is silently asking you right now whether you realize it or not. Here's the first statement. You communicate honestly and specifically with your team about the company's direction, the challenges you're facing and what the future looks like. One means vague optimism and corporate speak. Ten means radically transparent. So where are you? Number two, every number of your team can clearly explain how their specific work moves the company's results. Not the mission statement, their work, their contribution. If you ask each team member how exactly does what you're doing today make the company money? How clear and specific would their answer be? Raise yourself on a scale of one to 10 and be honest with yourself here. Number three, you have direct and personally addressed your team's concerns about AI, about job security and about the company long term stability. Not in an all hands, not in a memo. I'm talking directly and personally. Have you had that conversation? Do you do it one to one? All right, raise yourself on a scale of one to 10. Number four, you have had a real substantive conversation with each of your direct reports about their growth and their future with the company in the last 30 days. One means you can't remember the last time you did it. Ten means this month. Where do you think you are? One to 10. And then number five, and this one is the gut check. Your best performers would stay because of how you lead, not because the market is frozen and they don't have other options. If the market thought tomorrow and your best person got a call, to be paid more money, would they stay because of you? That's the question. One to 10. And then add those up. Add a 50. Write it down. That's section two. And I'll tell you right now, for most business leaders, this is the section where the numbers hurt. And that's the point, because this is the section where one shift in how you show up as a leader changes everything downstream. OK, section three, your freeze utilization. This maps to force to the frozen talent market. And it answers the question, are you building through the freeze or are you waiting it out? Here's the first one. You ready? You have redirected budget or leadership energy from recruiting and hiring towards developing the team you already have. Have you made that shift? Or are you still allocating resources as if the talent market is normal? Raise yourself on a scale of one to 10. Write it down. Here's number two. You have a specific capability development plan for your current team for the next 90 days. Not a general intention. I'm talking a specific plan written down with milestones. One to 10. Where are you? Write it down. Number three, you are actively building performance systems onboarding improvements and role clarity infrastructure right now. Not planning to, not meeting to actively building today. Raise yourself. Scale one to 10. And number four, you have identified which of your current team members could grow into expanded roles with the right development and support. This is a big one. Do you know who your high potential people are? Do they know that you know from you? OK? And then number five, you are treating the frozen market as a window you're building through, not a constraint that you're waiting out. One means that you're sitting on your hands waiting for the market to fall. 10 means you're building and developing your team aggressively. One to 10. Write it down. Add them up out of 50. And that is section three. OK. Now, add all-- section totals together and that is your number out of 150. Write it down, circle it, take a second, look at it. If you scored between 15 and 60, the gap is wide and it is growing. Alarm bells should go off. And you also found a huge opportunity for growth. If you scored 61 to 100, you see it. You've started moving, but the full recalibration hasn't happened yet. You're capturing a fraction of what the upside that is available to you and is possible. The business leaders ahead of you aren't smarter. They just moved faster, but the window is still open. Now, if you scored about above the 100, you've already started to move as one of the early movers. The question now is whether you have built the complete infrastructure to sustain and compound that advantage or whether you've made the first moves but don't have the system to lock them in permanently. Now, whatever your number is, whatever you scored, here's what's true now that wasn't when you first arrived here today. You can see the convergence now. You understand the three forces that are at play. You know the three recalibrations to make. And you have a scorecard now that tells you exactly where your biggest gap is. Again, you'll get the printable scorecard at the end. That puts you ahead of almost every business leader in your competitive market space. Now, look, some of you will take what I showed you today and go executed on your own and you should. Everything I gave you in the last 60 minutes or so is real. It works. But if you want experienced guidance on how to close every gap that you just measured, I can save you tons of time, lots of money and a whole lot of heartache and wallet ache by shortcutting your learning curve and accelerating your momentum. For three decades now, CEOs and business leaders have paid me six figures a year for a 30 minute monthly mentoring session and $125,000 for a half day session with their teams. You already know why you heard where this body of work came from 35 years, 11,000 business cases, the only collection like it in the world. What I'm about to show you now is how I can deliver significantly more to you and it won't cost you six figures. Our business masterclass is a full and complete download, a distillation of everything that took three decades of unrestricted access to accumulate compressed into three intensive days and organized into a concise curriculum with learning framework works and robust tools to take back to your business with a year long support system as you drive results. The magic mix is this. It doesn't matter how powerful the tools are without the right strategies they won't work. And without the right tools, even good strategies can fall short. This is how you get both the best strategies in the world, drawn from the best in the world over 35 years of experience and the best tools available today, the modern tools made simple and easy to use by operators of any level with zero technical experience required. These are the type of results that you can expect when you get access. When Kevin Driscoll signed up for BMC last year, he almost didn't come. He runs a plumbing and HVAC company outside of Phoenix about six million dollars in revenue. He told me later, I thought, what's a business masterclass going to teach me about plumbing? But he said, from day one, I took the positioning strategy applied it to our Google presence and our estimate process. And in the first 45 days, our clothes were a win from 38% to 61%. That one idea was worth $400,000 in annualized revenue. I paid for three years of BMC before my second installment was due. That's just one idea. One business leader applied in 45 days. Rachel Tompkins owns a group of medspa's in the southeast. She came to BMC two years ago. She was doing about 3.2 million across three locations. She applied the team recalibration framework from day three, restructured how her managers communicated with the staff, installed the engagement protocol, and 18 months later, same three locations, same headcount, revenue crossed seven million. She told me, I spent two years trying to fix my team. BMC showed me that I needed to fix the way I led my team. That shift was worth more than every other training I've ever attended in my career combined. And then there's Pete Alderman. Pete sells commercial insurance. He's been doing it for about 20 years. He came to BMC skeptical. He said, Darren, I'm not a startup. I'm not trying to disrupt anything. I just want to know if there was some gear that I was missing. So he applied one framework from day two. It changed his daily operating rhythm and generated an additional 1.2 million in commissions in under a year. He called me and said, it wasn't even a new strategy. It was the strategy I'd been leading on the table for a decade. You just gave me a better, faster way to apply it. That's what BMC does. It doesn't give you more to do. It shows you what you have been sitting on. So here's what happens when you go through BMC. You walk in to three days with me and a room full of serious operators who think like you. And then you walk out of that virtual room operating differently, not inspired, not motivated. I'm talking operating differently with confidence and certainty now. Your output standards are reset. Your team knows exactly what's expected and has the AI systems to meet those expectations. Your leadership gaps are closed and your whole culture is reintegrated and reengaged. That's day one through day three. Here's what changes the game after you leave that virtual room. When you go back to your business on Monday morning, you're not flipping through notes trying to remember what I said. You open up your proprietary MDP AI execution engine that I will give you access to the same engine that my team of 15 uses to outperform companies 10 times our size. You pointed at the gap you scored today and it starts building with you that week. So it's important, you know, how easy and powerful this is. This is not another AI system that you have to learn. It is an execution layer that sits on top of the most powerful AI platforms that exists and evolves with them. It holds the proprietary strategy formulas for more than 500 marketing sales, recruiting, onboarding, training, leadership and performance, driving executions. All you have to do is to tell it what you want and the best, most proven strategy formula refined over 35 years drives the AI superintelligence to deliver it for you. It's incredible. You need to reset the output standards for a specific role. The engine builds the scorecard. You need to restructure how your team communicates results. The engine builds the protocol. Need AI workflows installed in a department that's still doing everything manually. The engine builds them customized to your operation. This isn't a reference library. This is a building partner. That is why there is a 95% failure rate in enterprise AI implementations because people don't know how to direct the AI's to deliver the right strategies. This solves that for you. I've already encoded the strategy layer for you. This is how you can immediately ten x the expert output of anyone on your team. Any existing team member regardless of their background and experience. This is how we turned a $60,000 social media coordinator into a multi-million dollar marketing campaign funnel builder. I equipped her with my complete body of strategic intelligence driven by the superpower of AI. When you or a member of your team hits a wall, when it's 9 p.m. on a Wednesday and you need a decision on something, I also equip you with our proprietary hardy bot. It has been trained on my complete body of work. Every book, every framework, every case study from 35 years and 11,000 business cases. You ask at a question about your specific situation and you get back the answer that I give you in seconds, not days, not when my schedule opens up. The operators using this right now tell me it's like having a seven figure strategist on call who never sleeps. And the peer group, okay, this is the one that I am most proud of. When you enroll, you're in the hardy club for a full year. That means the business leader, three virtual seats over from you and BMC, the one who already cracked the leadership gap in her logistics company, she's in your network now. The construction firm owner who redirected his recruiting budget and grew 31% with the same head count, he's one phone call away. You'll never lack for the right contact, the right introduction or someone who's already solved the problem that you're facing. That's what you're walking into. Not a course, an operating system, a building engine, a strategic advisor and a peer group of high level operators who are actually doing this. The total value of all the parts required to complete that system exceeds $44,000. But your investment is only $9,090. You scored yourself 20 minutes ago. You already know what disengagement alone is costing your payroll. You have a $2 million payroll, 1.7 million is going to people producing at a fraction of their capacity. 700,000-per-hour payroll, that's 510,000 underutilized. Even a $200,000 payroll, 136,000 of output is sitting on the table. 9,995 against that number isn't a decision, it's a rounding error on the problem you're already paying for. We also structured financing at zero cost to you, so cash flow isn't what stops the right leader from getting in the room. Only $769 now and $769 monthly for 12 installments. Now, here's what that means in practice. You get inside BMC for $769.00, you implement 1, 2 or 3 recalibrations. You start seeing the gains of profit in your first 30 to 60 days and the balance pays for itself from the returns. Now, if $769 is a stretch for your business, this probably isn't the right fit for you. If it's not a stretch, there's no reason to wait. And BMC alumnus that are with me here today, yes, my team will send you your alumni link to get your seat with all your alumni extra benefits included. But hang on with me here for a minute as I tell you about something new that has been added to this upcoming BMC. Now, for the leaders who want to be running their new systems within the first four weeks after BMC, there is a VIP option. And here's what it means in plain terms. Four weeks after BMC, you and I and a small group of VIP operators are building together live week over week. We take the highest leverage growth lever from your scorecard and we install it together in your business. So by the end of those four weeks, your authority positioning is deployed and attracting the right buyers. Your revenue system is processing leads without your personal heroics. Your team performance system is tracking output against the new ceiling. Your AI workflows are running, producing and generating returns. It's not you'll have access to resources. That's your systems are live operating and producing profits. Four weeks of direct implementation sessions with me and other operators producing at this level. That is a significant commitment on my end. My team is already concerned about my schedule. And after looking at what this entails, I can't promise that we will ever offer this again after May. If you've ever wanted this level of direct access. This is likely the one and only time this business mastery accelerator will exist. Now VIP also means that you get private Q&A with me during BMC itself. VIP exclusive breakout sessions with the others who chose the VIP option. You get 14 days of recording access instead of just 96 hours. And you get the premium red leather BMC handbook. Now the VIP upgrade is $3,000 or an additional $230 down and $230 monthly for 12 installments. And now full disclosure here. Invitations are continuing to go out to thousands of serious business leaders even as we speak. Seats are strictly limited for this intimate virtual experience and more than half of all the seats available are already reserved. Now, I'm going to make this decision super simple for you. I personally guarantee you a three times ROI on your investment or it's free. Attend just day one. And if by 5 p.m. Pacific, you do not see at least a three times return on your total investment of what I give you, return the materials and get a full refund. That's how confident I am. I've offered this guarantee for over 40 BMC events. You know why I can? Because in 35 years, I've never once seen these systems fail an operator who actually applied them. 11,000 plus CEOs and business leaders have gone before you through our business masterclass. And we maintain a 9.8 out of 10 rating. That should tell you everything. To enroll and join us for the next business masterclass, May 4 through the 6, go to heartybmc.com/darendally. Okay, so let me land all this. You came in here 60 minutes ago with a feeling that something is off. The team's not firing on all cylinders. Growth requires more force than it should. Now you have a number on it. You measured the gap yourself and you know the three recalibrations that close it. Here's what I want you to picture. 90 days for now. You walk into Monday morning and your team is already moving at light speed. Not because you push them because the system is pulling them. Output standards are reset. Your people know exactly how their work drives results. The AI infrastructure isn't a side project anymore. It's how your operation runs and you're not dragging anyone. And you're not staying up late, run the math on a quarter that should have been better. You have clarity. Your team has direction and the convergence that's compressing everyone else is compounding in your favor. Now that's not a fantasy. That's what happens when growth becomes a system instead of a personality trait. BMC is where you install that system. Three days with me. The complete operating architecture. Calibrated to where you scored today. So. So is open your scorecard is in front of you. Enroll now and I'll see you at BMC. To attend the next business masterclass mentioned by Darren in this special episode go to hardybmc.com/daringdaily. The event is made for through the six. I can't wait to see you there.