Unlocking Literary and Entrepreneurial Secrets

Dean: Mr. Sullivan.

Dan: Mr. Jackson.

Dean: There he is.

Dan: Well, yeah, I had a great week. Yeah, I'm very busy. We started a new book. The previous one went to the printer on Tuesday and we started the next book on Thursday. So this is the fastest. Is the fastest that we've gotten to a new one, you know, so the

Dean: previous one right into the next.

Dan: Yeah, yeah, yeah.

Dean: Don't know Stephen King, the author. That's his habit of. He writes for. You know, he writes every day a certain amount of time and as soon as he finishes one of the end on one, if it's halfway through a session, he gets a new sheet of paper and starts the next one. He doesn't like sit on his laurels. He just gets right into the next one. It's very interesting.

Dan: Yeah. I'm wondering because I don't really know much about him. Is he right? Strictly alone and then.

Dean: Yes, you know. Yeah, like so it's a very interesting thing that he's like rugged individual. Whereas, you know, James Patterson is definitely a who not how collaborator, you know, and prolific at it. He's got a really interesting process in that. He does extensive outlines for his books and then he collaborates with someone to fill it in to. To do the actual. Right. And then he gets with them and gives notes and so the book is 100. He's the author, I guess you could say. And then. But gives the. Gives the co author the latitude to take it, you know, exercise their creativity or whatever and how it goes. But he's got the basic. You know, he's created the outline and the story arc. Pretty extensive outlining process. He has. I took a. I don't know whether you've ever seen. There's a. A website called Masterclass and they have like the best in fields doing a master class on their thing. And so James Patterson was one of the first. He did a thing on writing and yeah, it's very. It's very well done.

Dan: Do you think they actually reveal what they actually do?

Dean: Yeah, I think so. I mean it's from seeing the things. Yeah. He actually shows actual outlines and you know, imagine there's nothing, you know, sharing. The process is very empowering for other authors. Just like I think you don't keep it a secret how you create your books, you know, I mean, and encourage everybody. Everybody's been in your world for 10 years almost since you started the first one and has observed you, observed you doing it. I've got one right in my backpack

Dan: right here right now.

Dean: I got the Everything is created backward book Right here. And I just think this format, it's so, you know, it's. You're so consistent in the output of it. It's amazing.

Dan: Yeah. I just wonder, you know, there was a story, martial arts master in Asia, China, and he was known throughout the land as the greatest martial arts master. And. And then he had a student who was just prodigious. He was a prodigy, and so he taught him. And then the student went off and made a name for himself, and then came back one day and he says, as far as I can see, there's just you and me. He said to the master, and he said, so why don't we settle it right now to see who's actually the master? Okay? And so they did it, and the student had his master at a great disadvantage. And then the master pulled out a trick he had never seen before and defeated the student. Student said, I thought you taught me everything. He says, except for one thing. Great.

Dean: I love that.

Dan: Except for one thing.

Dean: I love it.

Dan: And I'm not saying that I have one thing, but I'm saying that there's something that happens in a creative process that involves a lot of other people. And I have. So I have. Shannon. Well, I do my outlines to be my version of James Patterson are fast filters. And so I do the fast filter, which is basically the structure of each section of the book. The introduction, there's eight chapters and there's conclusion, so 10 sections. And each of them has a fast filter with a best and worst. And I do everything in the second person personal. So I'm always talking to you, you know, whoever the reader is. I'm always talking to the reader. And what that allows me to do is to bypass research being a too quick start. I'm not heavy on the research side. Right. And what you're depending upon is the research that the reader has already done in his or her life, that this makes sense.

Dean: And that's, you know, I'm second. That's. That's a. That's a real secret, you know, that, like, it's really. It read. It's the best to read as well, because it feels like a conversation. Feels like you're just talking to me and explaining something that is. That you wouldn't. As if you were just writing a letter to me about it.

Dan: Well, you do that when you're talking. I mean, you know, I mean, I think you. You use the second person. Yeah.

Dean: Everything I do is the same. I do the same. Every email that I write, all of that is that because that's the. I think that's the most engaging. Right. Like people. It's easy to get engaged with that when it feels like it's just you and me.

Dan: And so I'm just trying to think here of the. Because I'm only talking to a certain kind of person, you know, I'm not writing for the world. I'm only talking to an one. Someone who's an entrepreneur with experience and with success. And so I'm simply reflecting in my talk what I already know about this person's life. Mm.

Dean: I think that goes a long way, that one of the great, like, you know, models of that is thinking about one person as if you're writing a letter to one person or even the small workshop filled with whoever you're, you know, whoever filled with the right people and only speaking to those. Something to that, you know, where you're not. You don't try. And I think people often in marketing, writing especially, they are trying to accommodate or change so that just in case these people aren't this or that they don't know about this. And I'm like, you know what? You gotta like, avoid. Let go of the bottom 20% and write as if you're only writing to the top 20%. You're writing to the people who want to do what it is that you're doing. Not, you know, leaning on your back foot kind of thing. You're leaning into helping the people, the tippy top group that really want what you have and don't hold back on that, you know.

Dan: Yeah, yeah, it's really interesting I made it. I think I mentioned this on a previous podcast, but I made a decision as I was approaching, you know, my current age, said, you know, I've done well. That's something everybody can do, you know. Yeah, exactly. Approaching your current age. Anyway, I just made a decision. I wasn't going to do any speeches anymore to big rooms, you know, and the only public presentations I would do would be to entrepreneurial audiences and. But I would only do it in the form of a thinking tool. I wouldn't try to tell them how the world is or where I see the world going. I simply say I have a thinking tool for you and what it relates to is, you know, something that happens to entrepreneurs. And I'm going to ask you a bunch of questions about it and then I'm going to have you think through your answers and everything like that, and then I'll have you talk to each other and then we'll come back and we'll just Share insights and, and that relieved me. I used to, I didn't like public speaking and the reason was that I knew I was only talking to about, you know, a small percentage of the room and I didn't know who they were.

Dean: You don't know which ones, right?

Dan: Yeah, I didn't know who in the audience.

Dean: Yeah. And then you try and make it appeal. It's just even subconsciously you're trying to make it appealing to everybody.

Dan: Yeah, yeah, yeah. Just uses a lot of energy.

Dean: And this is, you know what, this way. Doing these, I would argue, you know, doing these 90 day books, quarterly books that you're doing is way more impactful than doing speeches to big crowds. This is really the big thing and

Dan: I've sort of refined it a bit. My decision about not giving talks to large groups. When I'm in the office, either the Toronto office or the Chicago office, the coach will frequently say, can you come in and talk to the group? And I'm always a bit puzzled. I don't know what to talk to them about. What I've done recently is that I have a big table in the cafes, Toronto or Chicago, and I say I'm going to have lunch and anybody who wants to come in and talk to me, you can come in and have lunch with me. So usually about eight, eight people. And that works out really great because the only people who show up are the people who actually want to talk to me.

Dean: Yeah, exactly. That's great. I like that. Yeah, that's my favorite. My preferred style too is just that is the here I am, ask me anything, you know, that's the way I can show up the best for things, you know, that's. Yeah, that's always.

Dan: Yeah. Have you been that way all the time or. I like that. Or is it developed or is it developed?

Dean: I think it's always been my preference. I have the capability to do like, you know, to do a prepared presentation. It's not my preference, but I just like the, I like being able to customize, you know, the message to whatever somebody wants to hear, you know, so a lot of time I don't do really, I don't do prepared like keynote talks anymore. I much prefer like fireside chats kind of thing where we'll do an interview and I can take it where whatever. I'd rather much rather do Q A because it can be directed in whatever they're specifically interested in and I've. I can think quickly and you know, articulate an answer so they're not going to stump me. I know that much, you know, so I prefer that. And I think it feels some to people there's a more, there's a different energy to. It's an improv theater element to it. Right where it's flying without a net. And you know, you, there's always that danger that somebody is going to stump you or ruffle you or whatever, but they're not. So that, that confidence to be able to do it. And I've done enough thinking about my core ideas that I can adapt them with, you know, simplifying stories or examples that. That work.

Dan: Of course, I think one of the things that's true about both of us, we bout we've been out there long enough that people who really want to get in touch with us know how to do it.

Dean: All right. Exactly. Yeah. Yeah, I was just thinking about that. That's. I was thinking that on the, on the way over, I'm in, I'm in Orlando right now. I'm in the Tesla mobile podcast recording studio parked under a nice shady tree today. And when I was on the drive over, I was thinking about that different, doing some assessment things on the different types of like if you're doing a wealth matrix or whatever in terms of one of the things we do with our listing agent lifestyle things is this balance between daily joy, abundant time and financial peace. And I was thinking about the different kinds of advantages that people can have. Like I think I have, I have complete like time freedom basically. I'm very little like demands on my time in a recurring way. So I have self direction on what you know, you would call freedom of time.

Dan: You know, I would call that freedom of time. Exactly. I think the term that you're looking for, Dean is free to move time.

Dean: That's so funny. But the other thing is along with that time, I was joking with somebody the other day, you know, I had. I'm in the middle of a project for myself here. But I was saying to them that just jokingly, you know, I got access to Dean Jackson for free. And I look at that as one of my greatest assets. Access to me for free.

Dan: Yeah, anytime.

Dean: Anytime. That's exactly right.

Dan: If he's in, if he's in a good, if he's in a good mood.

Dean: If I can only wrangle him, you

Dan: know, wrestle him down if I get it, if I can get his attention, if I can get his attention, I

Dean: can only get him to apply himself. That would be the thing. Yeah, we'd be on to something. But I think that the other thing is you know, you know, as far as vcr, you know, assets go, this. I've got so much, so many vision capabilities, you know, like, I know a lot of things that can be applied to a lot of things. And it's really the, you know, the job, the struggle, let's say, is to direct that to one thing. You know, it's like the, it's you. I remember we talked about Offer Briar one time.

Dan: No, I was just, I was just as you said that I was just thinking of him, you know, exactly. At that moment that you said his name, I was thinking about him.

Dean: Isn't that funny that you, you, you know, I remember you telling the story of being with him and I, I've had the story, same conversations with him that his model, his technology, he's just for people listening. He's a brilliant guy. He's able to simplify learning and teaching models. So he can really teach somebody how to learn anything and become a master at it in a very compressed amount of time. And his assertion is that he could do this for anything. It can be any skill that somebody wants to learn. And I think you were one of my favorite stories. You were at a dinner with them. I think you're in Israel. Israel, right. And said, well, I'll let you tell the. The way you described it.

Dan: No, I just, it was a, you know, a very short comment. And I said, I said, you know, offer. I think you really want to be known for this, for being able to teach anybody any. But the problem is you can't focus on one thing. And you only become really well known if you can do one thing, really great. And you know, and he just laughed and he smiled and, you know, he nodded and agreed. That was true. And you know, and that's where I think it's very important to have guidance from outside of, you know, what's the best thing for you to apply your talents to your 1 talent, your greatest talent. What's the best thing to do for that? And, you know, and what would you think with vcr? What would be the.

Dean: Well, that's where I go, you know, is that this is, you know, even the marketing, you know, is certainly the one. It's one thing. But there's so many applications of that, you know, that's where I struggle.

Dan: What would be, I guess I'm asking the question again, what would be the best. I mean, the, you know, I mean, even in the strategic coach, I'm for entrepreneurs, you know, strategic coaches for entrepreneurs.

Dean: Yeah.

Dan: Talented, successful, ambitious entrepreneurs. And I Say yeah, but not all of them. Not all of them. You can check off those three boxes, but not. And I'm for the ones who are really driven to collaborate with other entrepreneurs to create a new thing that hasn't existed before. So, you know, and I think this gets more refined once you find of who you spend your time with 10 years ago that you wouldn't spend time with them today.

Dean: Yeah, no, I think you're absolutely right. I think there's. Yeah, there is that. I was, it's so I was just as a sidebar was listening to a podcast, the. How I built this podcast with Guy Raz. And the, the thing that one of the most recent guests was this young, young lady, she's 26 or 7 now. When she was 21, she started a, a company to make low sugar gummy bears and evolved that product line to other, you know, low sugar gelatinous, you know, treats. And the company is called smart sweets. And four years after building it, she sold 80% of it for 400 or $360 million, you know, you know, as a 25 year old or 26 year old in a four year period. And it's just, I mean, it's amazing, right, that that one thing focus of, you know, doing that. It is the, it's unfortunately or feels like it's the way, you know, is one thing if your goal is building wealth. It feels like, I guess.

Dan: Well, was that her purpose? I mean, was that her intention to do that or was that a stroke of.

Dean: I think she wanted to, you know, she wanted to create. She saw a gap in the market for low sugar candy.

Dan: Right.

Dean: That people like candy, but they're, you know, it's so high in sugar and corn syrup and all the bad things.

Dan: Right.

Dean: So she was looking for healthy alternatives and there were really none. And so she figured, boy, if I could get, if I could figure this out, there'd be a, I think a big market for it. And she was right. I mean she was definitely right and yeah. But went through, you know, that whole process and you know, immediately kind of hit a, hit her stride with it. But you look at, you know, the simplest businesses, you know, like that imagine at some point beyond the idea and the execution of launching it, that it's a different, it's a different game than the, it's a different game than the idea and the, the blueprints kind of thing, you know, and there's something that's, I'm sort of resistant to or find it hard to, you know, focus on Just taking one thing all the way kind of thing. You know, that's been like. I look at, you know, you look at. I, I see it among my. Some of my most successful clients, you know, that they're focused on one thing. We crack the code on the marketing and create a multiplier for it that drives for the next three or four years and then they sell. You know, it's a big.

Dan: Yeah.

Dean: But single minded focus for that period of time.

Dan: It's an interesting thing because that's a particular payoff for doing one thing. In other words, you know, 300 million or whatever at 26. But you can also have a method that you constantly want to be growing and you know, the success is sort of a byproduct of the method. I would say that I have sort of a one thing, but it isn't a payoff or an event. It's actually, it's a process, you know and, but it's. I think part of it is just always be creating new things and then to give evidence that they're actually new things have it in the form that other people can use them. Like thinking, you know, or workshops, you know, or quarterly books and, and everything else. But, but I, I like.

Dean: Yeah, that's true.

Dan: Yeah.

Dean: Like I look at that. That you're. In a lot of ways. You know, I look at this as your jiro dreams of sushi kind of, you know, experience of pursuing mastery of collaborative thinking tools for ambitious entrepreneurs at the highest level. You know, it's. With a trillion dollar free zone. You know, economy as the.

Dan: Yeah.

Dean: You know, at 100 years old. That's a very, you know, that's a very ambitious North Star.

Dan: Right.

Dean: That that's the direction that everything is heading and it gives you enough. There's enough variety in the constant creation of new things. And I think there's something elegant about this quarterly book Cadence supported by quarterly workshops and that. That modest new tools and a organizational support for in the wake of what you're creating that you're always on the lead. You're always on the lead ship in the armada car charging the horse and heading to the 15 trillion dollar future. Right. And bringing on the free zone people on the lead ship and everything behind an armada of other coaches and the signature program, the 10 times program all kind of headed in that same direction.

Dan: Yeah. I would say that it really stems from an experience I had. I think it was about 10 years old and I've mentioned this, that I was out walking in the fields of the farm that I Grew up on. It was in February, you know, very clear, bright day, cold, but very bright and sunny. And I think it was still 54. The airliners were still mostly propeller, and I think this was a DC6. Struck me that it had four engines, and it was either flying from Cleveland to Chicago or flying from. From New York to. We were in the flight path of those type of, you know, type of destinations. And I was watching, and all of a sudden I just got this feeling. It was a question that came to me and saying, I wonder how far I can go. And that's kind of framed it for the last 70 years. I wonder how far I can go. I've done this. Now I wonder. And whenever I hit one level of, you know, measurable achievement, measurable success, then the question always comes in, now I wonder how far I can go. So I think that's my one thing. I think my. That's my one thing is just that it's a que. It's not an answer. It's actually a question. Now I wonder how far I can go. And that requires, you know, being in good health, being, you know, having energy. And that requires having. As you say, I've got a lot of organization that gets formed out of the creativity, actually, because it becomes doable by other people, like having coaches do the workshops. And I mean, you know, I meet clients now who have been in coach for 25 years, and it's the first time I've ever met them, but they've been working with the other coaches for 25 years. And that's kind of proof that you're doing something useful. You know, it sort of indicates to me that, you know, this stuff is real. This stuff, you know, somebody who would maybe be attracted to coach because of a book they read or, you know, I saw a podcast or something, but they do it through another coach. They're never actually in my workshops. They're. They're in somebody else's workshops. And.

Dan: And when I meet them, I'm always, you know, very pleased that there's enough substance and enough impact to the stuff that's being created that they don't have to be with me.

Dean: I think that's right. That you've got enough, like. Yeah, I mean, you. A strategy circle and an impact filter are going to work no matter who explains them. Right. When they explain them and they go through the process, it's like it doesn't require any, you know, there's not any creativity required in the telling of that it's really self. It's Built into the tool. And any, anybody can share that. Yeah, that's the. But you know, you've got kind of that framework. I look at that as the, you know, in my world, that framework of the eight profit activators, the, the breakthrough blueprint is a, is one thing. I look at that as one thing. Right. The. But the application of it, you know, there's different, I guess, in teaching the application of it, helping people apply it to their own businesses.

Dan: How many would you, how many would you say have taken at least the. Its first three days? Right. It's a three day introduction. Yeah. This three day blueprint, how many would you say have taken it down?

Dean: So I would say that probably. Well, let's say 10 times, five, 50, maybe 600. I'd say.

Dan: Do people do it again?

Dean: Yeah, yeah. I've had people who've come many times, you know, because it's one of those things where you never step in the same river twice, you know, or you never play the same golf course twice. It's never the same round of golf, even if you play the same course. You know, it's that those, the eight profit activators are the thing. And it's just literally layering on. There's always constant improvement and new nuances within each of the eight profit actors. So if people are working on their before unit or their during unit or their after unit, there's all these layers of building on top of it. And once they've had an experience of it, you know, now that you've actually applied something and something's going that unlocks kind of the next thing, you know, you get to see, okay, now what could we do kind of thing, you know, and it's really, it's very interesting. Like my, One of the things that I've been really leaning into is one of the biggest frustrations I have. I'll explain. Something that's a real thing going on here is that in the before unit, which is the first four profit activators, and they're all about identifying your ideal client, compelling them to raise their hand to start a conversation, educating and motivating them so that they know that working with you or doing whatever it is that you do would be the right thing. And then making a compelling offer that makes it easy for people to get started. And we get people to think about that before unit as a separate entity from their during unit, which is the unit of the business that does the thing that you do. So let's say the strategic coach workshop process, like once somebody is In Strategic Coach, that would be the during unit of it, right? So the before unit acts as a separate business whose whole responsibility is to act as a supplier to the during unit. And what they're supplying is new registrations for Strategic Coach workshops, new workshop enrollees. And the way that we try and do it is set up like a prospect vending machine as opposed to a slot machine.

Dean: Most people do slot machine marketing where they put money in and they pull the lever and, you know, come on, seven, hoping that something will happen. And a vending machine is very predictable, right? You, you're doing a vending machine, you have to select, even though there might be, you know, a dozen things in the vending machine, you have to select what's in A1 and press A1 and it tells you what the price is. And you put that money in, but you push the button and out comes your whatever it is that you, that you asked for. And so we try and line that up for people. And you know, the most common, predictable. The way to really do that as a vending machine is to think about the investment in the before unit as a capital investment versus an expense based approach where most people are running expense based approach. They want to run the ads, get somebody to come online and then buy right away before the credit card is due at the end of the month to pay for the ads.

Dan: Right?

Dean: That's what everybody's looking for. But I look at it that if you take a capital investment approach of generating your ideal prospects and taking a bundle of 100 of those and then not measuring your ROI until a hundred weeks from now is the, what's the ROI on marching that bundle of 100 leads that you made a capital investment of 500,000, $2,000 in what's the ROI over 100 weeks versus the next hundred hours, you know, which is what most people are focused on. And so I, where I run into challenges with people is getting through what I call the Van Allen belt, where it's, you load up your hundred or, you know, however many, you load up 100 leads that you generated, and then the Van Allen belt is getting them through that period where you haven't done a transaction yet and it feels like you're spending money and you're, you know, keep loading passengers on the rocket kind of thing. And. But nobody has, nobody has bought yet. And that getting people to stick with that through the Van Allen belt and then get the ROI is a big obstacle. And I see it happen again and again. It's one of those things literally People stopping three feet from gold, you know.

Dan: Yeah, I, I really grasp what you're saying. No, I was just thinking how do you conceptualize that for the people who are actually involved in the activity?

Dean: Well, that's the way, for example, I

Dan: mean, I mean, if we put together marketing in Strategic Coach with sales and Strategic Coach, I would say we have. It's a quarter of the country, a quarter of the company. You know, be easily 30, 30 individuals.

Dean: Yeah.

Dan: And, and, and what they create is really educated, enthusiastic, first workshop participants. Basically, that's what they create. And it's, it's interesting. This year we'll do a thousand. Like we'll have a thousand. We.

Dean: New registrations, you mean?

Dan: Yeah, new, new registrations. And then the price went up this year. So there's, I mean, we were about 9, 980 last year and will be slightly over a thousand. And one thing I've noticed is there's a fall off in sales in presidential years.

Dean: Oh, man.

Dan: When the US is, when the US Is having a presidential election. And the toughest period is about the three months before the election. The reason is that, yeah, right now the reason is it makes a difference. Not necessarily who wins the election, but you kind of know how to adjust your, you know, you kind of adjust your journey once you know who's going to be the president, you know, and this year there's very definitely a difference. You know, I would say it's the greatest philosophical difference.

Dean: Oh, yeah.

Dan: I've probably seen and I've probably seen in my entire lifetime, perfect example.

Dean: I have a client who, who is immigration attorney and they're, you know, right now, talk about there couldn't be a greater polarity of possibility in November, that they're, you know, they're right on the thing of ready to pivot, that if one side gets in, it's all about immigration and getting legal. If the other side gets in, it's all about staying here. Deportation defense, you know, it's a different, it's amazing how that kind of thing can have a polar difference.

Dan: Yeah, yeah, yeah, yeah. And I just noticed it. I mean, I've been through, you know, we're in our 35th years, so there's been eight presidential elections over that. And I just noticed there's a holding back that happens usually summer to them unless it's pretty well clear that an incumbent president is going to get reelected, you know, and that, that's happened a number of times anyway. But that, but the interesting thing about it is that I think it was Peter Drucker said there's only two things. There's only two areas of profit in a company. One of them is innovation and the other one is marketing. Everything else is an expense. Yes, but I don't think that's true. I think everything should be looked at as a capital investment, not right.

Dean: Like I look at it, One of the things that we help people. Look, I don't know that I've ever shared this with you, but I think it would be a very interesting metric for you to have a. Just an awareness of. For even for Strategic Coach, that one of the greatest comforts for people is knowing what their. I call it their revenue. Per unconverted prospect, or rev pup, we refer to it as. And that's a number that if you take of all of the new people that came into Strategic Coach in the last 12 months, you saying that's going to be a thousand for this year and the amount of revenue that generates divided by the number of unconverted prospects that you've identified through your market. So imagine that there are. Everybody kind of comes through a process of somehow getting in your world. They've opted in for something or they've, you know, asked for something or signed up to come to a workshop or zoom workshop or an intro or they were referred. All of that thing. I'm sure there's a pool of people who you have communication with that have not yet decided to join the program. But all of the people that did join the program came from that group. And most people don't have a sense of the gestation period of people being in your world.

Dan: Right.

Dean: Because sometimes people come into your world, they have one conversation, they learn all about it and say, I'm in. That's great. That's a great outcome. But the majority of people will have a exploration period, you know, where they're kind of learning about and observing and getting immersed in the environment. And so that number, you know, let's say that the 1,000 people. And let's say. Would you say that a blended average of fees would be 15,000? Would that be between Signature? Yeah, and I mean, new people coming can only join Signature, right?

Dan: Yeah, yeah, yeah.

Dean: So what was. How much is the Signature program now?

Dan: It's. I think it's 15.

Dean: Okay, so 15,000. So, you know, $15 million in new revenue from the before year, which would be.

Dan: Well, it's more than that because the. That's 15,000. No, it would be. Yeah, it would be. Let's just say 15,000.

Dean: Yeah. Because new people coming in have to start at signature level. Right.

Dan: So yeah, I mean it's more than that for us because 80% of that is in the US everything gets translated back. So.

Dean: So just for round numbers, that, that,

Dan: yeah, but let's say 16 or let's say 17. 17.

Dean: So 17,000. 17. That's $17 million on a thousand new people. And so we take that 17 million and divide it by the number of prospects in your email database that you're emailing your newsletter to, emailing your things to. So let's say that's a hundred or thousand. Hundred thousand people. Which wouldn't be.

Dan: That, wouldn't be. That wouldn't be that high.

Dean: 50,000.

Dan: 50. 50,000. Yeah, yeah.

Dean: So you take that 17 million and divide it by 50,000 or you take, yeah, take that 17 million, divide it by 50,000 and whatever that number is, your rev pup. And so let me just do the math real quick on that. So 17,350,000, that's $340 per prospect per year is what you're yielding. Because not everybody, some of the people of those thousand. And this is where you get a little more granular. And looking at this is looking back and seeing what was the ad date of them, when did they first come in? Because some of them may have been in for 30 days and some of them may have been in for 30 months or you know, whatever, or three years or more. And that gives you a good sense of what your annual. So you look at that and on terms of capital investment, if you can add people into, you know, if you make a capital investment that generates new leads for let's even say, $34, you've got an immediate 10, you know, return on that. Very interesting when you start looking at it like that, you know.

Dan: Yeah. I mean the, the. And first of all, it's, it's an accurate number because all the money's up front with us. So you know that we have that money before they do their first workshop. Do their first workshop. And the interesting thing about it is the difference that the three books have made. You know, the big books, the Hay House books. And you know, I was very interested in Ben Hardy's offer, you know, that he would write the books because I just don't have the stamina to spend as basically at minimum, it's a 12 month process with publisher. I mean, Hay House moves a bit more quickly than other publishers do. I mean, you can start there. They're looking basically like 12 months. They'd like to turn a book around in 12 months and. And the books have done wonders for us in creating qualified leads. That's the thing. It's not the case that people read a book and they sign up for the program. It's a. Make a phone. They make a phone call. They make a phone call. And the other thing is, people may not have read the book and read the books, because usually they read all three and they. They come through through a referral and they phone, and then we send them the books and they read the books. Okay. So the books are useful other ways. And one of the things that I wasn't sure of it because we never had this capability before, but, you know, I would say since the three books have come out one way or another, you know, it's a large number of people who signed up for the program because of the books. In other words, that it was. That it was sort of. It was the biggest sense of proof that this was the right thing for them. Yeah.

Dean: I mean, the book itself, in that way, when you're putting out like a book that's being. You have the reach of Amazon and other bookstores and people kind of. There's an interesting environment for people to discover a book organically.

Dan: Right.

Dean: And people talk about it and all of that stuff. So you're not really. It's not that you're having to push the book out to people. There's a. They're kind of drawn to it. Right. And Amazon has a great engine of, you know, if you like that, you probably like this.

Dan: Yeah, they're a great capability. Yeah.

Dean: Yeah.

Dan: Anyway, like, there was a new workshop, not this past week, but the week before. And they had about 35. They're about 35 new people. And I just laid the word out for them if anybody wanted to come in and talk to me at lunchtime, they could. Okay. And immediately the table was filled. You know, the table was filled as soon as lunch break. And the thing that I was struck. This was their very first workshop, how much they knew about the program. Very. I was very struck by this. And they were asking me questions about the concepts and the tools that in many cases they won't get to for three years. They were asking me, because they were mentioned in the three books. The tools were mentioned in three books. Yeah. And so that's been a big. That's been a big jump.

Dean: Very exciting. Right. Like, I mean, it's kind of. I love to hear it when things like that happen, you know, but that a book is a very. Is a really great profit activator. 3 tool, educate and motivate. And that's really it that you're getting mind minutes of attention and that's the crown jewel. If you can get somebody's mind and attention focused on taking in a new thought that resonates with them that they say, oh, that makes sense. The, that's the thing. So when then when you make an offer to join the program, it makes all the sense in the world.

Dan: Right. Yeah. We've got, we're in just starting consultation with Hay House right now on the book that we wrote with Jeff Madoff. Casting, not hiring. Yeah, we think that may be the, the number four. The number four book.

Dean: Oh, that's awesome. Yeah, I think that's great. I mean that's very exciting. I haven't seen Jeff in a while.

Dan: Well, he's been busy with his play. He came back yesterday from London because he's been auditioning this whole week and they're going to go for early 2025 start of his play in London.

Dean: Oh, very nice.

Dan: Wow. In the West End. In the West End is equal to Broadway. So.

Dean: Right. From a theater standpoint, I said it's taking off.

Dan: Oh, yeah. Well, they, you know, they got. Chicago was a big deal. Chicago's, you know, they had a 10 week run in Chicago and they got great reviews. It's just that Chicago is a bit in a funk as a city that there's so much negative things happening and people don't want to be downtown after dark. Right. That puts a crimp into theater. Yeah, yeah. So we'll see next week because the Democrats are having their convention. The pro Palestinian people have said they're going to tear the city apart if they have to make a point.

Dean: Oh my goodness.

Dan: Yeah. Wow. They need good job. They need good jobs. Yeah.

Dean: Well, this less than a quarter and it'll be over. I can't believe it's almost, you know, we're more than halfway through August right now. It's almost here and it'll be here

Dan: and then the next kit and then the next campaign starts.

Dean: Yeah, that's exactly the impeachment campaign that'll start whatever, whoever.

Dan: Oh no, it's not the impeachment. But even the presidential cycles now are about.

Dean: Oh yeah, yeah.

Dan: Like, I mean the moment they one ends, they start the next one, you know, anyway. But yeah, but yeah, I think, I think the. What happened to the Democrats? I think they're not going to have the ground troops to support this because they were. There was so much uncertainty with Biden that I think and I Mean, she's only attractive right now because she's not doing press conferences and she hasn't had. She hasn't had a debate. I don't think she. She'll stand up to full public, you know. Full public, right, sure. I don't think. I don't think she has the experience and I don't. She's the type of person who stands up well, so that sort of thing. So anyway, that's my guess. That's my guess. And if I'm wrong, I'll still have a really good entrepreneurial day the next day, even the day of.

Dean: That's right.

Dan: And I go to bed at 8 o', clock, so it doesn't matter.

Dean: Oh my goodness. Is that true now? Eight o'? Clock? Yeah.

Dan: No, by night. No, certainly. I'm in bed by nine. Certainly. Wow. And yeah, I get up early. I'm a morning person.

Dean: Yeah. Yeah. Well, it's working. It's all working.

Dan: Yeah. Yeah. Is that very good? I. I got a lot out of your description of that. And there's a lot of. There's a lot of protein in what you're talking about there.

Dean: Right. That's the thing.

Dan: Not carbs.

Dean: No carbs.

Dan: All meat approach protein.

Dean: Yeah.

Dan: Keto marketing.

Dean: That's exactly right. So you are on your way up to the cottage for the last hurrah for the season. Yep.

Dan: Yeah. Wednesday. So it'll be. Probably be two weeks.

Dean: Very nice. And then now we'll see you. I'll be back pretty soon.

Dan: In September.

Dean: Yeah, less than a month. Let's.

Dan: Yeah, we'll.

Dean: We'll lock in table 10. Maybe we can do Cafe Ballude as a new place.

Dan: As a new.

Dean: Yeah, our new French. Our new French establishment for lunch would be awesome.

Dan: Okay.

Dean: All right, Dan, I'll talk to you soon. Thanks.

Dan: Okay, bye.