Game-Changing Advice…Where Most People Get It Wrong with Their Strategic Marketing | The Adam Berke and Adroll Story – Pt. 2

Audio Transcription

Two men, 13 multimillion dollar businesses, eight kids, one business coach radio show. It’s the thrive time business coach radio show. Get ready to enter the thrive time show.

All right, thrive nation. Welcome back to the conversation. It is the thrive time show on your radio and podcast downloads. Now on today’s show, we are super honored to have an incredible guest with us here. This guy’s name is Adam Burke and Adam Burke is one of the founders and each and the former chief marketing officer of Ad Roll, the world’s largest retargeting platform. Uh, before he moved on from the company, the company had grown to a place where they were bringing in over $350,000,000 a year in annual revenue and had over 700 employees. Uh, Eric Chop the book retard. The retargeting playbook that Adam wrote was powerful for me. That came out about four years ago, getting close to five years ago. But can you explain to the listeners who aren’t familiar with the concept of retargeting ads? Yeah, break it down for us. What, what is a retargeting ad?

How do they work? So a retargeting ad is an ad that you see that will follow you around if you’re looking at, you know, Fox News or CNN or you’re checking out some scores on sports center.com. Maybe you were shopping for something or your wife had been shopping for purses and then you start seeing these ads following you around. That is what retargeting is. Here’s an example of ad role working. If all the listeners, if you’ll take just a moment today, oh, this is gonna, go to e I t r lounge.com. That’s e I t e R lounge.com. No matter where you are in the world, just go to Eitr lounge.com. One time. Yep. That’s elephant in the room. Men’s grooming lounge. One of my businesses (not the business coach one). Now when you go there, you’ll notice that as you start going to other websites, you’re going to start to see elephant in the room.

Ads popping up everywhere. You’re going to see it on CNN as, as Eric mentioned on Fox News, on ESPN, on different websites. You’ll go to the local newspaper, like the Tulsa world. If you’re in Tulsa and you’ll just see these ads seemingly, they seem like they’re everywhere and your perception at that point is that you are a big company that runs ads with these other big companies and so it’s an awesome, powerful tool for branding. They also talk about in the retargeting playbook, somebody has to interact with your brand on an average of four point seven times as far as seeing ads or hearing a call to action before they interact with you or make a purchase from you, so those ads following them around all over the place is super powerful. In the book retargeting playbook that Adam wrote, there’s so much cited and detailed information there.

We explained that the vast majority of people that visit your website for the first time are not going to take the action that you want them to take. The first time, in fact, between 95 to 98 percent of people leave a website without taking the desired action that you them to take. They don’t know. They’ll go to your website and they’re not going to make the purchase. They’ll go to your website and not fill out the form. They’re going to go to your website and not download the software the first time, and so what you have to do as a marketer or as an advertiser is you have to achieve this thing that Guy Kawasaki calls toe up or top of mind awareness. That’s the holy grail of marketing. You want to be top of mind, so that way when people are thinking about buying a car, they think about your dealership.

When they think about buying a cake, they think about your bakery. When they think about getting a haircut, they think about your business coach and that. Before we get back into our interview with Adam Burke, I want to. I’ll leave you here with a notable quotable from a man who could not be here today on today’s show because he is deceased. Henry Ford, Henry Ford, obviously the founder of Ford Automotive, the legendary iconic entrepreneur he wants wrote, a man who stops advertising to save money is like a man who stops a clock to save time. I’ll repeat that one more time. A man who stops advertising to save money is like a man who stops a clock to save time, thrive nation. You simply cannot afford to not advertise. Now that any further ado, Mr Adam Burke will tell you,

wow.

Adam, you, you grew a company. You pushed through a lot of tough challenges to grow ad role you and your team from say five employees or less to 700 employees, uh, over you know, you for 15 and a half years or 15 plus years. You invested the time and building this operational excellence to build a company of 700 employees. And I think there’s a lot of listeners out there who they view advertising and marketing as sort of a start and stop activity. You know, they, you advertising is okay. I’m gonna. I’m gonna advertise for two weeks and then I’m going to pause because we’re, we’re, we’re, we’re getting a lot of leads and then turn it back on because I don’t have any leads and they just run around. Kind of on, off, on, off. Can you talk to me about why advertising is absolutely a must for both small and large business owners?

Yeah. Well, you know, I think at the end of the day to boil it down like nobody wakes up in the morning thinking of your product and how they should buy it. Generally speaking, you know, there’s, there’s a few urgent examples where that might be the case, but generally speaking, you know, you’re going to, you’re going to have to communicate with people to let them know that you exist. And so to think about whatever product or service you offer, um, and you know, so advertising and marketing all comes down to that principle and so, you know, you’re going to have to get on people’s radar one way or another and you know, there’s a lot of ways that you can do that and a lot of different techniques, a lot of different channels and some will be right for certain businesses and, and, and some won’t. But at the end of the day, you know, if you can’t just expect that your customers are going to just magically show up.

So, you know, generally speaking, that’s the responsibility of marketing to figure out how to, how to get on people’s radar, how to make sure that, uh, you know, at a high level they are aware that you’re a company and product and brand exists. Um, and then, you know, moving down sort of the messaging hierarchy, what problem it is that you solve for them and why you’re the best to solve it. Um, and so that that’s clearly not a general set of responsibilities is clearly not a start and stop activity. That’s something that you kind of need to be thinking about constantly. Now of course, some of these things might, you know, there’s certainly something to be said for a certain flights that you might run at certain times, you know, as to become a bigger company. You might have product launches and you’re going to ramp up marketing at those times and, and ramp them, ramp ramp certain activities down at others. But generally speaking there’s going to be a set of always on type activities that you sort of have to maintain. Because if you don’t, you’re just going to fall into obscurity. And drop off people’s radar and you know, that’s not gonna result in authorizing business as it were.

I don’t want to make you nervous for this next question, but this question will help at least 100,000 people when you answer it, how I know you’re going to. But there’s so many entrepreneurs who have a website. Let’s say they’re a plumber, you’re a dentist or a lawyer, you’re a doctor and you’re starting to advertise for the first time whether you’re using adderall to help you or you’re using ad words or whatever platform you’re using to advertise and people go to the site. But you wrote in your book that you wrote four years ago, retargeting playbook at the time that about 95 to 98 percent of people will leave your website without taking the desired business coach actions such as purchase something, filling out a form, downloading software, and so on. Um, can you explain to us why that is the case and what we can do about it?

Consumer behavior and the way that people use the internet. I’m just thinking about your own, your own, uh, own behavior as you bought. Different things are checked out, different businesses. I can’t think of many if any opportunities where I’ve gone to a, you know, type in the url, scratch immediately gone there, learned about the product for the first time, immediately puts a bunch of stuff in my cart and then immediately, you know, filled out a lead form or purchased or whatever the case may be. Just consumer behavior is much more fragmented than that. People jump around, they get distracted. They, uh, they, you know, they might be less. I mean, I would never do this, but maybe they’re researching something will work and then they get me get pulled into a meeting or working at home and you know, the dog needs to go out or you know, the, the baby’s crying or whatever the case may be.

Um, you know, those kinds of things happened. And then just people likes to comparison shop. And so they are going to go to one site and find out about that and they’re probably going to go to your competitor’s site. They’re going to find out about that one and then they might go read the product reviews. And so that’s just the sort of inherent behavior that people are trained for on the Internet. And um, so you know, as you’re thinking about marketing, a key component is how do we want people express what we call the industry intent as you know, that they’re interested in whatever it is you’re offering. They are intending to either buy from you or a competitor that, you know, intense signal is one of the most important things to key off of and say, okay, well now someone’s interested, how do we make sure we narrow our marketing and stay in front of that group of people that have expressed intent.

And you know, that that’s why I’m, you know, at the end of the day, retargeting is so effective because it just really hones in on people who have expressed interest, you know, it is that group of people that have been to your site, that sort of them raising their hand and being and saying, Hey, I’m interested in what you’re doing. Because they’re, they’re there for a reason. They’re not there to check out your beautiful design, um, unless you’re a design blog, um, but, uh, you know, if you’re a business coach or a you’re a business like the ones you mentioned, you’re, you’re there because you’re in market as it were. Um, and so staying in front of those people is, is essential as they go through all those activities that I mentioned, the distractions and the comparison shopping and so forth,

and for those people who aren’t familiar with retargeting and what that is, and into the kind of reintroducing this topic to anybody out there who’s not super familiar with it. In your book, the retargeting playbook you had reported to the forester, research showed that only three percent of shoppers who actually go to a shopping cart actually check out basically 97 percent of people leave without buying something. You have all the stats there in the book is phenomenal retargeting playbook, but the vast majority, almost all people abandon their shopping carts. They don’t buy something and a adderall, like, let’s say that I went to a website today. I go to the website for the first time and then I just, I get distracted and then I go to espn.com or Fox News or CNN or wherever I go. The ads just keep following me around. And your book really introduced a lot of people to that concept. And now you know, since you’ve introduced the world to that concept and worked almost for free for 15 plus years developing ad roll, um, you’ve, you’ve now moved on to this next phase of your life and career, uh, apart apart from ad role, where do you see this next phase of your life and career going?

Yeah. Well, I mean, I think as we’ve discussed a bit already. Yeah, I think I, I had a lot of learning on the job. We, I saw every phase of the company from, you know, from when we were in that little back room of another company connected to an underground garage up to 700 person global company. And there was a lot of things that we did did right to get there. And there’s a lot of things that we screwed up. And, um, you know, so right now I’m, I’m, I’m, I think there’s a, I have an awesome opportunity to be able to bring some of that learning to folks that are going through that type of growth and scaling for the first time, um, and just help them see around corners a little bit of help share some of my, uh, experiences and just lay them out there.

Not to say that I know exactly what anyone should do in their business. Every business coach is different and every challenge is a little bit different, but you know, I can share some of the similar stories and, you know, go talk about, you know, why, what we did at one stage or another worked or you know, why it didn’t and see how those apply in other, in other situations that I’ve just found that, um, you know, those types of conversations have been really helpful for people to sort of accelerate through tough decisions that they’ve been trying to make, uh, to hear, uh, someone else’s experiences and just have them be presented as options and hearing the pros and cons of each and, and, and the, the, the factors that went into them can, can really help, uh, help people move forward and get through some of these challenges.

And so I’ve been really enjoying working with a range of entrepreneurs who are growing their businesses and, and going through some of these things and just bringing my experience to bear and, and helping them. I’m doing some of that angel investing that we’ve talked about. So sometimes it’s a, it’s a financial health, um, and sometimes it is more advising or consulting or saying, okay, well, you know, you’re trying to grow out your marketing team. What should that look like? What are the types of people we should be hiring, what are the types of marketing channels we should be using? Um, you know, how do we build out a marketing strategy and a marketing plan? We haven’t done that before. What should that look like? So, you know, I can help with the knowledge that can help with the experience. I can help with, uh, the strategy and I can help with investment where that makes sense as well.

Somebody out there is listening and we have a lot of people who listen who already have a successful venture. Are they, are they have a company, it’s to a certain size and they are looking for somebody like you. How do you advise people go about getting ahold of you? Or what’s the vetting process? If somebody is looking for an angel investor, a somebody to provide them with this strategic marketing, how does somebody go about getting ahold of you?

Yeah, my website is a good place to start. Adam Burke, just my name Dot Com, b e r k e m got no information about my background areas that I help and I’m a way to get in touch though. That’s probably the best place in terms of folks that work with, you know, it just, it just depends on, on fit and you know, my bandwidth and how much other, how many other folks I’m working with at any given time. Some of these projects scale up and then um, you know, if I can help build out their organization and we can find the right people to hire then a kind of hand the baton and sort of consult my way out of a job as I look at it. So it sort of depends on that. And then it sort of depends on location as well, you know, I, I think being able to be physically present is, is, can be really helpful with some of these topics. So I’m, I’m, I split time between San Francisco and La. I’m actually in La more than, more than time these days. So, you know, anything in, in, in, in California is where I, where I tend to focus, but you know, for some of these things I don’t, I don’t rule out, um, businesses that are elsewhere and there’s a lot you can do on a video conference, skype and whatnot as well.

You are a person who strikes me as being very interested in strategic marketing of you’ve obviously had success with strategic marketing and as an angel investor now and as a, as a kind of a strategic partner, where do you see most business owners and entrepreneurs getting it wrong when it comes to advertising and marketing before receiving some, some coaching or feedback from a guy like you?

Yeah, that’s, that’s interesting question. I think, um, there’s a lot of things that come to mind. One that I think would be particularly actionable though is that I find people want to jump immediately to, uh, tactics, um, such as, you know, okay, well, should we do sem or should we, do, you know, this type of email or, or whatever the case may be. And, you know, it’s really hard to jump to that before you identify and spend some time on your target customer. And this is particularly true with companies that are starting to starting to scale and there’s an entrepreneur who has sort of a inherent understanding of who the target customer is, but then like, bring someone in to do marketing, let’s say, and they don’t know as well as the founder to us or the, you know, the, the, what this, what this customer looks like and how they think and um, the problems that they’re trying to solve.

And so not taking the time to step back and really document who is our target customer, what, where do they, where do they, is it a consumer, is it a business? If it’s a business, what are the different criteria that, that business, how big is the business? Um, where is it located? Um, you know, it’s Cetera, et cetera. So really then give the marketer the ability to say, okay, I know I know who this person is that we’re trying to, uh, communicate with. And then we can develop messaging that will resonate with them. And then tactics come last, how you get that message out there, you know, then you can start to pick the various channels and how you might use social or search or whatever it is, but you really need to start at who is the person. Then what is the message that we’re trying to say? Then the tactics of like, okay, how are we going to get that message out?

What kind of business coach ventures are you now interested in investing in? I know the proximity matters to you. Um, what, what kind of interest are you interested in right now? And what kind of adventures are you not interested in? I’m in, if I’m listing out there, if I’m a huge plumber right now, I mean, shit, the question is what I want to know. Should we call you for some strategic advice in Angel Investment? If we decide to open up a plumbing business or who should call you, who shouldn’t be calling you

and if there’s anything I can do to help or if you want to like pick my brain for a quick call or whatever the case may be, I’m totally open to any type of business. The things that I invest in, you know, are more technology businesses. So I’ve invested in a sports company and autonomous vehicles company, a company doing apps for smartwatches, you know, these are all definitely technology companies, but I’m always happy to chat. Hopefully. Hopefully I don’t get more than I than I than I asked for, but I’ll, I’ll, I’ll make my best effort to talk to anyone, um, and help wherever I can. You know, as I mentioned, I’m sort of in a phase right now where that’s sort of my top priority that I spent a decade plus really focusing on, on my own venture. And now I really think there’s an opportunity that I can take some of those learnings and help other people and help them be successful in theirs. And so that is the thing that I, that I really focused on right now, so always happy to do a quick chat now, whether it makes sense to, you know, do a full on, you know, the, a engagement over the course of months or quarters. They know that’s a whole different story. But, you know, rarely hurts to just have a quick chat and help whatever I can.

From your perspective, you’ve obviously been around, you mentioned you’d been around some really, really smart people, some really successful people. What has been the biggest and most game changing advice that you’ve ever received up to this point and how has that impacted your life?

Yeah, I mean there’s so much, so much stuff along the way. Um, you know, I think one, one, one, one thing that, um, that in round two, I think it was 2012 or 2013, um, as, as we talked about, we had certainly turned a corner and we’re growing really rapidly and we hired a guy by the name of the Trashcan who had built a lot of the sales organization in Google to help build our sales organization. And, you know, at that point we were starting to hear, we were about, you know, maybe maybe, uh, I forget the exact number, but we were really starting to add, add a ton of people and for a lot of the founding team, we, we were now becoming a larger company than any company we had ever worked at. And so some of this was new territory for us and you know, it, it’s not, it’s a, he, he said it and many others have as well.

But just the statement that, you know, it’s all about the people at this point and the skillset that you need as you know, as a, as a Co founder, as an entrepreneur, as a leader, really needs to shift from what you do yourself on a day to day basis to, um, whether it be, you know, if you’re a technical person to code that you write or you know, if you’re a marketer, the copy that you write or the materials that you create. And it becomes much more about how you build and enable that team around you. And it’s a, it’s a statement that you hear pretty often, but until I, until I experienced it firsthand, I didn’t fully appreciate just how true it is that it really becomes, it really is no longer about you and it really is all about the people that you hire and what you do to help them succeed because you no longer does, doesn’t matter necessarily what you do on a day to day basis with respect to, um, you know, like I said, tactical execution, it’s really all about how you build and support the team around you, Uhm, because that’s how you create sort of a lever and a multiplier that allows you to continue to grow because there’s just only so much any one person can do in a day or a week or a month.

Um, so it’s really all about how do you enable a and build that, build that team, um, and, and that, that, that, although you hear it and it’s written in every book, I’m just experiencing it firsthand. And then how you then change your behavior around your hiring and how you think about hiring and how you think about your team. It really just informs a lot of that.

You come across as a guy who’s read. One of my favorite authors was David j Dot Schwartz. He wrote the magic of thinking big and he wants, wrote the mind is what the mind is fed. If you had to recommend a couple of books for all of our listeners out there, what would they be and why?

Yeah. Well, you know, on the, I guess both business and life run, um, you know, the one that jumps to mind immediately of late was ray [inaudible] book principles. That one. Yeah. I really wish I had had, had that, uh, earlier.

Her book is so good. I

think it’s so, it’s so good. And you know, I, I think there are, you know, there is a sort of dovetails off of my last answer a little bit with respect to hiring people and whatnot. But, you know, I, I’ve been, I’ve been observing as I’ve been spending more time in this investing and advising capacity that, you know, especially first time entrepreneurs, they usually go into business coach because they see an opportunity and they see a problem that they want to solve and they, um, and they’re, they’re really focused on that and they’re focused on building the product and the solution to that problem. And then what happens is if they’re actually successful, they actually have to run a company and, and, and really if you ask them on day one, that’s not what anyone is signing up for their, their, they’re, their, they’re mostly motivated to solve a problem and go after certain opportunity.

But what you end up spending more and more time on is this, is, this is this operating of a company. And if you’re not thinking about codifying some of the best practices of operating that business, have a lot of things unfold organically. Um, and, and just sort of evolved naturally. That might not be the best way of doing things, but they just sort of happened. But you’re not paying attention to them. I think decision making is a good example of that. There are a few companies talk about, okay, how do we make decisions here? Is it a consensus? Is this a, is this a democracy? Does everybody’s vote count equally, those, you know, whoever the most senior person in the room does that, is that the person that makes the call or do we have some sort of um, you know, do we have some sort of other method, you know, where people are weighted based on their subject matter expertise and you know, this is bringing it back to the principles, you know, radar.

They took this to the extreme but at bridgewater, I don’t know if some of this stuff would work everywhere, but just thinking through and having that conversation, having a language around how to decision and how do, how a decision gets made here can really help to. I mean, one of the most important things that you do as a company is making decisions and then so just to have that be sort of willy nilly and just a undiscussed and just let things sort of let the chips fall where they may is leaving the most important thing that you do as a company that’s to chance, um, you know, it feels kind of crazy, but I totally also understand being in the thick of it and being like, okay, well when do you take time to have this conversation? But it really is one of those things that you do need to take a step back at different times and say, okay, you know, what is the best way for our company to do a certain thing?

What are the principles that we believe in for decision making for, um, you know, for hiring, for promotions. I’m so that everybody knows what they are. Um, and it takes some of the confusion out of it and it avoids, you know, on the decision making one, you know, the pitfall of just the loudest voice in the room. I’m just, has this outweighed, uh, you know, impacting the company and just a moralizing for everyone and it gets to some of the diversity issues that we’ve seen crop up. Not everyone wants to be super loud in a, in a, in a 20 person meeting or in any sort of contact, but that person might be the most thoughtful and subject matter expert out there. So how do you, how do you make sure that person’s input gets captured? Um, so, you know, I think it’s a broad topic. I don’t, I don’t have answers to all of them, but I do. It is an area where I found myself being more thoughtful and really thinking about how I would do it differently next time. And um, and you know, maybe even what tools are available to sort of nudge people into best practices

out of my. I have two final questions for you, but dr z has one hard hitting. I’ve been sitting on this one. Okay. So Adam, I’m going to put you in the Delorean. The wings were going to fly back in time. We’re going to fly back in the theater. There you go, we’re going to fly back and type in 2007 and you are going to have lunch with yourself. What would you tell yourself down that you know, what you know now? Going back in time in 2007, what would you say you’re sitting down with your one point 21 jump. What? What would

you say? What would you do different? What would you say to yourself? How would you coach yourself up? What would you say to yourself?

A big chunk of that, hiring decisions and be some of the most important decisions that you make and you know, be thoughtful. Not that I, not that I wasn’t at the time and not that I didn’t do my best and not better than hire great people. Um, and I think one of the things that I’m proudest about with respect to add role is oddly enough that, you know, are a lot of our best people get, uh, get approached by, you know, the best companies in the world because ad is known as a great hiring people. Know that if you worked there, um, you know, you, you, you, you learned a lot on that, you learned a lot when you were there, you developed a lot and then that we selected great people. So, you know, I wouldn’t say it’s something I necessarily did terribly, but I should have been know, I think more systematic about it.

Um, and, and I think that I think I could have a developed a process that would have made us feel, um, less chaotic at times. And then, you know, on the flip side of that, you know, how do you on day one have a candid conversation about, you know, going to that point of like, it’s all about the people, Howard, how are we going to make sure that this person is developing is learning, um, and is having a, you know, the best possible trajectory to do, do more, um, at, at, at the company and ultimately beyond. So, you know, I think I kind of eventually figured some of these things out, but if I had known it early on, I think it would have, uh, it would, it would have saved, it would’ve, it would’ve made a better experience for people that are hired, it would have been better company and um, you know, it would, it would have, you know, we could have gotten some of the, that, those endpoints sooner. So I don’t know. That’s the, that’s the first thing that comes to mind. I’m sure there’s, there’s

loads of others. I could go back to that. That’s the one that jumps to mind for me. I want to respect your time. So I have two final quick questions for you. For anybody out there who’s wondering what is, what is something that you believe that very few other people believe or maybe nobody else believes? I heard you talk about the autonomous car, you know, the car that could drive itself, that you’re investing in. What do you believe that other people just say that is crazy, bro, but you’re 100 percent convinced that it is what you think it is.

I mean, I’d say a one, one very tactical one that, uh, um, first off, um, I think this is a conversation that I’ve had with, uh, that I’ve had with some of the entrepreneurs that I’ve been working with who are feeling very, very stressed. I would say. I think it’s a pretty common sentiment that, you know, there’s a lot of responsibility on you and there’s a lot coming coming your way. Um, and a lot of them think that, uh, there’s, there’s something around the corner that’s going to reduce that stress, whether it be, you know, raising the funding they needed, hiring a particular person. Um, and, and I think the thing that I think is, is seldom appreciated or, or most people don’t believe is true, is that like stresses entirely intrinsic in that and it comes within yourself and it’s all about your own thinking and how you respond to stimulus and not about anything that’s going to happen externally.

Um, once you raise the and just generally speaking, things only get harder as you, as your company becomes more successful. So there’s no, there’s no like, you know, and this was something that I would probably go back and tell myself also that I think, you know, if I told myself on day one, hey, you’re going to get to 700 employees and this much revenue and this many customers and whatever, I would say, oh my God, well I’ll probably be just like on cruise control at that point. I’ll just be easy. And that’s just not true. Up until my last day, things were as a, you know, busy and intense, uh, as they ever were. And that’s because, you know, as you, as you get bigger, there’s more people relying on you. The decisions that you’re actually making carry increasing a consequence because those are only the things that are the most urgent or getting escalated to you. Um, so we do things only get harder, not easier. And if you’re taking that mentality where like if I, if only extra y happens, things will be easier than you’re probably thinking about things the wrong way. And you need to think about your own, your own approach to, and your own reaction to those things. Because they’re only going to increase.

Yeah, I think you’ve been watching some td jakes because he talks all the time about how promotion equals problems. You know, it just the higher you rise up in life, the more the more problems you have. I’d like to ask you this final question because now that you have exited ad roll and left the company in a great place and now as you are an angel investor and a strategic marketing advisor, what does a typical day in your life look like? Are you waking up at noon and sipping on Margarita until about 4:00 PM and then getting busy or what? What is your day look like now?

No, I’ve always been a bit of a a morning person, but I’m. Yeah, I think I have a really good balance going on right now. I’m really enjoying being able to spend time with a variety of companies who are maybe at different stages and working through different problems. So today for example, I’m a, I’m, I’m, I’m in the office of a company that I’ve been working with and so, you know, we’ve been talking through pricing and packaging and hiring a lot of the, a lot of these topics all day, but, you know, a lot of times they’ll jump between different clients. I’ll have, you know, different meetings set up with them to work through different projects that we’re working on. And then I’ll probably meet with a few entrepreneurs on the fundraising side who, um, you know, are raising money and where, you know, I might be a good good fit, um, because I’m, you know, I might be able to be helpful beyond, um, you know, whatever, uh, whatever investment I can make, which frankly is usually in the smaller check size. So now I felt like my investment is going to make or break them. It’s more gonna be can I be helpful, you know, once I’m an investor, um, to, to help them achieve their goal. So, um, you know, uh, uh, it’s a, it’s a mix of those things. And then, you know, I, I prioritize my hobbies a bit more now too, so, you know, getting in the ocean and surfing and whatnot whenever possible that, uh, adults the, that’s my sort of my meditation.

Adam, I cannot thank you enough for being on today’s show. I know there’s hundreds of thousands of people that have benefited from this show and I would encourage each and every listener to go to Adam Burke.com. That’s Adam Burke, b e r k e dot Com to learn more about how we can help you as a strategic marketing partner, as an angel investor. A maybe as a strategic coach. Uh, Adam, thank you for your time, my friend.

Okay. Yeah, I think my pleasure. Thanks for having me.

Hey, have a great day.

Chuck. What’s crazy is I feel like the man cave books are coming alive. That’s a really good way to put it. I didn’t even think about it like that. All of the authors that I’ve been reading over the years, we’re now having them on the show and you know why I’m so excited about tomorrow show. Why is that? Well, it depends on when you’re listening to this podcast for a while. Why I’m so excited about one of the upcoming shows we have that will be released on. This would be 8:30, I believe it’s 30 days in August. Is there 30, 31 I believe? Is it? Okay. So yeah, this will be the 8:30 show if you’re in, if you’re in Tulsa, Oklahoma is. We’re interviewing the living legend. Sharon Lechter coed, who wrote the rich dad poor dad series, the former CEO of the Rich Dad, poor dad group, a lady who sold over 23 million copies of the book before moving on to her next venture and then, oh by the way, breathing life into the iconic Napoleon Hill Foundation writing the outwitting the devil book. Are you kidding me? I’m not kidding. The cool thing is like with Adam in specific and with Sharon Lechter, the applicable knowledge, the amount of this stuff that they bring to the interview is so awesome. So listen to these interviews three or four times. You’re going to get something out of him every time. Thrive nation without any further ado, free to know.

Hey, what’s up? Hey, real quick. I want to keep this a secret between you and me and the 2,500 folks will go to thrive time school, not just us. We have the world’s best workshops and the online videos and exclusive access where you can email your questions to info@thrivetimeshowdotcomifyouareanexclusivememberofthrivetimeschool.com. It’s only $90 a month and so we thought we’d make a clever narrative way. Kind of a wait explained to you that value that’s included. So without any further ado, here’s our secret part of today’s podcast.

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It’s about the experience. So let’s do the math. That means that attending the thrive time show business school experience is just $54,318 less than attending tulane university. But that’s just the fact that I’m not interested in the practical skills. I’m interested in the degree and the debt to prove it, which is why you would not be interested in knowing that the thrive time show business school experiences $54,010 less than attending pepperdine university. And that’s why we made our program exclusively available for just 2,500 people at like you at a cost of just $19 per month, which comes out to old lopping $228 per year.

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