Podcasts about scott it

In this episode, we are going to be talking about title companies! Title companies play a very important role in your house buying/selling experience. The title company helps transfer the property from the seller to the buyer with a clean chain of title. In simple terms, they make sure that you own exactly what you're buying. There are a lot of players involved in the sale of a property, and the title company really facilitates the transfer of the property. In today's episode of Selling Central Florida Podcast, we sat down with Scott Bevan from Celebration Title Group to teach you everything you need to know. The sale process isn't simple. There are so many moving parts! So many people don't even realize how much goes on behind the scenes. The title company is more involved in the process than people think, and that's a good thing! The title company has your best interests in mind and they are there to help make sure everyone gets what they are entitled to. In today's episode, we discuss: ● What a title company is ● How the title company helps in the sale of a property ● Title insurance ● Where your earnest money goes ● What you need to know about liens ● The difference between ALTA and HUD ● Closing disclosures ● Title fees ● How Celebration Title Group does things differently The more educated you are when going into the buying or selling process, the better the whole experience will be. Not many people understand how integral the title company is so we hope this episode gave you lots of good information so that you can go into your experience with all the information you need. We especially love how Celebration Title company makes the whole experience special and exciting for their buyers and sellers. It is a huge day and they go out of their way to celebrate with their clients. To learn more about them, make sure to check out their website. If you like the show, please subscribe and leave a review. This helps us get more listeners and help more people. You can also follow us on Instagram and send a DM if you want to connect! Resources Check out Celebration Title Group Quotes “The title company acts as the middle man and the safety net for everyone's money to make sure that everyone does their contractually obligated part.” -Scott “It's a huge transaction and you have to be protected.”

Kathy Fettke's early career was nothing but clear skies. So when a storm came, in the form of the recession, she didn't have the experience to be prepared. On today's episode of The Real Estate Nerds Podcast, our host and real estate attorney Scott Smith interviews Kathy Fettke about her all-time worst deal. Learn how Kathy lost big twice, what she had to do to recover, and how she now uses her famous Real Wealth Network--and their combined experience--to avoid future bad deals. Thanks for joining us!Listen To Episode 26 of The Real Estate Nerds Podcast NowKathy Fettke on Her First Bad Deal & Not Listening to Her Own AdviceScott welcomes investor and coach Kathy Fettke to the show. The two investors chat about Kathy's early real estate career and the prelude to her deal.[1:00] Kathy now makes a habit of partnering with people who have survived down markets. She began investing in 1997 by buying her first house and turning it into a fourplex. “It quadrupled in value in a 10-year span...What did I know about real estate? I only knew that if you bought something, it makes money.” [2:27][2:48] Kathy stresses the importance of knowing the downsides of markets, reinforcing her thoughts on partners: “Would you get into an airplane with a pilot who had only flown blue skies? No. You want to know that they can survive the storm.”[3:10] Scott asks how Kathy developed her substantial network. She began developing her network when her husband received troubling health news. The two burned through their savings amidst uncertainty. During this time, Kathy set about learning how to create real, lasting wealth. She started by simply interviewing investors, one after another. The Real Wealth Show was born.[4:30] Today, Kathy has an audience of over 40,000 members looking to her for advice on cash-flow and investing strategies, as well as networking opportunities. Scott points out that her success and growth are underscored by her tenacity in the face of challenges.[6:00] Scott and Kathy fast forward to 2007 to discuss the beginnings of Kathy's deal. Kathy credits The Real Wealth Show with helping her identify over-leveraged markets where homes were under-valued. She had a connection that helped her learn about the opportunities available in a down market.[7:20] Kathy speaks a bit about her decision making process: “First of all, you have to trust your gut.” Common sense told her that the lending crisis was inevitable. She followed the instructions of the trusted mentor who helped her learn about preparing for the fall-out: “I wanted to own real estate where people could pay loans, where housing was affordable. That was Texas.” [7:35] She bought 14 properties, all of which performed well[8:13] Kathy points out that she was teaching other investors as she went along, and knows exactly what her first mistake was: “I stopped listening to my own advice.” She realizes in retrospect she thought she was smarter than the smartest people she had advising her. She explains her rationale to Scott about why she deviated from the path that she encouraged others to follow. She figured diversification was good, and that she didn't want to overinvest in Dallas.[9:00] Kathy elaborates on her flawed logic: “I thought I could use the same reasoning and go find areas that had job growth and population growth. But somehow I didn't pay attention to those two metrics that I was teaching.”[9:30] Kathy briefly discusses the media's role in her decision making. She has a journalism background, and bought into some media hype about Boise, Idaho. She knew from experience, but disregarded one of the main lessons she had already learned, which was to “Follow the jobs.” Where people need jobs, they will also need housing. In the case of Boise, the job market wasn't growing--and neither was the population.[10:50] Kathy shares a second rule that she broke: “Always invest in a metro area that has at least a million people, because if half are renters, you have a larger pool.” She believes she ignored her own advice based on Zillow metrics, and getting excited and big-headed.[11:30] The two investors talk about how easy it is to be taken in by buzz and popular thought. Scott briefly paraphrases Oscar Wilde's notion that “Everything that is popular is wrong.” If enough people say something, even smart investors can begin to accept it as truth without truly investigating. Scott and Kathy chat more about the emotional context of this deal, and how ego can cloud judgment.[13:12] Kathy thinks her problematic thinking was even more basic: “It was more lack of experience mixed with too much eagerness.” If anything, she believes she got a little greedy.[14:00] In the case of Boise, Californians were moving to the city and driving some prices up. But Kathy was moving on pure speculation rather than observable metrics: “The properties didn't make sense the day I bought them, and they didn't cash-flow.” [14:36] She couldn't manage her way out of the problem, either, and ultimately sold the property at a loss. [Tweet="I'm damn glad that I kept pushing forward."]Kathy's Worst Deal That first deal Kathy mentioned wasn't even the worst deal she's here to tell us about. Her all-time worst deal took place several states over in Tennessee. She and Scott conduct a little post-mortem of her Bad Beat together. [15:00] Kathy shares about her next, even more painful deal. She continued hunting markets around the country and found an area in Tennessee, but it was low on inventory. She made a deal with a builder, who agreed to give her network 10% of what he built in exchange for her purchasing some of the properties.[16:30] What got her into trouble with the first deal she talked about came back to bite her a second time: “Again, I didn't follow my rules about following the jobs. This was vacation property.”[17:00] During the building process, the market crashed. Kathy shares with Scott about how her failure to read the fine print on one loan led to a major problem. She was forced to refinance, and while investor loans were previously unlimited before the crash, banks were placing hard limits on the numbers of loans investors could have. Unfortunately, in Tennessee, you can actually go to jail for failing to pay debts--and the loan in question was in her husband's name. What had started out as a labor of love ironically ended in a painful predicament.[19:00] Just as timing had a role in getting Kathy into this problem, it also played a role in getting her out. Given how many people were having loan issues, new legislation passed that took jail for nonpayment off the table. She doesn't know how she would have solved the problem without this legislative intervention. Simply selling isn't an option in a market downturn.[20:00] Scott asks if Kathy had a more experienced investor on board for these deals. They discuss the delicate balance of not deviating from models that work, while also leaving room to grow. She shares about learning from her experience, and believes she over-corrected in hindsight: “I missed an opportunity because of my fear of ever making mistakes again.” She was afraid to take properties that weren't cash-flowing, but would have been lucrative if she had taken them.[23:00] The two investors discuss the issues involved in market downturns. Scott points out one famous investor who dropped out of the market for four years when faced with a downturn. Kathy responds with the importance of taking the temperature of the market. [26:00] Kathy shares an anecdote about a misguided investor who believed C-class properties will always be in demand: “In reality, the way it works, is everything kind of goes on sale...What happens in a downturn is the people in the nicest properties have to downsize into a B property, and people who have been living in C properties can now afford the B. The safest place to be is in the middle.”[27:27] When asked if there are ways to learn without experience, Kathy tells Scott: “It's a rare person who can make the right decisions without experience.” She does believe that you can account for inexperience, and circles back to her airplane analogy: “If you don't have the experience to navigate a storm, you need a copilot.” [28:18] This is particularly true when you're investing other people's money as well as your own. She now has experienced team members on her network to help with areas where she isn't as experienced.[29:10] Scott asks what younger investors with less experience bring to the real estate networking table. Kathy, who is often the younger party in her own deals, believes younger people bring understanding of the culture to their deals. She herself had to explain what a webinar is to another investor. Experiences like this have shown her that “Younger people can bring the technology and marketing that older people are clueless about.” [30:25] Young investors also have high amounts of energy, drive, and willingness to learn and work hard.[31:00] Kathy knows her own place in her network, as well: “I fill up a room, bring my experienced experts, and together, we make it happen.”The Takeaways: Challenge What You Think You Know & Get Experienced Partners to Help YouAs always, we like to wrap up the show with the greatest takeaways from Kathy's story. Kathy and Scott each share their opinion on the strongest lessons listeners can learn from Kathy's Bad Beat experience.[32:00] For Kathy, the major lesson is to contain excitement. She dove directly into the deep end of investing and found herself lacking in experience. Her advice to new investors is simply “Jump in, but jump in with a partner who's been there before or do an enormous amount of studying.” [33:50][34:00] Kathy underscores her point about doing your homework: “Real estate isn't that hard or that complicated, but a lot of people mistakenly believe they don't need the education.” Scott agrees that this is vital, as is analyzing the details of any particular deal. [35:00] Scott points out that Kathy's story is a cautionary tale about the influence of mass media messaging, and the importance of challenging beliefs we take for granted. Identifying the truth amidst buzz is a skill that requires practice, as is challenging one's own belief systems.

"DJ Meredith motivates you with the latest Electronica from artists like Oscar Jamo, Wyko, MDNTHR & so many more! Tracks like will ‘Badman Style' by DVZE & D-Trex will help you smash your fitness goals! “Sometimes the bad things that happen in our lives put us directly on the path to the best things that will ever happen to us.” “Legacy is not leaving something for people. It's leaving something in people.” – Peter Strople “No matter what knocks you down in life, get back up and keep going. Never give up. Great blessings are a result of great perseverance.” “Remember that failure is an event, not a person.” – Zig Ziglar “Hard work beats talent when talent doesn't work hard.” – Tim Notke “The human body is the best work of art.” – Jess C. Scott “It's not stress that kills us, it is our reaction to it.” – Hans Selye 00:00 - Mic Break 01:40 - Getting Colder (Original Mix) - Justin Sane 05:14 - Risk It All (Original Mix) - Redondo, Malarkey 08:39 - Go Ahead - S-Project, Xenia 11:32 - El Silencio (Extended Mix) - Fran Ares 17:10 - Mic Break 17:17 - Feel 4 U (Original Mix) - Adapter 20:10 - King Pin - Serkan Çelik 25:53 - Xtc (Extended Mix) - Plus Beat'z, Voxicode 31:24 - Mic Break 31:31 - Bad Like Me (Extended Mix) - Redux Saints 38:01 - Work Ur Back (Original Mix) - Pelvis Moves 40:57 - Mic Break 41:06 - Juicy Lips (David Herrlich Remix) - Piem, Richard Ulh, David Herrlich 44:09 - Molecule (Original Mix) - Mantly 47:05 - Love (Ain't Just A Feeling) (Short Edit) - Robert Jay 50:30 - Mic Break 50:35 - Right Here (Original Mix) - Joe Stone 53:01 - Led By The Sun (Khamsin Reload) - Khamsin, Saavan 57:01 - Like That (Extended Mix) - mirtonik 61:12 - Mic Break 61:17 - Cloudless (Original Mix) - Philipp Wolf 68:18 - Out Of Touch (Paraleven Remix) - Lastlings 73:06 - Glue (Original Mix) - Niiko, SWAE, Zack Martino, Kyle Reynolds 76:10 - Mic Break 76:14 - I Don't Wanne (Original Mix) - Outgang 79:10 - Around (Radio Edit) - KomaCasper, Dirty House Ink 81:53 - My Love (Original Mix) - Mulshine 84:41 - Hooked On You (Original Mix) - Jay Bombay, SHRLT 88:14 - Mic Break 88:28 - Up To No Good (Original Mix) - Mastered 91:43 - You're The Voice (Hoxtones & Dfe Radio Mix) - Hoxtones, Darryl Blackman 95:01 - Flashbacks (Yalçin Asan Remix) - INNA 97:56 - Mic Break 99:28 - Again (DLMT Remix) - Mako 102:38 - Finish "

"DJ Meredith motivates you with the latest Electronica from artists like Oscar Jamo, Wyko, MDNTHR & so many more! Tracks like will ‘Badman Style' by DVZE & D-Trex will help you smash your fitness goals! “Sometimes the bad things that happen in our lives put us directly on the path to the best things that will ever happen to us.” “Legacy is not leaving something for people. It's leaving something in people.” – Peter Strople “No matter what knocks you down in life, get back up and keep going. Never give up. Great blessings are a result of great perseverance.” “Remember that failure is an event, not a person.” – Zig Ziglar “Hard work beats talent when talent doesn't work hard.” – Tim Notke “The human body is the best work of art.” – Jess C. Scott “It's not stress that kills us, it is our reaction to it.” – Hans Selye 00:00 - Mic Break 01:40 - Getting Colder (Original Mix) - Justin Sane 05:14 - Risk It All (Original Mix) - Redondo, Malarkey 08:39 - Go Ahead - S-Project, Xenia 11:32 - El Silencio (Extended Mix) - Fran Ares 17:10 - Mic Break 17:17 - Feel 4 U (Original Mix) - Adapter 20:10 - King Pin - Serkan Çelik 25:53 - Xtc (Extended Mix) - Plus Beat'z, Voxicode 31:24 - Mic Break 31:31 - Bad Like Me (Extended Mix) - Redux Saints 38:01 - Work Ur Back (Original Mix) - Pelvis Moves 40:57 - Mic Break 41:06 - Juicy Lips (David Herrlich Remix) - Piem, Richard Ulh, David Herrlich 44:09 - Molecule (Original Mix) - Mantly 47:05 - Love (Ain't Just A Feeling) (Short Edit) - Robert Jay 50:30 - Mic Break 50:35 - Right Here (Original Mix) - Joe Stone 53:01 - Led By The Sun (Khamsin Reload) - Khamsin, Saavan 57:01 - Like That (Extended Mix) - mirtonik 61:12 - Mic Break 61:17 - Cloudless (Original Mix) - Philipp Wolf 68:18 - Out Of Touch (Paraleven Remix) - Lastlings 73:06 - Glue (Original Mix) - Niiko, SWAE, Zack Martino, Kyle Reynolds 76:10 - Mic Break 76:14 - I Don't Wanne (Original Mix) - Outgang 79:10 - Around (Radio Edit) - KomaCasper, Dirty House Ink 81:53 - My Love (Original Mix) - Mulshine 84:41 - Hooked On You (Original Mix) - Jay Bombay, SHRLT 88:14 - Mic Break 88:28 - Up To No Good (Original Mix) - Mastered 91:43 - You're The Voice (Hoxtones & Dfe Radio Mix) - Hoxtones, Darryl Blackman 95:01 - Flashbacks (Yalçin Asan Remix) - INNA 97:56 - Mic Break 99:28 - Again (DLMT Remix) - Mako 102:38 - Finish "

About ScottScott is a web developer who has been blogging at https://hanselman.com for over a decade. He works in Open Source on ASP.NET and the Azure Cloud for Microsoft out of his home office in Portland, Oregon. Scott has three podcasts, http://hanselminutes.com for tech talk, http://thisdeveloperslife.com on developers' lives and loves, and http://ratchetandthegeek.com for pop culture and tech media. He's written a number of books and spoken in person to almost a half million developers worldwide.Links: Hanselminutes Podcast: https://www.hanselminutes.com/ Personal website: https://hanselman.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Thinkst. This is going to take a minute to explain, so bear with me. I linked against an early version of their tool, canarytokens.org in the very early days of my newsletter, and what it does is relatively simple and straightforward. It winds up embedding credentials, files, that sort of thing in various parts of your environment, wherever you want to; it gives you fake AWS API credentials, for example. And the only thing that these things do is alert you whenever someone attempts to use those things. It's an awesome approach. I've used something similar for years. Check them out. But wait, there's more. They also have an enterprise option that you should be very much aware of canary.tools. You can take a look at this, but what it does is it provides an enterprise approach to drive these things throughout your entire environment. You can get a physical device that hangs out on your network and impersonates whatever you want to. When it gets Nmap scanned, or someone attempts to log into it, or access files on it, you get instant alerts. It's awesome. If you don't do something like this, you're likely to find out that you've gotten breached, the hard way. Take a look at this. It's one of those few things that I look at and say, “Wow, that is an amazing idea. I love it.” That's canarytokens.org and canary.tools. The first one is free. The second one is enterprise-y. Take a look. I'm a big fan of this. More from them in the coming weeks.Corey: This episode is sponsored in part by our friends at Lumigo. If you've built anything from serverless, you know that if there's one thing that can be said universally about these applications, it's that it turns every outage into a murder mystery. Lumigo helps make sense of all of the various functions that wind up tying together to build applications. It offers one-click distributed tracing so you can effortlessly find and fix issues in your serverless and microservices environment. You've created more problems for yourself; make one of them go away. To learn more, visit lumigo.io.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I'm joined this week by Scott Hanselman of Microsoft. He calls himself a partner program manager—or is called a partner program manager. But that feels like it's barely scraping the surface of who and what he is. Scott, thank you for joining me.Scott: [laugh]. Thank you for the introduction. I think my boss calls me that. It's just one of those HR titles; it doesn't really mean—you know, ‘program manager,' what does it even mean?Corey: I figure it means you do an awful lot of programming. One of the hardest questions is, you start doing different things—and Lord knows you do a lot of them—is that awful question that you wind up getting at cocktail parties of, “So, what is it you do exactly?” How do you answer that?Scott: Yeah, it's almost like, if you spent any time on Clubhouse recently, there was a wonderful comedian named Spunky Brewster on Instagram who had a whole thing where she talked about the introductions at the beginning of a Clubhouse thing, where it's like, you're a multi-hyphenate sandwich artist slash skydiver slash programmers slash whatever. One doesn't want to get too full of one's selves. I would say that I have for the last 30 years been a teacher and a professional enthusiast around computing and getting people excited about computing. And everything that I do, whether it be writing software, shipping software, or building community, hangs off of the fact that I'm an enthusiastic teacher.Corey: You really are. And you're also very hard to pin down. I mean, it's pretty clear to basically the worst half of the internet, that you're clearly a shill. The problem is defining exactly what you're a shill for. You're obviously paid by Microsoft, so clearly you push them well beyond the point when it would make sense to.You have a podcast that has been on for over 800 episodes—which puts this one to shame—called Hanselminutes, and that is, of course, something where you're shilling for your own podcast. You've recently started on TikTok, which I can only assume is what the kids are into these days. You're involved in so many different things and taking so many different positions, that it's very hard to pin down what is the stuff you're passionate about.Scott: I'm going to gently push back and say—Corey: Please do.Scott: That if one were to care to look at it holistically, I am selling enthusiasm around free and open-source software on primarily the Windows platform that I'm excited about, and I am selling empowerment for the next generation of people who want to do computing. Before I went to Microsoft, my blog and my podcast existed, and I was consistent in my, “Hey, have you heard the news?” Message to anyone who would listen. And I taught at both Portland Community College and Oregon Institute of Technology, teaching web services and history of the web and C# and all that kind of stuff. So, I'm one of those people where if you touch on a topic that I'm interested in, I'll be like, “Oh, my goodness, let's”—and I'll just like, you know, knock everything off the desk and I'm going to be like, “Okay, let's build a model, a working model of the solar system here, now. The orange is the sun.”And it's like, suddenly now we're talking about science, like Hank Green or whatever. My family will ask me, “Why isn't the remote control working?” And then I've taken it apart and I'm explaining to them how the infrared LED inside works. And, you know, how can you not be excited about all these things? And that's my whole thing about computing and the power that being able to program computers represents to me.Corey: I would agree with that. I'd say that one thing that is universal about everything you're involved in is the expression I heard that I love and am going to recapture has been, “Sending the elevator back down.”Scott: Oh, yeah. Throwing ladders, ropes, elevators. I am very blessed to have made it out of my neighborhood, and I am very hopeful that anyone who is in a situation that they do not want to be in could potentially use coding, programming, IT, computing as the great equalizer and that I can I could somehow lend my privilege to them to get the things done and solve the problems that they want to solve with computers.Corey: I'm sure that you've been asked ad nauseum about—you work in free and open-source software. You've been an advocate for this, effectively, for your entire career; did no one tell you you work at Microsoft? But that's old Microsoft in many respects. That's something that we've covered with a bunch of different guests previously from Microsoft, and it's honestly a little—it's becoming a bit of a tired trope. It was a really interesting conversation a few years back that, oh, it's clearly all just for show.Well, that is less and less obvious, and more tired and frankly bad take as time progresses. So, I want to go back a bit further into my own personal journey because it turns out that the number one reason to reach out to you for anything is tech support on various things. I don't talk about this often, but I started my career moonlighting as a Windows admin, back in the Windows 2003 server days; and it was an experience, and licensing was a colossal pain, and I finally had enough of it one day, in 2006, switched over to Unix administration on BSD, and got a Mac laptop, and that was really the last time that I used Windows in anger. Now, it's been 15 years since that happened, and I haven't really been tracking the Windows ecosystem. What have I missed?Scott: [laugh]. There's a lot there that you just said. So first, different people have their religions and they're excited about them, and I encourage everyone to be excited about the religion that they're excited about. It's great to be excited about your thing, but it's also really not cool to be a zealot about your thing. So hey, be excited about Windows, be excited about Linux, be excited about Mac.Just don't tell me that I'm going to heck because I didn't share your enthusiasm. Let's just be excited together and we can be friends together. I've worked on Linux at Nike, I've worked on Mac, I've worked on Windows, you know, I've been there before these things existed and I'll be there afterwards.Corey: Exactly. At some point being a zealot for a technology just sort of means you haven't been around the block enough to understand how it's going to break, how it's going to fail, how it's going to evolve, and it doesn't lead to a positive outcome for anyone. It fundamentally becomes a form of gatekeeping more than anything else, and I just don't have the stomach for it.Scott: Yeah. And ultimately, we're just looking for—you know, we got these smart rocks that we taught how to think with lightning, and they're running for loops for us. And maybe they're running them in the cloud, maybe they're running locally. So, I'm not really too worried about it. Windows is my thing of choice, but just, you know, one person's Honda is another person's Toyota; you get excited about the brand that you start out with.So, that's that. Currently, though, Windows has gone, at least in the last maybe 20 years, from one of those things where there's generational pain, and, like, “Microsoft killed my Pappy, and I'll never forgive you.” And it's like, yeah, there was some dumb stuff in the '90s with Internet Explorer, but as a somewhat highly placed middle manager at Microsoft, I've never been in an active mustache-twirling situation where I was behind closed doors and anyone thought anything nefarious. There's only a true, “What's the right thing for the customer? What is the right thing for the people?”My whole thing is to make it so developers can develop more easily on Windows, so I'm very fortunate to be helping some folks in a partnership between the Windows division and the developer division that I work in to make Windows kick butt when it comes to dev. Historically, the Windows terminal, or what's called cmd.exe which is run by a thing called the console host has sucked; it has lagged behind. So, if you drop out to the command line, you've got the, you know, the old, kind of, quote-unquote, “DOS shell” with a cmd processor—it's not really DOS—running in an old console host. And it's been there for gosh, probably early '90s. That sucks.But then you got PowerShell. And again, I want to juxtapose the difference between a console—or a terminal—and a shell. They're different things. There's lots of great third-party terminals in the ecosystem. There's lots of shells to choose from, whether it be PowerShell, PowerShell Core—now PowerShell 7.0—or the cmd, as well as bash, and Cygwin, and zsh, and fish.But the actual thing that paints the text on Windows has historically not been awesome. So, the new open-source Windows terminal has been the big thing. If you're a Machead and you use iTerm2, or Hyper, or things like that, you'll find it very comfortable. It's a tabbed terminal, split-screen, ripping fast, written in, you know, DirectX, C++ et cetera, et cetera, all open-source, and then it lets you do transparency, and background colors, and ligature fonts, and all the things that a great modern terminal would want to do. That is kind of the linchpin of making Windows awesome for developers, then gets even awesomer when you add in the ability that we're now shipping an actual Linux kernel, and I can run N number of Linuxes side-by-side, in multiple panes, all within the terminal.This getting to the point about juxtaposing the difference between a terminal and a console and a shell. So, I've got, on the machine, I'm talking to you on right now, on my third monitor, I've got Windows terminal open with PowerShell on Windows on the left, Ubuntu 18.04 LTS on the right, with the fish shell. And then I've got another Ubuntu 20.04 with bash, a standard bash shell.And I'm going and testing stuff in Docker, and running .NET in Docker, and getting ready to deploy my own podcast website up into Azure. And I'm doing it in a totally organic way. It's not like, “Oh, I'm just running a virtual machine.” No, it's integrated. That's what I think you'd be impressed with.Corey: That right there is the reason that I generally tended to shy away from getting back into the Windows ecosystem for the longest time—and this is not a slam on Windows, by any stretch of the—Scott: No of course. Sure, sure, sure.Corey: —imagination—my belief has always been that you operate within the environment as it's intended to be operated within, and it felt at the time, “Oh, install Cygwin, and get all this other stuff going, and run a VM to do it.” It felt like I was fighting upstream in some respects.Scott: Oh, yeah, that's a great point. Let's talk about that for a second. So—Corey: Let's do it.Scott: So, Cygwin is the GNU utilities that are written in a very nice portable C, but they are written against the Windows kernel. So, the example I like to use is ls, you type ls, you list out your directory, right? So, ls and dir are the same thing for this conversation. Which means that someone has to then call a system call—syscall in Linux, Windows kernel call in Windows—and say, “Hey, would you please enumerate these files, and then give me information about them, and check the metadata?” And that has to call the file system and then it's turtles all the way down.Cygwin isn't Linux. It's the bash and GNU utilities recompiled and compiled against the Windows stuff. So, it's basically putting a bash skin on Windows, but it's not Linux; it's bash. Okay? But WSL is actually Linux, and rather than firing up a big 30 gig Hyper-V, or VirtualBox, or Parallels virtual machine, which is, like, a moment—“I'm firing up the VM; call me in an hour when it comes back up.”—and when the VM comes up, it's, like, a square on your screen and now you're dealing with another thing to manage.The WSL stuff is actually a utility virtual machine built on a lower subsystem, the virtualization platform, and it starts in less than a second. You can start it faster than you can say, one one-thousand. And it goes instantly up, it automatically allocates and deallocates memory so that it's smart about memory, and it's running the actual Linux kernel, so it's not pretending to be Linux. So, if your goal is a Linux environment and you're a Linux developer, the time of Linux on the desktop is happening, in this case, on the Windows desktop. Where you get interesting stuff, and where I think your brain might explode is, imagine you're in the terminal, you're at the Linux file system at the bash prompt, and you type ‘notepad.exe.' What would you expect to happen? You'd expect it to try to find it in a Linux path and fail.Corey: Right. And then you're trying to figure out, am I in this environm—because you generally tend to run these things in the same-looking terminal, but then all the syntax changes as soon as you go back into the Windows native environment, you're having to deal with line-ending issues on a constant basis, and you just—Scott: Oh, yeah. All that stuff, where.Corey: And as soon as you ask for help because back in those days, I was looking primarily into using freenode as my primary source of support because I network staff on the network for the better part of a decade, and the answer is, “I'm having some trouble with Linux,” and the response is, “Oh, you're doing this within a Windows environment? Get a real computer, kid.” Because it's still IRC, and being condescending and rude to anyone who makes different choices than you do is apparently the way that was done back then.Scott: Well, today in 2020 because we don't want to just have light integration with Windows—and by light integration, like, I don't know if you remember firing up a virtual machine on Windows and then, like, copy-pasting a file, and we were all going like, “Oh, my God, that's amazing.” I drug the file in and then it did a little bit of magic and then moved the file from Windows into Linux. What we want is to blur the lines between the two so you can move comfortably. When you type explorer.exe or notepad.txt in Linux on Windows, Linux says no, and then Windows gets the chance, fires it up, and can access the Linux file system.And since Notepad now understands line endings, just happily, you can open up your .profile, your bash_profile, your csh file in Notepad, or—here's where it gets interesting—Visual Studio Code, and comfortably run your Windows apps, talking to your Linux file system, or in the—coming soon, and we've blogged about this and announced it at Build last year, run Linux GUI apps seamlessly so that I could have two browsers up, two Chromes, one Windows and one Linux, side-by-side, which is going to make web testing even that much easier. And I'm moving seamlessly between the two. Even cooler, I can type explorer.exe and then pass in dot, which represents the current folder, and if the current folder is the Linux file system, we seamlessly have a Plan 9 server—basically a file server that lets you access your Linux file system—from—Corey: Is it actually running Plan 9?Scott: It is a Plan 9 server.Corey: That is amazing. I'm sorry, that is a blast from the past.Scott: I'm glad. And we can run N number of Linuxes; this isn't just one Linux. I've got Kali Linux, two different Ubuntus, and I could tar up the user mode files on mine, zip them up, give them to you, and you could go and type ‘wsl–import,' and then have my Linux file system. Which means that we could make a custom Screaming in the Cloud distro, put it in the Windows Store, put it up on GitHub, build our own, and then the company could standardize on our Linux distro and run it on Windows.Corey: That is almost as terrible an idea as using a DNS service as a database.Scott: [laugh].Corey: I love it. I'm totally there for it.Scott: It's really nice because it's extremely—the point is, it has to have no friction, right? So, if you think about it this way, I just moved—I blogged about this; if people want to go and learn about it—I just moved my blog of 20 years off of a Windows Server 2008 server running under someone's desk at a host, into Azure. This is a multi-month-long migration. My blog, my main site, kind of the whole Hanselman ecosystem moved up in Azure. So, I had a couple things to deal with.Am I going to go from Windows to Linux? Am I going to go from a physical machine to a virtual machine? Am I going to go from a physical machine to a virtual machine to a Platform as a Service? And when I do that, well, how is that going to change the way that I write software? I was opening it in Visual Studio, pressing F5, and running it in IIS—the Internet Information Server for Windows—for the last 15, 20 years.How do I change that experience? Well, I like Visual Studio; I like pressing F5; I like interactive debugging sessions. But I also like saving money running Linux in the cloud, so how can I have the best of all those worlds? Because I wrote the thing in .NET, I moved into .NET 5, which runs everywhere, put together a Docker file, got full support for that in Visual Studio, moved it over into WSL so I can test it on both Windows and Linux.I can go into my folder on my WSL, my Windows subsystem for Linux, type code dot, open up Visual Studio Code. Visual Studio Code splits in half. The Windows client of Visual Studio Code runs on Windows; the server, the Visual Studio Code server, runs in WSL providing the bridge between the two worlds, and I can press F5 and have interactive debugging and now I'm a Linux developer even though I've never left Windows. Then I can right-click publish in Visual Studio to GitHub Actions, which will then throw it into the cloud, and I moved everything over into Azure, saved 30%, and everything's awesome. I'm still a Windows developer using Visual Studio. So, it's pretty much I don't know, non-denominational; kind of mixing the streams here.Corey: It is. And let me take it a step further. When I'm on the road, the only computer I bring with me these days—well, in the before times, let's be very realistic. Now, when ‘I'm on the road,' that means going to the kitchen for a snack—the only computer I bring with me is my iPad Pro, which means that everything I do has a distinct application. For when I want to get into my development environment, historically it was, use some terminal app—I'm a fan of Blink, but everyone has their own; don't email me.And everything else I tended to use looked an awful lot like a web app. If there wasn't a dedicated iOS app, it was certainly available via a web browser. Which leads me to the suspicion that we're almost approaching a post-operating-system world where the future development operating system begins to look an awful lot—and people are going to yell at me for this—Visual Studio Code.Scott: Mmm.Corey: It supports a bunch of remote activities now that GitHub Codespaces is available—at least to my account; I don't know if it's generally available yet—but I've been using it; I love it; everything it winds up doing is hosted remotely in Azure; I don't have to think about managing the infrastructure; it's just another tab within GitHub, and it works. My big problem is that I'm trying to shake, effectively, 20 years of muscle memory of wrestling with Vim, and it takes a little bit of a leap in order to become comfortable with something that's a more visually-oriented IDE.Scott: Why don't you use the VsVim, Jared Parsons Vim plugin for Visual Studio?Corey: I've never yet found a plugin that I like for something else to make it behave like Vim. Vimperator is a browser extension, all of it just tends to be unfortunate and annoying in different ways. For whatever reason, the way that I'm configured or built, it doesn't work for me in the same way. And it goes back to our previous conversation about using the native offering as it comes, rather than trying to make it look like something else.Scott: Okay. I would just offer to you and for other Vim people who might be listening, that VS Code Vim does have 2.5 million installs, over 2 million people happily using that. And they are—Corey: Come to find it only has 200,000 actual users; there was an installation bug and one person just kept trying over and over and over. I kid, I kid.Scott: No, seriously though, these are actual Vim-heads and Jared Parsons is a developer at Microsoft who is like, out of his cold dead hands you'll pull his Vim. So, there's solutions; whether you're Vim or Emacs, you know, we welcome all comers. But to your point, the Visual Studio, once it got split in half, where the language services, those services that provide context to Python, Ruby, C# C++ et cetera, once those extensions can be remoted, they can run on Windows, they can run on Linux, they can run on the cloud. So, VS Code being split in half as a client-server application has really made it shine. And for me, that means that I don't notice a difference, whether I'm running VS Code on Windows or running VS Code to a remote Linux install, or even using SSH and coding on Windows remotely to a Raspberry Pi.Corey: I love the idea. I've seen people do this, in some respects, back in the days of Code Server being a project on GitHub, and it took a fair bit of wrangling to get that to work in a way that wasn't scarily insecure and reliable. But once it was up and running, you could effectively plug a Raspberry Pi in underneath your iPad and effectively have a portable computer on the go that did local development. I'm looking at this and realizing the future doesn't look at all like what I thought it was going to, and it's really still kind of neat.Scott: Mm-hm.Corey: There's a lot of value in being able to make things like this more accessible, and the reason I'm excited about a lot of this, too, is that aligned with a generous free tier opportunity, which I don't know final pricing for things like GitHub Codespaces, suddenly the only real requirement is something that can render a browser and connect to the internet for an awful lot of folks to get started. It doesn't require a fancy local overpowered development machine the way a lot of things used to. And yes, I know; there are certain kinds of development that are changing in that respect, but it still feels to me like it has never been easier to get started with all of this technology than ever before, with a counterargument that there's so many different directions to go in. “Oh, I want to get started using Visual Studio Code or learning to write JavaScript. Great. How do I do this? Let me find a tutorial.” And you find 20 million tutorials, and then you're frozen with indecision. How do you get past that?Scott: Yeah, there is and always will be, unfortunately, a certain amount of analysis paralysis that occurs. I started a TikTok recently to try to help people to get involved in coding, and the number one question I get—and I mean, thousands and thousands of them—are like, “Where do I start?” Because everyone seems to think that if they pick the wrong language, that will be a huge mistake. And I can't think of a wrong language, you know? Like, what human language should I learn?You know, English, Chinese, Arabic, Japanese. Pick one and then learn another one if you can. Learn a couple. But I don't think there's a wrong language to learn because the basics of computer science are the basics of computer science. I think what we need to do is remind people that computers are computers no matter whether they're an Android phone or a Windows laptop, and that any forward motion at all is a good thing. I think a lot of people have analysis paralysis, and they're just afraid to pick stuff.Corey: I agree with what you're saying, but I'm also going to push back gently on what you're saying, as well. If someone who is new to the field was asking me what language to learn, I would be hard-pressed to recommend a language that was not JavaScript. I want to be clear, I do not understand or know JavaScript at all, but it's clear from what I'm seeing, that is, in many ways, the language of the future. It is how frontend is being interacted with; there are projects from every cloud provider that wind up managing infrastructure via JavaScript primitives. There are so many on-ramps for this, and the user experience for new folks is phenomenal compared to any language that I've worked with in my career. Would you agree with that or disagree with that assessment?Scott: So, I've written blog posts on this topic, and my answer is a little more ‘it depends.' I say that people should always learn JavaScript and one other language, preferably a systems language, which also may be JavaScript. But rather than thinking about things language-first, we think about things solutions-first. If someone says, “I want to do a lot of data science,” you don't learn JavaScript. If someone says, “I want to go and write an Android app,” yeah, you could do that in JavaScript, but JavaScript is not the answer to all questions.Just as the English language, while it may be the lingua franca, no pun intended, it is not the only language one should pick. I usually say, “Well, what do you want to do?” “Well, I want to write a video game for the Xbox.” Okay, well, you're probably not going to do that in JavaScript. “Oh, I want to do data science. I want to write an iPhone app.” JavaScript is the language you should learn if you're going to be doing things on the web, yes, but if you're going to be writing the backend for WhatsApp, then you're not going to do that JavaScript.Corey: This episode is sponsored by ExtraHop. ExtraHop provides threat detection and response for the Enterprise (not the starship). On-prem security doesn't translate well to cloud or multi-cloud environments, and that's not even counting IoT. ExtraHop automatically discovers everything inside the perimeter, including your cloud workloads and IoT devices, detects these threats up to 35 percent faster, and helps you act immediately. Ask for a free trial of detection and response for AWS today at extrahop.com/trial.Corey: Yeah, I think you're right. It comes down to what is the problem you're trying to solve for? Taking the analogy back to human languages, well, what is your goal? Is it just to say that you've learned a language and to understand, get a glimpse at another culture through its language? Yeah, there is no wrong answer. If it's that you want to go live in France one day and participate in French business discussions, I have a recommendation for you, and it's probably not Sanskrit.At some point, you have to align with what people want to do and the direction they're going in with the language selection. What I like about JavaScript is, frankly, it's incredible versatility as far as problems to which it can be applied. And without it, I think you're going to struggle as you enter the space. My first language was crappy Perl—slash bash because everyone does bash when you're a systems administrator—and then it has later evolved now to crappy Python as my language of choice. But I'm not going to be able to effectively do any frontend work in Python, nor would I attempt to do so.My way of handling frontend work now is to have the good sense to pay a professional. But if you're getting started today and you're not sure what you want to do in your career, my opinion has always been that if you think you know what you want to do in your career, there's a great chance you're going to be wrong, but pursuing the thing that you think you want to do will open other opportunities and doors, and present things to you that will catch your interest in a way you might not be able to anticipate. So, especially early on in careers, I like biasing for things that give increased options, that boost my optionality as far as what I'm going to be able to do.Scott: Okay. I think that's fair. I think that no one ever got fired for picking IBM; [laugh] no one ever jeopardized their career by choosing JavaScript. I do think it's a little more nuanced, as I mentioned.Corey: It absolutely is. I am absolutely willing to have a disagreement with you on that front. I think the thing that we're aligned on is that whatever you pick, make sure it's something you're interested in. Don't do it just for—like, “Well, I'm told I can make a lot of money doing X.” That feels like it's the worst reason to do things, in isolation.Scott: That's a tough one. I used to think that, too, but I am thinking that it's important to note and recognize that it is a valid reason to get into tech, not for the passion because for no other reason that I want to make a lot of money.Corey: Absolutely. I could not agree with you more, and that is… something I've gotten wrong in the past.Scott: Yeah. And I have been a fan of saying, you know, “Be passionate and work on these things on the side,” and all that kind of stuff. But all of those things involve a lot of assumptions and a lot of privileges that, you know, people have: that you have spare time and that you have a place to work on these things. I work on stuff on the side because it feeds my spirit. If you work on woodworking, or drones, or gardening on the side, you know, not everything you work on the side has to be steeped in hustle culture and having a startup, or something that you're doing on the side.Corey: Absolutely. If you're looking at a position of wanting to get into technology because it leads to a better financial outcome for you and that is what motivates you, you're not wrong.Scott: Exactly.Corey: The idea that, “Oh, you have to love it or you'll never succeed.” I think that some of the worst advice we ever wind up giving folks early in their career—particularly young people—is, ‘follow your passion.' That can be incredibly destructive advice in some contexts, depending upon what it is you want to do and what you want your life to look like.Scott: Yeah, exactly.Corey: One of the things that I've always been appreciative of from afar with Microsoft has been there's an entire developer ecosystem, and historically, it's focused on languages I can barely understand: ASP.NET, the C# is deep in that space, F#, I think, is now a thing as well. There's an entire ecosystem around this with Visual Studio the original, not Visual Studio Code—turns out naming is one of those things that no tech companies seems to get right—but it feels almost like there's an entire ecosystem there for those of us who spent significant time—and I'm speaking for myself here, not you—in the open-source community talking about things like Perl and whatnot, I never got much exposure to stuff like that. I would also classify Enterprise Java as being in that direction as well. Is there a bifurcation there that I'm not seeing, or was I just never talking to the right people? All the above? Maybe I was just—maybe I had blinders on; didn't realize it.Scott: There was a time when the Microsoft developer ecosystem meant write things for Windows, do things on Windows, use languages that Microsoft made and created. And now, with the rise of the cloud and with the rise of Software as a Service, Microsoft is a much simpler company, which is a funny thing to say for such a complicated company. Microsoft would love to run your for loop in the cloud for money. We don't care what language you use; we want you to use the language that makes you happy. Somewhere around five to seven years ago, in the developer division, we started optimizing for developer happiness.And that's why you can write Ruby, and Perl, and Python, and C, and C++ and C# and all those different things. Even C# now, and .NET, is owned by the .NET Foundation and not by Microsoft. Microsoft, of course, is one of the primary users, but we've got a lot of—Samsung is a huge contributor, Google is a huge contributor, Amazon Web Services is a big contributor to .NET.So, Microsoft's own zealotry towards—and bias towards our own languages has, kind of, gone away because Office is on iPhone, right? Like, anywhere that you are, we'll go there. So, we're really going where the customer is rather than trying to funnel the customer into where we want them to be, which is a really an inverted way of doing things over the way it was done 20, 30 years ago. In my opinion.Corey: This gets back to the idea of the Microsoft cultural transformation. It hasn't just been an internal transform; it's been something that is involved with how it's engaging with its customers, how it's engaging with the community, how it's becoming available in different ways to different folks. It's hard to tell where a lot of these things start and where a lot of these things stop. I don't pretend to be a Microsoft “fanboy,” quote-unquote, but I believe it is impossible to look at what has happened, especially in the world of cloud, and not at the very least respect what Microsoft has been able to achieve.Scott: Well, I came here to open source stuff. I'm surely not responsible for the transformation, I'm just a cog in the machine, but I can speak for the things that I own, like .NET and Visual Studio Community, and I think one of the things that we have gotten right is we are trying to create zero-distance products. You could be using Visual Studio Code, find a bug, suggest a feature, have a conversation in public with the PMs and devs that own the thing, get an insider's build a few days later, and see that promoted to production within a week or two. There is zero distance between you the consumer and the creator of the thing.And if you wanted to even fix the bug yourself, submit a pull request, and see that go into production, you could do that as well. You know, some of our best C# compiler folks are not working for Microsoft and they are giving improvements, they are making the product better. So, zero-distance in many ways, if you look at the other products at Microsoft, like PowerToys is a great thing, which is [unintelligible 00:32:06] an incubator for Windows features. We're adding stuff to the PowerToys open-source project like launchers, and a thing called FancyZones that is a window tiling manager, you know, features that prosumers and enthusiasts always wished Windows could have, they can now participate in, thereby creating a zero-distance product in Windows itself.Corey: And I want to point out as well that you are still Microsoft. You, the collective you. I suppose you personally; that is where your email address ends. But you're still Microsoft. This is still languages, and tools, and SDKs, and frameworks used by the largest companies in the world. This zero-distance approach is being done on things that service banks, who are famously not the earliest adopters of some code that I wrote last night; it's probably fine.Scott: Do you know what my job was before I came here?Corey: Tell me.Scott: I was the chief architect at a finance company that created software for banks. I was responsible for a quarter of the retail online banking systems in North America, built on .NET and open-source software. [laugh].Corey: So, you've lived that world. You've been that customer.Scott: Trying to convince a bank that open-source was a good idea in the early 2000s was non-trivial. You know, sitting around in 2003, 2004, talking about Agile, and you know, continuous integration, and build servers, and then going and saying, “Hey, you should use the software,” trying to deal with lawyers and explain to them the difference between the MIT, Apache, and GPL licenses and what it means to their bank was definitely a challenge. And working through those issues, it has been challenging. But open-source software now pervades. Just go and look at the license.txt in the Visual Studio Program Files folder to see all of the open-source software that is consumed by Visual Studio.Corey: One last topic that I want to get to before we call it a show is that you've spent a significant portion of your career, at least recently, focusing on, more or less, where the next generation of engineers, developers, et cetera, come from. And to that end, you've also started recently with TikTok, the social media platform. Are those two things related, first off, or am I making a giant pile of unwarranted assumption?Scott: [laugh]. I think that is a fair assumption. So, what's going on is I want to make sure that as I fade away and I leave the software industry in the next, you know, N number of years, that I'm setting up as many people as possible for success. That's where my career started when I was a professor, and that's hopefully where my career will end when I am a professor again. Hopefully, my retirement gig will have me teaching at some university somewhere.And in doing that, I want to find the next million developers, right? Where are they, the next 10 million developers? They're probably not on Twitter. They might be a lot of different places: they might be on Discord, they might be on Reddit, they might be on forums that I haven't found yet. But I have found, on TikTok, a very creative and for the most part kind and inclusive community.And both myself and also recently, the Visual Studio Code team have been hanging out there, and sharing our creativity, and having really interesting conversations about how you the listener can if not be a programmer, be a person that knows better the tools that are available to you to solve problems.Corey: So, I absolutely appreciate and enjoy the direction that you're going in, but again, people invite you to things and then spring technical support questions on you. Can you explain what TikTok is? I'm still trying to wrap my head around it because I turned around and discovered I was middle-aged one day.Scott: Sure. Well, I mean, I am an old man on TikTok, to be clear. TikTok, like Twitter, revels in its constraints. If you recall, there was a big controversy when Twitter went from 140 characters to 280 because people thought it was just letting the constraint that we were so excited about—which was artificial because it was the length of a standard message service text—Corey: I'm one of those people who bitterly protested it. I was completely wrong.Scott: Right? But the idea that something is constrained, that TikTok is either 15 seconds, or less than 60, it's similar to Vine in that it is a tiny video; what can I do in one minute? Additionally, before they allowed uploading of videos, everything was constrained within the TikTok editor, so people would do amazing and intricate 30 and 40 shot transitions within a 60 second period of time. But one of the things I find most unique about TikTok is you can reply to a text comment with a video. So, I make a video—maybe I do 60 seconds on how to be a software engineer—somebody replies in text, I can then reply to that text with a video, and then a TikTok creator can do what's called a stitch and reply to my video with a video.So, I could take 15 seconds of yours, a comment that you made, and say, “Oh, this is a great comment. Here's my thoughts on that comment.” Or we could even do a duet where you record a video and then I record one, side-by-side. And we either simulate that we're actually having a conversation, or I react to your video as well. Once you start teaching TikTok about yourself by liking things, you curate a very positive place for yourself.You might get on TikTok, not logged in, and it's dancing, and you might find some inappropriate things that you don't necessarily want to see, or you're not interested in, but one of the things that I've noticed as I talk about my home network and coding is people will say, “Oh, I finally found adjective TikTok; I finally found coding TikTok I finally found IT TikTok. Oh, I'm going to comment on your post because I want to stay on networking TikTok.” And then your feed isn't just a feed of the people that you follow, but it's a feed of all the things that TikTok thinks you're excited about. So, I am on this wonderful TikTok of linguistics and languages, and I'm learning about cultures, and I'm on indigenous TikTok, and I'm on networking TikTok. And the mix of creativity and the constraint of just 60 seconds has been, really, a joy. And I've only been there for about a month and I've blessed to have 80,000 people hanging out with me there.Corey: It sounds like you're quite the fan of the platform, which alone in isolation, is enough to get me to look at it in more depth.Scott: I am a fan of creativity. I would also say though, it's very addictive once you find your people. I've had to put screen time limits on my own phone to keep me from burning time there.Corey: That is all of tempting, provocative, and disturbing. I—Scott: You should hang out with me on YouTube, then. I just got my 100,000 YouTube Silver Play Button in the mail. That's where I spend my time doing my long-form. I just did, actually, 17 minutes on WSL and how to use Linux. That might be a good starter for you.Corey: It very well might. So, if people want to learn more about what you're up to, and how you think about the wide variety of things you're interested in, where can they find you?Scott: They should start at my last name dot com: Hanselman.com. They used to be able to Google for Scott, and I was in an epic battle with Scott brand toilet paper tissue, and then they trademarked the name Scott and now I'm somewhere in the distant second or third page. It was a tragedy. But as an early comer—Corey: Oh, my condolences.Scott: Yeah, oh my God. As an early comer to the internet, it was me and Scott Fly Rods on the first page, for many, many years. And then—Corey: If it helps, you and Scott Fly Rods are both on page two.Scott: Oh. Well, the tyranny of the Scott toilet paper conspiracy against me has been problematic.Corey: Exactly.Scott: [laugh].Corey: Thank you so much for taking the time to speak with me today. I really do appreciate it.Scott: It's my pleasure.Corey: Scott Hanselman, partner program manager at Microsoft and so much more. I'm Cloud Economist Corey Quinn. This is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a crappy comment that starts with a comment that gatekeeps a programming language so we know to ignore it.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

The online buying experience is always evolving, so it’s table stakes for companies to be on their toes and ready to adjust when the market tells them to. Especially when the company we are chatting about today was founded in 1948! But being prepared to adjust and actually making it happen are two different things. At DICK’S Sporting Goods, its customers, who are referred to as “athletes” are truly running the show, and Scott Casciato, who serves as the VP of Omni Channel Fulfillment & Athlete Service at DICK'S, is the man who takes their needs and delivers a seamless experience to them via DICK’S ecommerce platform and throughout their 700 retail locations. And with their ecommerce sales increasing by 100% in 2020, Scott and his team have had to rethink many things like: how to scale up operations during peak seasons, why testing every iteration on the website is key, how to perfect the buy online pick up in-store experience, and determine how to take their athlete's feedback and transform it into a funnel for change. This episode brought back a lot of nostalgia for me, thinking about the days of wandering the aisles of Dick’s in my high school days looking for a new lacrosse stick or soccer shoes. So it was fun to hear about how much has changed, and  what investments the company has been making lately in creating the best customer experience possible for its athletes. Also, tune in to the end to hear Scott discuss the importance of great vendor relationships, how to future proof logistics, and the new in-store experiences that Dick’s is betting big on. Enjoy! Main Takeaways:The House Don’t Fall When the Bones are Good: Having a strong foundation is the most impactful thing a company can do to prepare for surges in traffic that might come during peak seasons or after highly-successful campaigns. You have to do the work, go through the load tests and constantly be improving the technology stack because there are no shortcuts when you are creating a scalable platform that can withstand anything you throw at it. With last year being a perfect case study to reflect on, dive into the data and pivot if needed so you’re ready for the surge!Bet On It … Then Test It: Building out an online experience that works requires constant testing. You can plan for outcomes and bet on how you think people will react, but until you test it, you can’t ever be certain. As Scott mentioned, following the path the data reveals can be surprising and sometimes opposite of what your intuition is telling you.Experiences For The Future: The shopping experience is going to continue to change, and the strongest companies are planning for the future by paying attention to trends and then creating experiences — both in-person and online — that will drive engagement with consumers and build trust and confidence in the company’s authority in the space. By investing early into an experience or a specific market, you set yourself up as the expert in that specialized vertical and become the retailer of choice for consumers.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce---Transcript:Stephanie:Hey everyone and welcome back to Up Next in Commerce, this is your host, Stephanie Postles, ceo@mission.org. Today on the show we have Scott Casciato, vice president of Omni Channel Fulfillment & Athlete Service at DICK'S Sporting Goods. Scott, welcome.Scott:Thanks for having me. It's great to be here.Stephanie:I'm really excited to have you. So I have this deep love of DICK'S Sporting Goods because there was a location in my hometown, eastern shore of Maryland, which I feel no one even knows where that is on a map. But back in high school, I would go almost every week and just kind of peruse through the aisles and look for new lacrosse sticks and shoes. And I didn't really have much money, but I remember just loving the experience and being there probably for three hours with friends, just kind of hanging out. So I was so excited when I saw you guys on the lineup where I was, "Yes, something I know well."Scott:Was that your sport growing up, lacrosse?Stephanie:Lacrosse and soccer.Scott:Nice, nice. That's great.Stephanie:Deep love there. So I'd love to hear a bit about how you got into this industry, because you had a funny quote where you said, "I don't know how I really ended up here," and I'd love to start there, how did you become the vice-president of Omni Channel Fulfillment & Athlete Service at DICK'S Sporting Goods?Scott:It goes back... I spent the early part of my career in software, supply chain software, and kind of even on the sales side, then moved into the operational side and then got into management consulting and did a tour duty in the management consulting ranks. And I got introduced to the founder and co-founder of a company called ModCloth that I was with previously. And they were looking for somebody to run fulfillment and customer service. And I just said, I don't know anything about, I mean, I know supply chain, but I don't really know anything about direct consumer fulfillment at the time. And the founder of that business was, "Yeah, I know, but you're smart enough to figure it out." Right?Scott:So and I have a bent for really high growth, high speed businesses, and it just kind of the way I grew up in my career and that was a really great opportunity. So I did that and I spent five years there scaling that business really significantly, hyper growth phase and it was awesome. I learned a ton about fulfillment and service. And then about five years in, I had this great opportunity to come to DICK'S. And the thing that was really interesting to me is, the question was how can we build a great service organization for DICK'S Sporting Goods? I'm like, "Wow, if I could do it at a much smaller company, what would it be like to come to such a great brand and try to do it here?" And and we did, right?Scott:And so we spent a lot of time building that for the first four years of my time at DICK'S and then had an opportunity to take fulfillment on. So it's interesting that I have some of the aspects of that, that previous role that I had only, a scale that is much larger and just been very, very fortunate to be with such a great business. And it's been awesome to work with the team at DICK'S.Stephanie:Okay. So you are leaving ModCloth, I mean, that's like strictly ecommerce and then you're coming to this, I would say very omni-channel company. I mean, you have over 700 locations across the US, quickly moving to digital, at least over the past couple of years. Tell me a bit about what that transition was like?Scott:I mean, and at the same time we were really building... We were just starting our transformation to building our own technology. So it was a massive... It was basically rebuilding what we had already had from an ecommerce business perspective. And I think fundamentally a lot of the things that I came in and the tools that I had were relevant, right? How you scale a business. I mean, that stuff is somewhat the same. I think one of the biggest changes was or a few of them were one, just having more teammates that knew a lot of stuff that could really help and drive the initiatives and the progress forward, whereas in a much smaller company, right? It's you're wearing so many different hats and you're doing so many different things here.Scott:It was a shock to me to say, oh, there's somebody that can help with reporting or data analytics and help us with these answers. So that was awesome. And then I just think we were all learning, right? So we were learning what we needed. We were learning what we wanted to be in customer service, we were learning what we wanted to have in terms of digital capabilities. We were learning how to run that business as we were deploying new technology, right? So how do you do pricing online appropriately? I remember a lot of conversation. How do you display things? What's the right... How do you check? What's the right checkout flow? And then we had, as all businesses do, you have to make a lot of trade-offs because it may not be the most elegant thing right at the beginning, but we just got to get it up and running, right?Scott:And so having those conversations can be tough, right? Everybody, and especially our business, we just have this DNA where we just relentlessly improve, right? And so it's tough to launch something and know that it's not the perfect solution, right, and then making sure that you go back and you iterate and you keep going, right? We just did that for a long time. But it was a lot of fun and it's really tiring, but it was a lot of fun.Stephanie:So that's amazing. What was one of the maybe projects or things that you felt most strongly about that you got maybe the most pushback on that people are like, nope, that's not a good idea?Scott:I would say, well, we had a lot of conversation about how we were going to set up, for example, in my world, we were going to set up customer service. And we continue to evolve that. I think it wasn't that people were saying it's not how we want to do it, I think it was really more what I was saying about, we want to own more of that customer service experience, right? So we had always been outsourced. And as we moved, as we did the transition, and our previous outsourcer did a great job. And as we move to the next wave of that evolution, we decided we really need to keep an outsourced view in some form or fashion of customer service, but we really wanted to try to start to build our own, right, because we were, "Wonder what we could do on our own?"Scott:So this conversation about, [inaudible] how do you scale for the hockey stick effect that we have at holiday, right, while maintaining the great experience that we have? And we want to in source, but then we want to scale a holiday. We just had a lot of spirited debate about that. So that was part of that conversation.Stephanie:Very cool. And so are you guys kind of now balanced approach when it comes to customer service, depending on what's incoming and how to route it?Scott:Exactly. Right. So we have a team of internal service people that take various types of contacts, and then we have a few outsourced partners that we work extremely closely with. And we balanced the volume across there. And then at holiday time, we scale up across all. And so it's turned out to be... And we're measuring that experience relentlessly. So it's been a great symbiotic relationship, I think, across all three of those.Stephanie:Well, now that you've touched on holiday, I do kind of want to go into peak season and maybe talking about, I mean, you mentioned that you went through this big technology evolution and implementing new things to try and get to where you are now, what did that look like, especially when it comes to preparing for big surges? I mean, I saw your ecommerce I think went up 100% in 2020 or something, so you guys have had massive growth. What did it look like behind the scenes to prepare for that plus peak demand?Scott:I think it's been this... We're very happy that we started when we did, right? when you think about what happened over the past 12 months and what has happened in the ecommerce world and the growth that everybody has seen, we're fortunate that we started four years ago down this path. Because the foundation that we built really allowed us to scale this year really quickly. We've been through all the load tests dynamics that you go through at holiday, we've built the technology stack that can support the traffic that we knew that we were going to get. We've been through the trials and tribulations of how to test, what to test, where to find the failure modes, and we've got really talented people that work on that stuff every day. We've built controls internally to manage where things might not be working appropriately and to be able to balance that.Scott:And as you think about what happened last year, specifically with curbside, it is the example of, it took us four years to become an overnight success type of situation where [inaudible].Stephanie:[inaudible].Scott:Right.Stephanie:[inaudible]. Who knew?Scott:Totally. So I think it was scaling for holiday. We scale every year for holiday. I think last year was one that we didn't quite know, nobody knew what was really going to happen. But I think we over-prepared, and we executed an extremely successful holiday because we just had every... It was so great to see everybody so engaged in solving that challenge and really thinking through every aspect of what might happen in holiday from fulfillment through the web traffic through customer service. And we really came together as a team and figured out all the ways that things could go right and wrong and covered it all. And we had a great holiday season because of it.Stephanie:That's great. So what areas do you think businesses are maybe under-prepared? Is it in the fulfillment piece? Is it in customer service? What are some of the top pillars that you guys covered down on that maybe some people might not be fully prepared for?Scott:I think that we do a great job in measuring and really paying attention to the athlete experience across all measures, right? I think we've pivoted from, I think historically in most businesses have been in a place where you manage internally, right? You're managing things like conversion or traffic or speed to athlete and things like that, and to be the customer, traditional service levels and customer service. I think those are all important, but I think if you take the outside in view, right, and you're looking at things like how are we measuring the experience, what's happening to that customer when they're out there and they're buying from us? But are they buying from us again, right, as an articulation of their commitment to the brand?Scott:And then how do we influence that purchase behavior? And how do you think expansively about that in terms of not only the shopping experience online that they have, but the post-purchase, the delivery experience, the customer service experience, how are you really measuring that data and getting good information and causal information to figure out how you can drive really great lifetime value? And I think we do that and we're really starting to do that really well across our business. And we've gotten so much support for that outside in view, across our leadership team as well that it's become a real engine of thinking across our teams.Stephanie:I mean, it seems like that holistic view is really hard for a lot of companies to get to though. I mean, I hear about a lot of companies trying to consolidate their tech stack, marketing stack, put it all in one area that things actually are connected and you can have attribution and you can see the LTV. How do you guys think about having that view that allows you to make decisions?Scott:I mean, I think that it's philosophical at some level and don't get me wrong, it's hard because I think when you look at the business on a day-to-day basis, all retailers, right, especially those that are public are driving towards hard goals. We take a much longer term view of things generally across the business, which is really refreshing and great. And so it allows us to really make good decisions. When you think about what we're measuring, how we're investing, we're not investing, I mean, obviously we care about the quarter and we care about the year, right? Don't get me wrong, but I think we're making investments that are in the long-term interest of this brand and our customers. I think, we're a really large small business in that regard. And I think we've been able to energize our teammates to deliver that experience on the front line, but also make the investments on the back end of the house that allow us to do that.Stephanie:And I see you guys have been making some big tech investments. I saw, I think Commerce Hub, you did a multi-year deal with them. And I saw something about the vendor partner program that you have. We can kind of plug and play into a bunch of vendors and have an endless aisle. And I was, wow, that could be game changing to be able to pivot quickly and offer, get to the consumer, right, wherever they are, whatever they need, especially in times right now where it's very uncertain. So it seems tech is a big piece of that, towards that investment philosophy right now.Scott:It is.Stephanie:How are you figuring out what you need and how to put the proper pieces in place?Scott:I think we have over 500 vendors in our drop-ship program. And connecting to it has them, and understanding what the inventory is, and getting them to send us the right inventory, and then order information back and forth in real time is incredibly important, which is why we made the investment in Commerce Hub, it has been a great partner for us for a few years now. And it's easy to use. So I think that's that was great for that aspect of our business. I think our vendor relationships are super strong and we're fortunate that we have them because it allows us to be really creative in the way that we go to market. Scott:And I think we're also continuing to build great brands internally, right? And so if you think about, we just recently launched our first brand and it's been a great success so far. It's great stuff. We had got our [inaudible], if you haven't tried it, you should.Stephanie:I haven't. [inaudible].Scott:That's awesome. It's a partnership that we did with Carrie Underwood about six years ago, and it's quickly become our number two selling women's line.Stephanie:Wow. That's awesome.Scott:And then we launched our DSG brand a few years ago, or a year and a half ago, which is really a value-driven brand and with very high quality, right? So when you think about the continuum of our brands, we have very specific and different strategies and they're complex depending on what we're trying to achieve within a given brand or category within that brand. But I think we're fortunate that we've built such great lasting relationships, because again, I think it gets back to, we take a longer term view of things and we really, I think we treat our vendors as partners.Stephanie:Yep. So key, especially in this industry where so much is happening, so much is changing quick and people can get burned really quickly too.Scott:Right, right, right.Stephanie:It also seems being able to plug into a vendor system like that is important, especially around... It seems a lot of companies are doing private label type of things and launching their own brands. I mean, it's not fully reliant now on the big brands and being able to have that flexibility to pull people into your ecosystem that maybe could have never sold at a DICK'S Sporting Goods before, that seems amazing and really allows access in a way that wasn't here maybe five years ago.Scott:It really does. We're always looking for those bets to make with new and upcoming brands. And our vendor director job channel is a great way to sort of test some of these things. So that's definitely, you hit the nail on the head for us. It's a strategy that we actively have and it's nice because my team who manages that part of our business we'll work with our merchants to say, "What could our strategy be with the supplier or partner X?" Right? Some of these folks are small businesses that can't handle our volumes. So if we buy a little bit more, we can test some of them or we can test it in the vendor direct channel. So it's been a real tool for us.Stephanie:Testing's interesting too. I could see kind of doing AB test quickly and see if people like this product and if they like this one more, okay, here's what we're going to go. Maybe we'll circle back with you next year in a much less risky way to bring people in.Scott:We've gotten really good at testing and specifically on the site with how we're thinking about the experience online. And we test almost everything these days, right? I mean, there's some stuff that I think is just go do things, some go do things that we do. But I think generally speaking, we've really developed a muscle around building an experience and testing it and iterating on it to figure out what's really resonating with the athlete most. So everything from shopping experiences on our site all the way down through the conversion funnel to fulfillment, right? And speed and how we're communicating with our athletes.Scott:So I think we've learned so much, and I'm like constantly reminded when we get these, we all kind of make bets, right, when we launched these tests like what do think's going to happen? And I think I'm wrong so often, it's so important to test.Stephanie:Yep.Scott:Good. Because what you think the consumer is going to do they just don't. And even when you think about surveys, I think there's this everybody lies concept, right? And it's true...Stephanie:And depends on what state they're in or where they're at in the day.Scott:Right, right. So I think it's just so invaluable to us.Stephanie:And we do surveys on the show sometimes just to see who do you want on, and how am I doing? And it's, well, it's depends on probably where that person is, if they're happy, if they're sad, it could be different depending on the place that they're in.Scott:For sure.Stephanie:So what's an example of a test that you ran where you were so sure, you're like this one's going to win, everyone was kind of on board with one scenario winning and then the results come back and everyone's wrong?Scott:That's a good question. We just ran one recently that I did win on, which is the one that was top of mind for me coming into this. Let me talk about that one for a second. So the one we launched on same-day, we're trying to figure out what are our athletes appetite is for same-day services. And we did definitely get a lot of engagement on the test. I kind of thought it was going to be more than it was, but it was still interesting, right? So I think that's something that we're going to continue to have conversation on.Stephanie:They wanted it, the majority of the [inaudible]?Scott:I think they did. It wasn't as much as I would've thought, really.Stephanie:Because that's an interesting one that some people on the show said, people just want to know when it's getting there, they're okay if it's not same day, versus if it's more of a commodity product, you better get it to them the same day. And to kind of seems it depends what it is and how much delayed gratification someone can have on it, it depends, it seems.Scott:Yeah. Some of the tests that I think that we've run that have been less intuitive, I just think how products are set up on the site and how people search, right, and find products like you would think that sometimes when you put the best or most visible sort of notable product of the top search results, that's going to create a better conversion and sometimes it just doesn't, right? So it's really people come in I think with a lot of intent around how they're shopping and sometimes what you think is going to happen just doesn't because I think there's so many different ways that people shop.Stephanie:Yep. How do you think about shifting the website either, from what you learned from last year or when you're approaching peak season, are there certain key elements that you adjust knowing that maybe the consumer's are in a very different mindset than they were at any other time in history probably?Scott:Yeah. I think I can speak more to the way that we think about fulfillment in this regard. I always, I historically had thought, that's another example of what I thought was going to happen. I historically thought that during, for example, Black Friday weekend speed was really important, right? I need it, I want to get it fast. And it turns out that weekend in particular speed is not the most important, getting what you want is the most important, right? So getting the deal is the most important. I think it makes sense because most people are thinking, I've got three or four weeks that this thing can get to me. I'm not super concerned to get it next week, just to make sure that I get it, right?Scott:So that's one that we adjust in terms of making sure that we're really being honest with how we're going to fulfill. Thankfully we've got an extraordinarily resilient fulfillment network and we do really well in speed and but historically had been surprised as we've really measured that one over Black Friday weekend. It's really about getting the deal, not the speed.Stephanie:Versus Christmas when everyone's probably last minute shopping, it's probably opposite.Scott:Very different.Stephanie:Okay.Scott:Very different. And as you get into December and you get through towards the ground cutoffs and you get, depending on what's happening, the speed becomes a real issue. Last year was was nuts. I mean, FedEx was running commercials, right? They talked about the speed or buy early. And we definitely saw a little bit of a shift in terms of how people were thinking about buying.Stephanie:So how are you building up that resilience fulfillment network that you mentioned to be able to basically say I can offer anyone the endless aisle, we have unlimited of these, in one moment and then be, okay, now next month got to go, got to be there in three days or less type of scenario?Scott:I think you mentioned it when we kicked off the show, it was we've got over 700 fulfillment locations when you think about our store network, which is a blessing for us because it allows us to really, not only be closer to our athlete and get things there faster, but also allows for a lot of flexibility when... It's just load balancing, right? When you think about a business that has a couple of three, in my past one fulfillment center, when that thing gets backed up, or you have a labor problem or you have whatever the case, would be trucks that don't show up on the receiving dock or the outgoing dock, you're kind of backed up, right?.Scott:And so while that definitely happens across everybody's network, including ours, having all of these different nodes that are moving product out each and every really helps mitigate the risk. And so it also helps us, at peak time, it helps us staff up and get stuff out. And we have we've built a really sophisticated way to manage the way that orders are routing. So we're able to identify where we might have congestion points, for example, and try to proactively avoid those as we see those things happening, right? So we can move orders to one node or another, or block a node if we've got a weather issue or something, or we've got, in the fall when you have hurricanes in Florida, right, or in the Southeast, we're able to really change the way that our orders route to get product out of different places that aren't having those issues.Stephanie:And is that kind of done in the background where it's looking at all these different inputs and then kind of making decisions that you can come in and adjust if you need to, but it's already routing it for you in the background?Scott:Yeah. So part of it's automated part of it's people, right? And it's still a lot of people, right, washing the switches each day. But we've got a great team of people that are communicating, we're communicating out of our stores to my team and fulfillment. We're communicating from my team into stores and we're using the technology that we've built to really manage the capacity and the inventory across the entire network.Stephanie:It seems that is so important too you when you essentially have two business units when it comes to fulfillment, you've got your store locations with one set of data, inventory is probably very hard to track because it's always getting grabbed, it's always getting shipped out, and then you have just maybe a fulfilment center that's a whole different beast probably. How do you get to that consolidate view? Is that part of the backend tech that's kind of looking at it at a higher level, treating it all as one?Scott:It is and it's definitely complex for the reasons that you noted. And it creates, sometimes it can compromise how close we can get to the athlete if we think we've got a unit in Austin, Texas and we actually don't. The fortunate part is instead of canceling that order on you or that unit on you, it's going to go to maybe it'll go to a Dallas store, right? And we can still stay pretty close to you and get it to you. And we're also trying to look at things like, how do we keep packages together? Of course, anybody that's listening to this that manages freight will say, yep, really important from a cost perspective. And frankly, even from, as I mentioned earlier, that athlete experience, people want to get one box, right? I don't want to order three or four different things and get three or four different boxes. And sometimes that's unavoidable, but we're trying everything we can to not let that happen.Stephanie:Oh, blessing.Scott:Totally, right?Stephanie:I get, one company I'm not going to mention their name, they will send a can of soup, anything a bone broth. I mean, it's in these little bags and they just come one at a time. I'm like, "Oh my gosh, I just would have rather just gone to the store and picked it up myself than getting random of one item at a time."Scott:It's so wonderful when the customer experience need and the business need align, right? So when you think about, nobody wants to ship more packages to you, right? We want to get it to you, we want to get to you fast and we want to get it to you in one package. And that's also a great experience for you. It's the same thing we talk about with customer service, which is a traditional metric that people manage as average handle time, right? How long are [inaudible]? And I'm so careful, we collectively are so careful with this metric because it can be so disastrous to the teammate that's on the other end of the phone if they think they're being managed to a handle time, right? I don't want to just get you off the phone, however, and you need to use it for all kinds of different scheduling and making sure you have enough people on the team.Scott:But what's really aligned is generally people want to get to an answer pretty quickly also, right? I want to have an efficient, valuable use of my time. I want to get to an answer and then I want to move on with my day. So that's another example of where if we can do it right and align those desires, we're going to create an awesome experience.Stephanie:The unintended consequences, pizzas is such a tricky thing with thinking about designing roles and KPIs. I mean, I'm doing it right now. I'm thinking about sales and building a sales team and being like, oh wait, this might incentivize bad behavior.Scott:You got to really think about it, right?Stephanie:You just think really strategically about it.Scott:The outcome or the impact is very different than the intent in some cases.Stephanie:Yep. Are there any external inputs right now that you think companies aren't preparing for? I'm thinking about the algorithms that are kind of running everything behind the scenes when it comes to your fulfillment and things like that. Is there anything that you guys are watching now that maybe you weren't watching a couple of years ago and letting it help influence how things are routed or how things are kind of being redirected, anything like that?Scott:I mean, I think we're constantly trying to get to be more precise, and we're very fortunate that if everything goes right, we can get you an order really, really quickly. So we're really trying to pay attention to, where are things not going perfectly and we've called this thing the perfect order, what's our perfect order, right? And how do we get more of those? So we're spending a lot of time thinking about how we can perfect our fulfillment network. And I mean, it is, as you can imagine, just an infinite number of variables that dictate how this thing goes. But we're working a lot on that. I do not think that...Stephanie:[inaudible] like local stuff, because that's something that kind of came to mind. You're paying attention to weather and higher level things are you down in the weeds of, okay, well there's a festival this week here so that means... Is it that [inaudible].Scott:It can be. I mean, for example, when we're doing a hot market event, so Super Bowl, NCAA Tournament, they're national events, but their inventories largely local, right? So we're really paying attention to what the traffic is doing and the inventory is doing it at those local levels for sure.Stephanie:I'd love to talk about events a bit because I know that's a focus is the athlete experience online and in person as well. And I saw that you guys are opening more retail locations. You're opening, I think I saw a golf center, I soccer center, I mean, these full on experiences. And I'd love to hear how you guys are thinking about that.Scott:I'm glad you mentioned that we're really proud. We just opened recently the House of Sport up in Victor, New York, which is an expression of what we think the future can be for DICK'S Sporting Goods. And it's really an experiential retail location. So you can go in there, obviously we've got golf simulators and we've got fitting in there. We've got rock walls to climb. We've got an outdoor fitness field where we're doing things and we're engaging the community in different ways. So we're running clinics and figuring out how we can get local teams into their... Engaging in the community in this way has been a part of our brand since 1948, right? So I think, if you read the story of DICK'S and how we were involved in the Binghamton New York community, when the business was founded, it'll give you a sense for why this is important to us.Scott:And we just believe that, we say it all the time, we believe that sports makes people better. So how do we think about engaging in the community where we're at? We've done this forever in community marketing, and you see how we donate equipment to local teams and so forth. This is kind of another evolution of that, where we think we can make a big impact, we can change the way that people think about retail. And I think it'll quickly get to how do we merge the online and the brick and mortar or traditional retail experience? So I think that's a place that is really exciting to us right now.Stephanie:I was just thinking about, how do you create, you have a view where you know this person came in to this event and they were using the golf simulator, and they really liked this club. And then they either bought in store or maybe four weeks later they ended up online and bought the one that they were using? Do you feel you're moving in a direction where you're going to have that viewpoint? And it's not a hard time to get there.Scott:Yeah, I think we're getting there. I think we're really focused on data and analytics, right? And so I think our ability to stitch together these experiences, we're building that muscle. I don't think that we're totally there yet, but we've got really smart people that are thinking about this. And I think we're moving in that direction because that's the key. We're not really worried about what channel you buy in, right? I think it's more about, are we the retailer of choice for you, right? And however that experience, the experience that we can build for that, it's important to measure it because then I think it unlocks the investment in the targeted areas that are going to drive more of that for our athletes. So I think that's where we're really focused.Stephanie:Have you thought about creating essentially kind of a guide shop, but you have the soccer experience or something, and then just a small shop where maybe you can look at a few other things, but then essentially you're going back online to order whatever you played with and got to experiment with, or are you doing full on retail location as always, and then often this area we're doing our experience center?Scott:We haven't done really pop up experiences, guide shop experiences like that. We're moving more towards, how do we create a more scaled experiential experience in store and then how do we measure that in terms of who might go online to buy.Stephanie:Mm-hmm (affirmative). I love that. I'm excited to see... I need to visit one of those stores, especially the soccer one. I mean, I don't know what it's going to be happening there, but I want to be there.Stephanie:I want to hear, which I feel you'll have a great answer for is what are you all most excited about right now over the next one to two years? What are you most passionate about?Scott:We're excited about a lot of things. And as usual, we have a very full plate. So I think things that we've already deployed that we'll continue to refine, things like our curbside program or a buy and pickup in store program for online, we're really excited about that. That's got a long runway of improvement, enhancement, and creativity that's going to be placed into that program. We are really excited about this merger of... I'm really excited about the merger of stores and online specifically around becoming a trusted advisor to our athletes. So if you think about the breadth of the teammates that we have, and when you walk into our stores or you talk to our people online, everybody's got a passion, right? Your passion is lacrosse and soccer.Stephanie:Mm-hmm (affirmative).Scott:How do we think about unlocking that potential, right, in terms of then being able to help our customer, whether that customer is buying first player pair of soccer cleats for their son, to getting ready to play club soccer, to getting ready to go off and play soccer at a D1 level or beyond, right? So how do we look at that continuum of expertise and really become that trusted advisor, both online and in our stores? And I think that is incredibly exciting venture. And we do it well today. I think there's an opportunity to do it even better. So we're really excited about that. We're really excited about the assortment, right, that we're going to continue to launch online. I think it's going to be differentiated. I think it's going to keep our position in the market really strong.Scott:So I think the product that we put in there, the expertise that we put in there is going to be differentiated in the market, right? And that I think is probably more incremental and more incremental expression to the core business. And then we're going to continue to press. Game Changer has been a great business for us for years. And that team is great. And they continue to build a technology that service the baseball market. But we're always looking for different ways that we can expand or innovate across the industry.Stephanie:I love that, you know what? We need like, what do you do after college? I always think about that and I'm like, I loved playing sports. But then you start working, and then you have kids, and then you're, I still want to play, but how do I get back into it? And something is missing there, Scott. [inaudible].Scott:No, but I love... So that's who we want. That's another sort of persona that we really want to love to serve in our stores. Because I'm one of them.Stephanie:I'm your person.Scott:Right.Stephanie:We're the people.Scott:We're the people. And I think what we want to be able to do, I love talking about this. I think in our stores and online, our ability to listen and inspire, right, how do we help you meet that goal, right? "Hey, I'm doing a couch to 5k first time. I'm starting to get active." Or, for me, the 5'8 guy that always had a dream of the NBA that never came to fruition because my vertical is about that high. I still play. I want to make sure that I can get all the gear that I need to be competitive, right, or to achieve my personal best.Scott:So I love the fact that we can really positively impact people's lives in that way. And I think we want to make... I would love to make sure personally that anybody that walks into our store and knows that we're not just a sporting goods retailer, right? I think we want to make sure that we're helping, we want to facilitate you achieving your dreams. And then we talk a lot about that internally. So if we can translate or transmit that feeling to our athletes, I think that's really powerful.Stephanie:And also makes me think about creating custom leagues too, where it's, this is a different kind of league. It's not the traditional school. It's not even people creating their own volleyball leagues. It's we are a part of this. We're making sure that this can happen for people who struggle to even find those networks. I mean, I know back when I was in DC, I looked for where's some other women who play lacrosse? I don't really want to play with guys who are going to be checking me and I count find it, super hard to find. I mean, it's easy to find some sports in a community setting, but it's very hard to find people in certain other sports settings.Scott:You're right. There's a social, I don't want to, careful to say social network, but there is this idea of how do I plug into people that are me within a certain geographical area, right? That would be interesting. That's really interesting. Thanks for that one. Let me...Stephanie:Take it back to leadership. We just need a parenting kit. It's, here's everything you need so that we can go play our sports and then your kids are entertained. They get many lacrosse sticks. You go there and then I'll go off on my own so I can actually play, give me the kid.Scott:I love that idea.Stephanie:I want to think like such parents. Anyone who's not a parent is probably, "What are y'all talking about right now?"Scott:What are you talking about? Yep.Stephanie:Yep. All right. So let's shift over to the lightning round. Lightning round is brought to you by Salesforce Commerce Cloud. This is where I ask a question and you have a minute or less to answer. Are you ready?Scott:I think so.Stephanie:Okay. So I'm sad, I haven't asked this yet and don't know this, but what is your favorite sport?Scott:Basketball.Stephanie:Oh, nice.Stephanie:And who's your favorite sports team?Scott:It's always been the Chicago Bulls since back in the day, which is probably blasted me because I live in Pittsburgh. So to not say football and the Pittsburgh Steelers is a problem.Stephanie:You'd probably get egged.Scott:Probably. But they're close second.Stephanie:That's good. What is the nicest thing anyone's done for you?Scott:Oh, wow. I'm going to struggle. I'm going to go to my kids. I think my kids being, this is going to sound so cheesy, but it's so serious. The way that my kids treat other people with respect and kindness, I think is the thing that comes to mind for me first. And I know that's probably not the answer that you would normally get.Stephanie:Nope, I like it.Scott:To me that's pretty important. So I'm really proud of them. And I think that's probably the best thing that somebody could do for me.Stephanie:I love that. There's so much you can learn from kids. I think about that all the time. So I'm the person who is here for those cheesy kind of kid answers. You're in the right space. What's one thing you don't know that you wish you understood better?Scott:American history comes to mind?Stephanie:That's a good one.Scott:I don't think that's on topic, but that's the first one that comes to mind.Stephanie:When you want to feel more joy, what do you do?Scott:It's going to sound crazy. I tell people, thank you.Stephanie:Mm-hmm (affirmative).Scott:Right. So I just believe that there's a lot... I get a lot of energy from being grateful, right? And so that's what I do. If I'm really feeling a little down or if I'm really stressed or some of the times the way that I work out and I get the endorphins mode going, that's one way to do it, and the other way is to be grateful for things. So I feel that's the way I get a lot of energy.Stephanie:I love that. All right. And then the last one, I mean, it seems you guys are very much ahead on a lot of things within the ecosystem. What do you do to stay on top of the trends? Are you watching other companies? Are you reading things, what are you doing to stay on top?Scott:I think it's a combination of experiencing and reading. I don't read nearly enough, it's hard, right? There's so much the content that comes out and not enough time. So I'm trying to just experience things out in the wild right? I'm talking to a lot of people, whether it's parents at a game or if it's just my own experiences online, and I'm trying to translate that to what's happening and why companies would do things a certain way. And then my team is doing the same thing. So I think we're trying to stay close. We're trying to stay close that way and certainly reading and engaging in conversations like this also kind of help.Stephanie:Good. That's awesome. Well, cool. Well, Scott, thank you so much for joining us. It was really fun to hear all about what you guys are up to. Where can people find more about DICK'S Sporting Goods and find you?Scott:I think www.dickssportinggoods.com. For the story of Public Lands and Golf Galaxy, and you can find me at LinkedIn, on LinkedIn.Stephanie:Amazing. Thank you so much.Scott:Thank you so much for having me. It's been a great time.

Julie Cluff is a full-time entrepreneur, Build a Life After Loss podcaster, hope giver, life coach, grief recovery specialist, and artist—but not always in that order. She’s a wife to a wonderful husband who brings the fun. She is currently serving in a stake primary presidency, and has served as young womens president, Relief Society counselor, primary counselor and stake public affairs director. Julie is the mother to six beautiful children including two angels and a spectacularly young and vibrant grandma. She shares her story of the loss and grief of her two youngest children in a car accident on Mother’s Day and her transformation to bring hope to others who are grieving. She believes powerfully in the human spirit and the ability for all to rise from the ashes and create beauty. Highlights 3:55 - Julie’s Background Felt compelled to support others who experience loss and grief after significant personal losses: brother died by suicide, divorce, and two children died in an automobile accident 5:20 - Recounting automobile accident Our lives were changed forever We have had things we have had to overcome because of the accident Healing from our Savior is available 10:20 - How she processed and moved forward post-loss It is a long process and not an overnight experience Painful experiences and discomfort led to healing (the weight and heaviness of the darkness began lifting) Healing happened when the timing was right for her to appreciate what the Savior did for her Everyone’s healing doesn’t come in the same way or instantaneously She was given a unique and miraculous experience so that she could testify of healing and where it comes from Ultimate healing comes from the Savior 15:45 - The difference between grieving and healing Grief is the path to healing, it is part of the solution not the problem Grief is the pain we experience that tells us we have experienced an emotional injury and we need to take care of it 19:05 - The process of grief and healing Emotional pain is painful for those around us, we want everyone to be okay Trust the process of grief and healing and do not rush it 21:15 - Getting trapped in the grief cycle Going online to find support can contribute to getting stuck in our grief and pain Richard G. Scott - It is crucial that we be active participants in our healing Most of us know very little about grief and the process or effort required to heal We grieve and then we pile on shame and guilt as we don’t know what to do As a leader, the challenge is to honour their grief path and the pain they’re experiencing 25:55 - We’re not responsible for someone’s healing but we can be there to support Support looks like accepting the pain Sympathy = more pain Empathy = that must be so hard Instead of telling the person what they need, ask them how you can support them in their healing process 27:50 - Show up and answer their questions Our presence says I love you and I care about you No need to fear saying the wrong thing, we don’t have to have the right words 35:10 - Avoid overreacting to their emotions and concerns Everyone’s reaction to grief is unique and different and we should not judge or dictate their healing Whey they ask questions, that’s when we get to answer their questions rather than asserting information 41:05 - Don’t be overwhelmed trying to say the right thing The overwhelm comes from thinking that somehow we can make it better or that there is the perfect thing to say (and there isn’t) Just show up and it will become more comfortable the more willing you are to sit with the discomfort 46:10 - Set up a support structure Coordinator efforts to address both the emotional needs and the physical needs 50:45 - Being sensitive to the ongoing impact of grief The emergency situation vs. the ongoing impact of grief and loss The ongoing impact is where the spiritual support is most needed

2:07 - 2:13 Scott: “It was originally sort of a hobby and a marketing effort to develop a brand in health care.” 16:22 - 16:25 Scott: “So I understood the niche marketing concept, being in a niche within health care.”19:10 - 19:18 Scott: “It wasn’t until 7-8 years ago when we started, you know, really thinking about this as a serious business, where somebody said, ‘Oh, you’re in business-to-business media.’” 24:28 - 24:51 John: “I just get the sense that there’s still this antagonistic relationship between pharmacy and Pharma. … Pharma has not been able to demonstrate the value that they bring to the table.”26:02 - 26:14 Scott: “There’s this constant issue with pharmacy officers of, ‘Are we getting the right drugs, or ... is somebody pushing us drugs that don’t really make a difference but have a huge impact on the cost?’” 27:59 - 28:03 John: “I think people are willing to pay for the game changers, [but] not so much for the ones where there’s that marginal benefit.”32:58 - 36:16 Scott: "How do you mix in your strategy some of the things that were sort of ignored or not brought to the front as strong as they were before, like health equity and making sure that you’re a lead on health equity, not just in revenue on fee for service and your five great service lines?”Scott Becker is the publisher and founder of Becker’s Healthcare and Becker’s Hospital Review. He is also a CPA and a partner and former board member of the law firm McGuireWoods, where he served as chair of the national health care practice for more than 12 years. Scott is a graduate of Harvard Law School.John Marchica, CEO, Darwin Research GroupJohn Marchica is a veteran health care strategist and CEO of Darwin Research Group, a health care market intelligence firm specializing in health care delivery systems. He’s a two-time health care entrepreneur, and his first company, FaxWatch, was listed twice on the Inc. 500 list of fastest-growing American companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade.John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University, and  an active member of the American College of Healthcare Executives.About Darwin Research GroupDarwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Scott and Michelle offer these practices to keep in mind at any stage of a health journey. Mindfulness. Take just a few moments to be present and distraction-free. Don't overcomplicate the journey. Overthinking and overcontrolling quickly lead to anxiety and depression. Taking small, practical steps will get you where you need to be. Share your journey with others, but not everybody. Close friends can keep you accountable and motivated. But your journey is intimate and won't always be pretty.  Have the right reason. There is something intrinsically motivating you to live a better life. Don't confuse that with the urge to suddenly identify as a health nut. Living in the past isn't productive. Your body changes, and your lifestyle changes. What worked then might not work now. Take this into account when evaluating what exercise is right for you and what you expect your body to do and look like. Limit social media. It's a time suck. Sleep well and take time to relax. The hours between 11-3 AM are our best opportunity for quality sleep. Don't skip it. Let go of toxic relationships. You can't easily avoid people, but you can let certain people in closer while others remain at a distance. Setting personal boundaries with even your loved ones will lead to healthier relationships. TranscriptMichelle: Welcome to the Totality Living Well podcast where we probe into the nitty-gritty aspects of health: the good, the offbeat, and even the controversial things that aren't always discussed. Whether you've had a long-standing curiosity or simply want to know more about a topic, we're here to explore the solutions and answers to empower you in body, mindset, and spirit.Scott: Hey guys, Scott and Michelle Williams here. Healthy living consultants, certified in nutrition fitness and neuromuscular massage.Michelle: We're parents, business owners, and understand the challenges that life can bring with keeping the elements of your own health on track while ensuring that the kids, parents, pets, and loved ones in your life are also taken care of with the resources they need for health and longevity.Scott: We're so glad you joined us.Michelle: Seeking to live a life of health for many entails acknowledging a specific need, setting a goal for improvement, and then implementing the necessary steps to reach that goal. But that's not always as easy as it sounds is it, especially when it comes to all of the factors pertaining to real life. If it were that simple, then the health and wellness industry wouldn't be as big as it is. Welcome everyone to our podcast today. I am Michelle Williams, along with my fabulous husband Scott Williams from Totality Living Well. And today we're going to be addressing the one issue that can trip us up as we aspire to reach any health goal, or really any goal. And that is energy drains.Scott: That's right. The topic needs to be discussed because as health professionals, we've seen so many people out there that really and truly want to make a change. And they come to us and they're so excited about doing that. And so many things start to get in their way, and they just don't understand why they cannot get to that point.Michelle: So, the last time we left you with some tips on how to really get cruising on your health journey. And why don't you recap those for us?Scott: Practicing mindfulness in your life is such an important mindset on this. It's not just about your body, it's about your body, mind, and your spirit. Self-care is vital for us: to take care of others, we've really truly got to be able to take care of ourselves to begin with. And don't overcomplicate the journey. The journey can be simple, you just have to get moving, you don't need to assess every single thing that you see in a magazine or everything everybody else is doing.Michelle: And that leads to this valuable insight that we want to share is how to reach those goals without the distractions and those things that can deplete our journey. So, we've got a long list of sneaky little traps that can be avoided, if we know what they are. And we're just going to share those with you and just go ahead and dig in.Scott: Sounds good.Michelle: Okay, so the first one, I think it just goes in right with that third tip of don't overcomplicate the journey, and that's overthinking the journey. I guess just any client we've really worked with who gets kind of caught up in—you know, I'm guilty of doing this myself: individuals who really want to control the journey ahead, and one way to kind of think that they can do that is by overthinking. And ultimately, when I started thinking about this, I started thinking about overthinking really kind of has a couple of different underlying reasons. One is maybe a lack of organization. Two would be a lack of confidence or having self-doubt about the journey ahead, and then not fully having a defined goal or being fully committed to that goal. And then when I started thinking about that a little bit more I thought about overthinking maybe is actually something that stems from worry or desperation to really want to accomplish that goal. So, it's not really something that's counterproductive for us, and when you think about it, it's more of a mind issue. So, that effort to control the whole journey ahead by overthinking is really the one thing that makes you lose control, and it just totally self-sabotage is the entire thing. So, basically, just keep it simple.Scott: Right, exactly. Because people do come in with great goals. And I think that what they're looking for is they're looking for validation in that goal; they want you to validate what they're trying to achieve. Sometimes it might not be their actual goal, but they think, “Oh, but this is going to make me healthy and/or this is going to make my professional that I'm working with think that I'm on the right track.”Michelle: Like, I'm truly invested in that.Scott: Exactly. And sometimes you have to take a step back and figure out realistically, it's like, how do you look at the baby steps of this goal and come back to kindergarten as opposed to running as a senior. And really, and truly taking the steps to go level by level to achieve those goals.Michelle: I think one of the things that goes along with it, and it's not really part of the notes that we had kind of things that we wanted to discuss today, but also overtalking about something; just talking incessantly about, “I'm going to be a vegetarian,” “I'm a vegetarian,” “Oh, my new vegetarian diet.” I mean, just for example.Scott: Oh, yeah.Michelle: And then just that constant talk, talk, talk, it's almost like there's a way to have that proper accountability, but there's also a way that people try to convince themselves and they're not really realizing that they're convincing themselves. So, I think that overtalking goes right in hand-in-hand with overthinking.Scott: I think so too, and I think what happens is, people need to keep that to one or two people that can actually really help them kind of just grab forward and go with that, but not talk to everybody about it. Because everybody just gets tired of hearing it because all they want to see is, “Okay, you're doing that. So, what's the result? What's this look like?” You know, they look at you and go, “Well, you're a vegetarian, or you've done this, or you've done that. What was your goal truly about? And are you really achieving it, or do you look the same as you did a month ago when I saw you?”Michelle: I think one of the things, too, is like, if someone establishes a goal and it's not for the right reasons to accomplish something, but rather to make it an identity, that's when you see a lot of that happen. People are kind of wanting to establish something to be known for.Scott: Right, exactly. Because everybody wants to be popular in the public. Everybody wants to be known for something. And sometimes that is lack of what they had as a kid as far as the compliments from people as a child, and they're still trying to feed that back into their lives.Michelle: Yeah. And when we do start working with clients for their health journey, we really do assess where they are in that whole goal-setting place in life because there are different phases: there's that pre-contemplation, and then there's the contemplation, all the way up to action. And so when someone's finally in that action phase, they're still not overthinking. So, I think that that's probably a kind of a good sign of not being fully ready to move forward.Scott: It is truly. And that helps them really assess because sometimes they think they come in, and they're like, “Yep, here's the money, let's go.” And they think by hiring you, or by having someone holding you accountable, it's going to just flip a switch, and all of a sudden—and their goals are going to just happen magically. And really, and truly, we got to step back and see why.Michelle: Another big energy drainer that I see with people who do overthink is living in the past. And I know that you can speak to this just the same, where we meet with people—and let's just say middle-agers, okay. Let's just say somebody who had a great football career when they were teenagers, and they ate the house down, and they can't understand what the age of 45 they're gaining all this weight. They never had that problem before. Well, are you moving the way that you moved when you were a teenager, you know, to warrant eating that? Another thing would be from ladies, I hear, “Well, I know exactly what to do. I'm just here for the accountability, and what I've done has worked in the past.” And I kind of laugh to myself, “Well, if it worked in the past, why are we here?” Because if you lost that weight before you had children, and you were in your 20s, and you knew what to do, and you were radically going for it, and then, later on, you have children, and you haven't lost that baby weight and it's been 15 years, since you've lost that baby weight, what worked then, chances are it's not going to work now. And so we have to always be mindful and reminding ourselves and other people that what has always worked doesn't always work. I know personally, there are times in my life, I guess, I found myself wanting to detoxify from childhood, processed meats and things like that, where going vegetarian was a great thing for me. Ultimately, going vegan was nice for a little while. And I had my children and Mama wanted some meat, and so that meat-eating diet kind of came back and it was right for me at that time. And as a nutrition specialist coaching other people, one thing that we can say is that there's not a one size fits all approach to diet and to exercise, movement, that kind of thing. And you think about it: babies have a totally different requirement, from a nutrition standpoint than a toddler. A toddler's got a totally different need than a teenage boy playing football. That teenage boy playing football has a totally different dietary need than someone who's going to be hitting the big three-oh for their milestone birthday. And that person is still going to be different from what a senior needs. So, we all need different things at different times. And living in the past, it's a comfort to say, “I've been there, I've accomplished, I knew it worked,” but the mind needs new things, the body needs new approaches based on what our resources are, what our routines are, what the current body is, what we have and that kind of thing. I know, you've seen that too.Scott: Exactly. When I was in my teens I worked out, I played sports. When I got into my 20s, I started mountain biking. At that point in time, you go to mountain bike ride and burning and 3500 calories a day. And I could eat like a house, and realistically, it wasn't a big thing. Then I rolled into my 30s, kind of got away from that kind of conditioning, went back into the gym and started a little bit more about building muscle, and then I had to retain correct nutrition, and not just caloric density, to actually rebuild the body that I wanted to. And then in my 40s I started looking ahead, and all of a sudden, all the active things that I did, my joints weren't exactly wanting to do it as much anymore, and then you should have a shift of metabolism. And you have to realistically figure out what is your goal right now because what you're doing in your 40s is not what you were doing in your 20s. You have to have that reality check; you're not going to have what you had in your 20s, but how do you make your best 40s?Michelle: Right, and a 50-year-old cannot look like their 20-year-old self. It's just, it doesn't matter how many times they go to have their hair done, or go under the knife, or have all these aesthetic treatments, it's a different body, and it is about embracing what you have to work with, in the current moment.Scott: Exactly.Michelle: So, I guess I would just say, to remember that today's a new day; yesterday's the past and just don't go back. Just leave it in the past.Scott: Leave it in the past.Michelle: Yeah, set your new goals for the day ahead.Scott: Right, and just make sure that you're—just find that mindset that you're good with that. And I think that's what people stumble with is you've got to look at yourself and go, hey, I am great where I am, and I can be the best 40-year-old, 50-year-old, 60-year-old that I can be out there, versus some of the people you see out there that are in your same age range. One of the big things that we talk a little bit about as far as time and things that take away from, I want to talk a little bit about social media. Everybody wants to get on social media; social media, it's just such a trap out there. And realistically, you spend 10 minutes here, you spend 20 minutes, there, you spend 30 minutes there, and all of a sudden you say, “Well, I just don't have time to go to the gym anymore,” or, “I don't have time to eat right,” or, “I don't have time to sit and read and meditate a little bit.” If you look at some of those trackers out there, you can actually really tell what you're doing with each thing that you have on your phone, you can see how much time you're wasting.Michelle: It's crazy. I mean it, it becomes addictive.Scott: It does.Michelle: I mean, not only to the kids but adults too. I can log in not even realizing that I'm logging in to check my feed. I don't even think that I'm doing it; I'm doing it subconsciously. And I can look down and think that maybe 5 or 10 minutes has gone by, and it's been an hour plus.Scott: Right.Michelle: And I just read feeds. Boy, I could have really read a good chapter in a book. [laugh].Scott: Yeah, getting caught up. Or I could have actually got up and went for a walk, and then got some sunshine.Michelle: Yeah, no kidding. I agree; social media is a huge energy trap. And I think just checking email also, it can be a big distraction, too.Scott: Yeah, because we have so much junk email out there. If everything could filter out all of the junk, and you could truly just get the true emails you need each day, that would be great.Michelle: Yeah, I think it's the same thing. I think just setting designated times and timelines for looking at those kinds of things is a huge help.Scott: Yeah. And then beyond that, it's just like, we spend so much time doing some of that stuff, we stay up too late. We stay up too late on social media, we stay up too late in emails, we stay up too late watching TV, some people stay up too late playing video games. And when you stay up too late, you throw off your entire next day.Michelle: Well, especially when it's time and again. Because okay, yes, there's going to be the big ball game that comes on, and that's going to run late into the night, and we want to see that; we don't want to record that; we don't want to watch what's more fun to watch live. I mean, certain things need to take place in real-time.Scott: Oh, exactly.Michelle: And kids might have sports. And a lot of those times we know from when our kids were in cross country. We didn't get home until 10 o'clock at night, sometimes. It was a school night.Scott: It was crazy.Michelle: It was. So, I mean there are times when we have to kind of make the exception, but I do think it builds up, like what you're saying. And then that really wears the body down and the mind down.Scott: It really does because you actually then to start the next day, you want to eat everything that you can because your body is deprived of what it needed for rest. So, now it's going to try to replace it with calories.Michelle: Yeah, it messes up that leptin and ghrelin hormone balance of when you are hungry and how full you are, and those just get really whacked out when you don't get that sleep. And then too, I have learned from multiple sources time and again at different seminars and from various educators, that the time period that you can sleep between 11 p.m. and 3 a.m. are valid for regenerating the body, resetting the body. So, yes, you can go to bed a little later than what you want to be, if you can stay asleep and get good quality sleep in that little window of time, you're at least doing yourself a favor.Scott: Definitely. But four hours sleep isn't quite enough for the night.Michelle: Yeah, not for the norm. I mean, there are some rare individual, I guess, that can get by with that, but that's certainly not me.Scott: Me either. [laugh].Michelle: And we have taken a couple of supplements before that have helped us. Obviously, we recommend everybody check with their health care provider and professional before doing anything, but we've had great experience with melatonin and [00:15:58 methionine], which is an amino acid, just bringing calm to the body, helping it turn off. Soaking in a hot bath with lavender and Epsom salt.Scott: Yeah, a lot of relaxation type things before bed.Michelle: And turning lights out. Turning lights and electronics out and just, you know, unplugging.Scott: Right. Easy, soft music, something just that relaxes you down.Michelle: Right. And you were saying that it does throw off the way we eat. So, that brings us to our fifth energy drainer. And that is living on a poor diet. I mean, you think about it, you're tired, you're running late for work, you haven't prepared anything for lunch, or even breakfast and you're going by the drive-through. First thing you're going to do is grab that fast sandwich, that biscuit, whatever, and that's not really giving you quality nutrition. So, over time, your body's getting dead food; it's getting processed food, and it can't regenerate by its divine design. It's one thing to grab that one meal on a quick whim, but to make that your lifestyle, that starts to add up, and that starts to make you feel pretty lousy. And when I teach kids, one of the slides that I have is garbage in, garbage out. So, what you take in, that's what you're going to be putting back out. And a lot of times, that's really lousy energy—Scott: It truly is.Michelle: —you know, and irritability, and not being able to be on your game. So, I even use that with the chefs that I teach at the college for the Culinary Institute. They want to know, why is healthy food, all that important? And I'm like, let's just rewind down to the basics: it's an energy drainer. You don't feel good, and you're not living that quality life.Scott: Yeah, exactly. It's one of those things that, if you were around from different decades, as we were, and if you can realize the fact that why can they still sell a hamburger for the same price they did when we were kids.Michelle: Or the ice cream sandwich that never melts on the sidewalk. [laugh].Scott: [laugh].Michelle: That's really weird.Scott: And we watched the kids get fast food type things around here that you look in a cup and it's still there the next day, and you're like, why is that still in a full form?Michelle: Yeah, that's really freaky. You know that Twinkie test, I've never taken the Twinkie test but apparently, they don't rot at all, they're so loaded. [laugh]. I remember eating Twinkies when I was a little girl. I was given one to—my mom gave it to appease me before breakfast, so I wonder if those Twinkies are still with me? Well, basically getting good fresh enzymes, and that means the colors of the rainbow that are grown in nature your red, orange, yellow, green, blue, fruits, vegetables and get those in when you can even if you do have to merge that with foods that aren't ideal, and they're more of the grab-and-go if you can grab that salad or even a juice, that's better for you, getting those life enzymes.Scott: Definitely. Exactly. When we go into another step of life as far as things that actually drain us as well, and we started looking at relationships. Being out there, and toxic relationships, and negative people, and—Michelle: No, not in this day and age. [laugh].Scott: And just the negative side of everything. You look at—if you turn on the news, everybody's hating on everybody. And it's like, when did we start becoming such a society of hate, and where did the love go? And so, the more that you can separate yourself from those types of things, the better that you do with life if you begin your day with more positivity.Michelle: There's this book that I have been reading, and it's pretty neat. It's called Your Body Believes Every Word You Say. And this lady was really ill, and she couldn't figure out how to get well. And then she started changing the way that she thought and the way that she spoke and her body responded, and it's a pretty cool story. I don't know who the author is, but it's a pretty good book. And it's true. It's like, the words that you are around and the words that you speak, they do either make or break you. And when you are around that negativity—and sometimes you can't help it. Sometimes you work with someone, and you see someone every day and they're just really a downer. But that's where you have to kind of dig deep and control the way you respond.Scott: Exactly. And when you get yourself together, the more you are in tune with your life and the more balanced you are, the more that you will start to attract. I was telling Michelle this, that when you do that, you're going to become a magnet. And people magnetize towards you that are people that love you, and people magnetize [00:20:29 who are do] people that hate you. And the responses are so different. You get people that love you, and realistically, you can't get away from them because they want more and more from you, and you get people that hate you, and they'll snub you, and walk away, or talk bad about you.Michelle: Yeah, you've kind of said, too, that when you start that positive journey in making strides for your health or trying to establish healthier habits in your lifestyle, you get people who kind of want to pull from you because they want a piece of that too. And you're a little bit stronger than they are, or you've got people who kind of… they're not so happy because it, maybe, makes them aware that they've got something that they should probably change, you know, they want to change. So, those are the people that kind of start hating on you. You know, you're going to get it both ways.Scott: And when we go places with Michelle, it's like, when she's in balance, and everything is feeling good—and that's the majority of the time, it's like, we get people that just magnetize towards her, in the stores that we go to, and they want interesting information, they want topics, they want tips. Just because we did some time on TV, they know us a little bit better. And it takes so much time out of our day sometimes, and I like to push it on through, but she magnetizes people that really and truly want part of what she has, or you see people that walk by us and kind of give us a look kind of like, “Eh, who are you?” So, it kind of feeds both ways.Michelle: Yeah. And I think having a positive attitude makes me want to engage with people as well. So—Scott: It does.Michelle: —there are those times that you tell me to just sit in the car while you run in and out. [laugh].Scott: That's right, I tell her, I say, “We only got 10 minutes, I'm going to go in here, I'm going to get this handled, and I'm going to go.” Okay because I like to say, “Hi, bye,” but I'm not wanting to overly engage because usually, I've got a time schedule to keep.Michelle: There you go. So, we've got another energy drainer. Why don't you tell us about this one?Scott: You know, this is about—Michelle: Saying yes to so much.Scott: That's right. And realistically, it's like, everybody wants to please people. So, when people want your time, when they want your volunteerism, when they want your help, we all want to say yes because we want to be a pleaser.Michelle: We want to be part of the solution.Scott: Right. We want to help people get through something. And it's so hard that realistically, you just have to stop sometime and say, “Okay. Can I really achieve this? Is this going to put me over the top? Do I really have time to do this?” And you have to say no, sometimes.Michelle: Yeah, you have to guard your time. And just remember that the opinions of others doesn't define you. And you remind me of that all the time because I want to say yes to people. I want to give. I want to help other people. But sometimes I don't reserve what I need to for my own self-growth.Scott: Exactly.Michelle: And I remember when I first started practicing it—I don't know if I'll ever master it, but I try—but I know the kids were little, and a parent asked for me to volunteer for something in a classroom, and it was the first time that I thought, “I'm going to practice saying no,” and it didn't really go over all that well. And I threw it back in her lap, I guess, and she was kind of offended, even though it was nice about it. And it's never easy. So, I think that's just an ongoing thing that I'm learning to practice. But it does; it pulls you in so many directions, and it can drain you of your energy.Scott: Oh, exactly because you'll get stressed out because you took on too much.Michelle: Yeah there are ways to say, “You know what, thank you so much for thinking of me, but I don't think that's going to work out right now.” You don't have to just do a hardcore, “No.” Or, “Heck no.” You can—Scott: Right.Michelle: —be, you know—Scott: Diplomatic.Michelle: Yeah, diplomatic. And it's very awkward at times, even being diplomatic.Scott: It is. Definitely.Michelle: I'd rather say no through text than I would face. [laugh]. So, you do. You have to guard your time. And I think that leads into our next energy drainer and that is not front-loading your day, with self-care in body, mindset, and spirit. Because we get so busy during the day and we can have all of these intentions and then they fall through and at the end of the day you think, “Well, what did I even get to do for myself?” And that can lead to resentment, more fatigue. You think, “I didn't even make any progress today.” But if we can start the beginning of the day doing some sort of self-care that—and I love to start with exercise. In an ideal world, I'd be up at 5 a.m. every day doing my gym time. Sometimes that's not very conducive, especially if I have an early morning commitment of some sort. But I do like to do that. That's one of the things that I feel like it sets those feel-good hormones, those endorphins in the right direction, and I'm able to think clearly through the day. And you, you start the day with reading, and meditating, and saying a prayer. And you're very consistent with that.Scott: But I have to be because I feel like if I don't get started off in the right boat, somewhere down the road, when the day gets overwhelming, I feel off, you know? I feel like my energy isn't there, my motivation isn't there, even just a little saddened sometimes. So, realistically, it's like, I need to take that time in the morning to start my day with who I'm going to be.Michelle: Yeah, I mean, I do think that there's a lot to that. It could be something just as simple as reading something inspirational, taking a moment to just be grateful for something, moving your body. You don't even have to go anywhere, just move for five minutes, stretch, anything like that. And then start the day with something healthy, start the day with a good hydration, something like that. It's pretty pivotal in the direction that it can take you. So, there you go; those are our energy drainers. And one of, I guess, the overlooked things that could be included in that morning routine would be making sure that you have your day planned out the night before.Scott: Yeah.Michelle: I don't know if that's an evening routine, or if that's a morning routine, but they kind of like, merge together.Scott: They do they really do because if for some reason you didn't get your clothes cleaned, you didn't prepare meals the night before, you don't have your water—I fill my water jug every night, almost every single time because I like cold water.Michelle: And I don't, and I don't like cold water. I don't fill my water jug and I end up drinking yours. [laugh].Scott: Exactly. That's what always happens, unfortunately. But those are some of the small things I put into place because I know if I do that, then the next day is going to at least start pretty well.Michelle: Yeah, exactly. So, I think that if we are mindful of these energy drainers, and we know, kind of, the impact that they can have on our lives, it just helps us to be better prepared, so that we can shift accordingly. And that doesn't say that we're going to live a life of perfection. But being mindful, that's huge.Scott: Yeah, and I think at least it helps you identify them maybe before they come, and how you're going to handle them.Michelle: Exactly. So, three tips that we want to leave our listeners with today—and we really do appreciate you listening to our insights on energy draining—that we want to leave you with: setting personal boundaries for yourself that you will and will not allow in your life. That's huge because that gives you kind of an automatic roadmap to follow.Scott: And I think one of the most important ones for me is scheduling time for yourself and holding those appointments. Don't let anybody get in your way. Don't let the kids, the dog, the cat, a client, anybody take your time because that time is valuable to your balance.Michelle: You don't have to say, “Oh, I'm getting my hair done,” or, “Oh, I'm going to take a nap,” or whatever that appointment time is with yourself, you can just say, “I'm sorry, I already have an appointment at that time.” It can be that simple. I think the third one we want to leave you with, too, is to have a saying, or an affirmation, or some sort of quote that can help you get back onto task if you feel yourself thrown off during the day. Sometimes all you need is a simple reminder to just help you refocus.Michelle: Elements of living a healthy lifestyle come in various forms. Sometimes we don't have all the answers we need, and sometimes we don't even know that we have a need until we have important discussions.Scott: That's the inspiration behind why and what we do with Totality Living Well and helping others live a life of true balance in body, mindset, and spirit.Michelle: We love hearing your comments, questions, and feedback as you navigate your own health journey. We're grateful that you've taken this time to join us. You can keep up with the latest on the podcast through Apple, Google Podcasts, Spotify, or wherever you choose to listen to podcasts.Scott: You can also follow us on Facebook or Instagram by following Totality Living Well.Michelle: And check out our website totalitylivingwell.com for other tips and customized health programs available.Scott: We'll see you next time.Michelle: Remember, keep your health front and center. It's priceless. In great health, always.

In this episode of Syntax, Scott and Wes talk about how to make freelancing easier — how to avoid burnout, and tips and tricks to make it successful. Sentry - Sponsor If you want to know what’s happening with your errors, track them with Sentry. Sentry is open-source error tracking that helps developers monitor and fix crashes in real time. Cut your time on error resolution from five hours to five minutes. It works with any language and integrates with dozens of other services. Syntax listeners can get two months for free by visiting Sentry.io and using the coupon code “tastytreat”. Netlify - Sponsor Netlify is the best way to deploy and host a front-end website. All the features developers need right out of the box: Global CDN, Continuous Deployment, one click HTTPS and more. Hit up netlify.com/syntax for more info. Show Notes 02:15 - Code Use starters and resets and component libraries Don’t build in something you don’t know, unless you have time and budget to do so — WP is good enough for most projects Feel free to go over time on projects if you are learning something new Re-use code from project to project Target similar types of clients 13:09 - Communication Often, clear and frequent People won’t be mad for being too informed — just know when to leave out the technical jargon Clients typically don’t care about Git, React, etc. — they care about results Don’t overwhelm them Train your clients that you aren’t available 24/7 22:19 - Time management Set calendar alerts early and often to not miss communications Set meetings at 9am, don’t wait around all day for meetings Block off large amounts of time for dev — you won’t be able to get meaningful work done in one-hour slots 27:54 - Contracts + quoting Have a boilerplate contract that you can just fill in Same for a quote Value-based billing 33:47 - Billing + taxes Don’t be shy when talking about money. Be clear on what you need, when you need it, and on what terms. This is business. This is your art, but it’s also your business Pay quarterly taxes - most likely Or don’t and take the small hit — then you can pay once a year Put taxes into another account if you aren’t good with money Get a billing management system or get an accountant — you need to focus on working on code Wave Apps, Xero, Freshbooks 42:03 - Marketing Be loud — people need to know what you offer The best marketing is a referral from a previous client If you show up, return emails and do a good job, you’ll kill it Show people what you are excited about: blog posts, videos, tweets, etc. Go where your clients are: Do you want to be serving small businesses? Family and friends Do you want to be a hired gun for a technical team? Conferences/Twitter, blog posts 48:25 - Final thoughts Scott — It’s ok if freelancing isn’t for you. Not everyone is great at all of these factors, myself included. However, with practice, you can be your own boss, work on your own terms, and make money. Also, don’t be afraid to take on longer contracts with established teams and companies. Wes — Freelancing can be a great filler between jobs or career transitions. Links Syntax 117: Hasty Treat - How To Email Busy People Freshbooks - Breaking the Time Barrier Design Is a Job - Mike Monteiro Wave Xero Freshbooks ××× SIIIIICK ××× PIIIICKS ××× Scott: Displaced Gamers YouTube Channel Wes: Battery Adapter for DeWALT 20V Max 18v Dock Power Connector Shameless Plugs Scott: React For Everyone - Sign up for the year and save 25%! Wes: Master Gatsby - Use the coupon code ‘Syntax’ for $10 off! Tweet us your tasty treats! Scott’s Instagram LevelUpTutorials Instagram Wes’ Instagram Wes’ Twitter Wes’ Facebook Scott’s Twitter Make sure to include @SyntaxFM in your tweets

Golden Leadership Nuggets from this interview with Joshua T. Scott. Business owners must have the fight work ethics. “We are driven by our passion and motivated by the kind of money we want to make.” - Joshua T. Scott It is important to have multiple streams of income. If you are going to be a great leader, you must adhere to sound counseling and wisdom. Make sure you have enough money to not only start a business, but sustain it for at least 2 or 3 years. You must understand and have some type of knowledge in the business you are starting. If you have a Joint Business Partnership or Joint Venture (JV), make sure they are equally invested. Know who you’re going into business with because everyone did not have good intentions. When you start a business, give the business time to grow before you decide to live off of it. Keep the business cost as low as possible without compromising your business. Before you start a business, start with the way you think. If you are struggling with work 8 hours per day, don’t try to start a business right a way. First, improve your work ethic. FINAL TAKEAWAYS from Joshua Scott Learn how to encourage yourself and become your greatest cheerleader. Learn how to take constructive criticism. Learn how to iIdentify greatness around you. CONNECT WITH Joshua T. Scott Ask questions: www.joshuatscott.com Facebook: Joshua T. Scott Twitter: @joshua_t_scott Instagram: @joshua_t_scott CONNECT WITH Cedric Francis Ask questions: www.cedricfrancis.com Also Ask questions: www.lead2greatness.com Facebook: www.facebook.com/cedricfrancis Twitter: @cedricfrancis Instagram: @cedricfrancis LinkedIn: @cedricfrancis

Welcome to Fathership. This week looks a little different than the previous episodes because we are doing an Ask Me Anything! I’m welcoming previous cohost from the Edge-ucation Podcast and longtime friend (and father of 4) onto the show to answer your questions! We sourced too many questions from our social media to answer in one shot, but we covered as many as we could and will definitely be back for round two. I chose Josh to cohost with me again for multiple reasons: One, we’ve got chemistry. Lots of it. Two, He’s never hesitated to tell me what he thinks of me, bad or good. Three, he and I could not have different lives if we tried, and I feel like that gives us a broad range of experience to speak from. This one goes into some pretty serious (and some not so serious) topics, so buckle up for one hell of a ride.   2 surprise questions to break the ice from one cohost to another. What does it feel like to be a dad? What is your least favorite part of parenting? Have you sacrificed your dreams for your children? How did you feel when you first held your firstborn in your arms? What is the craziest thing you’ve done for your daughter that your younger self would have never done? What is something you take very seriously that your partner doesn’t? How do you navigate that? Do you let your kids in on household finance or allow them to live in “bliss”? What does it mean to be a father to Josh   “I was a dad really young and I still wouldn’t change it for anything.” - Josh “I’m proud of my children, I’m proud of my family, I’m proud of the man it’s turned me into” - Scott “The hardest part of being a dad is watching other dads fail their children” - Scott “It rubs me the wrong way to see other dads take this job so lightly” - Scott “The Grinch’s heart grew three sizes in that moment” - Scott “I didn’t think I would be that type of parent” - Josh “As a parent you have to set clear guidelines” - Josh “Scott 10 years ago would not have given up sex for any woman on earth” “Anywhere that I have been unselfish, my family has thrived” - Scott “I want to raise nothing short of Gentlemen” - Josh ‘If my parents kept me 100% from money, I would have never found that interest” - Scott “Right now, my family and my kids are the many, and my needs are going to come second to what they need” Join us on Facebook! https://www.facebook.com/groups/fathership/

James:  Hi audience and listeners, this is James Kandasamy from Achieve Wealth True Value and Real Estate Investing Podcast. I'm excited to let you guys know that last week we had Mark Kenny from King Multifamily and we discussed a lot of interesting stuff about some of the different markets that he's been buying. They have been buying like in five different markets. Tennessee, Alabama, Georgia, Texas, and Florida. And it's very interesting to see, apart from Texas and Florida, which are, you know, more popular markets and how do they underwrite deals in Alabama and how they underwrite deals in Tennessee, you know. So it's a very interesting episode, I would encourage you guys to listen to that as well.    This week we have Scott Hendricks from Current Investment LLC. Scott is a wealth manager and we're going to be covering different topics such as a DST or Delaware Statutory Trust, which is another alternative for 1031 exchange. You're going to be talking some things about 1031 exchange. And we're also going to be talking about qualified opportunity zones investments and some of the broker-dealer licensing such as series seven licensing, which is really important for people who want to raise money using broker-dealer license. Hey Scott, welcome to the show.   Scott: Hi James. Thank you very much.   James: Awesome. Awesome. So did I miss out anything? Do you want to fill in the introduction with anything else that I missed out about yourself?   Scott: No, I, I appreciate that. I have been an Austin based wealth manager, financial advisor for about eight years now. I have a series seven, which is the general securities license and I have a series 66, which is called a combined uniform state license. I also am licensed with my clients in California and Arizona and Wyoming in addition to Texas. And I am affiliated with a broker-dealer firm known as Kelton and Associates. They're based in Tampa, Florida. But my business current investments are based right here in Austin.   James: Awesome. Awesome. Awesome. I really want to quickly get into the series seven being a broker-dealer because there's a lot of capital out there. There are very, very few deals nowadays. And what's happening is a lot of people trying to raise money, you know trying to be a money raiser, but there's a lot of advice that's coming from the SEC attorneys that, you know, you have to do it the right way. And there's a lot of discussion about why not I become a broker-dealer? So can you define what is a broker-dealer, which is basically a licensed person who's allowed to legally raise money? What is a broker-dealer?   Scott: Sure. So a broker-dealer in my case is basically the...I think of it as kind of my back office. The back office that supports registered representatives like me with performing my transactions for my clients, maintaining regulatory oversight and supervision of my activities, ensuring that I receive ongoing training. They handle the registrations with the government entities that oversee all securities business in this country. And you're correct, there are a wide range of licenses that govern various aspects of all of this activity. They are now regulated by an organization known by its acronym, FINRA, which is simply the financial industry, regulatory authority and finra.org is the website where anyone who would be interested in learning about these licenses or possibly even obtaining one of these licenses could go and look at the menu of the different licenses that FINRA overseas. Some of which are for broker-dealers, some of which are for general securities representatives like myself, some of which govern the transacting in your liquid securities and private placements, which are often the kinds of opportunities that I believe you're describing where it is necessary to raise funds.    I don't remember the specific numbers of all of those licenses. There are about two dozen types of licenses that FINRA supervises. And I would encourage your audience if they were interested to learn more about that to go to FINRA, finra.org.   James: Got it. So how difficult is it to get a series seven license? I mean how long does it take? How difficult is the exam? What do you need to be good at kind of thing? Can you explain?   Scott: Well, you know, interestingly I got my license eight years ago. I know some things have changed as far as the cost. The costs have gone up a little bit. They're still reasonable. Most of these licenses can be obtained for a few hundred dollars, a filing fee, purchasing the study materials, scheduling the exam. I would say the process takes anywhere from three to six months. There are no prerequisites so you do not have to have a finance degree from college, you don't have to work in the financial industry. You can simply if you purchase the application for the license, study the material, take the test and pass the test, you'll obtain one of these licenses.   James: So do you need to know a lot of financial terms? Is there a lot of math? Is that calculus involved?   Scott: I wouldn't have passed if there was very much calculus. No, there's no need to know a lot of math. It certainly helps to be familiar with, I would say intermediate financial concepts. Certainly, basic concepts like, you know, interest compounding, time of the value of money cost basis, rates of return; fundamental financial concepts that anyone who wishes to invest or is already an investor should be familiar with. But there's no set list of previous academic or experience requirements that one must have before taking one of these FINRA exams.   James: Got it. So basically the cost is less than a thousand dollars. You say $300 eight years ago.   Scott: Again, I'm a little out of date, but I would say yes, you can still apply for any of these federal licenses for less than I would even say, you know, three to $500.   James: Got it. Got it. And so you say three to six months you go to the exam, it's not that difficult, you need to know basic financial concepts, which I think is important. You're going to be advising people about their money and what's the rate of return.   Scott: It's a designed course of study to maintain the credibility of the industry, the level of professionalism and the basic knowledge base that the regulatory bodies in this country want professionals to maintain for the benefit of their clients.   James: So when you are taking a series seven and becoming a broker-dealer, why would one person want to be a broker-dealer?   Scott: If you want to oversee agents, if you want to essentially work with a group of agents, representatives, who will assist you in putting together investment opportunities and seeking investors, seeking clients, raising funds a broker deal or license, which I'm going to go out on a limb and say a broker-dealer license is probably more difficult to obtain, a little bit higher barrier because of that nature. That a broker-dealer is more of an office in charge of a number of representatives who then go into the field and work directly with clients.   James: So are you saying broker-dealer has someone under them who works with the clients?   Scott: They could. There's no reason why a broker-dealer could also not be an individual as well. But it is a different level of licensing required to have broker-dealer credentials than it is to have securities representative or securities agent credentials as I do.   James: Oh, got it. Got it. So series seven will get you into the securities agent level and there's another level where you're to become a broker-dealer, I guess.   Scott: That's reasonably accurate. Yes. So series seven, again, a series seven is called general securities license that enables me, authorizes me to transact in marketable securities for individual clients or businesses. So I am authorized to recommend and Franz deck that is initiate the buying and selling of stocks, bonds, mutual funds, exchange-traded funds, registered private placements and in that last case to accredited investors. So it opens up a range of investment transactions that I am authorized to both recommend to clients and then assist them in transacting in those assets. A broker-dealer could essentially be in a position to put together deals, to put together or review outside deals that then they would approve an authorized to their representatives to go out and seek investors, recommend them to investors   James: Got it. Great. I think the structure is similar to like in real estate agent versus broker, either the broker has somebody working for them.   Scott: I wish I thought of that. That's a great analogy. I think that's very comparable. Yes.   James: Got it. Got it. Very interesting. So I didn't even know that; I thought broker-dealer is a person, I mean, can be a person, but it's usually like a company where a lot of agents work for them and these agents get the series seven licensing. Okay. Got it. Got it. So I presume if you want to do fundraising for your lifetime, then you want to get a series seven licensing and be part of a broker-dealer.    Scott: You know, I would advise anyone interested in being licensed in the securities industry to get a series seven. The series seven is almost the gateway licensed to a range of other licenses. Some of these other licenses do require that the individual have a series seven as a prerequisite. And as I mentioned earlier, there are licenses that are specific to illiquid private placement types of investments. So if I was interested only in raising money for let's say for startups or for venture funds or for passive real estate portfolios or deals, I would encourage that person to go get the series seven but then also look for one of the more specific licenses that delve more deeply into the specialized knowledge required for those kinds of specialized  investments tailored to the accredited investor.    James: Oh, got it. So series seven is just basic and then there's a lot more specific to the niche, I guess.   Scott: Yes. Now, the series seven enables me to do both, but the accredited investor deals that I am able to recommend to clients must first be approved by my broker-dealer.    James: Okay, got it. Got it.    Scott: If I had one of these more specialized licenses, I might be able to go out and self approve or do my own independent due diligence and then recommend a particular investment to an accredited investor.    James: Got it.    Scott: As such, right now I need to go to my broker-dealer and say, Hey, here's a good deal. It looks like it would be right for one or several of my clients. And then asked my broker-dealer to scrub it, do their due diligence and then if they approve it, I would be authorized to go raise funds for it.    James: Got it. Got it. So if one of our audience who wants to raise money for commercial real estate, you know, as syndication or multifamily, so they can get a series seven license and go and work for a broker-dealer.  And in that while they work, they can propose to raise money on specific multifamily or any other commercials syndication, I guess to the broker-dealer and the broker-dealer needs to approve that, then he can go and raise money for that part of their syndication. Okay. Got it.    And I mean, if it's not confidential, do we know how do these agents get compensated in terms of percentage? What is that range if it's not confidential?    Scott: No, it's not really confidential. In my case, it's not confidential. In fact, it all has to be completely transparent and disclosed to the investor. So, for example, on a non traded REIT,  if I was to recommend a real estate investment trust to a client that had previously been approved by my broker-dealer, I would earn a commission. In most cases where the investment is illiquid, I'm not gonna put that into a fee-based account. It's a standalone transaction that might complement that particular investor's portfolio. If they agree, I would disclose my commission and my commission generally runs between about four to 6% on the deal. Again, it's very comparable to what a real estate agent might earn on the sale of a property. But I'll disclose my commission, if the investor wishes to proceed, then I'll help them invest and I'll earn a commission on that transaction.   James: So four to 6% of the money being invested, is that right?   Scott: Correct.   James: Got it. Got it.   Scott: You know, four to 6% of the investor's contribution I would earn as a commission, a percentage of that, I would share with my broker-dealer, my back office. The way we think about it with these securitized real estate deals is if you invest $100, you know, $94 of your investment goes into the ground.   James: Got it. Yeah, I understand.   Scott: You know, approximately a 6% sort of transactional cost. Speaker: Got it. And do you get paid in the beginning or do you get at the end or during the transaction or how does that..?   Scott: It really varies depending on how the deal is structured. It really varies. In many cases, my commission will be earned upfront, but there are certain deals where, where my commission may be considerably less upfront but I'll get an annual payout over the life of the time that the investor holds that deal. It really just depends from a deal to deal.   James: And it's a one time commission. Right? That's it. Right?      Scott: In most cases.    James: Yeah. So I think what some people are doing is basically they're getting a GP percentage, which can be a lifetime, I mean, of that investment. But this is slightly different. Did you get a commission flat fee of 4-6% in the beginning? I mean, not at the beginning, in most cases.    Scott: Right. Yeah. Most of my business James is fee-based portfolio management. So I may work with a client who has a portfolio of stocks and bonds and I'll earn a percentage of that account value over the time that I manage it on behalf of my client. It's in these cases of the one time a private placement transaction like a REIT or a Delaware statutory trust, where I'll simply earn a one-time commission. And then the investor will then own a passive property, a passive asset that will generate passive income for that client. But if they also have hired me so to speak or work with me to manage their other portfolio, that may be on more of a percentage-based or a fee-based relationship.   James: Got it. Got it. So is it public information on which agent or which broker-dealer is doing better than others like the stock market, in terms of performing for their clients or is it all private?   Scott: You know, that's one of those questions that can always only be answered with the words 'It depends.' It's really difficult when you come down to investing for individuals and let's say for business owner clients to compare performance. Because each and every investor has so many different goals and different risk tolerances and different timelines that it makes it very difficult. It really is apples and oranges to compare the performance of an entire book of business; either held by an advisor like me or overseen by a broker-dealer. It almost makes no sense to try to compare rates of return or performance simply because each and every investor has a unique objective.   James: Absolutely. Absolutely. I agree. I mean, that's a really good comment. I mean, returns are one thing, right? But risk profile off the investors and you know, how risky is the deal itself is another factor. And everybody has their own taste or flavor that they want to take on when they want to invest. So, awesome. Awesome. And why does an equity investor want to come to a broker-dealer versus going to a private syndication model and invest privately?   Scott: I think a lot of it has to do with the extra risk that you are mitigating by looking for investments that have already been registered with the securities and exchange commission and have been scrubbed; that is, have been researched thoroughly by a professional organization. And you know, there are certain things like just the credibility of the track record of successful deals that it has offered to clients that have exited; all the kinds of things you might look into with a private syndication deal. But for some investors that extra assurance of knowing that it has met the registration requirements of the securities and exchange commission and has been scrubbed and approved by a registered and licensed broker-dealer.   James: Got it. Got it.   Scott: That basically, that does that for a living. That does it, you know, hundreds of times a year looks at deal, memoranda and all of the documentation that goes into assuring investors that the deal is sound. And while you can never completely eliminate risk in any deal, I think that there's a certain risk premium that is reduced with registered and professionally researched opportunities.   James: Got it. Got it. Got it. Although I think I want to just clarify one thing. So usually the investor's equity is paid out of their equity, right? I mean the broker-dealer or the agent fees in this model are paid out of the equity. Whereas in the syndication model, a lot of times people who you know will become part of the GPS as one of the functions to raise money. They get the money from the GP, not from the passive investor. So that's one big distinction, right, because...   Scott: It is, that's correct. That's correct.   James: It makes a difference as well. So, in terms of the profile of customers who come and look for broker-dealers and agents who work with broker-dealers, I mean, is it like a lot of family offices, a lot of institutions, or is it a lot of private equity investors? How would you say in terms of percentage?   Scott: I think the answer is yes. And again, every wealth manager's business is different. In my case, I primarily work in the area of regulation D filed, liquid or a passive real estate and other types of deals. I generally am working with high net worth individuals.   James: Okay.   Scott: High net worth investors who are accredited and are simply looking to add or complement their existing portfolio with passive income through real estate, through business development companies. I also transact in oil and gas, master limited partnerships. So it's the investor in my case who is looking to diversify our portfolio and derive passive income at a rate that is more favorable than they would get in the bond market these days or certainly more favorable than they would get in something like a bank insurance CD or savings account. And perhaps doesn't have the inclination or the experienced to go in and evaluate real estate from private syndication that others might feel that they do have. So I'm able to offer for the less experienced real estate investor, the kinds of opportunities to derive passive income without the expertise that it might take to evaluate a syndication deal.     James: Yeah. Yeah. Okay. Makes sense. Yeah. The professionalism, of course, makes a lot of difference compared to someone you know, coming on from a weekend boot camp. So very interesting. So, yeah, I mean that's really good.   Scott: There are always different paths.    James: Yeah, absolutely. Absolutely. And so coming back to 1031 and DSTs - Delaware statutory trust. So 1031 is, you know, a lot of people know what 1031; where it's basically an exchange mechanism within real estate to a much larger real estate offer, same kind where someone has to identify like three deals within 45 days of closing of the current deal. And they can defer the capital gain and they can defer the depreciation recapture back to the new deal which they should close within six months. Am I right? Did I miss out some?   Scott: You know, that's pretty good. Everything you said is correct. I would simply add, and the way I like to describe it, a 1031 transaction is it's taking advantage of a section of the tax code and that's all 1031 is. It's simply a section of the internal revenue code that allows a real estate investor to sell a property or multiple properties and exchange the proceeds into other real estate, either a single property or multiple properties that can be either active or passively owned and differ all taxes that might be paid as a result of be the capital gains, depreciation recapture. There are a few other taxes that may come into play. For example, if you're in a state that has a state capital gains tax like California, that can also be deferred under the federal a tax code section 1031. But you're correct about the timelines there.   There are pretty strict timelines that must be met in a 1031. And I often tell groups of real estate agents and investors that 1031 is widely known. A lot of people know about it, but it still kind of has some stigma or some intimidation factor about it that prevents it from being widely used. And so part of what I try to do is help my clients and others understand the 1031 process. The primary thing they're going to gain is what they might have otherwise paid in taxes, they can keep inequity and reinvest into other real estates. You mentioned that in many cases an investor will trade up with the 1031, going into the larger holding in real estate. I also see a lot of clients who spread out their investment and diversify into other classes o rfeal estate or into other geographic areas that they may not have owned previously. So it really is a wonderful way, four real estate investors to both diversify, expand, and differ the tax liability in the process of building a portfolio of real estate.   James: Very interesting. But It's within the real estate asset class, right? Can they go from a real estate, you know, equity a 10 31 into something else other than real estate?   Scott: Not as of the end of 2017. And this is something that may be new to your audience. So with the last tax bill, I think it was called the tax cut and jobs act passed by the government in Washington back at the end of 2017, the rules of 1031 were limited. Whereas, previously investors were able to exchange property in maybe in a non-real estate asset. For example, if you owned a, I like to use the example, if you owned a classic car collection, you could sell your antique automobile and exchange the proceeds into real estate or into more cars or fine jewelry and still do it under section 1031. All of that went away at the end of 2017 and left only real estate tangible property is now the only asset class that can be exchanged under the tax deferral section of 1031.   James: Okay. So that's something new. I didn't even know that previously before 2017 you can exchange from other than real estate to other than real estate even though now you know, we all are real estate people so it's all within real estate, which is good.    Scott: And you also hear another common misconception about 1031. The 10 31 exchange is also sometimes commonly called the like-kind exchange. Like-kind is a phrase that is used in the actual language of the tax code. And a lot of investors, and frankly a lot of real estate agents confuse the phrase like-kind as meaning that if you sell multifamily, you must buy multifamily. Or if you sell a commercial property, you must buy a commercial property. That is not the case. Like-kind is very broadly defined by the IRS. Meaning, if you sell anything that has a physical address, a tangible property, you can buy any other category of tangible property. So if you sell a block of single-family homes that you've held as a rental property, you can go buy a warehouse or if you sell a self-storage property, you can go buy a ranch. So it's really any kind of property. It can be exchanged for any other kind of property,[31:24unclear] since 2017, as long as we're talking real estate.   James: Okay. So let me clarify that because we had some kind of sound issue there. So after 2017 we can go and exchange, even though it says like-kind, but you can go within a different asset class, like buying from single-family to a ranch or from multifamily to single-family. Okay. So if you still within real estate, you are good I guess. Right?    Scott: That's right.    James: Got it, got it. Got it. And I think one of the common strategies that a lot of you know, generational real estate investors use is basically to buy real estate and keep on exchanging until they die. And when they die, they gave it to their kids as a gift and where the cost basis starts all over again. And that's the generational wealth Passover, right? Is that true? I mean, did I say it correctly?   Scott: Yeah, it is. And really the 10 31 exchange is, I believe a terrific way to build a real estate legacy. If the investor has heirs or hopes one day to pass a legacy of real estate on to their heirs, 10 31 exchange is an excellent way to do that. Because as long as you continue to sell and then buy real estate under the rules of section 10 31, there's no limit to the number of times you can do it. And as long as you continue to do it, you have deferred your tax liability each time. If at any time you chose to cash out and simply sell your holdings and take the cash and walk away, you're going to owe the tax and in fact, you're going to owe the cumulative tax that you have been deferring. So there actually is with 10 31 a fairly strong incentive once you've begun the process to just keep doing it.   And if you keep doing it until your time is up and you have heirs waiting in the wings, you will upon the date of death of the original owner, that owner will leave to their heirs a legacy of real estate that upon the date of death is stepped up in cost-basis. That's the term that the auditors use such that the cost-basis will then become equal immediately to the market value as of that point in time. And as I like to say, the heirs, if they don't wish to hold on to the real estate, they conceivably could turn around the day after the funeral and go sell everything and pay virtually nothing in capital gains or depreciation taxes.   James: Got it. So that is an awesome tip there. You can use real estate to not pay tax and make tons of money and, of course, your kids are your heirs, they inherited that and they will make the money. But it's a big way to give your wealth that you have created to your heirs, right. And without paying any taxes   Scott: Right. And, again, it, it would then be up to that next generation whether they want to continue to own that real estate and continue to enjoy the benefits of passive income and all the other benefits of owning real estate in a portfolio. Or as I said earlier, if they chose to get out at that time because of the step-up in cost basis, it would potentially eliminate or virtually eliminate all of the capital gain tax liability.   James: Got it. And also the depreciation recapture, right?   Scott: The appreciation recapture as well. Now of course, if there's an estate tax, depending on the size of the portfolio that is inherited, an estate tax may still come into play. But that's an entirely different situation.   James: Estate tax. Okay. Got it. Got it. Got it. So let's come to DST - Delaware statutory trust. And I know some people say this is similar to 10 31. Can you explain what this and why we should use this compared to the normal 10 31?    Scott: Absolutely. So a Delaware statutory trust is not widely known. I've been familiar with these opportunities for about 4-5 years now and I've spoken to many real estate groups, investor groups, agents, attorneys, CPAs. The Delaware statutory trust, in short, is the only form of passive real estate that is eligible as replacement property in a 10 31 exchange. So let me expand on that. A Delaware trust is often compared to a REIT. It's very different from a REIT in many important ways, but it is a legal form of ownership set up around a property, around a physical property, and then offered to investors who may invest in a fractional percentage of the underlying property via the trust.  Because a Delaware trust must own physical property, the IRS recognizes it as another way an investor could engage in a 10 31 exchange. In other words, the 10 31 is just the process of selling and then swopping or buying other real estates. You could either as an investor buy an active property or properties, you're going to be the landlord and hold the deed and be responsible for the rents and the tenants and the repairs. Or you could own a fractional interest in a Delaware statutory trust. You would be a passive investor. The sponsor of the trust would have all management and landlord responsibilities, but as a fractional investor, you would derive your proportionate share of the income. And because there is underline real property in a Delaware trust, the IRS allows these types of trust as an eligible investment via section 10 31.   And so here's really how it works and this is kind of the main core, I think, of the benefits of the Delaware statutory trust, In section 10 31 exchanges, the investor sells a property that begins, as you alluded to earlier, that begins a 45 day calendar, a 45 day clock. That investor has 45 days to identify, in most cases, up to three properties that they intend to reinvest in. Now, they don't have to invest in all three. They could identify one primary property and two backups or two properties and one backup. But they've got to have those properties identified in the first 45 days.    A Delaware statutory trust makes an excellent backup property because it's passive, for one thing. It's open to investment. It's not going to fall out of escrow during the first 45 days as sometimes real properties do. In other words, it's not going to go off the market. If that were to happen with the investor's primary or secondary property and the deals weren't going to close there, if they have named a Delaware trust as a third or as any of their backup properties, their money could then roll back into that trust as an investment and that would effectively secure their 10 31 transactions from start to finish. So Delaware statutory trust makes great backup properties in that first 45 day identification period.   Secondly, in cases where an investor is selling a property and buying a property for less, or actually buying a less expensive property, maybe a value-add property that they want to improve and they're going to have some leftover cash from the deal that they sold, a Delaware statutory trust makes a great way to capture or invest that leftover cash and still secure 100% of the transaction, the 10 31 transaction, from tax. So as a simple example, if you're selling a million-dollar property and the property you want to buy is 850,000, you've got 150,000 leftover. It might be hard to find another real property for 150,000 in some markets. So a Delaware trust comes along as a great way to park or invest that residual leftover cash securing 100% of the 10 31 proceeds from taxation, at least deferring 100% of the tax liability and giving the investor now two different properties.   One is the primary property for 850 that they wanted to buy and fix up or be the landlord over. The other is the 150,000 fractional interest in a passive investment that they will have no work responsibilities to maintain, but they'll be receiving a passive income from that trust. And then the final way that I think Delaware trusts are powerful is if the investor is simply wishing to continue to own real estate but really wants to get out the landlord business entirely. And that would be someone who maybe has been an active landlord for a better part of their investment career, wishes to continue to hold real estate because it's a great asset. Why not? But doesn't want to be a landlord anymore. So they may sell all of their active real estate properties, declare their intent to do a 10 31 exchange and then pick two or three Delaware statutory trust to put 100% of the proceeds into. They now have switched from being an active to a 100% passive investor.    Someone else does the work of the landlord that is the sponsor of the trust. They began to receive the mailbox money or the passive income, still own real estate as part of their portfolio and they've effectively deferred all of what would have been their tax liability from selling their active holdings. And another wonderful thing about two more points about a Delaware trust. You can do a 10 31 exchange out of a Delaware trust. So when the underlying property in the trust sells, which signals the liquidation of the trust, the investor will be notified with plenty of time. They can then declare another 10 31 and take their proceeds out of the Delaware trust, which may have appreciated over that time and they can take those proceeds and swap them into some other property. They can either go into another trust or they can go back into the active real estate market if they choose to. Or of course they have the option to simply cash out, take the cash, and at that time they would incur the tax liability.    And then the other benefit of a Delaware trust is you do not have to do a 10 31 exchange to invest in a Delaware trust. Delaware statutory trusts are open to cash investors. So it's a good way for an accredited investor, which you must be. In order to invest in a Delaware trust, you must be an accredited investor, but you do not have to be bringing money into the trust via 10 31, you could be a cash investor. But once you're in a Delaware trust as fractional owner with either your cash investment or your 10 31 proceeds, you can then when the trust liquidates do a 10 31 exchange. So a Delaware trust provides a good way for a real estate investor who wishes to be passive, doesn't have a property to sell but wants to in the future be able to do a 10 31 exchange. As long as they've got cash and they are accredited, they can invest in a Delaware trust.    And then you know, three to five to sometimes seven years down the road when the trust liquidates, they'll be eligible to do a 10 31 exchange and defer any potential tax that they might have otherwise paid.   James: Wow. I didn't know so many things about DSTs. This is very eye-opening for me. It's like a syndication but it's a tax-protected syndication, right?   Scott: It's a way to take 10 31 money; money coming out of a 10 31 deal and put it into an investment open to up to 500 individual investors typically, which is far more than something like a tenant in common where you're limited to only 35 investors. Delaware trust, yes, you're a fractional owner of a real estate portfolio that is managed by a sponsor who acts as a trustee and you basically, your only job is to go to the mailbox and receive your checks.   James: Got it. Got it. Yeah, I was trying to bring that up. Tenants in commons is another way I thought Delaware strategize is similar to tenants in common. Because in tenants in common is where everybody puts their 10 31, everybody has their own LLCs, all different entities, but they work as one. But you brought up a good point. There's a limit on 35 tenants in common that can be done but DST is 500 people.   Scott: And an important distinction to make there is that with a much higher cap on the number of investors, you're able to fractionally own much larger institutional scale types of real estate. So you may be able to be a fractional investor in a downtown Dallas office tower that's in a Delaware trust, whereas 35 investors, it would be difficult to pull together the 35 investors who could afford to purchase a multimillion-dollar property. But with a Delaware trust, you often are a fractional investor in a property portfolio that could potentially be worth tens or even hundreds of millions of dollars. So access to a larger scale institutional type of property is one of the benefits of what the DST has versus a tenant in common.    And then the other one, now some will see this as a negative, some may see it as a positive. With a tenant in common, each one of the up to 35 investors has a vote. They have some control over the upkeep and the sale or the management of that property. And as you know, when the property is going to be sold, you've got to get the unanimous vote of all 45 investors. With the Delaware trust, the investor is 100% passive. They do not have any say, any control over the management of the property. That's entirely the responsibility [48:05unclear] of the sponsor. They also do not have any control or voice over when the property is going to be sold. So if that appeals to an investor, in other words, if they say, I don't want I have to vote or to have to go get the other 34 people to vote, I just want to be passive, a Delaware trust is a good option compared to [48:31unclear]    James: But what is the average return of Delaware statutory trust?   Scott: So again, that varies. It varies from you know, market conditions and from the difference of Delaware trusts that are available. Typically what I have been seeing lately are rates of return between about five and seven and a half to 8% and that's cash on cash. So cash on cash or nominal right of return is let's just say six to six and a half percent in the midpoint. So while that is not typically a strong rate of return compared to private syndication or even compared to a lot of tenant in common deals, you have to look at the other benefits.    One, again, access to larger institutional scale properties. The fact that the Delaware trust is going to be a registered program, sponsored and regulated by oversight bodies. And then three, although this is also the case with the other types of real estate investment, the sponsor of the Delaware trust in rules similar to REITs. If they are taking depreciation on the underlying property, that tax credit has to be distributed to their investors. So while the nominal rate of return might be 6%, that is the cash on cash return, in many cases, the investor is going to see some portion of that cash dividend be already after tax. In other words, it's going to receive the benefit of that depreciation tax credit that the sponsor is taking. So depending on the investor's tax bracket, their effective rate of return is going to be higher than their nominal rate of return, given that some portion of that distribution is after tax money.   James: Got it, got it, got it. But let's say for example 6% cash in cash, is it including the sale of the property or is there such thing called the sale because they are physical assets under this DST, right?    Scott: Yeah, no, you're right and I thank you. I should be clear. That is the cash flow. Let's say that, again, rates of return I'm typically seeing now average, I would just say average around 6% for this example. That is the cash flow. So that's the annualized cash flow that the investor is going to receive in monthly checks. Obviously one 12th of that amount in monthly check is the underlying property where they have their principal. If that underlying property appreciates over the life of the trust and is sold at a value greater than it was acquired for, the investor is also going to receive their prorated share of that appreciation. So the aggregate return is, I like to call it, or the total return is if the property appreciates is definitely going to be higher than the cash flow rate of return.   James: Okay. So do you have that kind of sample numbers on roughly what's a performer?   Scott: I can refer generically to some of the deals that I've seen. So let's say if an investor puts $100,000 as, let's say in this scenario where I described leftover cash; if they've sold a million-dollar property and they want to do a 10 31 and buy a $900,000 property and put that residual 100,000 into a Delaware trust, I'm just gonna use a number typically four to five, six or seven years. And again, during this time, the investment is illiquid. The investor cannot get their money back on their own schedule. They have to wait until the sponsor finds a buyer and sells the underlying property. But most real estate investors understand the concept of illiquidity.    So if they've put 100,000 into a Delaware trust and five years down the road, the sponsor finds a buyer for that property and sells it at 25% gain, 25% in an appreciation, the investor is going to get their 100,000 back, they're going to get 25,000 for their proportionate share of the 25% gain. And during the five years they've held it, they've collected, I'll use the 6% rate of return as an example, they've collected $6,000 a year in monthly distributions at a 6% rate of return. So they've in effect received in a very simple example, their $100,000 back. They've gotten $30,000 of cashflow over five years and they've received a $25,000 gain or appreciation on their original investment.   James: Got it. Got it. Got it. Interesting. So, yeah, I mean, it depends on the structure of syndication, right? Usually, you know, like for me, we allow people to buy and sell their shares. You know, within the investment period, but it looks like DST doesn't give that flexibility.   Scott: A DST and you know, again, it's important for me to also say that with DSTs, there are still risks involved. You can lose money as you can with any type of investment. The illiquidity of the investment is something that the investor has to be informed of and understand that if they are an investor in a DST, they're at the mercy of the sponsor for the holding period. Now, while the disclosures require that I tell investors it's a five to seven year hold time with no option to exit. Typically with the market right now being what it is, I have seen DSTs liquidate sooner then five to seven years. It's simply varies from yield to deal.   James: And what is the fee that the sponsor takes in DST?   Scott: That again, it varies from deal to deal. Typically there's a 1% a dealer or sponsor fee, at closing. And again, as I mentioned earlier, I do earn a commission on investment that goes into a DST, it can range from anywhere from four to 6%. And, again, it's in the same ballpark as if you were working with a real estate agent and buying the physical property or working with yield syndicator and buying into syndication.   James: Very interesting. I mean, I didn't know this vehicle exists and this is very powerful in terms of 10 31 money specifically. Why? Because you know, and I was thinking that you always have to go in 10 to 200 to go to larger properties, but it looks like you can buy smaller properties and take the remaining and put into DSTs I guess. Right?   Scott: Yeah. It's really a part of my message that using a DST is a great way for an investor to diversify if it is in their interest. First of all, the primary reason anyone would undertake a 10 31 is to defer the tax. But a DST allows that investor to diversify into different types of property, both in terms of asset class or asset and active and passive real estate. So they can begin to sort of put more chest pieces onto the chest board, I guess and look at passive investment, active investment, lodging, self-storage, multifamily, single-family industrial, commercial; build a real estate portfolio that is truly diverse in terms of geography, asset category and the active and passive of ownership status.   James: Got it. So let's quickly talk about qualified opportunities zone. I mean, there's so much of details into opportunity zone. I don't think we have time to go into a lot of details there. But at a high level, what is qualified opportunity zones investment, how is that different from a normal 10 31 and DST and you know, investing into opportunity zones?   Scott: So qualified opportunities zones were also part of this same tax act that passed at the end of 2017. They are a fairly new concept or fairly new opportunity for investors. And the case can be made that opportunity zones were written into law because investments that were not real estate were excluded from section 1031 eligibility. So an opportunity zone is a geographic region of the country and there are a thousand or more opportunities zones all over the country where the local authorities have designated a desire to have investment flow into those zones from investors. They may be, you know, below market regions of cities or communities where the thought being that if investment dollars float into these areas, we would have more healthy economic development.    Qualified opportunity zone investors may use gains from a sale of an investment other than real estate, whereas with 10 31, all you can exchange is real property. So, for example, if an investor has a stock portfolio and it's gone up in value, they want to sell their stock portfolio, but they'd rather not pay the capital gains tax that that's going to incur, they could invest the gain from that sale into a qualified opportunity zone, differ the tax liability, invest in a a property or real estate or real estate fund that's building projects in that zone and then they would enjoy a certain tax benefits due to the deferral of their original gain. If they maintain that investment in the opportunity zone for 10 years, they could then cash out and take their money and pay no tax. So one of the important differences between a 10 31 exchange and an investment in an opportunity zone is to put it simply, you don't have to die in order to cash out tax-free.   James: But do you get 100% tax being erased?   Scott: Not in the first case. You're correct. It really is complicated and we could probably have a whole separate episode on all of that opportunity zones. There are really two appreciation events that are subject to favorable tax treatment when it comes to talking about opportunity zone investments. The first one is the gain that the investor realized on the sale of their asset, whatever it may be that they want to put into an opportunity zone. So if they sold real estate that had gone up in value or sold stock, or I'll go back to my classic car example, and had an investment sale that would have been subject to capital gains tax, they can defer that tax up to seven years by putting that investment into an opportunity zone. Now, it is only a seven-year deferral. So after seven years, the investor will owe a portion of the tax they would have owed on the original sale of their investment.    It will only be, in the case of a seven-year deferral, it'll only be 85% of the tax they would have owed. So it is truly just a deferral. You do have to come up with tax payment, at least 85% of the tax you might have owed seven years ago. In year seven, that tax bill does come due to the IRS. But understand now we're talking about two different investments. The investment that was sold to make the original opportunity zone investment, the tax four, which is deferred seven years. So it might be a benefit to an investor's cash flow and then the investment within the opportunity zone itself. And if that investment turns out to have been a good one, and the real estate or the property or the project in the opportunity zone appreciates over 10 years -hold time- and the investor then cashes out of that opportunity zone investment that will be exempt from capital gains tax.    So it's that second investment in the opportunity zone that if it is a winner, if it appreciates over 10 years, the investor has the potential to cash out with their gain and owe zero capital gains tax.    James: Got it. Got it. Very interesting. So let me summarize. 10 31 DST and qualified opportunity zone. So 10 31 let's say I have a million-dollars, where I want to defer my tax and my depreciation recapture, I just buy another asset, right? A larger asset or multiple assets, but it should be a larger value than all of it get deferred. And to the next asset, if I don't want to pay tax, I have to, you know, keep on doing 1031 until I die and pass it to my heirs. That's the 10 31.  So DST is basically you asked it's the same as 10 31, but it's more of passive investment.    Scott: Let me, let me jump in there and clarify it. A 10 31 is just a transaction. It's a way to sell and then buy real estate and defer the tax, not pay tax during that transaction. A DST is an asset. It's a kind of an investment. It is a passive real estate investment that can be a part of the equation of the 10 31 transaction.   James: Got it. Okay. Yeah, that makes sense. And qualified opportunity zone is basically, it's the same as 10 31, but you're deferring your tax for seven years and on the seventh year, your bill is due to the IRS, but you get 15% forgiveness.    Scott: You basically get a discount based on discount on the tax that you would have owed in year one. You'll owe 85% of it by the time year seven comes around. And so again, that was the tax you would have owed on whatever it was you sold to make the opportunities zone investment.    James: Got it. Got it. So the original tax difference, you only pay 85% after year seven, right? So you get 15% forgiveness. But I think the bigger thing in an opportunity zone is whatever deal that you're investing in an opportunity zone that's completely free in terms of capital gain after 10 years.   Scott: Yeah. Right, right. If the investment you have made in the opportunities zone does well and it goes up in value and 10 years down the road you have the opportunity to exit, you'll owe no tax.   James: Okay. That's very interesting because that's another investment where you don't pay tax at all. And if you're doing most of the time you definitely make money, right. If you go through the construction phase and you're past that I guess. Right.   Scott: Well, I will say that opportunity zones are new. There are a lot of risks involved. We don't have time probably to go into them here, but yes, there are a lot more considerations to making a potentially successful opportunity zone investment, but in the basics, I think you've got it correct.   James: Yeah, yeah, yeah. I've heard about so much of details on opportunity zone that you're to be really careful whether it's a qualifies opportunity zone and, you know, there's so many things, right. So awesome.    Scott: And you know, James, this is a good opportunity for me just to mention as kind of a way of a disclaimer. I am not an attorney and I'm not a CPA. And one of the most important pieces of advice I give to my clients is if you're doing any of these complicated real estate transactions, check with your lawyer, check with your CPA to make sure that you've gotten all your questions answered before you write the check.   James: Yeah. I think the purpose of this podcast and talking about so many things of this is just educational and just letting people know there are options out there. Which is very important because I was not aware of DSTS and you know, there are so much of details of the, you know, opportunity zone. So it was very eyeopening for me, so thank you very much. I appreciate it. Why not you tell our audience how to get hold of you if they want to get hold of you?   Scott: You bet. Sure. again, I'm Scott Hendricks. My company is called Current Investments. My website is currentinvestments.net. That's all one word, current, like the flow of water and then investments plural.net. You'd be welcome to send me an email or give me a call. My email is Scott@currentinvestments.net. My phone number...Do you typically, do your guests share their phone number?   James: That's up to you.   Scott: Okay, well that's fine. I don't mind at all. My phone number in Austin is  512 563 2134    James: Awesome. All right, Scott, thanks for coming in. I learned a lot of things. I'm sure my audience and listeners learned a lot of things and that's it. Thank you.    Scott: It was fun. James. Thanks very much.

Scott Meyers is a real estate investor based in Indianapolis. It all began in 2005 and since then he has grown in the self-storage industry as a developer, owner, syndicator, and operator. He has several multi-million dollar businesses under his belt but his favorite is self-storage and today he is in control of over 7,500 units. Scott started ‘The Self-Storage Mastermind’ to teach others about the self-storage business.  In today’s episode, he discusses how he entered the real estate industry, why he’s chosen to grow with self-storage, and what one should keep in mind before investing in a facility. He gives us insight on one of his memorable deals over the years- what happened, what he learned and what’s going on with it today.  Some Of The Episode Highlights: His Self-Storage Business His ‘Why’ in Self-Storage The ‘Boomerang Property’ Special Gift for Our Listeners    Connect with Scott: Website: selfstorageinvesting.com   - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  TRANSCRIPTION Intro: Hey guys, this is Don, your host. In today's episode, I will interview Scott Myers. Scott is an amazing investor and he specializes in one of the most interesting asset classes, self-storage facilities. Today, me and Scott will discuss the nature of this market. Also, as previously mentioned, I want to remind you that you have an opportunity to get a free 30-minute phone call with me and Eden if you review our podcast on iTunes. Simply rate the podcast and write a review of how you feel about the content and the show. To redeem, email us the content of the review to Hello@donandeden.com. You will then be contacted and scheduled for a 30-minute phone call with me and Eden, where you could ask questions or network about any subject or project that you would like. So, let's get started and I hope you guys will enjoy the interview. Lady: Welcome to the commercial real estate investing podcast with Don and Eden where we cover all aspects of real estate investing with special attention to off-market strategies. Don: Scott, welcome to the show. How are you doing today? Scott: Hey, Don, I am fantastic. How about yourself? Don: I'm great. How's the weather up in Indiana? Scott: Well, that depends. We had our first snowfall of the year last night. It had about three inches, which is a little bit more than we normally get this time of year. So, I think I'd rather be down next to you conducting this interview right now. Don: Yeah, I mean, we just got the best weather right now in Florida. It's been very muggy for November, 75 degrees all throughout. I used to live in the Midwest, and I know it kind of gets cold in that period of time of the year, right? Scott: Sure can. Yep. Don: Yes. You've been living in Indiana, all of your life, born and raised? Scott: Born and raised in Michigan. I went to the University of Michigan and after I graduated, I moved down to Indianapolis where I took a job. I was working in the telecommunications industry before I got involved in real estate. Don: Wow. Okay, so that's a pretty sharp transition. What made you move into real estate? Scott: When I began looking in investment books on ways to I guess diversify my retirement rather than relying on our 401k stocks and bonds and mutual funds ran across several books, one of which was Robert Kiyosaki's book terms in real estate and the more I looked at more I realized that I didn't want to put my money into the stock market as the poor dad did in Robert Kiyosaki's book 'Rich Dad, Poor Dad.' And so, I began investing in single-family homes and then it took off after that. Don: Yeah, let's talk about your initial investments in the single-family space. What did you do, fix and flip? Scott: Began to buy single-family homes, and then fix them up, refinance them and rent them out. And I did that for a number of years until holding. It's kind of a tough gig holding on as a landlord unless you're flipping some as well. So once the economy began to turn in 1999 and 2000 during that downturn, shortly after the government came out with the Community Reinvestment Act, and made it easy, a little too easy for anybody to own a home and so we began then turning around our houses to sell them. So, we became retailers in addition to landlords. Don: Nice. I know right now you're focusing primarily on self-storage. Tell us about the first time you got to learn about this asset class and this market in general. Scott: Began looking into self-storage because of, well, that wasn't the cash flow that I wanted to have in single-family homes and apartments on like I had intended. And then when I went back and looked at the business model, I realized that most of my expenses were a result of a related to tenants and toilets and trash. And so, we all love real estate and we love running real estate if it weren't for that. So, I began looking into what are the other asset classes in real estate that has the benefits of real estate, but without all the hassles of the three T's. And it's either parking lots or self-storage. And so, the more I begin to look into self-storage in the business model, yeah, I really liked what I saw. And began attending some industry trade shows, then dip my toe in the water by getting into a partnership with someone in a self-storage facility. And the rest they say is history. Don: Yeah. So, there is a question that I want to ask you. I know now that you're very big on the self-storage space and you own or you're in control of over 7500 units, I’m guessing in self-storage just since 2005. So, you've been a longtime player in that space, but I want to ask you more about the beginning because I remember I just recently did a transition from residential wholesale real estate into commercial real estate. And even then, being an experienced investor and owning a lot of properties and having capital, it's not easy. So, you said something about going to shows and learning about... So, tell us a little bit about that period of time where you did not make your first deal in self-storage yet, but very attracted to that asset class and what you did in that time period, how much time did it take for you to get your first deal? Scott: There weren't any resources. You found me, Don because we have an education company as well. We teach people how to go about and do this business and we've been doing that since 2008. But prior to that, that company was really born as a result of that. There wasn't a resource, there wasn't a Scott Meyers out there to learn from it. So, I attended the industry trade shows and those shows are primarily for the folks that are already in the business.  So, I begin talking to the attendees and just asking them, "What do you like best about self-storage and what don't you like about self-storage?" just to get an understanding from several folks that before me and how to get into it. There still wasn't any way to learn the nuts and bolts, the A to Z or how to get into it. When I came home as I began to do more research on my own, I reached out to a consultant in the industry and I spent a day with him and drove around and taking notes and asking about it.  He owned a management company as well. And he managed several facilities for other folks. I asked him as many questions as I possibly could to fill in the gaps and I filled up three notebooks full of paper, just answering the questions that I had about the business and I, like you, been in multifamily and apartments and I understood commercial real estate. But all the nuances and all the intricacies of self-storage to bridge that gap and fill in the gaps took me all day and a bunch of notes and even then there was no way to get it all but that's how I started. And then just sort of trial by the fire going out and talking to other owners and brokers and begin exploring and looking at several facilities to buy. Don: Okay, tell us a little bit about the market itself. So, what are the biggest players, what is considered a big property? I know so when you're looking at multifamily anything over 200 units is considered very big. Mobile home parks, anything over 150 is considered institutional. So, what would you say is a big deal when you talk about self-storages? Scott: Yeah, we're in that 400 to 450 unit range and which equates to roughly greater than 60,000 square feet. Those facilities that are larger than those are the ones that are going to be typically institutional, so those are the ones are going to be held by Public Storage or Extra Space or Bridge or CubeSmart number of the big players or reads in the marketplace. Now not all the time we own several facilities that are that size as well with the goal and the intention of eventually off to the reeds and that's what we're developing and building now. That's really what's considered the big boys. And so the reeds are the institutional properties and facilities that size you know, that only accounts for about nine to 10% of all the units and all the square footage of self-storage are below that and are owned by some regional players that own you know, 1, 2, 5, 7 properties. Some national players that aren't considered and then a lot of the mom and pops that we buy our facilities from that can go all the way down to as low as 15 between units per facility. Don: Okay. So, mom and pop are always good because you can get a pretty good deal. Somebody that owned the property for quite a while, they have a lot of equity typically and there is a lot of value-added. So, I would assume that the value adds basically comes to play when talking about raising up the rents, right? So, they're just not fulfilling their potential. Scott: Yeah, that's absolutely one of the ways that we look at. We're always looking at turnarounds and value adds and the first of which is usually what you just mentioned is usually poor management. They haven't raised rents in a while because they like to stay full, they have fallen behind on technology and we do utilize software and kiosks to manage these facilities or at least help to manage these facilities, which reduces our payroll, which is our second highest expense, line-item expense next to property taxes. In many cases, not all the cases many of the mom and pops didn't understand how to market their facility, therefore they suffer from a lower occupancy than if they were running very well and had a better website and then a means for people to rent a unit or reserve units online. Don: Yeah, what would you say are the biggest minds or the things you should be careful when you're buying a self-storage, especially when underwriting a deal? Scott: Well, the normal due diligence that we go through first the physical side, we hire an inspector, we do our site visits and we hire an inspector to look at all the physical aspects with the underwriting. As you know Don, that some in commercial real estate, you make a $10,000 mistake and underwriting and just at a 10 cap is $100,000 valuation mistake that you've made. But in today's seven or six cap environment, we're talking about $120,000 - $130,000 mistake. So, it's making sure that if we're buying it from a seller and individual seller, or if we're buying from a broker, we need to get the seller's numbers, and all of the expenses. So, it has an art and a science to it. But the science part is just knowing exactly what to ask for. And in self-storage versus apartments versus mobile home parks, there are expenses that are associated with each one of those asset classes.  So it's important to know what are the expenses of running a self-storage facility and making sure that your account for that. And as I'm sure you're used to and telling your folks as well but just because the seller and the broker don’t include it has zero alongside an expense sentiment doesn't mean it's going to be zero for you. So, management of lawn care and landscaping and snow removal, if that manager does that, or their employer does that, well, they're not going to do it for you so you need to add those expenses in. So, I think that's one of the places where people get tripped. Another is the change in property taxes.  If you run it for a million dollars, and the last time it was assessed was at $500,000 and in this county, they assess based upon a sale, you can expect your property taxes to double roughly and so you need to account for that and underwriting that you're different set of expenses when you buy it versus what is given to you by the seller. So you know, we can go through each and every one of those but just making sure that you pull all the bills and you all of the information in terms of all the income coming into the facility, as well as all the expenses of that underwriting based upon that to give your valuation and your offer. But then we always have two sets of numbers that we use afterward, which is how we're going to run it today meaning 30 days after we bought and then what does it look like in the next one to five years down the road once we have stabilized it and added more value. Don: Okay, and what does it look like as far as the demand and the supply for self-storage facilities across the United States when we're talking about late 2019? I know that people are buying and we're consuming a lot more than what we used to, especially those you can buy everything online right now. And I know people have a lot of things that they want to store. What is your take on this industry and the direction in which it's going in the future for 5 or 10 years? Scott: What we're seeing right now is a demand for self-storage. We always look at supply; supply and demand for a particular market. And the good news is that we draw a ring around a particular site if we have developed for an existing facility of about three miles, five miles as if it's rural or one mile if you’re in downtown Miami. But then we're looking at the amount of self-storage square footage already in that market in a three-mile radius, compared to the population in our industry is considered somewhere between six and a half to seven and a half square person. And it depends upon the market and there are some areas that are quite a bit different than that. But that's kind of a round number. And so, that alone gives us an idea of what the demand is. So, then we visit those facilities and determine if that truly is the case, if they have waiting lists, the rental rates in the market will also be an indicator of what the demand is, obviously. And so, then we base it upon that, but there's only four square foot of storage per person in this market, and the rates are considerably higher than we see around the rest of the country and all the facilities are full and have waiting lists, then there's probably a need for some storage there. In the case of development, we're also going to get a feasibility study on just like you do Don when your billing departments often saying, "Yeah, we think it's going to work, we have to get a feasibility study before the bank will give us money and private equity partners as well." But that's how we look at it in today, in real-time for looking at a facility to develop or even to turn around.  Now in terms of moving forward or looking forward, we don't see a whole lot of changes being the demand for self-storage. And we don't have a crystal ball that is perfect, but we keep an eye on trends and we've seen in the past, we've seen that the baby boomers have created a huge demand for self-storage as they've been downsizing and moving into assisted living and then passing on. Their kids store their items in storage for the future.  But then the concerned about the millennials that perhaps they wouldn't have the same demand and self overseeing just the opposite. Yeah, they're minimalists, they have smaller homes or apartments because they want to give them up and go travel instead of having a house or they want to live in a smaller home. But they like adventures and experiences and adventures and experiences require skis and gear and mountain bikes and camping gear and kayaks and all those other things. And they don't fit in in their tiny houses or apartments or condos. And so we've seen an even greater surge in demand for self-storage, and we see that happening in the foreseeable future. Don: So, you wouldn't think there are any major disruptors coming in the form of let's say, multi families that are being built with storage facilities inside them. Would you say that this is a disrupter? Scott: I don't think so. Because sometimes they are done either on the grounds and in the basement in some of those areas. For they're doing that to a degree but we haven't seen that effect because if you're going to build apartment and you already have construction crew on-site, you're going to maximize the living space because you're going to generate a heck of a lot more revenue per square foot in living space, and you are for storage. So it's an amenity that they can put in place, but not to the degree that it meets the demand for the entire area or the market. So, we may lose a few of those clients in a three-mile radius, but it certainly doesn't speak to the entire market that we're marketing to if that makes sense. Don: Yeah, it makes sense. So where are you focusing on buying these self-storage facilities? Are you buying across the country or you're looking at particular markets and then when you're looking into a market? I know when I'm looking for mobile home parks or multi-families, that I'm looking for job growth and population growth and understanding the environment of the market. Are you doing anything different when you're looking into a self-storage facility, are there different stats that you got to understand before moving in? Scott: When I was also in homes and apartments and we're always looking for the emerging markets that were always a buzzword and some of the guru's had created. And you always want to see where there's growth in those markets. And that's always like that as well. Because if you see, you see self-storage facilities going up. Typically, they're going out not too far from apartments in a growing market, we're not too far away, they go hand in hand or in step with one another. But the good news about self-storage, unlike apartments and single-family rentals is that in a downturn in the economy, or even in a market that is experiencing a little bit of a decline in population or maybe some job loss in self-storage, we're in the trauma and transition business.  If there's trauma, people losing their jobs are having to move they need storage, and they're downsizing and moving back with their parents are moving in with somebody else. And so that creates a need for storage. We've seen during the last recession and everyone prior to that self-storage does extremely well because businesses are downsizing. So, as we head into a changing economy, we feel that we're in good shape. When we're in a growing market or growing economy, people buy more stuff or there are more people to store things therefore there's a need for storage. But even if there's a downturn in a particular market that is losing jobs, there's a need for storage and self-storage does extremely well.  Now doesn't mean that we do great in every single market in every single economy. The one caveat or the one market in which we wouldn't do well, and as those in which there's just a new extreme blight or a flight. So, if there are several manufacturers are leaving, and there are thousands of jobs that are leaving a market. That there are some instances that we've seen that or even New Orleans when Katrina came through and wipe them out, there's lots of areas within a three-mile radius that the population is so low that self-storage facilities are struggling, same in Detroit and Flint, Michigan, exited as the auto industry has left, the same thing. So, we do have to be careful that there is an extreme blight in those markets but we like just about every market and every economy for storage. Don: Yeah, but I would think that whenever there's an extreme blight in the market, then it's not going to be just self-storage is not going to be affected. It's going to be all types of real estate... Scott: Exactly. And you're right. Don: It doesn't really matter. So, I want to ask you about a specific deal. One that you remember, one for the ages is what we call it. So that you can intrigue everybody that's listening to this episode about self-storages and is considering to get into space, something that you bought, made good money and it was interesting and intriguing. So, tell us about one of those. Scott: Yeah. So, this is a property, it was a larger property that I bought back in 2007, so just prior to the Great Recession. I bought the property for $1.5 million with no money down, I used seller financing and a bank and bank debt on it. And it was an industrial building that had offices in it and warehousing, but we converted a large portion of it to outdoor parking for storage is the indoor self-storage. So, we put about $400,000 with a bank loan into the project and we had $1.9 into it. Then in 2007, at the end of it, so about two and a half years later, we sold it prior to the recession of 2008 and we sold about a $2 million profit on that one.  Then came the recession and the buyer went bankrupt because he was a developer out of California and had lost his portfolio, retain the rights to market some of those properties, this being one of them. So, he offered it to me several times over the next several years, and the price kept coming down, down and down and then finally I was able to buy it back for $545,000. And so that's when we get good at syndicating as we mentioned Don when you run out of cash. We've leased it back up again and we've rehabbed them and renovated several areas, leased up the storage, added more storage to it. And it's under contract to sell right now for just a little shy of $3 million. Don: So, you made $2 million the first time and then a little bit over $2 million the second time. It is coming back to you giving you $2 million whenever you work with it. Scott: We affectionately call it 'The Boomerang Property,' so yeah. Don: That is just great, that's phenomenal. Okay, that's beautiful. You bought the property, that was luck also buying it right on time and selling it just before the recession, won't you say? Scott: We had that thing leased up so that we really couldn't create much more value in it. It was at the top, it would have just been through some minor rate increases. And so, we didn't foresee the recession coming and certainly not the magnitude that it was. So, I absolutely will not pretend that I knew what was happening. So yes, we were fortunate enough to be able to sell it at that time when financing was plentiful, and he was able to buy it and that was really good timing. And boy, we learned a lot of lessons through that recession. Fortunately, we weren't holding that one during that time. Don: Okay. What market was it? Scott: That was here in Indianapolis. Don: Nice. Great. That's very interesting. And I'm sure everybody that's listening could see that you could make $2 million on a self-storage facility, one that you bought for $2 million or was in for $2 million. That's amazing! That's a 100% return on your investment. That's great. What book would you recommend for somebody to read in case they already read 'Think And Grow Rich' and 'Rich Dad Poor Dad?' Scott: Wow, let me see here. Don: Difficult question, huh? Scott: It is. I'm just looking at my bookshelf of the many things we’re utilizing our company right now as we scale and grow just depending upon where folks are at is 'Traction'. So, it's more than just a book. It's where Gino Whitman talks about the entrepreneur operating system and really how we as entrepreneurs need to handle and run our business and treat it as a business no matter what the size is. So, I would strongly recommend 'Traction' by Gino Wickman. That is the one that's probably had the biggest impact on us recently. This is for yourself as well as any staff that you may be bringing on are the Four Disciplines of Execution or 4DX all about just getting things done. Bestseller on our wall street journal number one, and again loads of information on how to, well, just how to get things done and how to not make excuses or procrastinate and move the ball forward in your business. Don: Yeah, it seems that procrastinating is always one of the keys to failure. Everybody's saying to never procrastinate, always take action and get things done. Amazing. Yeah. So Scott, what's the best way to connect with you in case anybody wants to learn more about self-storage is or invest with you or anything of that nature? Scott: Sure. Well, selfstorageinvesting.com is our website with all things self-storage, and lots of freebies to download and some videos. But I got a little something that I want to give to your folks done specifically for being on this podcast. If you want the beginning a roadmap or what we call the blueprint into self-storage, you'll go to that same site http://selfstorageinvesting.com/blueprint1/ the numeral one behind it. It’ll show you the steps that you need to follow to get involved in this incredible business that we call self-storage. Don: Well Scott, thank you very much for sharing that with our audience and I hope that you're going to have a great day and thank you for being on the show today. Scott: My pleasure. Thank you, Don. Don: Yes, you're welcome. You have a great rest of your day Scott: You too. Lady: Thanks for listening to the real estate investing podcast with Don and Ethan. Stay tuned for more episodes. Till next time.

Getting control of your business is the key to navigating towards a profitable future. The most common obstacles for successful eCommerce businesses are inventory and cash flow. Today's guest is an expert in providing forecasting tools to help skirt those obstacles to grow your business and prep for a successful exit. Scott Deetz was one of the advisers whose input was crucial to a successful overseas deal we discussed on a previous episode. In this episode, we explore the ways Scott's forecasting techniques have fact-based evidence to support predicted ROI for potential buyers. Scott is the founder and CEO of the Northbound group, a company that helps eCommerce businesses uncover the value in their businesses and prepare a successful exit. With a background in corporate transactions, Scott got into the amazon selling space in 2013. He soon realized his interest remained where it had started, in mergers and strategic advising. He now spends all his time assisting eCommerce businesses on how to maximize the value of their company for either keeping or selling. Episode Highlights: Whether forecasting is based on a wish and a prayer or if there is science and methodology involved. The importance of forecasting as a regular part of any growing business. How Scott's tools can help establish the supplier as a partner and diminish cash flow problems. How the forecasting can change the discussion on strategy. The value of the planning and structuring a deal around the forecasting. The buyer's effective multiple and what it means for their purchase process. The importance of speaking the buyer's language. Scott reveals the levels of building from forecasting. How hard data coupled with owner wisdom can the best formula for forecasting as well provide a roadmap for a successful exit. Transcription: Joe: Mark, one of the things or a dozen of the things that I always see happen with entrepreneurs that we speak with is that everyone runs out of inventory, everyone has cash flow problems, in fact I was just on a call prior to recording this podcast with someone that does an amazing job with their business to the point where it's growing 150% year over year which causes what? Cash flow problems, inventory problems. I did a webinar yesterday and one of the questions was have you ever run a stock? Yes, no, or I'm so amazing I never run out of stock. Oddly enough no one checks the third option which is really good. But a lot of people run out of stock. It seems to be the status quo. I understand that you had our friend Scott Deetz on the podcast talking about forecasting, talking about cash flow management; what it does for your peace of mind number one but inventory management and how you can use all of these forecasting tools to renegotiate with your suppliers to build a more valuable business and to grow it with more confidence. How did the call go? Mark: Yeah. So, Joe, I know the podcast episodes that you do are so well packaged that you have an amazing podcast, right? I just want to start out with that. You have an amazing podcast and you package these together so well with their incredible exits series that you've been doing and actually, in all honesty, it is a really good series that you've been doing where you're interviewing some sellers. With my less desirable or appealing package, I've been doing essentially the same thing with the UK deal. We really had Joseph Harwood on. That episode aired I believe in August and we talked about Joseph's exit as a UK company. And one of the things that we brought up on that call was how many advisors helped us through that process. Well, Scott was one of these advisors and I'm going to also have another podcast with one of the other advisors on that that helped us through that. One of the crucial aspects for shows of sale, one of the things that really made it run was the forecasting that Joseph and Scott did with the business now forecasts. A lot of us see them and think they're just kind of a wing and a prayer and they're kind of hoping and hey, if my rosy assumptions work out this business, is going to have a hockey stick amount of growth. And so they get discounted quite a bit. I remember I spoke to somebody else about this; Andy Jones from Private Equity Info and we asked him about forecasts and he said look you look at forecasts they are all hockey sticks. I guarantee the buyer is going to do their own forecasts. Well, Scott has a different approach to forecasts. They're very very conservative. He ends up doing scenario analysis to see Scenario A, Scenario B, Scenario C; one's very pessimistic, ones very optimistic, one is what they actually expect to happen and there's actually a methodology here. Now we spent the first half of this call going over why is this important. He explained how he uses this to negotiate supplier terms that don't pinch the supplier but actually help a partnership with that supplier. He talks about how it was crucial for Joseph having the ability to order a really sizable amount of inventory as we're going into a busy season so that he didn't run out. And then finally we talked about how it has an impact on the actual selling process. And he brought up a point; super simple, you and I talk about this all the time, when you're talking to a buyer for an online business you need to be able to speak to the return on investment they're going to get. And their buyer is constantly doing that sort of analysis. Well, Scott was able to go through an analysis that was based on reason and logic and numbers and it had been refined if we could take a look historically to see here's what we were forecasting, here's how close we were, right? We were off and so we've modified our assumptions. So about half of it is on why the second half is on how and kind of giving people a little bit of a jump start on how to actually do forecasting. And it's something that I would highly recommend. We had Ben Murray on from the SaaS CFO and he talked about the importance of forecasting in a SaaS business. So this is a really important thing for any online business and frankly any business to start doing. Joe: And these guys are all connected with running multi-million dollar businesses that will have a multi-million dollar exit. And that's they've; I want to say grown up into forecasting. A lot of people bootstrap things and sort of do the best they can. Those that hold on long enough or mature enough to get to the forecasting part. I think it makes a huge difference. The folks that I just had on the call prior to this they've got an incredible business and they've grown up into that as well. I think that this podcast will help them tremendously. I know Scott personally he's a great guy, very smart, very very good at numbers so let's jump into it. Mark: But before we get there, I just want to throw out there to the listeners in case you didn't catch it. Mark Doust is an expert at very subtle wise assery; here's why, I told him I was going to read this quote, quote-unquote this is from a listener, a guy named Chris Rock is his last name. Thank you, Chris. I just want you to know you are my favorite listener at this point. Quote, I've been impressed by several podcasts with Joe Valley; no space there for Mark Daoust, no mention of Mark Daoust at all, Joe Valley and we'd like to set up a call this week to discuss the process and valuation. Thank you, Chris. You are my favorite without a doubt. Let's go to the podcast. Joe: I was being sold. I just want to make it clear. Mark: Alright here we go. Scott Deetz, here we go folks. Mark: Alright I'm really excited this week to have Scott Deetz on. Scott you and I worked together for a long time and frankly it's been way way too long for this to even happen. I should've had you on the podcast probably a year ago or so but I don't know if you've listened to the podcast at all. We have a tradition of guests introducing themselves mainly because we don't do show prep so I'll hand it over to you. Why don't you introduce yourself to the audience? Scott: Sure, perfect. Yeah, I'm excited to do this Mark. So my name is Scott Deetz. I'm with Northbound Group which is a company that I founded. I was an Amazon seller starting in 2013. I was ASM3 for folks that may know what that is and I got into the Amazon selling side of things but my background has been in more corporate transactions, mergers, and acquisitions. And once I got into the industry for a little bit, I realized that I liked helping people and looked at the industry and thought I could help people in a series of ways with strategic finance and with corporate development work and with being, in essence, a strategic advisor to people that may want to consider exit strategies as well. So I started Northbound Group about three years ago and now that's what I do full time; it's just assist Amazon and other e-commerce businesses on how to maximize the value of their company for whether they want to hold it or whether they want to sell it. Mark: Yeah. And you worked on; actually, we worked together on Joseph Harwood's deal. We had him on the podcast a few weeks ago talking about how to sell a UK based business and that was a complex transaction. We talked a lot about that on that podcast about how complex it was at least compared to what we typically see in the spaces as to how these transactions go. The topic that you and I are going to discuss today is forecasting. And I really think with Joseph's business and the way that we presented that business to potential buyers there was so much that it hinged on the forecasting that your group did to be able to say what are we looking at for sales coming from the future. Now this is a bit of a touchy subject because within Quiet Light we don't rely on forecasts all that much, right? We would never sell or trade necessarily on a forecast on its own. However, your forecasts were a bit different than what we've typically seen in the past. If I could just kind of put it bluntly most forecasts that we see are kind of a wish and a prayer. If someone is saying hey here's what I like to do over the next twelve months or it's even more simplistic than that; well this is what I did the first three months of the year, a straight-line projection shows that it's going to be this so that's going to be my forecast. And it's just very unreliable and that's why we've never used it. Yours tended to have quite a bit more specificity and we really put a lot into that forecast including structuring the deal around the forecast as well which meant that our client, in this case, Joseph really believed the numbers that were coming out because he was riding a lot on that. So I wanted to talk about forecasting and I want to start out with just kind of a basic question, is it just a wish and a prayer to say this is what we're going to be doing in the future? And again this is a softball question. I'm leading you into the answer pretty easily here. Or is there actual science and actual methodology here where we can use these forecasts with some level of reliability? Scott: Yeah. So to me, that case study really showcased the power of how forecasting can ultimately affect the amount that you receive for your company. But I would say the short answer to your question is if an Amazon seller came to me and said would I rather have a simplistic forecast than no forecast at all I would say yes. But the answer to it really is that I think forecasting is not a one-time event but something you implement. So, in other words, people don't build a forecast and then it collects dust. You implement a forecasting methodology in your business that is continually being updated as new information is coming into the business. And when your self as an owner or when an outside party can see that not only is it a science and it's around a tool but it is also an ingrained methodology for the business, I think that's really when the power of forecasting takes hold. And particularly in Joseph's case, for example, the first forecast that we built and if he was on the call we would laugh together, it started out like you would expect. I have no idea. Let's put some numbers on a board. Let's start looking at it. Then we started implementing it on a regular basis and we would get it down to the point to where we could update a complete forecast for the business in under 60 minutes. And every time that we realized we were either short of our forecast or over our forecast we started tweaking it and we got more and more and more accurate so that by the time that we, for example, got in front of a potential buyer for the business the buyer could sense our confidence in the forecast and obviously then that in turn gave them their confidence in the forecast and ultimately helped facilitate the transaction. Mark: And I want to get into methodology here in a little bit but I want to start at a maybe a little bit of an earlier point because we talk a lot in Quiet Light about how having a good exit strategy and preparing a business for sale often gives you a really good business to own, right? And this exercise of forecasting is not just for an exit. It's actually really good from a business ownership standpoint. What are some reasons that people should be implementing forecasting as a regular part of their business? Scott: Yeah. The easiest way I can answer that is that I say there is no cash flow planning without forecasting. Mark: For anybody out there by the way it felt like a good rhyme. Scott: It does, doesn't it? Yeah, there is no cash planning without forecasting or something like. But everybody out there that is in this industry struggles with the fact that as you grow because you have to front a lot of your inventory oftentimes or at least a portion of that you have to invest in the business. Everybody is doing this dance between growth and having enough cash to grow. A forecast fundamentally is the link between the two that doesn't look at what your accounting numbers were in the past but looks at what the next six or twelve months forward of your businesses and we'll answer the question for you do I have enough cash to succeed? And the way I look at if you use Xero or Quickbooks or a good accounting program is very simply that gives you a gorgeous picture of what's in the rearview mirror but you don't drive your car based on what's in the rearview mirror, you drive your car based on what's out in front of you. And really what forecasting is that capability. So whether you ever want to sell your business or not if you want to have an accurate cash flow of your business you by definition have to be good at forecasting. The second reason that I think that it's really really critical is because forecasting helps you determine where you're making your money and where you're not making your money. So very often in our forecasting tools that we have built for Amazon sellers, we'll build a forecast for people and it doesn't only forecast the revenue but it forecasts the profitability. And it's not uncommon at all for example to see somebody who's selling a product in the US that's making a great amount of profit and they take that same product and when you add the VAT or other costs in the UK it's not profitable at all. So why put the gas pedal down so to speak and grow an area of your company that's not as profitable? So I think it's really helpful in two things; well three things actually, the first one is cash flow planning, the second one is analyzing your profitability, and then the third one is once you have an accurate forecast we have found it's the single most important thing to help you get better supplier terms. So when we go negotiate with suppliers on behalf of our clients or we give them the tools to do it themselves we are incorporating forecasting to show the suppliers a forecast that they then believe. And if your supplier believes an accurate forecast then what they'll do is they'll say to you, okay wow we're going to grow this much. That is the basis for the conversation of getting payment terms after shipping. And it's also the basis for being able to ask for a better price for your product. So those are really outside of even selling the business; as far as running the business those are the big three. Mark: Yeah. This idea of cash flow planning; I mean the number one problem with Amazon businesses is what it's cash flow, right? I mean people are growing, their business is growing and they're putting all the money back into inventory and I think a lot of Amazon sellers are really just sticking their thumb up in the air and saying okay I think I should order this much. Maybe there's some level of estimation going on there. But the number of people that we see the number of businesses we see where they have inventory shortages or they have a busy season and they end up ordering too much and so they're sitting on just a big pile of inventory that's there for another year waiting for the next busy season. I mean it's kind of a rule; it's not an exception that we see this. Your supplier terms that you mentioned in the third point that plays into this cash flow problem as well. I don't want to get into the details of exactly what Joseph's structure with his business and his supplier terms but suffice it to say he eliminated all of the cash flow issues that you would normally have with an Amazon business because you guys were able to negotiate really good terms with the suppliers. I assume that was based on the forecast that you're able to put together. Scott: Yes absolutely it was and the key part that we were able to do was bring in the supplier in essence in partnership and have them realize, and this is what I'd recommend anybody that's listening to this, this is not about beating up a supplier. This is about being upfront with them and saying if I had no cash flow problem this is what the growth potential would be for the products that I sourced through you. We were able to make that case with this particular supplier. And in essence, it rapidly accelerated the growth of the business prior to then ultimately exiting the business because we eliminated the cash flow problem which also became a competitive advantage against other people that had cash flow problems because when they run out of inventory we get our sales. So it's absolutely critical and the number one reason that a lot of suppliers don't want to give better terms is because like you said they don't trust that either the business will sell that many units. So then if they know the business doesn't sell the units they may be stuck with them. Forecasting helps eliminate that concern and we were able to go to the supplier and say look at all of these trends, look at all of this information if we sell this many units of these many products this is how fast we could grow. But the problem is we don't have the cash to order that many units, can you help us out? And ultimately we are able to come to a very favorable situation for frankly both the supplier and for Joseph. Mark: Yeah. This idea of profitability as well. I mean this is just a common area where we see a lot of waste being spent on ASINs that frankly aren't that profitable. And these are the areas where people are spending time, resources, maybe they're spending money on this and it's really just diluting what their efforts should be as well. So this idea of going back I liken it to something that again we preach over and over at Quiet Light which is it starts with having good books, good data that you can go back and look at. Personally in my personal life like when I review my finances and if you do this at home and you look at your credit card statement, how many times have you looked at your credit card statement and you look at something and say oh my gosh I have this subscription; I didn't even realize I still had this subscription on there, right? Going back over and over again and like you're doing revising assumptions of what the business is doing helps you think about your business more critically in a different way than maybe we would normally think of you know especially with a product-based business you're thinking about product variations, you're thinking about customer service, how can you make that customer experience better but maybe not thinking strategically about your business as you might want to. And I know with Joseph's business looking at his inventory purchasing history he made a couple of purchases in there which I looked at and I just thought oh my goodness this guy is brave. Because he was taking huge chunks of inventory on at the time but he was able to do that because you guys had worked on this and he felt very confident about what was coming up plus he got great supplier terms that came with kind of a safety point there. Scott: We simply would not; two notes on that, one without going to the suppliers for the supplier terms we wouldn't have been able to grow as fast because we wouldn't have wanted to take on the personal risk that comes when you sign a letter of credit at a bank or anything like that. You've got a personal guarantee. So good supplier terms allowed us to have a business partnership that while we had a good-faith guarantee that we were going to pay them for that it's not the same as putting up your house or putting up all of the other assets that you have in the business. And forecasting was sort of a key aspect to that. Here's the other thing and I've seen it go the opposite way as well and I always like to stress this is that if somebody is thinking about eventually selling their business you have to understand that every dollar of profit in the year that you sell costs you three to four times as much. Because when you apply the multiple to your valuation if I am a company that's making $200,000 a year and they go out of stock and that stock going out of stock costs them $10,000 of profit. You not only lose the $10,000 of profit because you went out of stock you lose three times that amount and if your multiple is three and we're not here to discuss multiples. But the point is that just going out of stock we had somebody that we work with that went out of stock during a busy season for only two weeks, it cost them about $30,000 of profit and instantly they lost $100,000 off their sales price by one outage that forecasting could have prevented by knowing that they needed to order more. So I think if you needed a fourth reason out there why this is so critical I always say the most expensive way to finance your business is by running out of stock and not ordering enough not because we've all seen that yo-yo. Forecast at least allows you to see the problem so that you can address it proactively as opposed to all of a sudden boom you're out of stock and you're in a scramble and you're shipping by air which also costs you on your valuation and those things. So for those reasons that's why I think it's just so absolutely critical to running a business successfully particularly on Amazon. Mark: Yeah and I want to comment on that real quick because I was about to say obviously we're going to be Amazon-specific; that's where you really know your stuff extremely well. The forecasting is an exercise that pretty much every business should be doing. I know I had Ben Murray on the SaaS CFO and he talks about the importance of forecasting in a SaaS business. And I know at Quiet Light we just recently implemented some forecasting models as well. And it's super helpful when I can look at; our major expense is conferences, right? So when I can even look out and see what our expense profile in the forecast for that over the next six months is it really helps us understand how to spend our money and gives us a different way of looking at this. Alright; forecasting, we could talk a lot about why we should do it for just running the business. When it comes to selling a business the impact of having a reliable forecast and the impact that it has on a buyer, I'm going to just comment on this real quick because with Joseph's business I was obviously working with buyers directly on that and I can tell you that oftentimes forecast get met with some skepticism. People look at it and they don't really trust them. When people look at your forecasts partly because of the way we structured the deal and there was an earn-out that we were upfront with saying look we expect some pretty big growth in this business so we're not asking for everything upfront. We're willing to do an earn-out type of structure here but also because of the way that the forecasts really seem to have some specificity to them. That became an integral part of that sales process where people wanted to delve in and understand the forecasts. And as we were going through an update in months people were checking the forecasts as well. And when they saw that you guys were right on them or in some cases maybe a little bit wrong but here's why. It changed the discussion dynamically. This was not just kind of an amateur business of somebody who found a product that sold well on Amazon. This was a business that was being run strategically and had a real plan moving forward. And so on the sales process, I think the very simple conclusion is you added a lot of value to Joseph's business by virtue of having the strategic planning and the strategic background that you were working on and then structuring a deal around this as well. Scott: Thank you. Yeah, so I think a couple of points on that; one of them as you transition over to the sales side of things, the first thing I always want to state is that most buyers like you said will say to you we can't buy on future projections. As a general rule, there's a lot of risk in Amazon and all of these reasons for it but I want to make this statement and I state it so boldly when I talk with sellers because I think it's so critical in forecasting such an important part of it. The only multiple that a buyer cares about is not the historical multiple, the only multiple they care about is what I call the buyer's effective multiple which is what is the price I pay divided by the earnings that I get which by definition is something in the future. So while they're not sharing their forecast with you if they don't believe they are building a forecast on their side which is helping them calculate what's called the return on investment in various ways. So the notion I want sellers to understand just as how when you build a listing you need to speak in the language of your customer in order to have your product listing make sense. It's the same thing when you go through a transaction you need to be able to speak in the language of a buyer to have the most credibility for that particular buyer. So the forecast that we built with Joseph is built very very much with that purpose in mind. We think of ourselves as an outsourced CFO to a business with the responsibility of communicating in the language of a buyer. So when I think about sort of forecasting and what I'll call more advanced forecasting what we were able to do was not just to say hey if you give us a bunch of cash we think the business will double what we were able to do is to look at every product on a per unit basis of how many units it's doing right now. We would then apply seasonality to it so that we had all the historical information to apply seasonality. We did that for every current product in every market based on the margin in that market whether it was in dot.com or in Europe or in the US. And then we were able to build in each of all of the product launches of new products that didn't exist today but we're coming out to market. And we were able to be conservative on those but in essence, show that even if we hit conservative numbers of that we're gonna be in a pretty positive situation. So I think the message is when a buyer sees all of that underlying logic in the forecast it's more than just an idea. It's really a strategic communication tool between the buyer and the seller. So they were able to go okay, and you bring up another great point which is that this is absolutely a process through the life of getting the transaction done. If it takes you a few months to sell your business every month you're updating that forecast; you're having that dialogue as to where things are at. So I think what I would encourage people is that when you want to be in front of a buyer the same way that you want to be in front of a customer and think about it from their lens. You want to do the same thing for a buyer and a buyer needs to understand what the potential is of the business in order to pay the highest price for it. And if they don't know the business as well as you do I look at it as we're sort of obligated in our minds to provide them that picture. They can agree or disagree and we can structure a deal accordingly but unless we have a common view of what we think reality is in the future that's really the only effective multiple that they can use to calculate their return on their investment. Mark: Yeah. And the phrase I've always used for that is buyers buy for ROI. And you see it's got that rhyme so it's more memorable. Scott: Yeah, I love it. I love it. Exactly. Mark: No one buys a business to lose money. People buy a business because they want to make money. And speaking in the language of the buyer it really does boil down to that and the more firm that we can make that ROI pitch of here's why you're going to see a return on your investment; the more fun you can make that the more certain a buyer is going to be, the more willing they're going to be to pay a higher price for the business. I feel that we spent a lot of time speaking on why and that's my fault here. I want to get into how to do this because it's one thing to say okay here's what my historical sales were and maybe we're going to assume certain growth; I mean what sort of assumptions would you start with when you're doing some forecasting on an Amazon business? And then I'm going to wrap in multiple questions here and just kind of let you go to town on this, how would you do like a new product launch as well? I'm interested in both of those questions; like existing products in the next year and also new product launches. Scott: I got it. So here's the way I think; I'm going to refer to this as the building blocks of a forecast. So the building blocks of a forecast first is an understanding that there are two types of forecasts that you need. One of them is I'm going to refer to it as a product forecast or a product sales forecast and the second one is one I'm going to refer to as a P&L forecast or an overall profit and loss or income statement forecast and here's how they relate together. The first thing that you need to build is you need to build your product forecast which is, in essence, each one of your products. And part of what we've built over the last two or three years is toolsets to do this. But even if you weren't going to use our toolsets and just think about it conceptually every one of your products you need to know what the margin of that product is. You need to understand what the historical sales of that product have been. And then very simply you need to be able to project out; we do it on a per-day basis because that's generally how people think about it and then multiply times 30 but you need to be able to project out how many units per day or per month of each one of my current products am I believing that I'm going to sell. The second thing is most of the time when we build a per product forecast for people and they say that they want to double the size of their business or that they could, the first thing that they realize when they look at all their existing products is that that's not going to get them where they want to go. And that's where new product forecasting comes in. And the way that we do new product forecasting is exactly the same way but we build in what we call a launch budget and then a launch ramp up for each one of those new products. So we'll build in an upfront cost of let's say $5,000 to do giveaways or ads or review gathering; those types of things. And then we'll build in that if I eventually get to 30 units a day of this particular product then it's going to take me four months to get there so we'll start at 10 units then 15 then 20 and then 30 over each particular month. So visually the way it looks is in the product forecasting all of your current products we have out on the top and then down below that over time you have a bunch of zeros but then you eventually have revenue coming in down below that if you list out all of your new products. And that gives you what I refer to as your product forecast. Mark: So how do you project out with some of these products on a per-day basis? I mean obviously; let's say I'm selling 10 units a day right now and I want to get to 17 units per day, where do you look at to say I think I can get here. You have to be looking at; we have to do X, Y, and Z to get here almost working backwards to be able to say we're going to do X, Y, and Z to get here or are you looking at here's what we're doing and here is just kind of the trajectory and where do you see the limit as well? Because that's more aspect of it where if you're doing 10 years a day you might want to sell a thousand per day but that market just isn't there for that. Scott: Yeah. So the way we think about that is first of all you have to look at what the overall market potential is. So pick whatever tool that you want to use. We use Helium10 for example when we say okay if I was in first spot for this keyword, this keyword, this keyword, and this keyword what is really a realistic assessment of how much I could gain? And then let's look at the product trajectory of where this product is at and if we're rank 15 then we believe that we can get; and we usually say start conservative. Start your product forecast on if I could eventually get to the top half of Page 1 but don't necessarily build a forecast based on I'm going to outtake the competitor. A more advanced forecast what we want people to do is literally situate themselves compared to the competition. So it's pretty obvious sometimes when you go into a market and one of the clients I was speaking with yesterday while we're doing our forecasting work he said yeah for me to get to spot one or two is I'm going to have to have literally 4,000 reviews, I'm gonna have to do massive giveaways, so we said really for this product and this keyword and this niche we're going to keep the forecast is based on being in positions 3 to 6. And then let's look at where you're at now and if you're in position 22 but you're working your way out then you can build your forecast up to that particular level. But you really have to do it that way. And then the other key that we really really focused on a lot is every month has a seasonality factor to it. So you have to understand what is your seasonality factors when you're building your forecast. So in our tools for example we have the ability to set up to 12 different seasonalities because we want to basically allow you to understand when it gets to August how much should I order for the holidays or for a lot of people they have summer seasonality when should I place my orders. So you really have to assess not only the units per day but assess the seasonality side of things. And then the only other thing that we look at in terms of building that sort of bottoms-up forecast is don't always plan that a product is always going to stay level. You have to plan sometimes over a two or three year period based on the product life cycle to start to even put in a slight decline. There might be competition there might be price wars and those types of things and I think that's absolutely critical to forecasting because it encourages you to always innovate. Where sometimes people get a few; and I'm sure you've seen this a ton of times, you get a few hero SKUs that are doing great but then they don't invest in new product and we've talked about this before, you have to keep doing that even if you're thinking about selling your business because you can't count on those products always being the big winners that they might be today. Mark: How many influencing variables do you typically look at in a mature forecasting model and are they working together in a formulaic way or are you really just taking more subjective assessments of these things? And what I mean is let's say that you're looking at I know this is what my keyword volume is for particular products, I know what my [inaudible 00:36:08.1] says so I can kind of back into some projected numbers here from just the paid model and here's the organic models so you can almost approach this formulaically or you could sit back and again have more of this the subjective look at all the different factors. Are you taking more of this variable approach? Scott: Yes. So here's what I would say. I look at formulaic as tools that provide insight but do not provide wisdom. You as the owner of your business need to become what I'd refer to as wise. And my way of thinking about it is you have a bunch of data that eventually leads to information that then information leads to decisions and then decisions over time leads to wisdom. And so the way that I think about that is sort of like a pyramid building up. The tools provide you the data and the information but it's your insight and your time and experience that provides the wisdom. So the way that we think about it is every one of your products with our best clients that we force them through the discipline of looking at all of the data out there but committing to units per day in the future going forward on this particular product and think of it as sort of a manual override. All of the forecasting tools out there are great but every one of them every time; and we built all these tools because I built that originally for my Amazon business and eventually what ended up happening in every conversation we have with owners of businesses they say oh yeah I know that I used to do this the last three months but I've really taken a hit. My review rating went down to 4.2 and I lost 20% of my sales. Oh good, then we better put this one down at 20 units a day down from 30 until we feel more comfortable with it. So once you get the process down, that's what I want to encourage people, as you get the process down to where it's a half-hour a week the one that we do that takes an hour a week they have 75 parent SKUs out there and we can go through that in an hour and just yup, yup, yup, yup, and just continually refining what that particular process is. So I always think of it as tools versus wisdom and you need to apply the owner's wisdom to it. That's the only way we've found; same thing with launches you have to build into a launch what do you realistically think that it's going to take. And then oftentimes that's why this cashflow thing is so important is that we have multiple clients that will list out 15 different products that fit the brand. Then we'll look at the cash flow and we'll say here's the first five, the second five, and the third five, and we're going to roll them out over the next year so that you can then implement them in a way that is cash flow acceptable to the business. Mark: How do you recommend people get started? I know we're getting up against the clock here but starting something like this can be terribly daunting because there are just so many factors to be able to consider. Any recommendations on how somebody can start out maybe with some simple forecasting? Scott: Yeah. So here's what I would say there's four levels to forecasting and if you take nothing else from today implement Level 1 which is look at every one of your products, what it's done historically, and implement what you believe that it can do over the next 12 months. And if you want to do it by using the historical sales via ASIN report or the business report that comes out of Amazon for the last month and then just project what that is in terms of units and then in terms of sales build yourself a very simple spreadsheet in order to do that. That will at least start to give you an idea. And if you commit 30 minutes every week to looking at that sheet that you've built and you build that and just continue to update that I guarantee you you'll learn more about your business. So step one is just do that every week. Pick a time that you're not frustrated and you want to just kind of look down and see what the potential of the business is because frankly, that's a pretty exciting goal for you to then say hey if I want to get here; that's what we always…another action we say is you can't manage what you can't measure. So you have to build it to that. Level 2 then is to apply seasonality and new products. So layer on new products you're thinking about and if you don't know what they are right now still layer in I want to release 4 new products in the next year, I'd like to think that they could be as good as my current one's etcetera, etcetera, and then look at your seasonality trends. The next level beyond that and I want to describe this because you do have a lot of advanced sellers that are thinking about selling on this podcast is transition from a product forecast to then look at the rest of your income statement on what I call a percentage of revenue basis and project out that if the revenue doubles or grows up by 20% does my cost of goods sold go up by what percent. And so each one of your line items I always look at it as product costs are 19% of revenue, Amazon selling fee is 15%, FBA is 21% and get to where you can easily know every one of your; overhead and tools is 4%, paid media is 12%, know every one of your numbers on a percentage basis and you'll now have the product forecast and then the budget forecast and you'll be at what I'll call it an advanced level. And then the expert level what we build for people when we want to take them to market is we apply what we call a scenario analysis which is where we're looking at worst case, middle case, best case so that we can show it to a buyer that hey even if this thing doesn't do everything it's still going to have a positive ROI for you. But if it hits either the middle or the advanced case or the more aggressive cases your ROI is going to go up to 70 or 80% IRR. So the most advanced one then is to take a base forecast and then create scenarios and that probably building a toolset to do that all by yourself unless you really like doing that might not make the most sense. There's folks like ourselves or your accountants or other people out there that you probably want to work with but that is sort of the ultimate level because now and my closing comment of this will be relating it all back to the topic of selling your business. For most people, more than 50% of the money ever put in your own pocket will come when you sell your company not when you run it because you're always having to finance your inventory. And forecasting is the simple thing that tells you when is the right time to sell because it answers the question when does my value reach a level at which I go oh wow if I could get that much for my business now is the right time to sell. So we haven't talked about that at all but the number one question you get is the number one question I get; what is my business worth and when should I sell, and is now the right time to sell? Forecasting is the answer to that particular question and not some answer that Scott gives you or Mark gives you. But my goal for everybody on this podcast would be implement forecasting and give yourself some time to get good at it and you'll be able to answer that question for yourself which is a very powerful enabler for your business. So that's why I'm so passionate about the topic because it ultimately answers the question what should I do with this business and when; should I keep it or should I sell it and if so for how much. Mark: And even on top of that I mean Joe says all the time he says don't decide to sell your business plan to sell your business, right? Don't just wake up one day and be like I'm done because you're leaving money on the table; guaranteed you're leaving money on the table if that's the way that you go about it. If you say my goal is to get here to this number then like you're saying you can work towards that goal, you know how to get there, you have a roadmap to get there as well and you know that you're going to maximize the value of your business at the time of the exit which is frankly what most of us want to do. That's usually the goal. Scott, we could talk a lot on this and really get more in-depth. Thank you so much for coming on. I hopefully can have you on in the future we can spend less time on why and more on the how because it seems like we just started to scratch the surface on this but I really appreciate it. Where can people find out more if they want to ask you questions about forecasting or frankly anything else that Northbound does and I'll just make this quick plug; you guys do great work. I love working with you guys. Where can they find out more about you and your group? Scott: Yeah so I'm always happy to answer questions so people that want to get a hold of me individually ScottDeetz@NorthboundGroup.com or if you want to get in contact with us just in general do Info@NorthboundGroup.com and I'm happy to answer any questions. You're right there's just so much to this but it's to me the most powerful thing that can put you in control of your business. So if there are people that are out there that feel like they're kind of bouncing along and they don't really know where their business is going or what its true potential is, forecasting is the thing that gets you back on the horse where you've got the reins firmly in control and you can see your business as opposed to just feeling like you're reacting to what's in the rearview mirror. So thanks for having me on. I look forward to obviously working with you on [inaudible 00:45:28.5]. Mark: Thanks, Scott.   Links and Resources: Northbound Group Email Scott Email Northbound Group

Scott Voelker, the amazing seller himself, is back on the podcast today with a new book that will guide entrepreneurs on a path to financial freedom. Scott has transformed from someone who dabbled in e-commerce into a seven figure business owner, author, and host of one of the most popular e-commerce podcasts out there. Now he is sharing his tips with other entrepreneurs, offering sets of specific steps to follow to create a business that will allow freedom and flexibility. From the construction career he left at an early age to starting and building a successful photography business, Scott has built on his entrepreneurial nature for over two decades. In 2008 he started selling photography products online and soon realized it could become a full time income. Fast forward a few more years and he started to hear more about Amazon FBA model and how some people were making good money using the platform. He started researching and listening to any valuable information he could garner then used all the know-how he'd gathered and applied it to his product listings. Episode Highlights: How Scott and his wife got their start building a business from the ground up. Scott discusses the path he took and how the book delves into his future plans. Whether he finds the pathway to the end goal more difficult than five to ten years ago. How Scott is evolving from being “The Amazon Guy.” Helping others with the book and the action steps he outlines. Scott addresses the question of finding time to start a side hustle. Learning how to schedule downtime once success allows for less work time. Tips for finding that future-proof opportunity. Taking the affiliate marketing path as an opportunity to learn your market. Using channel diversification as a building block. Transcription: Mark: Joe recently I sent you a book through Amazon that I was hoping you would read and I'm assuming that's the next book on your reading list, right? Joe: No. Sorry. Mark: I'm not going to buy you any more gifts. Joe: No. Now you sent it to me via Amazon and I think I have to download it onto my Kindle app. Mark: You haven't even downloaded it? Joe: I haven't even downloaded it. Mark: Oh my goodness. Joe: You're just trying me. See the reason I haven't is because it's a productivity book and you're trying to get me to be more productive but I haven't read it yet so I'm not as productive as I could be. Do you see an excuse thing going on here? Mark: Productivity is one of those things that I'm sure everybody's like Joe is terrible at getting stuff done. Joe: This book I'm holding out for those that are on the YouTube channel. Thank you for being on the YouTube channel, by the way, you're awesome. This is the book I'm currently reading it's called the Take Action effect By Scott Voelker; a friend of ours and we just had him on the podcast. And that's what the book is all about. It's a combination of, and this is why I'm not reading the book you sent me. And I have one more in front of that by the way but this one is amazing it's really telling Scott's story. Scott as lot of people know has a podcast called The Amazing Seller podcast. With the audience he has every month he could fill up the Bank of America Stadium here in Charlotte and I think that's like 25, 30,000 people. He started out just telling his story building an Amazon business and everything he was going through. He just laid it all out on the line. He's really transferred himself or transformed himself into someone that is first and foremost helping people take action in their lives and he talks about this in the book and how he did certain things in his life and what an impact it had and what it led to next and next and next and now where he's at running a 7 figure business with the lifestyle that he wants. It's still one of the most important things about Scott and the book and the action steps that he shows people how to take is to run a business, set your own goals, how to set goals properly with vision boards and different things but with a lifestyle that you want. This is not a get rich quick scheme it's a book to build the life that you want; how to take certain steps and actions and if you want to run a 10, 20, 30, 40, 50 million dollar business great. These will help and there are some examples of that; of people that are doing that. But if you want to just earn an extra couple of thousand dollars on the side and build the business slowly there are absolutely some steps in there for those folks as well; people that are listening now that still have full time jobs that don't dare buy a business this allows them to take certain steps and actions to do that and build a safe business that's going to be relatively passive that they could do part-time as they build that up and eventually quit your day job work and sell it through Quiet Light. Mark: One of the things I like about this is the idea of having a purpose to what you're doing. And I think there is this tendency to chase success, chase success, chase success, and we put in our minds that success is a certain business goal while we ignore the other aspects of our life. And I know over the past 13 years running Quiet Light Brokerage I've run across so many successful entrepreneurs who have built amazing businesses but frankly are somewhat miserable because they've built prisons for themselves. And we talk about why are people selling. Sometimes it's just because they've built that prison of a business and they need to get out. And they realize that they need to readjust their life priorities. I love when we meet people like Scott, like Ezra Firestone, and some of these other guys that have reached certain levels of success and now what they're doing is they're really trying to just be helpful and really contribute to that entrepreneurial community with some of the lessons they've learned. And I love the focus of this book. I love that it's a system out there to help you identify what's really important and have everything else flow into that, set the real goals out there and build that system including the business that fits those goals. Joe: And it's just that Scott is a real guy giving real-life examples of things that he's done and the path that he's taken and he's giving real advice here that is action-oriented. And it's a mindset. It's inspiration. And they're steps to take as well. It's one of the best books I've read in 2019. I highly recommend everybody take a listen to the podcast and at the end and in the show notes here you can go to take action effect and download or buy the book. It's available. He went further than our very own Walker Deibel, he made it available in the audio version as well. Mark: Walker needs to step his game up and start a recording. No. Fantastic. Let's get to this episode here. I love introducing our audience to people that we find to be good friends of Quiet Light because they share some of our mission and purpose. So I'm excited to share this episode with everybody. Joe: Let's get to it. Joe: Hey folks Joe Valley here from the Quiet Light Podcast and today I have a guest that is back on. But this time he is a published author on his way I'm sure to being a best-selling author. Scott Volker, welcome to the Quiet Light Podcast. Scott: What's going on Joe? Thanks so much for having me. Joe: Welcome back I should say. I just saw you a couple of weeks ago at Brand Accelerator Live; a fantastic event where you launched the book, a big hit and my goodness I'm looking at some of the reviews and they're fantastic. And I'm reading it myself of course. And let's get into that but first for those folks that don't actually know who you are why don't you tell us all about Scott Voelker? Scott: Yeah. Well to kind of sum it up I've been at this basically creating businesses that allow me to have the flexibility, the freedom, that's always my first and foremost. Back when I was like 21 years old I was working for my father's construction company and from there I thought I was going to own that company one day and then that partnership and son in law that was stealing and some craziness I soon saw that that wasn't the path that I was going to take. But I wanted to still be able to work for myself and my wife and I started a photography business, learned the ropes through good old trial and error, and built that into a business that allowed us to take our kids to school and home from school and all of that stuff. And it's really important me to watch my kids grow up and I've got 3 kids ages now 11, 21, and 24. But I've been at this for over 18 years and really building businesses hasn't really changed just the platforms have changed. And so when I wrote this book I wanted to go through and tell the story of myself. Someone that didn't have a college degree and felt a long time ago that I kind of felt to myself like I wasn't smart because I didn't go to college. But then after kind of building some businesses and watching other people go to their 60 plus hour a week job and then seeing myself not have to do that I was like well wait a minute I'm going to give myself a little bit more credit. I've done okay. And so it in a nutshell that's what I do. I just love building businesses. But I like more about just building a business it's more about the freedom and the flexibility, stability and all that stuff. Joe: And that is what you talk about in the book. Let me just; I don't think I said what the name of the book is. It's called The Take Action Effect. Scott: Yeah. Joe: Proven Steps To Build a Future Proof Business And Create Your Ultimate Freedom. I'll hold it up here for those folks that are on the podcast; I'm sorry on the YouTube channel. Scott: Yeah. Joe: One of the things that you talk about in the book really hit home with me and that is that your wife had that first idea for you to go off and on your own. Scott: Yeah. Joe: And it's and it's continued in your relationship. You guys work through all of your business opportunities and ideas together, right? Scott: Yeah, 100%. I mean she was my take action moment as I talk about in the book a lot. I think we all have these moments in our life that something happens; like a decision happens that we make either because we're forced to and then we see the result from it or we choose to, we take that leap. And I was frustrated with my job and I thought I was going to own this company and then found out that it wasn't going to probably happen and we needed to figure out another way. And then that's when my wife had said maybe we should start a photography business which at the time we didn't have digital it was all film based not YouTube videos to go out there and educate yourself. So Scott that wasn't a good student in school had to figure out how to go through and teach myself Photoshop and just how to run a studio and we did that. But yes she was the one with the idea and still to this day she's always the one kind of nudging me a little bit and saying like you should probably listen to this. Even the podcast The Amazing Seller Podcast that was because she said that you should; I had the idea but she was likey should probably lean into that a little bit and here we are. Joe: That's funny you know my wife usually has the idea and then I have to go out and do it. It's a running joke in 20 plus years of marriage. I was going to I think our wives are very similar. Our marriages are very similar but it sounds like there's one distinct difference is that my wife comes up with the idea and I have to execute. So you're taking a lot of past so it's interesting from a construction worker to entrepreneur in the photography space before really the online world existed and then discovering it through eBay and then Amazon and then The Amazing Seller podcast. Scott: Yeah. Joe: Can you just talk about that path a little bit and talk about what the Part 2 of this business about this book talks about? Scott: Yeah. So like I said the photography business being brick and mortar I learned a lot about how to get clients in the door. And a lot of people say like Scott when you start a business should it be your passion. And if it could be then yes that would be amazing because then you would love to work on it every day. But I wasn't passionate about photography. I was passionate about getting out of my job. So my wife was passionate about photography but then I started to develop these passions and that was marketing and that was Photoshop and video editing. And the way that it kind of led me to really the online space and e-commerce really was my wife was looking for props on eBay. So in our business, we always were unique in the way that we had props. We had certain sets and we had like a lot of backgrounds that cost us 2 or $3,000 and people would pay just to come in because we had this hand-painted backdrop. So my wife was looking for this cedar bridge that she had seen somewhere else and she found one on eBay. It was like 130 bucks it was a little 4-foot little wooden cedar bridge. And so then as she was looking at one of the other stores that she shops at she's seen the same bridge for 30 bucks and she's like it's selling for 130. I bought one for 130 maybe we should try to sell this thing. I said okay. So then that's where we got the idea and we started selling those. Actually, we took the minivan over to the store and we loaded it up and we packed that thing and that money actually paid for our kids tuition for a private school. And so that opened my eyes to eBay and like what else could I sell, right? And even though I had a business I'm still thinking to myself as an entrepreneur like well that wasn't that hard. Maybe I should try to find more things to sell. So then we actually started a video business on the side of our photography business; they kind of work too, you know one of the same. And then I started building these projectors to transfer old 8-millimeter film. So the old 8-millimeter film that we use to have grown up as kids it was a lot of times silent film but there was some sound when it got; I think it was Super 8 and then I found a machine that was modified to transfer the film. And so when I got that I kind of looked at it and being in the construction world I'm like this is just a modified projector. Let me go ahead and reverse engineer what they did here and I did that and I started selling them on eBay for about 800 bucks. I was selling one or two of them a week. Joe: Wow. Scott: Yeah, so I made about 100,000 on just old projectors that I modified for film transfer and that's kind of what got my wheels spinning about this online stuff. Joe: And it never would have happened if you didn't; I'm going say this so many times, taken some action, right? Entrepreneurs are special people. They come up with an idea and they don't think about it and think about it and think about it and think about it. They've got to do some planning, of course, the more complex world we live in you've got to do some planning especially when you're going to spend some dollars. But I think maybe Scott back then when you and I didn't have any gray hair we were able to take action a little simpler and a little quicker, right? I would just with that whole ready aim fire or ready fire aim what is it? Scott: Yeah. Joe: Those things, right? And I just take my path and hustle and work hard and get it done and figure out the road to that end goal which I knew what the end goal was. I just didn't know the road or the path. Scott: Yeah. Joe: Are you finding now given that you've; I mean you've done all this for 20 years an entrepreneur in many, many different past and you've coached thousands of people through The Amazing Seller podcast and many of them 6, 7, 8, 10 figure exit eventually. Scott: Yeah. Joe: Are you finding that the pathway to that end goal whether it's an eventual exit of a business or just a one of a lifestyle where you can drive your kids to work every day and spend more time with your spouse and you take family vacations, is it more difficult than it used to be in your opinion? Scott: I think it depends on what your final outcome is. I think for a lot of people it's not about building an 8 figure business just to say you built an 8 figure business; to some people it is. It's like bragging rights but for a lot of people; and I know you told me a story about a guy he was a stay at home dad I think and he built his company in 2 years without pulling a dime out of it so they could cash it out and then live off of that and live the life that they wanted. So I think for a lot of people it is that. So for me personally I think it is I don't want to say easy; it's simple. Nothing is easy. Like everything that I've ever done, there's always been struggles and issues that you have to overcome; whatever like that's business. You just have to learn how to adapt, how to move, and adjust. But I think it is actually easier nowadays to build a business that you can potentially exit. And actually getting to know you more, getting to know the team over at Quiet Light has actually got my wheels spinning once again at looking at this as an opportunity for me to build something maybe from scratch, get it to a certain level, and then sell it, and then you just repeat that process. Like I could build a team to just help me do that. So again my wheels are always spinning. And the more I talk to you and I start hearing these stories I'm like that seems like a pretty straightway to go. But the principles and the concepts are pretty much the same. They haven't really changed. And that's what is in the book is really these pillars; these core things that make up a market, make up products, make up traffic; like all of that stuff hasn't really changed. The platforms change but the principles never change. Joe: You addressed some of the approaches in Part 2 of the book about building your future proof business. Scott: Yeah. Joe: You started out as an Amazon guy, right? You were selling on Amazon telling your story in the podcast but you've evolved quite a bit. Can you address that and then we'll talk about how the book addresses it as well? Scott: Well yeah but the book itself actually is my pivot. So we talk about pivoting all the time. So when I started the podcast you're right I was getting into the Amazon game just like everyone else was. It's just I was kind of doing it and other people were just kind of consuming information and saying like I'll wait until we have all the pieces that are working or all of the answers, right? Joe: You were telling your story whether it was a success or a failure and everybody was listening. Scott: Exactly. And so as I started to do that I also started to see how the market was shifting. So when the podcast was started it was Scott the Amazon guy. And then after I started to kind of see that the market was changing, more competition was coming, and it was getting a little bit riskier I'm like I don't want to go down that road. Now that doesn't mean it can't work. I just don't want the headaches of constantly just worrying that my accounts are going to get shut down or whatever. So I'm like I'm going to go back to basics build a business from skill sets that I've built and I talk a lot about that in the book like everything we've done we've built skill sets that we can then leverage in the future. So for me to really go down that road of like okay where was I van and where am I now, it's all about evolving; all about growing. I mean I think we're all doing that as we learn more things like even like when I first started I didn't think about having a brand that I could exit. And now I'm thinking; a lot of times I'm thinking to myself could this brand be sold, what would it take to sell this business? So a lot of times I'm thinking more along those lines now. But like I said people are always kind of like thinking of me as the Amazon guy and I don't want to be known; I don't want to 20 years from now be Scott the Amazon guy. I want to be the guy that helped people build a business that allowed them the life that they want and that they deserve. Joe: That's what I'm seeing with the people that I've met that have listened to your podcast and then to your events and are connected with you in any way. Whether it's Brand Accelerator Live, your inner circle Mastermind group, or The Amazing Seller podcast; they're not just building Amazon businesses, they're building businesses that will allow them to live the life that they choose to first and foremost. Scott: Right. Joe: Some of them that's all about building value and exiting and others it's all about taking care of others. Rachel; I had a conversation with one of your followers, listeners, attendees, whatever you want to call them, Rachel we don't use the last name but an amazing story. She's building a business so that she can help others. Scott: Yes. Joe: She's going to make money off the business but that's not the focus. The goal is to be able to use that money to help others foster children charities and things of that nature; really good people. You're building good humans which I think is terrific. You're surrounding yourself with them as well. Scott: It's pretty awesome. It's funny Joe I was just listening to the Ask Scott session that we recorded there live at Brand Accelerator and it just happened that the one lady came up and was telling us about her problem and her problem was is that she was wondering how she was going to keep up with the amount of scale. And I said that's a real bad problem to have. And I knew you were in there; I thought you were in there and I called you out and I go I think this is a question for Joe later kind of let him help you on that. But it's really; it's pretty rewarding to sit there and think to yourself I had something to do just because I showed up, pressed record, and started helping people. That right there that will; to me that surpasses any amount of money that I can make from a podcast is hearing other people's stories and how they're set up now to really live the life or maybe donate to their charity. That's like again the effect of the take action is the effects of that we're able to do the ripple effect on other people but also on your life and your business. So it's really about the ripple effect all the way through. Joe: Yeah, not necessarily about just building that business and exiting it. It's everybody involved along the way. Scott: 100%. Joe: That lady was Karen by the way and she did have some good problems, right? People wish to have her problems. Scott: Growth every year, year after year, and I don't know… Joe: Yeah. How do I keep up with buying more inventory? One of the things that you talked about which I think is really, really important both in the book and on stage and I'm going to just summarize for anybody listening. This book really encapsulates everything Scott's done in his life and what you've done in your life, Scott. But then it also gives a pathway to taking action and seeing what the impact and effect of that action is. But someone said look I'm busy I've got a full-time job. I'm trying to do this. How did you find the time for that? How do you find the time for this if you; you're an advocate of don't quit your day job if you have one do a little side hustle and build this over time until it's safe to exit. How would you address that question but Scott I just don't have time? Scott: Yeah and I actually I address this on stage when I came to that point because I shared my story that I was working 60 plus hours a week for my father's company running I think was like 13, 14 guys at one time that were underneath me making sure that those jobs got done. So I was always the first one there and the last one to leave like always. On the side, I was building a house from scratch. I was like 25 years old. Joe: That took a little time. Scott: It took me 11 months. And I remember Joe my mother in law lived up on the Hill. She lived probably I don't know maybe 500 or 1,000 feet. She was up on a hill though and she could look down and see the property. We had two acres. And I remember one night I wanted to get this one spot on the house done outside. It was up in the peak. I had a 30-foot ladder up against the house and I had floodlights out there at 2 o'clock in the morning because I wanted to finish. She couldn't sleep because she was worried about me going to fall and I'm up there nailing up my siding because I wanted to get that peak done because I didn't want to come back to it the next day and do it. And then I got up at 6x o'clock and I went to work. So when people say I don't have time I don't have sympathy for that because you probably have time you just are not really wanting it bad enough in my eyes. You know what you're watching your TV show or maybe you're taking an extended lunch break or maybe you're just oh I need my 8 hours of sleep you know like get 6 for a month, right? I mean it's not going to kill you but if you really want it bad enough you will find the time. And I've done it. My photography business when I was learning that when I was getting ready to leave my job I was up till 2 o'clock in the morning figuring out Photoshop. I was figuring out how we were going to do billing for our customers. Like I was figuring out all that stuff late at night and then I'd get up and I'd go to my job because I wanted it so bad. And I was so interested in it because I wanted it so bad. Joe: Yeah you are preaching to the choir if I'm the choir right now because yeah look the thing that I see consistently I mean I've done this in my life you and I have been self-employed for about the same amount of time and it's always started with a side hustle and then work like crazy. As you are building that business you're not really making a whole lot of money. You're not taking anything out and oddly enough when you're making the most money is actually when you're not working as hard in my experience. Scott: Right. Joe: You get it up to that level and it starts to just; it's a scalable business. And with that scale, it's starting to generate enough revenue to kick off and then you can quit your day job and then you can live that lifestyle that you want. It's hard though when you're a hard worker and a hustler like yourself and like so many people that are listening. How do you shift from that I'm used to working, I love working, I'm going to work, I'm going to work, I'm going to work to I'm going to sit down and I'm going to have coffee and breakfast with my wife every day by the pool at 8 o'clock? Do you have the discipline to really reschedule your downtime? Scott: You definitely have to schedule it for sure. You have to schedule it and I'm getting better with that like I'm still not perfect Joe. I have to make sure that at 6 o'clock at night that's my cutoff. I'm not going to do anymore posting and I'm not going to do any more answering. It's hard because we can work as long as we want. And when you start to see momentum you want to work more because you want [inaudible 00:24:18.18]. But I've made it very, very clear in my life that I want to have that time. I literally wrote out a vision board and really I created a video years ago that I wanted to see come true. It wasn't like you know the woo-woo stuff but it was like what am I working towards. And one of them was having a coffee and breakfast with my wife. And so here we are many years later and literally, I just got in now. I mean I started my day today at 10 o'clock in the morning. I had a first interview at 10:00. I dropped my daughter off the school at about 7:45. My wife and I got back here. We went out to the pool. I had coffee. I was out there with the dogs. I had my laptop. I was answering a few emails; doing stuff. I'm out there chillin' with my wife hanging out. And that's what I want my life to be. Now could I be doing other things to try to make the Amazing Seller bigger or my e-commerce businesses bigger? Yes, I could but I choose to; like that's kind of like my time. You know what I mean? Joe: Right? Scott: And I do think it's hard. You have to be disciplined. A lot of people say Scott I could never do it. I would never get any work done. Then maybe you do need a job. Joe: I've heard that often. I couldn't work from home I could never get any work and that's just discipline. It's focus and discipline. Scott: 100%. Joe: We've gone from how do you find the time to do this extra side business and side hustle and grow it to how do you schedule your downtime so that you could work. You don't need to as much but scheduling your personal life to make sure that you're there for your family and things of that nature. My kids are older than you. Well, not actually mine are 16 and 18 right. You've got 21? Scott: 21, 14, and 11, yeah, Joe: So I've driven my kids to school from kindergarten right up until last year when my oldest got his license and it's an honor, right? It's a privilege and an honor to be able to do that. And when they look back someday that's what they're going to remember. They're not going to remember that Dad was making more money or something like that. So from finding time to scheduling time; your book specifically talks about all of that in your life and creating the mindset of action and everything you've done in your life. But can you address like a little bit of the how to's in terms of building that future proof business and the steps that you go through with the folks that are listening. Scott: Yeah. To me, it's very, very simple and even if you're looking at this because I know people listening here are probably looking to possibly buy a business or sell a business. Here's the deal. Like whenever you're looking at an opportunity you want to first see if there's a market already there. Like a lot of people say I want to invent a market. That's risky because we don't know; I mean if you ever listen to Shark Tank they always say has the market validated the product? No I don't have any sales it's in pre, or we're kind of building this thing out, it's in pre-production, or we're in like the pre-stage and they're like come back to us when you have sales that the market actually voted and said we actually want and need this. So the market is critical. You have to have a market. Now I'd like it to also be a submarket. So we could talk about like and I always talk about the bass fishing. So if we went like fishing we would niche it down into bass fishing. If we wanted to go one level deeper we could go kayak bass fishing. And then we can really own that category and then we can also build out of that category to serve a wider part of the market. But I always like to look at the market first. Then from there, I want to see what's the potential in the market? And that could be going to Amazon and seeing how the products are selling using a tool like Jungle Scout or whatever tool you want. We have these tools that let us know the market's buying these products. Now we can either sell those products ourselves as our own brand or we can affiliate market those products. We can do all kinds of things. So I want to validate that there are actually sales being made there. Joe: Let me just stop you for a second because some of the language you're using I don't know if everybody knows it. Talk about the affiliate marketing aspect of it because it's a brilliant path that you educate people on taking. Scott: And I'm going to be doing more of it Joe; I got to be honest with you. I was just thinking about this this morning I'm like man there's so many things that I could cover just for getting back from Brand Accelerator Live. People get stuck at the I've got to launch products or I've got to grow mine. If you bought a business; right now if you bought a business and you're thinking I don't want to launch a whole bunch of products because it's something a whole bunch of capital. Why not take the content side of things. Build out traffic and start putting out products that are related to your product as an affiliate bringing some revenue but also get them to vote that the products that you're putting out there from them they want to buy then you can private label them. So I think it's an easier way to get started. If you're just listening to this and you're getting started, the easiest ways to start looking at the market and how much traffic the market has. And then from there can you get in front of the market by getting attention by posting content, building an email list, like getting attention with influencer, whatever. Then you can start to say okay all these products I'm not going to private label all these it's going to cost me a small fortune. I'm going to start putting products out there like a kayak bass fishing boat. Like I might do that but I'm not going to sell it as my own but I might do an affiliate offer for it. So basically on Amazon, we can use their whole catalog. We can become an associate for them. And it's not going to be a ton of money it's 4%, 8%, depending on where your bracket is; the category but it's a nice easy way anyone can get started. It's not going to cost you hardly anything to set up a website and to start posting content. You can write it yourself or have someone else write it and then just start building that over time. Joe: It's a great way to go back to discovering your market as well because as you niche it down people are going to buy certain things and you can say okay well that one's much more popular than the other. Scott: 100%. Joe: The tools like Jungle Scout do that very, very well. But this is an action you've got proof in your own bank account which ones they like more. What about the multiple channels. You and I have talked about this before. We talked about channel diversification. That's something you talk about quite a bit here as well. Scott: Yeah. Well, I think again there's a lot of businesses that are very successful and you sell these businesses just Amazon FBA. We got someone in my inner circle that bought I think 3 businesses from you guys already. Joe: 3. Scott: Big businesses too; crazy amounts. I mean one of them is doing like 6,000 units a day like insane. Joe: Yeah. Scott: And you know what I mean? So it's massive. So the potential there is huge but also I look at like there's a little bit of risk there because if that channel decides to go away or they shut your account down there is a potential. So I want to build a back end support there in some kind. So I want to start building content. I want to start getting my own traffic so that way there I could lead people over to my Shopify store or I could leave people over to my channel if something shall happen. Now if it doesn't; great, keep using that. And I don't; I never tell anyone not to use the channel. Use the channel. Leverage the heck out of it. Drive traffic to Amazon. Build up your rankings. Do all of that stuff. But I do think that having your own email list is a must. I think having your own content, your own home base I call it; your own blog, your web site so this way you control that asset. And to be honest with you Joe like I'm really interested lately and I think I talked to you about it, content sites to me are never going anywhere. We're always going to have content sites. We're always going to have information that people are going to be searching for. So for me what I'm looking at doing is starting something and building it over the course of 12 to 18 months. Now listen to what I just said there over 12 to 18 months not 3 days or 30 days. It's going to take time for the search engines to kind of pick it up and get it indexed and all that stuff. And if I can build that piece of property like I used to do in the construction days; I find a piece of property, I build a house on it, I get some revenue coming in by renting it out, and then I might want to sell it. That's kind of what I'm thinking about. And there's ways you can do that without even having to launch a physical product until you get to the 12, 18th month. Then you can decide what you want to do. But you can start getting revenue coming in from affiliate offers, from AdThrive, Mediavine, any of these other networks just from the content coming in. So for people that say I can't get started because I don't have the capital, I don't have the know-how, I don't have the time, do something like even if it's just building out a content site over the next 12 months do that. Just do that. Joe: Yeah I think again taking action, right? Scott: Yeah. Joe: We just got to say that whole lot here; the take action effect. This book as I've read it and as I've talked to you, you are an interesting mix of inspiration and how-to; and you are the book. That's what emanates. You call it a pivot I call it it is what you are, you're inspiring people to go beyond their current capabilities or to get started and take some action but you're also teaching them how to do it. So it's a nice blend of both and was that the main objective of the book itself? Scott: It was actually a little bit difficult and to be honest with you Joe because I didn't want to just be let me show you how to start a business. I wanted it to be for someone also that has a 7 figure business right now that are 100% dependent on Amazon they read the book and they go oh I can do all of these other things and then probably bring in more revenue, bring in more traffic, get a better multiple when I go to Joe Valley and Quiet Light. So I was looking at two different paths. So as you're reading the book you're going to hear me talk about if you're feeling stuck at your corporate job right now and you feel like you can't get out of it here's what you could do but if you already have a business you should do this too. So it's kind of like you're serving two camps. And it was kind of hard when I was going down that path because I wanted to really talk to both people not just the person starting. Joe: Yeah and I think it's an important message for both. For those that have bought a business that want to diversify beyond Amazon and those that are listening to their spouse and that spouse is saying honey we've got a great gig here you've got health insurance and a retirement plan are you crazy you're going to buy an Amazon business and [inaudible 00:34:05.8]. No, you teach them how to do something on the side as a side hustle and let it grow and take less risk but still have that that additional income down the road or a decent exit as well which boosts the retirement plan. Right, Scott? The book itself again folks it's called The Take Action Effect; Mr. Scott Voelker from The Amazing Seller and beyond. The beyond card is you just do so many other things. How do people find the book; where can they go, what do they need to do to get this in their hands and learn everything you've talked about? Scott: Yeah, just go to TakeActionEffect.com and there's just a simple page there. It'll tell you a little bit more about the book and it'll lead you over to most likely Amazon you get paperback hardcover or the Kindle; pretty affordable to be able to take this information. I don't think people are taking the value in a book is much as they should. It is a way for you to really understand me and my story but also who I've helped and who I want to help. And it allows us to start that relationship because I'm all about relationships. And I want to be able to build a relationship with you way before you would ever hire me or come to one of my workshops or inner circle or whatever. And this book is a way to do it. It's a really, really small investment to be able to really get you thinking differently because the way I look at it Joe is we're installing the Take Action mindset. We're taking this to where you think you know what I don't think I can do this and by the time you get done with even the first; probably quarter of the book you're going to feel like you're going to conquer the world. And that's what it's really all about. Now, Joe, before I do end this I'm going to ask you a question. Joe: Yes? Scott: I want to know one of your take action moments. Joe: Okay. Scott: What's something that you can recall that you're like if that never happened my life would be totally different. Joe: Let's see. Well going back to your vision board I did something very similar once upon a time and it was a Tony Robbins program writing down my goals and envisioning what they are. And I literally; and this is I described my life; I put it all down from the lifestyle that I wanted to live and the type of woman I wanted to marry. Lo, and behold within 6 months I met her. Scott: Wow. Joe: I showed her the list maybe 18 months later and it described her to a T. So that is a Take Action moment for me in terms of writing that list down. Now it changed over the years in terms of my goals. At one point I wanted to have the boat in the harbor in Portland Maine. Well, I live in North Carolina right now that's not really going to happen. And I didn't want it once I had kids. I couldn't really spend much time with them on a boat in that situation. The other one Scott when I'm at Brand Accelerator Live is; I mentioned it before we started recording, is that I have taken action on moving forward with my book as well. We're not going to talk too much about it. I'm going to drop a little hint in here and then I'll be quiet for 12 months. But it's something that I've talked about for many years and I've tried and I've tried and I just haven't gotten it done. And you've inspired me to get it done. And some of your tips in the book itself have allowed me to sort of bullet point what I need to do to take more action and get it done; so two impacts right there and I think is going to make a huge difference for me. But again it's not always; like Rachel says it's not always about me or her. It's about how you can help others as well. And I think you're doing that. You're helping others first and it's benefiting you. And I think it's the best way to go about it. So thank you, Scott, for being my friend, for being my colleague, for being on the Quiet Light podcast. I hope to see you on it again. Scott: Thank you so much, Joe. I appreciate it, man.   Links and Resources: The Take Action Effect Scott's Website Scott's Podcast Scott's YouTube Channel

Phil’s guest on this episode of the IT Career Energizer podcast is Scott Ambler. Scott works with organisations around the world to help them to improve their software processes.  He provides training, coaching and mentoring in disciplined agile and lean strategies at both the project and organisational level. He is also the founder of the Agile Modelling (AM) and Agile Data (AD) methods and co-founder of Disciplined Agile (DA). In this episode, Phil and Scott discuss why Scott got interested in agile and continues to develop it. How he helps large organisations to change the way they work by leveraging the experiences of other organisations. They talk about how to effectively test the architecture of a system, at an early stage, and why it must be done.   KEY TAKEAWAYS: (6.41) TOP CAREER TIP Read widely. You need to be constantly consuming information from a wide range of sources.   (7.46) WORST CAREER MOMENT Many years ago, Scott ended up working with a strong team who were handicapped by having to use technology that basically did not work. The different parts of the system could not talk to each other and the database could not handle negative numbers. Worse, these fundamental flaws could not be fixed. Months later, it all crashed and burned. The experience taught Scott the benefits of testing early. You have to prove the architecture as soon as possible.   (10.59) CAREER HIGHLIGHT Scott really enjoys seeing software and systems he has worked on being used when he walks down the street. He also loves the fact he is still in touch with some of the teams he worked with, in the past. Working with great people has been something he feels has been a highlight of his career.   (12.51) THE FUTURE OF CAREERS IN I.T The complexity and variety of the work you do as an IT professional is what helps to make things so interesting. Given the fact that the world is in a constant state of flux, Scott believes there will always be interesting challenges to tackle.   (14.15) THE REVEAL What first attracted you to a career in I.T.? – At university, Scott decided to take computer science because he had enjoyed programming since high school. So, a career in IT was a natural progression for him. What’s the best career advice you received? – Read often. What’s the worst career advice you received? – Focus on one technology. What would you do if you started your career now? – Scott says he would probably follow a similar path. But, he would want to work on a legacy system. He explains why that is, in the podcast. What are your current career objectives? – Scott wants to dive deeper into understanding why certain approaches work and others don’t. He wants to be able to answer these fundamental questions. What’s your number one non-technical skill? – Being a good writer. How do you keep your own career energized? – Being curious and always striving to learn something new. What do you do away from technology? – Scott loves cycling. He also collects Atari 8 consoles and old computers.   (20.22) FINAL CAREER TIP Continually expand your skillset and take every opportunity to learn from others. And always question what you do. Develop several core specialities. But, be sure to look beyond them. Work to understand the challenges of the business you work for and always be willing to pick up new skills.   BEST MOMENTS (5.06) – Scott - “Own your own process, choose your way of working.” (6.41) – Scott - “Always be trying to learn, always be reading and read widely.” (9.59) – Scott - “It is important to test early and prove the architectures working code.” (18.14) – Scott - “Being able to communicate, particularly using the written word is still absolutely critical.” (21.13) – Scott - “Always be willing to pick up new skills and work with others.”   ABOUT THE HOST – PHIL BURGESS Phil Burgess is an independent IT consultant who has spent the last 20 years helping organisations to design, develop and implement software solutions.  Phil has always had an interest in helping others to develop and advance their careers.  And in 2017 Phil started the I.T. Career Energizer podcast to try to help as many people as possible to learn from the career advice and experiences of those that have been, and still are, on that same career journey.   CONTACT THE HOST – PHIL BURGESS Phil can be contacted through the following Social Media platforms: Twitter: https://twitter.com/philtechcareer LinkedIn: https://uk.linkedin.com/in/philburgess Facebook: https://facebook.com/philtechcareer Instagram: https://instagram.com/philtechcareer Website: https://itcareerenergizer.com/contact Phil is also reachable by email at phil@itcareerenergizer.com and via the podcast’s website, https://itcareerenergizer.com Join the I.T. Career Energizer Community on Facebook - https://www.facebook.com/groups/ITCareerEnergizer   ABOUT THE GUEST – SCOTT AMBLER Scott Ambler works with organisations around the world to help them to improve their software processes.  He provides training, coaching and mentoring in disciplined agile and lean strategies at both the project and organisational level. He is also the founder of the Agile Modelling (AM) and Agile Data (AD) methods and co-founder of Disciplined Agile (DA).   CONTACT THE GUEST – SCOTT AMBLER Scott Ambler can be contacted through the following Social Media platforms: Twitter: https://www.twitter.com/scottwambler LinkedIn: https://ca.linkedin.com/in/sambler Website: https://www.scottambler.com/index.html

It’s HERE! The Amazing Seller has officially published 700 episodes! What an accomplishment - and it couldn’t have happened without listeners like you. Thank you for tuning in each week and taking the time to submit questions to Ask Scott and for your participation in the TAS community. Scott is thrilled that the podcast has made it this far and is still going strong. He doesn’t have any plans to stop podcasting - so onward to 800! On this episode - you’ll hear from Scott as he explains how sellers like you can make the most of attending LIVE events like Brand Accelerator Live.  Your stories matter! Did you know that your story matters to Scott? It’s true! As an entrepreneur - you know that this path is not for the faint of heart. If you want to go the distance, you’ve got to keep a clear eye on what fuels you and keeps you motivated. For Scott - stories from TAS followers keep him committed to the podcast and creating tools and resources for sellers like you. If you haven’t already - take the time to submit your story and let Scott know how much TAS is helping you on your journey. You can drop Scott a line by visiting the story link located in the resources section.  How to make the most of a LIVE event - CHECKLIST Your time is valuable, and you don’t want to waste it attending events that don’t make an impact on how you run your business. Should you swear off attending events altogether or is there a better way? According to Scott - if you follow this checklist - you’ll get a lot more value out of live events.  Answer this question - is this event right for you?  Have a plan going into the event. What is the one area you need help in?  Be part of the afterparty. Use it to network! Bring pen and paper - take notes.  Do a brain dump each evening to off-load all the information you absorbed.  Are you ready to give Scott’s checklist for live events a try? Why not give it a spin this September when you attend Brand Accelerator Live? You can learn more about that event by visiting the link in the resources section.  Bonus tips  Are you the type of person who goes above and beyond? Do you want to earn some extra credit? To enhance your experience at a live event even more - Scott has some bonus tips that leaders like you can use.  Meditate in the morning. Use an app like Headspace.  Eat good food and stay hydrated.  Make simple cards with your name and number.  Have an open mind and allow yourself to learn.  Have fun and try not to look at your business at the event.  Have you done any of these tips at a live event? What best practices do you have for attending a live event? To hear Scott go into detail with these tips and more - make sure to listen to this episode of The Amazing Seller! OUTLINE OF THIS EPISODE OF THE AMAZING SELLER [0:03] Scott’s introduction to this episode of the podcast! [2:10] THANK YOU! [5:55] Clearing the inbox.  [8:30] How to get the most out of attending a LIVE event.  [15:10] Have a plan going into the event! [18:15] Take notes and do a brain dump after each evening.  [20:10] Bonus tips.  [26:00] Closing thoughts from Scott.  RESOURCES MENTIONED IN THIS EPISODE www.theamazingseller.com/story www.theamazingseller.com/ask Brand Accelerator Live www.theamazingseller.com/699 Salesbacker Headspace

This is a special episode courtesy of the Dorks Delivered Youtube channel where Josh interviews Scott Aurisch about his life in business and what motivates him. Josh Lewis and Scott from NRG Boost Fitness talk about taking the plunge in business in the fitness industry. Watch this interview: https://www.youtube.com/watch?v=wX1YaTk2bl0&t=22s Josh: I've got Scott here from NRG Boost Fitness and today we're going to be talking about taking the plunge in business. My understanding is you've been in business for a while and about 12 months ago, you decided to go for some brick and mortar. Scott: Yeah, exactly right. I've been in the fitness industry now for over 20 years but in business for myself for coming up to 8 years, and very close to 12 months in my own premises. Josh: Right. Are you loving it? Scott: Absolutely loving it. It's probably been one of the most tiring years of my life but certainly the most fulfilling, from a professional standpoint. Josh: I think it's a big discipline thing. You get your own business and you take a plunge and you do something that you're thinking, should I or shouldn't I, and if you take the risk, sometimes against all odds, and it's not that you fail, you don't fail, you make sure you don't fail. Scott: Exactly right. You sort of get rid of that safety net and you're just forced to step up and it's an enormous growth experience and I'm really pleased that I did. Josh: That's cool. And has there been any milestone moments over the last 12 months that really stood out as a, ‘I've made it’? Scott: Yeah! Probably no one moment, just lots of little moments along the way, where, when you do take a moment to reflect back on where things were... Pretty much 12 months ago was when I was in the planning phase for opening here, which all came together super quickly. Once I've made the decision to make this happen, things just seemed to fall into place, which is something we might talk about a little bit later on, but as the year has unfolded, just sometimes when I'm training somebody that I've built a good relationship with, in some cases over the years, but in some cases, people I've just met this year, it's in those moments that I realise what I've achieved, when you make those connections with people. So that's what I mean by what some people would regard as little things, rather than big milestones, but they're the most rewarding moments for me. Josh: That's cool. Prior to running out of brick and mortar, how was your business beforehand? Scott: I was working out of a local gym and I'd been there for several years, and it wasn't that I got to a point where I was unhappy, but I did feel like I wasn't growing professionally anymore, and I just needed a new challenge that would present that opportunity for growth and freedom as well. Josh: Cool, cool. I guess you haven't looked back. You're 12 months in. What sort of aspirations do you have for the next 12 months? Scott: Yeah, I guess I haven't looked too far ahead, which is probably something I need to get a little bit better at, but certainly, consolidating what I've achieved in the first 12 months, and I think one of the keys to that is building good relationships with my client base but also other industry associates that I have contact with. So I'll definitely be looking to build on that over the next 12 months in a way that is sustainable in terms of my energy and my own health and wellbeing because, as you would know, when you work for yourself, you can get a little bit focused on the business and some of your personal life can tend to suffer. Josh: Absolutely, it can go by the wayside. Scott: Yeah. Josh: It becomes a very addictive, very addictive thing, having your own business. Scott: It certainly can, and in my situation, where I'm preaching to people about achieving balance in your life. It's really important that I practise what I preach and set the example of having a balanced lifestyle where I'm looking after myself and looking after my personal relationships outside of work as well because your business might be firing on all cylinders but if some of those other areas of your life begin to suffer, that's going to impact on you as an individual at some point, and then ultimately affect your business. Josh: Yeah, completely agree. It's all about having balance. Otherwise, the whole system breaks. Scott: Yeah, that's right. Josh: If you were to go back to the moment while you were working for someone else and you didn't have your own business, can you remember what made you take the step and take the leap towards doing everything, wearing all the hats, and doing the payroll, doing your taxes, doing everything underneath your own banner? What was the catalyst towards the move? Scott: Yeah, probably just a couple of little moments. Again, it was nothing major. There was no massive falling out with anyone at my previous workplace, but just piecing a few things together and just some little frustrations and I thought it was time to take control of things myself and when you run your own business, you get to do things your way and you are absolutely responsible for everything that occurs. So, yeah, it was nothing major and just a couple of little things and I do distinctly remember in those moments thinking, yeah, I've got to do this because there was a lot of thought that went into it beforehand but when I eventually made that decision, like I said earlier, it all just fell into place. Josh: That's cool, that's cool. You do a lot of stuff for communities, and I understand you've gone back to the school that you went to and you've helped them out. Tell me more about what happened there. Scott: Well, I was fortunate enough to be contacted by the Logan PCYC who run a lot of great programmes and one of them is called the Deep Blue Line programme, which is in association with Queensland Police, where they visit local high schools and present an 8 to 10 week programme to a group of students of various ages. I was invited to come along and speak for one particular week about the importance of exercise and nutrition and, yeah, it was pretty cool. But one of the schools I got to visit was my own old high school that I had not stepped foot inside for 25 years and it was my Back to the Future! Josh: That would have been weird. Scott: It really was. It was a really cool experience, though. The place had not changed. It had been really well maintained over that time but it was just like going back to how I remember it. And then to go back as an adult, as a professional, and feel like you're adding some sort of value to a place that played a role in your own development. It was very fulfilling for me, and I've been back a couple of times since as well. Josh: Was there any old teachers that you saw and you were like, ‘Oh, no… Sir, what are you doing?’ Scott: No, no. Very much a turnover of staff but while I was at the school office, I did look at the boards with all the photos and the honour boards with the kids' names and that sort of thing. And just to tie that into NRG Boost Fitness here, I've actually got three old schoolmates as current clients. Josh: That's cool. Scott: Yeah. So that's also something that I find very rewarding as well and makes me feel really good. Obviously, we all run businesses to earn money. Josh: Ideally, yeah. Scott: Yeah. You've got to earn a living. You've got to support yourself and your family, but for me, I think one of the keys to my success is that I don't focus on just the dollars. It's about a lot more than that. It's about personal fulfilment and things that make me happy and the fact that I've got three guys that I'd probably fallen out of contact with a little bit over the years but have reconnected with in recent years. They're now current clients, and I'm helping them improve their lifestyles. Josh: That's cool. So you've been in business for a long time, you've got your bricks and mortar now, have a rough idea of where you're wanting to go. If you were to do it all again, would you change the order of events or what would you do differently? Scott: I honestly don't think I would change a great deal. One of the things I think I got right from the outset was as professionals, as entrepreneurs, you would have to read a lot about the importance of beginning with the end in mind, having a clear picture of what you want your business to look like, and it was the clearest example in my life where I was able to come up with a very clear picture of how I wanted this place to look, how I wanted this place to operate, and doing that, and putting effort into getting those details right from the start, allowed me to almost follow that to the letter and it was amazing watching that unfold. To have ideas go from just words on paper through to, a little over two months later, from when I first decided to undertake this venture and then to actually open my doors, it was literally two months, but the reason it was able to happen so quickly is because I was clear on what I wanted and things literally just fell into place. There was no forcing or pushing. Things just sort of fell my way. Josh: That's very, very serendipitous, or lucky, I guess, or fortunate that that worked out that way. Scott: Yeah. So just to answer your question in fewer words, basically, beginning with the end in mind was the most important thing that I did and I would recommend that for anybody else looking to do anything similar. Josh: Cool. A lot of people get into business and they think, ‘Oh, in two years' time I'm going to retire. I'm going to make a million dollars,’ and have these huge thoughts of grandeur and they don't necessarily make the appropriate planning before jumping in and understanding the depth of the water and realising how deep it goes and how much is actually involved in running your own business, especially when you're starting up and you need to be the person wearing all of the different hats. You need to be the technical person, you need to be the administration, you need to be the marketer, the salesperson, you do all of the different things all at once, and as you said, you want to have a balance in your business, you want to have a balance in your life. Was there any steps that you went, ‘Oh, shit, I need to learn more about this,’ or, ‘I need to learn more about that,’ or things that you went, ‘Oh, wasn't expecting that to be a hurdle?’ Scott: Yeah. Not really. That's probably another thing I think I got right—the scale of the venture that I took on, I think, was appropriate for that first leap. But the point you make about a lot of business people taking the plunge but not realising the depth of the water they're diving into, in my industry it might be somebody that says, ‘Oh, I can run a gym,’ and they take on this big operation and then it's not until they're in it and they realise what an undertaking it is. So I was pretty happy to start with a personal training studio that's literally a couple of hundred metres around the corner from home, so it suited my lifestyle and I've been really comfortable with the size of the jump, so to speak. There have certainly been things that I've had to learn as I went along but that was the whole point to begin with—to learn new things and challenge myself. Josh: I think it's very sensible the way that you've gone about the business because, as you said, a lot of people might just go in and they jump straight into a lease but they don't have any clientele and they have no idea about marketing. They just think they get some business cards and then they will come, build it and they will come, and that's not how it really works. I think it's great that you're in the IT world, they call it agile development, where you try and make the smallest profitable item first and then you build upon that. A good example would be Uber. So you don't start with an autonomous vehicle that's driving everyone, tens of thousands of autonomous vehicles driving everyone around countries. Instead, you start with an app that allows for people to take in that step until they've saved up enough money to then be able to move onto the next ventures, and Elon Musk does the same things. Josh: And you've done the same thing in where you've built up your clientele, you've created a rapport and the message is strong and your social content in strong, and the community that you've created around your business is very strong. Different events that I've been to with Scott have been 60, 70 people upwards. Your opening day here, I don't know how many people you would have had here, it was stacks, so it shows the belief and the message that you've instilled in all the people that you have come here is very strong and the allegiance of people. Scott: Well, I think, getting back to one of your earlier questions about community, I've done things outside of here for the broader community, but I placed great emphasis on the importance of building a community within your business, in much the same way that a café might do the same thing. There are hundreds of cafes, Brisbane wide, and what makes you choose one over another? It’s generally the one where you feel most welcome and almost like it's a second home, and so that's what I try to do here, again, not in a forced kind of way but just in an organic way, and it's been another very satisfying thing for me to observe, friendships being formed and I know that some of my group members socialise outside of here, that didn't know each other previously but they met through NRG Boost Fitness and that's sometimes more rewarding than dollars. Josh: I think just, straight on the friendship situation, it's something, it's a place... I come here myself and it's a place that I feel very comfortable in, and I've brought multiple friends here because I find it's a good time to be able to catch up and see people while having a workout, as opposed to catching up and having a beer and a pizza, which is lovely as well, but it's not as great for your waistline and your health, and I can definitely say you...we, two and a half years ago, met for the first time and I told you my goals and you said, ‘That's not achievable’, in nicer words, in the timeline that I wanted to achieve it in. You said, ‘Look, see how you go’, I think, and I tried really hard, twisted my ankle, stopped trying as hard for a while, but I continued to persevere and 12 months later I achieved the goal that I wanted to, the weight that I wanted to, the percentage of body weight that I wanted to, and I'm very impressed with the results I was able to get from you. But it was not just the journey of the weight. It was also the friendship that was made along the way, and a great example would be Scott coming over and surprising me of a lunchtime and taking me over to see the jolly old Saint Nick. Scott: That's right, yeah. Coming up to a year ago. Josh: Yeah, that's right. We were able to sit on Santa's lap together which was… Scott: For the first time in probably 30 years! Well, for me, anyway! Josh: For you, yeah! And I thought it was great that you definitely went above and beyond and I don't think there would be many business owners, or especially PTs, that would do that level of commitment towards the friendships and the bonds that were created within the community, so it's a testament to the way you create your business. Scott: Thanks, Josh. Josh: I'd like to cut across to a quick video that discusses more about taking the plunge and we'll talk more about that afterwards. It's big, it's wet, it's wild. That's right. It's Niagara Falls, and if you've ever been here or any other large waterfall, you might have wondered, what would it be like to just jump in? So, there was this time when Sam Patch, who was the first daredevil to take the plunge over Niagara, all the way back in 1829. He shot to fame and his slogan became part of a popular slang. The slang was, ‘Some things can be done as well as others.’ It's a great line. You could take it to mean that our achievements are equal, or you could also take it like we are trying to do our own thing as best we can, or maybe he was telling us that we can do those things that others think are impossible. So what about you? What's your Niagara Falls? What's that big challenge that you are scared to take on? Well, let me tell you, it's often much easier than you think once you just commit to it. For Sam Patch, he was actually pretty disappointed with the crowd that turned up for his first successful attempt. There was bad weather and he'd been delayed, so he announced that he would do it again a few days later. This time, 10,000 people turned up and he cemented his place in history. So, if old Sam can jump off Niagara Falls twice, there's nothing to stop you taking the plunge. Whoa! Josh: Good to be back. I thought that was pretty good. So we went through that you can sort of see sometimes it's not the first time, the first step, but just taking the plunge and just being the person that commits to that can really make a big difference in your business. So it's cool that you've gone through and you've done that and you've experienced that firsthand and you didn't, in a sink or swim situation, you were able to swim and, if anything, swim very, very well. Scott: Yeah. Well, just one point I'd like to add to that, Josh. As any person should do when making a decision to go into business or not, you're going to come up with your list of pros and cons, and you'll have your moments of bravery and you'll have your moments of fear and ultimately, for me, it came down to a fear of financial risk and when I really thought about it, I then fast-forwarded to when I'm 80 years of age and I look back, and if I hadn't done this, what would have been the reason that I didn't and would I be comfortable with that decision? And if it was just a money thing that held me back, I think I would look back and regret it and be disappointed that I wasn't bolder at the time. So, yeah, I think it's a useful exercise sometimes, to fast-forward to when you're in your final years, will you wish that you had have taken more risks? Josh: Definitely, I agree completely. I've always looked at it like, who would you like to see standing there at your funeral and... as dark as that is, who would you like to see standing there, at your funeral, and what was the reason you were remembered? And hopefully, there's a legacy that you've left behind, whether that be children or even just a nice smile in helping someone out and that's there some memory that you've left there. So it's work your way back from there. Scott: Yeah. And it might seem a little bit dark to some people but it's an extremely powerful exercise to take yourself through as well. Josh: Mm-hmm (affirmative). Definitely. So what would you say would be the life tip or quote that you live by? Scott: Well, there are probably a few but one that I have been thinking about recently is not being a victim in life and basically taking absolute personal responsibility for your life circumstances. I just believe that as soon as you blame somebody else or other people for your situation, is when you give away your power. Sure, bad things are going to happen in your life and some will be other people's fault, but it's how you respond to that really makes the difference. So I really try to remember that all the time and take the appropriate action. So there might be people out there who are unhappy with their job and it's as simple as changing jobs. I understand that it's scary in that moment but if you're truly unhappy, you have the power to find a better job. Josh: Absolutely. Scott: And if you're overweight, you can continue blaming this, blaming genetics, whatever the case might be, but ultimately, if you eat better and exercise, you're going to improve that situation. Josh: Absolutely. And it's all about baby steps and getting the understanding, sometimes understanding your weak points and turning them into your strengths or at least having recognition towards them so you know how to work and come out of your comfort circle, to grow into a better person, whether that be through weight loss or a change of job, or a change of marriage, or whatever the situation is, it can all make you a happier you. Scott: Yeah, exactly right, Josh. Josh: Cool. And we're going to do something here. So we're going to do a shout out. You've done really, really well. Public speaking and especially in a global audience, like YouTube, can be scary. It's all imprinted in stone forever. It's going to live on longer than us. This could be our legacy. If nothing else, this is it. Scott: Don't stuff it up. Don't stuff it up! Josh: So you've done really, really well and I really appreciate your time that you've given me today, and I'd like to see if there's maybe another business coach, leader or business that you think would benefit from having a review and that the public would benefit from hearing from. Scott: Yeah, well, certainly one of the best things I've done in recent years in terms of developing my own business expertise, for want of a better term, is I undertook an internship with a business called Create PT Wealth. I attended a free workshop. It was probably over three years ago now, and that, in itself, was a half day, full day workshop that was highly valuable and I took a lot out of that and I realised the position my business, and I'll use the term business fairly loosely because at that time it was a fairly poorly structured business, and it made me realise what work I needed to do to make a real business. Scott: So I then undertook an 18-month personal training business internship and it covered all sorts of things: business systems, marketing, the whole gamut of things. At the time, I could not afford it, well, I told myself that, ‘You can't afford this,’ but something in me knew that I needed to do it and it wasn't an expense, it was an investment in the future of my business. So that was another time where I took the plunge and found a way to afford it and what I learnt in 18 months has been a massive reason behind where I'm at today, in terms of having my own premises and being very happy with my professional life. Scott: So Create PT Wealth is the name of the business and I would strongly recommend that anybody else in the fitness industry or a personal trainer seek them out and see what they can offer your business. Josh: Cool. Is there anybody particular at PT Wealth that stuck out for you? Scott: Yeah, well, certainly both Brad and Jason were both extremely helpful, right from that initial workshop and I also had a business coach, Leanne, through that time as well, that I would check in with, every fortnight, and just have a phone conversation, and it was a good way to be kept accountable. She would set me certain business-related tasks that I would need to report back to her on in the next fortnight and that's a really important thing, is accountability, because sometimes it's easy to make excuses to yourself but when there's somebody else that you've got to report back to, I found that that really kept me on track. Josh: Definitely. Scott: Thank you to Create PT Wealth. Josh: Cool. Well, I think we should all take a deep breath and give yourselves a clap. That's awesome. Thank you very much. Scott: No worries, Josh. Thank you. Josh: Awesome. Read about the interview: https://dorksdelivered.com.au/business-tips/interview-with-scott-aurisch-of-nrg-boost-fitness?highlight=WyJzY290dCJd I hope you enjoyed the episode. Every little bit helps and a small thing that you could do, as a token of appreciation, would be to jump onto iTunes and rate and review to make sure that other people can listen and get the same helpful help that you guys had. Thank you, and keep good.

Are you ready to ditch your keyboard? Scott Baker is an expert in all things Dragon Dictation. If you want to learn to train your Dragon, Scott’s your man. Scott’s official bio: Scott Baker has written dozens of books under various pen names and spent most of the last decade working as a freelance writer for numerous publications in the UK. He first began dabbling with Dragon voice recognition software in the late 1990s when it was, quite frankly, terrible. Things have improved dramatically since then and Scott now uses dictation on a daily basis, taking advantage of the tricks and techniques used by professionals within the speech recognition industry to write thousands of words per hour. More importantly, he’s developed books and courses to help you master Dragon Dictation and incorporate it into your writing lifestyle. What you need to know: Learning Dragon Dictation will cost you money, time and practice. In this episode, we chat about the following: boosting your workflow 2-10k words transcription what equipment you will need to invest in workflow training your dragon Alexa, Google Home & Siri accuracy ditching your keyboard and much more   You can find out more about Scott, and Training Your Dragon books and courses https://scottbakerbooks.com/books/ (here.) You can listen to my first podcast chat with Scott https://writerontheroad.com/?s=scott+baker (here.) You can download Issue 3 of Author Success Magazine https://writerontheroad.com/author-success-stories-magazine/ (here.) Read Full Transcript Mel Scott Baker is an expert in all things Dragon Dictation. If you want to learn to train your Dragon, he's your man. In this interview, we're getting into the nitty gritty of how we can use the dictation tool to improve our writing. Scott, tell us about the course you're running. Scott It basically takes you through everything you need to get started with Dragon and make the software part of your writing workflow. It's available for both Mac and PC, and explores not just Dragon specifically but dictation itself – the act of using dictation, as opposed to just perfecting your use of the software. I made the course because, although I've written a book on this subject (‘How to Train Your Dragon'), there's only so much you can put in a book. The amount of questions I get every single day… Most of my day is just answering emails, and I eventually thought it'd be easier if I could just show everyone – if I could just put it in a course. So that's what I did. It's hours and hours and hours long, but that's okay because literally every single step is covered, from setting up to making it as accurate as it can be over time. It's a course about using dictation as part of a business; about integrating it and viewing it as a long-term thing. The goal is to use dictation instead of a keyboard, really. Forget the keyboard – that's for editing, later. The course is about getting your first draft done with Dragon. Mel Let's start at the beginning. What's the first thing we need to know? Scott I get a lot of people asking me that same question – how do I start? Unfortunately you're going to have to accept that this is going to cost money. Whichever way you look at it, the software is expensive. But it's an investment – an investment in your writing career. Dictation leads to an enormous boost to your workflow. Part of the reason I got started with it is I can't type very fast. I've had back problems for most of my adult life, so I decided I needed something to level the playing field for me, especially when I was working as a freelancer and had deadlines that had to be met. Dragon was the answer. It was the key. The first thing to do is to get used to dictation software. Use some form of dictation whenever you can – on your phone, or through Alexa or Google Home or whatever. Ask it things throughout the day and just get used to talking to a machine.

How do you determine rents for properties you’re thinking about buying? As an investor, are you going to get a return on your investment? If you don’t, then you could get behind every month. Clint Coons of Anderson Business Advisors talks to Scott Abbey of RentFax, who will tell you how to determine rents for your properties. So, when you make investment decisions, you’ll have a range to use to budget wisely. Highlights/Topics: Scott pulls data on properties from the Census Bureau to track indicators of positive vs. negative experiences and determine if he could sustain an income stream Scott makes sure to understand the risks involved when taking on a property to establish a reasonable expectation from a client’s perspective Quality of the location has a direct outcome regarding your income stream and understanding what rents need to be Scott looks at a certain area to determine the rent range; 77,000 census tracts are available to identify the neighborhood’s risk and rent range If your subject and comps are in the same demographic area, it’s likely that those comps will be more powerful, desirable, and accurate than those outside the demographic area Process involves including the square footage and number of bathrooms of subject and comparing them to comps; RentFax adjusts rents to compensate for differences Start at the high end of the predictable range, and then market through it over a few weeks by lowering rent, until you get worthwhile applications Condition of Subject: Some investors barely make changes/fixes, but others modernize and make it nice; take your subject to a higher level to charge more rent Season of Subject: Some seasons generate less traffic; market rent prices based on number of clients looking for a place to rent and the season Use RISC Index to identify the risk of your property; rent affordability becomes a major indicator or cause of failure to sustain a cash flow stream RentFax is helpful for you to buy outside your market and to find comfortable risk tolerances; it quickly offers critical data, appreciation rates, and demographic information Most people who self-manage tend to be below market; but if they fall far behind the market, then they’re not capturing the full benefits from their investment Past three years has seen a large growth in rents - a 20% gain; recently, rents have started to slow down Buying properties in high-risk areas with low-risk tolerances is an investment disaster; RentFax matches area risk, subject location, and client’s expectations/tolerances Resources RentFax (Use COONS15 code to get 15% off) Census Bureau RISC Index RETS Clint Coons Anderson Advisors Tax and Asset Protection Event Full Episode Transcript: Clint: Hi everyone, it’s Clint Coons here at Anderson Business Advisors and in this episode, we’re going to be discussing how you determine your rents for those properties you’re considering buying. As an avid real estate investor, I have over 100 properties across United States and many of these are single family homes. One of the issues we all face as investors is are we going to get that return on our investment? We’re taking capital, we’re tying it up in a property, and we’re anticipating then that property is going to put X amount of dollars back in my pocket. But if it doesn’t do that, then we could be in a situation where possibly we’re behind every month. There’s more month left at the end of the money when it comes to covering all of our expenses and we never want to be in that situation. It’s something that I’ve seen in the past with my own investing and I’ve seen a lot with our clients who have made purchases in markets that they thought they could get a certain return on, that their cap rate is going to be X and it turns out it was Y, and they realize they’ve made a mistake. What I wanted to do in this episode is bring on an expert who can show you how to determine what those market rents will be for your properties so then when you’re making your investment decisions, you know going into it what that range is going to be so you can budget accordingly. With that, I want to bring on Scott Abbey from RentFax. Scott, thanks for being on. Scott: Thank you, Clint. Clint: Tell us a little bit about yourself. Scott: I’m a property manager of 26 years. We managed properties at 450 single family homes in the Kansas City area and by night I am a daily geek. Clint: What does that mean, a daily geek? You just sit up all night long? I mean, what comes to mind here, you’re maybe sitting in your boxer shorts and a tank top, and you look at the computer, you’re drinking a beer. Scott: Not quite, but I raised that story because years ago as my business was just getting started, in fact, the year 2000, I was able to bring down free data information from the Census Bureau, and I started studying the differences between properties that I was having positive and negative results in, that were in close proximity to each other. Using the same manager and the same scoring techniques, same screening techniques, same collection techniques, I found that house A and house B didn’t necessarily perform the same consistently even if the management was the same. So, I pulled down data and data from the Census Bureau. That’s when the night time work came because I had to sort the data out by zip code and then find I had to build statistical models from my property inventory, and I started tracking things that would be indicators for when I had positive experience versus negative experience. That experience as I referred to is, was I able to sustain an income stream? How long was the sustainability of the income stream versus other properties in similar type neighborhoods? It was a very crude Excel spreadsheet that then went to a database, was able to create a scoring model between 0 and 100, and then compared it to all of the neighborhoods with the zip codes in the Kansas City area, and developed a comparative tool that said, “Neighborhood A will perform better than neighborhood B based on these demographic nuances.” Clint: And I assume it started working out for you. Did you see that your rental income started going up when you based all your investments on that? Scott: It took over 10 years of changing the sauce and finding the right algorithms, but I brought in a partner, Shane Sauer, who is an engineer by trade and who also managed properties at the time. We were able to put the tool on steroids and we tested it in seven or eight different markets. That was really the foundation of RentFax. What I, more than anything else selfishly, I wanted to make sure that when a new client came to me, I understood what the risks were of taking that property on so that I could establish a reasonable expectation from a client’s perspective. In real estate acquisition, location, location, location really is there for a reason. It is a critical part of the decision-making. When you try to quantify location with a realtor, it’s always vague and ambiguous. The quality of the location has a direct outcome in terms of what your income stream is and it also helps drive understanding what the rents need to be. Clint: Wow. There is a lot that went into putting this together when you started RentFax. How long have you been in business then? Scott: 26 years. Clint: 26 years. How many clients do you have right now would you say that are using it? Scott: Oh, wow. Well, RentFax hasn’t been in business for 26 years. My client base of my property management company—I have 450 doors—I don’t actually know how many clients are using RentFax right until it’s expanding all the time. Clint: Got it. What you’re doing then is that you’re looking at a certain area and you’re determining the rent range. I’ve got two questions. Number one, is this all across the United States, no matter where I’m investing you have data on those areas? Scott: Yes. There are 77,000 census tracts. We used to use zip codes, now we use census tracts. It’s a smaller area so it’s even more accurate. We have data for all census tracts for the risk of the neighborhood and the rent range. Now, I will tell you that when you’re in low density markets when you have a small number of rental properties, it’s hard to build a statistical model big enough to get accurate data. So, in those rare instances, if the data’s not there, we can’t provide an outcome. But those are very small in number. Clint: When you’re looking at a particular area to come up with these ranges, how do you determine that? You’re looking at what their current rental rates are for homes if people are listing them for rent? You don’t have to give me your whole secret sauce here but, kind of what’s in the details? What’s in the mix? Scott: We go out and we pull the most recent listings from the web and then they’re de-duped so that we’re not duplicating listings because listings get populated to a lot of different places. And then we look for the like type which is single family home or multi family. Our product is designed for residential that means four and less, and it’s either single family or it’s a multi family. Then it looks for the number of bedrooms. Then it brings in the closest group of comps that it can for the proximity of your subject. Then it give you those rents that are being charged. We take it a step further because there’s a lot of products out there that offer rent information but typically the range of rents that are offered are very wide. So, it’s not as helpful as it would be if we could bring the range down to a more manageable number. What we’ve learned is, is that if your subject and your comps are in the same demographic area, the likelihood of those comps being more powerful and more desirable, more accurate are higher than those that are outside your demographic area. The further you go away from your subject, the less accurate the comp is, so we look at distance and we weight the comps accordingly. We also do something that many don’t. We look at the square footage of your subject and compare it to the comps, and we look at the number of bathrooms, and then we adjust the rents up or down to compensate for differences in square footage and number of bathrooms, much the same as an appraiser would do. Clint: Wow. There’s a lot of information. Scott: And then we drive it into a 70% probability curve, and that brings your desired rent range into a fairly manageable number. What I’ve learned as managing properties for all these years is that no one can tell you exactly what rents are because it’s a function of how many competitors do you have at the moment, and how many customers there are at the moment. So, to pick a single number is generally flawed. What we suggest is you start at the high end of the predictable range and then market through that over a number of weeks by lowering your rent over time until you start getting good applications. Clint: You advise then if I was going to going into a certain market, say Kansas City, I should probably base my rent on the property I’m buying and what maybe the lower end, and then like you said, market it from the top end, and make sure my numbers take into consideration that I may end up at that low-end number. Is that advisable? Scott: Well, one question one would ask is the condition of your subject. A lot of the investors will barely put a bandaid on a purchase and others will go in and modernize and make them nice. So, the data that you’re getting is of the average market. Kind of get it? It’s somewhat driven by the economics of the market. But if you take your subject to a higher level of the market, then you want to be sensing the fact that you can charge more rent. Whereas if you look ugly at the street, you’re probably going to need to drive down the rent numbers. Also, like in Kansas City, we have seasons. We’re in a season now where the traffic is much lower. So during this time of year, I tend to market closer to the lower end to accommodate for the smaller number of clients that are going to be looking for a place to rent. Clint: Okay. With that in mind, let’s assume that I’m looking for property now in Kansas City. When you use your modeling, does it then break it down by month? If you’re going to start renting it in, say December, then you ought to expect to charge high end this amount, low end this amount, versus if you’re doing the same thing in June. Is that how— Scott: It doesn’t do that. You have to be sensitive to the fact that when year-end climates that have cold and hot, generally speaking, as a general statement across the United States, your March to August time frame is where most of your moving actually takes place. It’s even more exacerbated where you have cold weather because people are less likely to get out. I know here in Kansas City, January-February are just miserable periods of time. The number of people that want to move in January-February are pretty slow. Now I’ve had warm Januaries where we had good activity. As an investor, you have to be sensitive to those kinds of tactical things you want to consider. The other thing that I want to emphasize is that, when you’re looking at rents, it’s helpful to know the risk of your property because the RISC Index will tell you, “Is this a good property on the neighborhood in the city? Or is this not so good?” As you go up in a risk, what we find is that rent affordability becomes one of the major indicators or one of the major causes of failure to sustain a good cash flow stream. As you are in the lower realm of your economics, you want to start being very sensitive to affordability. Our system looks at your median income and what happens is, usually in a neighborhood, tenants are attracted to similar neighborhoods and see you have to be sensitive to the median income of your applicant, being sensitive to the rent affordability. The thing I tell you is as your rents go down in value, generally you see that the tenants that are renting from those properties, sensitivity to job interruptions is greater and if they’re accustomed to getting five hours overtime a week and that’s cut off, that could have an impact on your ability to get paid. I can also tell you that, particularly in the lower economic areas, utilities become a huge part of the rent. In winter time, for example, if you’re renting a property for $800, it’s not unreasonable to see utility bills that represent 40% of that bay. When you’re looking at that total rent cost of utilities and rent and then you compare that to the gross income of your applicant, it provides a reason for you to consider driving your rents down more on the context of preserving your tenants over long periods of time versus the money that you hope to make from having a short-term tenancy. Clint: The program itself, when you start using it, does it gives you a profile of a typical tenant in that area? Scott: If gives you a profile of the demographics of that area. It provides a lot of information for investor-making decisions about where to buy. For example, if you’re an investor from out-of-area and you’re coming to Kansas City, for example, and you find 2-3 bedroom houses comparatively, and you’re looking at the rents in there reasonably comparable, but you look at the demographic score that we have and the risk score, I would tell you, you want to pick the house that has the better score because that house will, over time, perform better at providing a steady income stream. Clint: Okay, so then what I’ve seen, and correct me if I’m wrong here, if I have two addresses of two different properties I’m looking at, I would go to your site, log in, and then I put in the address of the property that I’m looking to acquire, and run the report on that, and then do the same thing on the other property or do you put in multiple and then compare them? Scott: If you want to load up multiples, you can. But generally, most people, they’re looking at two or three. You just enter one and you study it, and then yet another and study it, and yet another and study it. It is a fast way for you to have some really critical data because it shows appreciation rates, it will give you demographic information that’s helpful to learn. What I’ve learned with clients that have been using it for a while, they have an investment that works for them. They’ve got A-B-C house on such-and-such address and the thing just consistently works for them. Then they’ll run a RentFax on that property and understand what that RISC Index is. And they’ll look for like index numbers or above to buy property because an index of 33 in fill-in-the-blank, Philadelphia will have similar results of Atlanta, Georgia, if they fit the same index number. It’s a very helpful tool for you to buy outside of your market and to find the risk tolerances that you’re comfortable with. I have some clients have loved the high risk, which generally reflects a perceived high cash flow. I have other clients that are risk-inverse. They are at the end of their run and they want to preserve and protect. They want higher risk numbers because generally in the higher risk number, you have less yield but you have greater probability of appreciation. Clint: Got it. This is for people who are considering in purchasing property. They definitely want to run the property through the analysis. How about for somebody who already owns property you’re considering? All right, my tenant is going to be moving out the end of the month and I’m wondering now, should I move up my rents $500 a month? I can see someone wanting to run their own existing properties here. They’re to see where they should peg their new rental amount at. Scott: Right. What I’ve learned in managing property is that most people that self-manage tend to be below market. They usually are by design which, at a strategic level, I agree with being below market but if you fall far behind the market, then you’re really not capturing the full benefits you can from your investment. What we do on our renewals, is since we’re 90 days away from a renewal date, we’ll pull a report, we’ll send it to our client and we’ll make a recommendation of what we should do with rents. And then after he gives us a blessing on that, we send it to the tenant and we show the tenant that, “Look, your property is under market. Although we’re raising the rent, we’re not raising it as high as we could and if you go out and look for another house, here is the market.” Over the last three years, we’ve seen a large growth in rents. Now, I’m sensing recently that those rents are beginning to hit a slowdown point but there’s been 20% gain over the last 3-4 years in rent values and a lot of self-managed properties leave money on the table and not keeping those numbers up. You can see the report justified to the tenant. Clint: I’ve talked to a lot of investors and they see if the market slows down, that somehow that’s going to impact their rental income, personally, what I experienced when the market crashed in real estate back in 2008-2009, my rents went up considerably because people were displaced, they didn’t have houses, they couldn’t qualify for loans, and they had to become renters. That gave me an opportunity, of course, to make a little more money. Then once the properties have worked their way through and people started getting back into buying homes, I actually start reduction in my rental income because that pool of tenants started to shrink up some. Having, I think, that kind of data as well, especially now I think would really really important, given the fact that interest rates have gone up, and you’re starting to see a decline in purchasers now of homes. I was talking to a title company, an officer just the other day and she told me that they were getting 100 a day. And now, they dropped to 70 since the rates have gone up per home. Scott: I think there’s some surprise pressure, too. In my market, a house going to market and there being multiple bids and no mobile offers. It was a bidding war. Some of them would get to close and they wouldn’t approve this. I think that frenzy is behind us for now. My sense right now on RETS, in my market at least, is that I want to be careful to overstep the market in rents. We had our foot on the slow go during some of the economic troubles to keep the rents and to keep the rents affordable because I didn’t want to lose tenants. Then the rents went up and then we put the foot on the gas, but we’re now pulling our foot back off the raising of the rents because we’re seeing some pushback on rents and we’re seeing some affordability questions. Not everybody’s boat is rising at the same rate, and again, it depends on the economics of your property. You talk to someone that has a rent that rents for $2500 and you talk to others that rent for $750, that’s a whole different economic group. You have to be sensitive to both, though. Clint: I think what’s unique is you built this to sound like for yourself, initially, for your properties, and then you saw there’s an opportunity that other people can take advantage of it because it helped you with your business. Is that a fair statement? Scott: It is to an extent. I have to say selfishly when I first developed it, I didn’t want to have to drive to every house to look at the neighborhood before I accepted it. There are neighborhoods in Kansas City that, at the time, I wouldn’t accept to manage because the neighborhood was so difficult. But subsequently, as I started investing more and more of my passion into the product, over the years I’ve seen so many people come into my business, sit down, and said, “I want to hand you, I want you to manage this property for me,” and the first thing I’d do, I would, of course, pull a RISC Index. I found that a lot of people were buying properties in high-risk areas with low-risk tolerances. It turned into an investment disaster because the risk of the property area didn’t match the tolerances of the investor and the investor would burn out after two or three tenants. It was important to me to help match the risk of the area, the location of the subject property to the expectations and the tolerances of the client that was making the purchase. Clint: Yeah, because you don’t want to have pissed-off clients. Scott: I’ll share a story. A little lady and her son walks into my office and sat in my conference room. He had taken her retirement money and paid in cash for a house, or was about to pay cash for a house that was in a very high-risk area. I might work but the greater probability is it wasn’t going to work than it was going to work. He just kept telling her, “It’s going to be okay. It’s going to be okay,” and I ran the report and I gave it to both of them. When she saw the risk, when she saw the demographics, and she saw the crime factors and such, it had a big impact on her decision on whether she was going to give grandson the $75,000 he talked her into to buy this house. I can repeat story after story. A couple of retired teachers came in with three houses they have packaged up. They wanted zero risk but they were told that these were a good deal and they were low cost and how can I go wrong. They were in a war zone in our city. Clint: Yeah. They didn’t get out and visited the properties at all? Scott: They did but unless you have an experienced eye, you don’t recognize some of those things. Clint: Correct. Scott: And not everybody that goes into real estate investing has the training and has the knowledge they should. They make bad investments and oftentimes they’ll blame it on the realtor that sold it to them, or they blame it on the manager that manages it, but in fact, part of the problem was the due diligence they did on the front side of the acquisition and understanding where they are in terms of their investment protocol, like, “Do I have enough cash to sustain three months of vacancy if something terrible would happen? Do I have enough cash to sustain a new roof? Am I comfortable with what appears to be great cash flow but can often be nine months tenancies where there’s eviction every two years?” Those are things that can happen in the higher risk areas. And then, just making sure that there’s a good match there so the investor gets out of the experience what he had hoped for. Clint: And this is why when I first came across your company, I was so intrigued by it because we have a lot of clients that are on the coast that buy in the Midwest because it’s affordable. You can’t get the returns on the coast right now that you can in the Midwest. But the problem I see is that they hook up with these people who sell properties, that are buying them and then rehabbing them and then selling them as packaged deals to these investors, and the investors don’t even know what they’re buying. All they see is the numbers like, “Oh my gosh. That house is only $85,000. That same house out in California would be $500,000. Give me four.” Scott: That’s it. I’ve seen it for 20+ years. That’s one of the motivating factors that drawn all those late nights in developing a tool that not only can I use for my clients but can be used universally for investors to make a good match between the investment risk of the neighborhood because in real estate, it’s about location. Location has driven so many other factors that impact the asset as it ages and the tenant that it attracts. Clint: Got it. I know this that you agreed to give us special discount to Anderson clients that come to RentFax. We negotiated that so we can get 15% off if they go to our site, they go through the length that we’ll have up there for them and then they could take advantage of all the services you have to offer. I want to thank you for that. Scott: Yes. What’s important is that the folks use it and study it. The product I suggest the most is the Rent Package because it has a detailed risk report, it has a rent report, and also shows the historic vacancy report. When you look at those three factors, that really gives you most the tools you need for making decisions about what properties to buy and how to manage those properties. Clint: Great. Yes everyone, when you go to the link, you go to the site, make sure you put in the coupon code COONS15 in there and that’s going to get you the discount on those reports that you’re going to be running. Scott, I want to thank you for coming on today. This has been a great podcast. I know a lot of people are going to get great information out of this and they’re going to be coming to your site to start running those risk analysis because those are things that many people do not realize are so important in making an investment decision. Anything else you like to add? Scott: I wish everybody good luck with their investing. Thank you very much, Clint. Clint: All right, Scott. Take care. Thanks.

There's something to learn by listening to any individual's success story, but when the story starts with being kicked out of high school at 15, one can get pulled especially quickly into hearing how it panned out. I found myself at the edge of my seat while sitting across from Pivotal Coaching Co-Founder Scott Hopson for the latest #WeGotGoals podcast episode interview because that was exactly how his story started. If you're in the training industry, maybe you've attended continuing education sessions through NASM, EXOS, The Gray Institute, or Power Plate International; if so, you've probably studied Hopson's material or done a workshop with him. He also helped launch Midtown Athletic Club, Chicago's first urban sports resort with 575,000 square feet of health and wellness amenities. And, as the co-founder of PTA Global, he's coached countless personal trainers in a unique approach focused on behavioral science. Essentially, Hopson has worked his entire professional life on becoming the best version of himself as a personal trainer, but he's also dedicated his life to the fitness industry from a practical coaching, educational, and business perspective. And with the prestigious laundry list of titles he possesses, you can imagine why I found it unbelievable that it all started with being kicked out of school. But, as Hopson told me during the interview, when he decided he wanted to turn his life around, he started at the source where he felt like he was always home, the one place where he felt "in flow" amidst it all - with his coaches when he was playing sports. He held onto the memory of being coached and let that passion drive him forward. Now, helping others achieve their movement goals makes him feel alive, and he's equally passionate about training other coaches to bring out their fullest potential and thus, inspire clients to become the best version of themselves too. The most interesting thing about our interview, though, had nothing to do with fitness and everything to do with the human behind the science of coaching. In order to go after the "what" (whether that's a specific fitness goal or any other transformational goal in your life), "you have to articulate the 'why,'" Hopson said. Ultimately, understanding that it's not about him as a coach at all when he's in a coaching session has helped him understand how to navigate every other kind of partnership and communication in his life. "If I'm going to coach you, I've got to create an environment for you to train yourself, because I can't do it," Hopson said. "That'd be quite arrogant and ignorant of me to believe I can. If I create an environment for you to change yourself, that affects how I communicate to you, how I listen, do I have empathy? And I apply that to my business relationships. Am I listening? Am I willing to consider the possibility that they don't only have a point of view, but they might actually change mine?" Hopson also mentioned that he leans into his intuition to help guide his unique, nonlinear career path and what big goals he goes after. "I'm at my happiest, and in flow, where nothing else matters than that present moment, when I'm being of service to someone as a coach," he said. I commented on how lucky he was to know that feeling - a feeling of just being in total flow. He replied that we all have it, in some way, shape or form. We just have to notice and be open to tapping into it. "It doesn’t happen every day, [but] there are things you can do to connect you back to it if you lose it – whether it’s prayer or meditation, or whatever it is that connects you to that thing," Hopson said. Listen to Scott Hopson's episode of the #WeGotGoals podcast to hear one success story you likely won't ever forget. You can listen anywhere you get your podcasts (did we mention, we're on Spotify now?) If you like what you hear, please leave us a rating or a review! We'd really appreciate it. And stick around until the end of the episode, where you’ll hear a goal from one of you, our listeners. (Want to be featured on a future episode? Send a voice memo with a goal you’ve crushed, a goal you’re eyeing, or your best goal-getting tip to cindy@asweatlife.com.)   --- Transcript: Jeana: Welcome to #WeGotGoals a podcast by aSweatLife.com on which we talk to high-achievers about their goals. I’m Jeana Anderson Cohen. With me I have Maggie Umberger and Cindy Kuzma. Maggie: Morning Jeana! Cindy: Good morning Jeana! Jeana: Morning! Maggie, you talked to Scott Hobson this week, right? Maggie: I did! I spoke with Scott Hobson and he has a lot of roles which I will try to give you in the upfront here but he will do a better job of talking about the many companies that he has started. And from his career trajectory, he’s been a personal trainer, he has coached coaches. He still loves to coach people on how to help other people achieve their goals. He is the founder, co-founder of PTA Global as well as Pivotal Coaching. But essentially what he does, is he helps people move better.  Whether that is individuals or people within big gyms or at really large conferences and for fitness professionals across the world. He’s been to 40 countries to teach. He’s also an author, a writer, and a speaker. And I was so lucky to get to speak to him about his goals of which he has many. Jeana: But he also failed big once, right Maggie? Maggie: I didn’t realize this. I didn’t know this until we were talking for this interview, but he was kicked out of high school. And he kind of tossed it out there and I was honestly shocked because he has done so many things. He is the co-founder of Pivotal coaching which is a world-wide coaching business now. And I was honestly surprised because he is so accomplished. He’s so well spoken, he’s so driven. But I learned that he did get kicked out of high school and it took something for him to realize that in order for him to turn his life around he needed to find the thing that made him feel like he was in flow, is what he calls it. And when he feels like he’s in flow, he knows he’s doing the right thing and the only thing that he felt that kind of sensibility around was when with his rugby team and when he was being coached by his coaches. He felt like he was at home and he wanted to do that more. He wanted to do that in any capacity he could, so he became a personal trainer. He kept going back to school, he kept learning more and his fervor for learning more about human movement and just how people behave around fitness. It’s a much broader topic for him then just like what happens in a coaching session. And he’s really turned that enthusiasm, is what he calls it. This spirit for understanding how people move into his life-long career. Which is huge leaps and bounds away from getting kicked out of high school years ago. Jeana: And he feels like it’s important to coach the humans who are doing the movement and not actually coach the movement. Which is an interesting semantic issue, it’s an interesting word choice. What does he mean by that and how does that fit into his overall philosophy? Maggie: So Scott has the wherewithal to know that what happens in the gym is only a tiny part of your day. And he knows that as long as you just throw anatomical cues at people it’s going to go over their head. They have to find their why. And so he’s become really, really passionate about helping other coaches learn how to speak to people to meet them where they are and to really influence and inspire change for people on a greater level than just going through the motions of a program, of going through the workout. We say this all the time at aSweatLife that fitness can be the catalyst to you living your best life and that what happens in the gym can absolutely affect you life outside of the gym if you let it. If you want it to and he has started to focus a lot of the training and the protocols within Pivotal Coaching around human behavior and how can what coaches do in your training sessions influence how that training session goes. It's so much more of an emotional thing than just a physical thing which is interestingly a large part of the conversation that we had was just about how connected to his own emotional well-being he is. Like when he’s not in flow as I was saying, he knows it and he needs to make a change. And that's what happened when he was director of a really large facility that he's still incredibly involved with and he loves it very much. But when he was doing a role that he could do but he felt a little bit more stressed by being in it. It was apparent to him that he needed to make a change and he could be a better asset in a different capacity. So that when he could actually get back to working with people, for people and helping. Really his passion is working with coaches then he could really feel, do better work, help people on a greater scale. And so that's been his guiding force, like getting within the process, finding the joy, finding the payoff in the process is what he says. Not just that the end goal or whatever the thing he's trying to accomplish gets checked off the list. It's about feeling the way he needs to feel all along the way. Jeana: What an incredible story of overcoming obstacles and finding your true path I can't wait to hear Maggie talk to Scott. And stick around at the end of the episode we’re hearing from you listeners. Maggie: Thanks so much for joining me Scott, on the We’ve Got Goals Podcast. Scott: I'm excited. Maggie: We're excited to have you! So Scott for the listeners at home I know that you do a lot of jobs and that they probably sometimes they overlap, sometimes they’re different. You're a one-on-one coach, your a group coach, you have managed big facilities, you also coached on a global scale and your a founder of a couple companies. For the listeners can you give a little brief description of, I know you said what you do on a daily basis is different, but how you spend your days and what your general title is? Scott: Yeah, it’s wonderful. Well I mean the single biggest thing right now is I’m a co-founder of Pivotal. We’re a development company. And our mission is really simple it's to empower people to fulfill their potential. And our clientele if you will is anyone that has a passion for movement. So what I do on a daily basis could be considered coaching - one-on-one, groups, and teams from everyday people at health clubs to Olympic-level teams I work with all of them. But my real passion is teaching and you could say I coach the coaches. So what I travel the world doing, I think I've been to about 40 different countries by now, I coach coaches on how to be a better coach. We can talk later about what that includes maybe. But I also consult.  Having been an operator for 20 years building health clubs, big beautiful sports resorts around the world. I know what it takes to actually build facilities, operate facilities, manage people, sales marketing, membership and on it goes. But ultimately I think it all comes down to coaching. I’m in the people industry and my job is to build meaningful relationships and I think that’s what coaches do. I don’t know if that makes sense, but that’s kind of what on any given day one of those is what I’m doing or all of those is what I’m doing. Maggie: That’s fascinating.  Not only the breadth of what you do but the depth to which you do it. So like you're talking about working on the business side of the athletic club and building out a club. And then also building out an amazing coaching staff and helping people become better coaches. And then helping individuals also reach their fitness goals. It just runs the gamut. Scott: Yeah, it does. Maggie: Did you start as a personal trainer yeah in terms of profession? Scott: Yeah, in terms of profession that's the first real professional job I had. But I've been in the movement industry my whole life the only thing that's really kept me sane through life's adventures that don't all start out the way you want them to. But that one kind of bedrock of always connecting to why I'm here has been either playing sport, coaching sport, moving, coaching people, something to do with this idea of I'm here to move and I'm here to help people move. Not just physically but towards their dreams in life, you know? So 1998 is when I became a personal trainer and fitness instructor in the UK, in London. But immediately, the minute I was in the industry I knew this was only part of what I was going to do here. And that's when I went back to school to become a physical education teacher. Which is the problem when you get kicked out of high school at 15. Maggie: Wait a minute, should we go back and ask about that? Scott: There would need to be some whiskey in the room.  Yeah you're talking to a guy that didn't even graduate high school at 15. I left and then when I realized “oh, I probably should have stuck around” I was 24, 25 and I decided I wanted to go back and become a coach and a physical education teacher. So the problem is that you've got to graduate high school first. So believe it or not I was a 25 year old in school with a bunch of teenagers. Maggie: Wow! Scott: Yeah, that’s where it started for me. Actually, I answer it that way because that’s where it started, was the realization that I needed to do something different with my life. And I found out pretty quickly it was in this area of movement and coaching. That was my only real love in life, was playing sport and being coached.  So how do I do that, Okay I'll go to university. Okay, how do you do that, you’ve got to graduate high school. Problem, big problem. So I had to go back in order to go forwards and then it's been an unbelievable journey since then just exploring all the possibilities in this industry, you know? And there's multiple Industries- it's not just fitness, it's not just performance, it’s wellness, it's all of it really. You know? Maggie: Oh, yeah. And it’s a huge world. And it can feel, it seems like you have this outlook that is just wide-eyed and excited versus daunted. You know, because you talk about there being so many facets to movement, and to health and wellness. That I can get intimidated by where do I spend my time? Scott: Where do I begin? Maggie: What to learn. Oh my god, there is so much to learn. Scott: There is. Maggie: But, based on what I’ve seen and how you have grown your career. You’ve just gone after the things you wanted to go after. And created your career based on what excites you. Scott: That’s probably quite accurate actually. For me we’ve also got passion. But I’ve kind of shifted. I think passion is a good thing. If you aint got it, it’s too darn hard to do anything. You know? Maggie: Yeah. Scott: But for me it’s become more enthusiasm. And it sounds like semantics but that word. When you’re enthusiastic about something. Like it literally means to be in spirit, right? It means to be, the payoff is in the process. I think you've got to passionately follow where the payoff is in the process. Whatever that is in your life. Like that burning desire to do something just because the act of doing it is the payoff. And that really sums up my career. Every few years there seems to be another door opens or something says no, you should take a left here. When my best laid plans said to take a right but something says in me says no, you’re supposed to follow that. It leads to failure, a ton actually but if your enthusiastic. The saying about enthusiasm, it's the ability to keep falling on your face and not care anyway. That’s a big part of enthusiasm. Maggie: Well, I think that kind of transitions to the question that we ask on #WeGotGoals, which is what's one big goal that you're proud to say you've accomplished and how did you get there? Scott: Wow, that's I knew you were going to ask it and it's surprisingly difficult to answer, right because you don't want to sound trite or have too much levity. But the reality is there's two things that all stand out. One is, one of the company’s that I'm a founder of is PTA Global, Personal Training Academy Global, we launched that out of nothing. We literally traveled the world.  Me and my five brothers who created it. Not biological brothers and we asked every health club we had worked with in 40 different countries. What are your problems? What are your pains? And we built personal training certification to answer their problems. Not just based on whatever we thought was the best way to train. We actually tried to build something on what people needed rather than what we thought. Then we went out and recruited 26 of the best educators in our industry. Many of whom we were told they won’t even be in the same room as each other. They had conflicting opinions, philosophies, they argue. We got them all in the same room to write PTA Global. All of them in the same room and we launched it in 2009 which was the worst economic time. Little did we know what was coming.  And now we're 35, 40 countries, you know? And it all just came from sharing a common purpose, you know what I mean? That drive, that desire to do something. So that stands out professionally as the best thing I've done in my career so far. Is to truly just go all in, we all quit our jobs with salaries and put all our chips in. And said it's this or nothing. Just once we have to try and do the right thing, rather than to do things right and it cost us everything we had. If we didn't sell, we didn't eat. If it wasn't successful, it was on us there was no one to blame, no corporate structure or nothing. It was incredible! I'll tell you that's the biggest achievement in my career other than being in it in the first place. Because it wasn't easy for me to be in it in the first place you know I talked about getting kicked out of school and I had to go back to college. I was the first person in my entire family history that has ever done anything outside of high school. And I think just having to pay for your own way you know what I mean despite life willingness to say you can't do it. Maggie: Where did you learn that? Where do you think that drive comes from? That just openness to enthusiasm and willingness to lean into it. Scott: Truthfully, I think for me it was just not failing a lot, but really discovering who I was in the first. I think some people it's wonderful they seem to have the playbook, they come with it. They can be like oh this is what it's like to be a good person. Or this is what it's like to follow your dreams. But that wasn't my experience. My experience was a lot of failure and a lot of pain and alot of looking at who I was at first. And then finally when you hit it enough bumps you say holy crap I’ve got to change something. The second part is you can’t do it alone. I've been very blessed to have people that showed up right on time. When I needed help so I think surrounding yourself with the people that you hope to become you know what I mean. I mean truly looking at people, I don't know what it is that you have but I want that. Whether it's their spiritual fitness, their ability to be kind, their ability to be successful in business. Like you clearly have something I don't, where I lack or and I'm unable to see. I should probably surround myself with people like you and try to learn it, you know? And it's really those two ingredients and that burning desire. For me to pick up a book and study coaching and movement or isn't a drudge, it's a joy. You know what I mean? When I'm bored it's the first thing I want to do. Wow I’d love to learn more about [...] or how did that Olympic coach win it for the fourth year in a row. Whatever. I'm fascinated with not just human movement but with the human being inside it. So I think when you're fascinated, I think that curiosity, that’s the word. Maggie: Yeah. Scott: You’ve got to have a relentless curiosity for whatever you’re passionate about. You know? Maggie: Yeah, absolutely! Did PTA Global come about, you said you visited countries you visited the big clubs that you worked with and answered some of their problems or their needs. Was it also an equal part you finding those extra elements that you were excited about. Like what's inside a human being and how can we help them feel their best while they're working out. Those little nuances, did that kind of come together as the marriage. Is that what PTA Global is? Scott: 100%, yes. if you're going to solve a problem, you’ve got to first know what that problem is. And the key to getting clarity is to ask better questions. If you keep asking the same questions, it doesn’t matter about how many ways you phrase it. So part of the fascination was what are the real problems of our industry. We’ve got 300 times more education than we’ve ever had, we’ve got more gyms and health clubs than we’ve ever had and we’ve got more billions of dollars invested in health and wellness than we’ve ever had. Yet we’ve got less human beings moving than anytime in human history. We’ve got more disease, disability and dysfunction than anytime in human history. And believe it or not we have the first generation of youth with a lower life expectancy than their parents.  If that don't make you wake up like our kids are scheduled to die younger than we are. It’s supposed to be the opposite. We're keeping old people live longer and sicker and younger people are dying sooner with more sickness. So part of it was that we've got to solve this problem. But the other part wow I've got to go find something that maybe isn't there or I've got to find the missing link. There’s that journey of discovery, right? The merging of that and the guys and girls we did it with are geniuses in their respective fields. Nutrition, behavioral change, movement, anatomy, whatever it is. So to actually go to each of these leaders and get their take on how it answer that. It was, you don't get many opportunities in life to do that to. Say here are the problems let's go speak to the world's best and find out how they might solve it. And then bring it back to the people who asked for it. That really was the journey. Maggie: So for the listeners at home what does PTA Global do or what does that certification earn you? Scott: A couple of things. One, if you woke up today as a fitness enthusiast and said man I would love to become a  professional coach, a personal trainer or a fitness professional, you have to get legally certified. Now you can do it the right way or the wrong way. The wrong way is you could go online trough some swipe your finger, take an exam, call yourself professional. Or you can go study, whether it’s 6, 9, 12 month program. Some of them are two years, actually study the human body anatomy, kinesiology, program design, behavior.  Then you have to sit for an actual exam and there's a practical in a room. One of those companies is PTA Global, we created a brand new approach to becoming a globally certified fitness professional. So if you take our course whether you're in Dubai, London, Amsterdam. You are legally certified anywhere in the world to practice in this profession. So that's kind of a big deal. It very much a behavioral change approach, we say when you find the why, you find the what. Everyone’s got a what, weight loss, weight gain, whatever it is. Until I find the why, the chances are we aren’t going to get you there. So that's how our philosophy is meeting people where they need to be met. And then we have advanced curriculums. One of them is called Exercise and Stress Management. We are nothing but a bunch of cells that get stressed on a daily basis. And how I move today is as much to do with my nutrition, my sleep, my emotions as much as it is my posture and flexibility, you know? So we can go on a very deep journey with you. And that then that leaves into Pivotal, my company now, which is that my passion is to travel the world and connect those dots. With the operators, with the product manufacturers, with the educators, with the certification bodies. We work with all them to bring people together to connect dots. So we travel the world, me and Haley, creating partnerships between global leaders. Delivering education for these people, creating education for them. One of our biggest passions is to teach the teachers. When you're in a room of a hundred coaches you’re really touching hundreds of thousands of people, right? Maggie: Sure. Scott: But when you’re in a room of 50 teachers your reaching exponentially more. So that’s what Pivotal does. We’ve kind of gone even bigger, how do we touch the most people to empower and fulfill their potential. Whether it is the club operator, whether it is the coach, whether it is the educator. And that was really the birth of Pivotal. Was to take everything I learned at PTA Global and kind of go one layer deeper. Which is really connecting people. I can’t think of one single movement in human history that hasn’t come from those first followers finding their fanatical fans and on and on it goes. So that’s kind of our gig now. Maggie: Yeah. So this conversation that is generally focused on goals. Is interesting to me I think to ask this question about how you’ve worked with people in the fitness world, in the fitness realm about how to tap into their why by them articulating their what. And then going through the behavior change process to get them to meet their goals. And how has that potentially shaped the way you view goals? Scott: Utterly, completely. You know one of my most important values to me is authenticity. Sometimes I feel like saying no experience, no opinion, you know? How can you coach someone one-on-one personal training or in small group or large group and hope to not only inspire but guide them to transformation. Because really everyone is looking for a transformation. No one wants to be what they are. You want to be more than they are. You want to be the best version of yourself you can. So if I want to coach you my job really is to create an environment for you to change yourself because I can’t do it. It’d be quite arrogant and ignorant for me to think I can.  So behavioral change, this whole view point is if I create an environment for you to change yourself that affects how I communicate to you, how I listen, do I have empathy can I be a GPS because you're coming today and you're stressed because you’ve had 15 coffees, you didn't eat, didn't sleep, you busted up with your partner. Okay that changed our program like instantly. How do I create on demand based on your behavior. So what that does authentically as coach for me. Man am I applying that to myself? Am I applying that to my business relationships? Am I listening when I’m speaking to my partners? Am I willing to consider maybe the possibility that they don’t really have a point of view but it might actually change mine. That’s empathetic listening. I'm going to listen at a level where I actually might realize that I'm wrong. Do you know how hard that is as a personal trainer because we always think we're right. Don’t eat this, do eat that. Stop doing that, go to bed on time.,   Okay, you just told them to change their whole life and you're there for maybe 3 hours a week out of the 168. So you're like 2% of their life but you've asked them to change a hundred percent of their life. That seems a bit drastic and you're not there to pick up the pieces because there's going to be a lot of falling pieces. When you ask someone to change everything. What if their partner doesn't like that? What if it means now, when everyone else is eating fried chicken. They’re saying “ugh, couldn’t we have grilled it?”. But no one else in the family likes grilled. And on it goes. So it's affected everything I do because it makes me stop and go am I applying that same principle to my life? And is what I'm asking them to maybe consider doing, have I consider the choices in my life today or this week? Am I making the right choices for myself? That's authentic. So when someone says I come in today Scott. No I didn't fix my nutrition plan, I didn't work out three times this week, empathy would say man I know how that feels. There’s no judgment. It’s just like I know how that feels. Now ask more questions. What would your block? What was your break? What do you want to do about it? That's shifted how I am in my relationships and life for the most part this aint about me, right? I wish it was. Then my script would work. Maggie: Well it's interesting because the world of fitness has like you said kind of blown up. And everyone has a place in it in a really cool way. Brands are part of it. Different kinds of fitness have become hybrids and people aren’t just one thing were multiple things. And I think that's an awesome thing that health and wellness has become a little bit more top of mind. But I also think that creates a lot more ego about who is right and who is wrong so the idea of taking it back, maybe I’m wrong is probably very slim to none in the health and wellness world. Scott: One of my favorite quotes I heard was in 2004, it was at a conference I was speaking at called Meeting of the Minds. And it was like TED talks back in the day every presenter got 20 minutes and they were leaders and what they did. It was incredible I got to ask to present, I was the new kid on the block. I heard this guy say, “I’m pretty sure standing here today, after 30 years as a world-class Olympic coach”, which he was and educator. “He said 50% of what I’m about to tell you is complete BS.” So everyone laughs. And he goes, “The real problem is I’m not sure anymore which 50%.” And it really struck me. That’s probably the wisest thing anyone in this room is going to say all day. There is what I think is right and there is what I know, I don’t know. Then there is what I don’t know, I don’t know. And in every area of research in every industry, every few years there’s like wow that changes what we think about technology or medicine. And yet our industry for the most part still wants to practice fitness the way we did 30 years ago. Even though what we’ve learned about the body and the mind is dramatically more evolved. So you go into these operators and you see them building clubs the same way they did 30 years ago. If medicine followed that it would be a problem, right? And so to your point, I think fitness itself needs to be dramatically redefined. Because fitness just means your fit to perform the task that you were here to perform. So what is that? Your a mum wants to pick up her kids is different from someone who wants to look better naked that’s different from someone. It’s just you know? So the industry itself could really do with redefining a little bit of its purpose I think. Because we are more wellness, we are more healthful. We should be. I think fitness itself is what could with a little bit of a tweak. Maggie: Yeah, yeah. So moving forward, as you look down the line. Whether it's tomorrow kind of goal or 10 years down the line. What is a big goal you hope to accomplish? Scott:  I've got too many, I think. Maggie: That's okay. Scott: I think for me, I would love, love for us to get rid of names like personal trainer and instructor. And I’d love for us to get rid of the definitions of I’m a yogi, I’m a pilates, or I’m a [...]. We’re coaches, I know I keep saying it. We’re coaches and what’s fascinating about the word is it comes from the 14th century. Like the stagecoach, it was a vehicle of transportation that carries people from where they are to where they’re going. So I always like to say you can be a personal trainer, you can be an instructor but what people are looking for is to go from where they are to where they want to be. From who they are to who they want to become. When you’re a coach you’re this vehicle of transportation, you know? And you remember your coaches, the good and the bad. I think we’re bigger than just trainers and instructors. But what I would love to see, is if we could all come together to say this is what we agree on this is how we coach the human being inside the human body. These are our ingredients for human movement. The thing about ingredients are you can create infinite different recipes. But we’ve got to agree on the ingredients, surely.  A world class chef can cook all different kinds of cuisines. But they know the food, they know the ingredients, they know their basics. And I don’t think we have that. So if I go to physical therapy [...], there’s not a lot of respect for the fitness professional world or the professional training world. There’s not a lot of respect for the group exercise instructor. You go into mind body and there is a complete dissonance between what you’re do in a yoga studio versus what you do in a swimming pool. Movement is movement. Coaching is coaching. And human beings are human beings, man. I would love for us to just have a commonality around those basic ingredients. I really would and that’s kind of what my journey now of Pivotal is about. Is because I can be in a room with physical therapists looking at movement assessments, joint mechanics, knee pain, back pain. The next day I’m at a conference with 300 people going through small group training. And [..] understand is I’ve actually given them the same ingredients, just a different recipe. It absolutely blows my mind sometimes. People go, “Oh yeah, you do the rehab stuff and you do the small group.” I’m like I do movement and coaching. Maggie: Yeah, and from the consumer side of it. Like, it can be taxing to go to so many professionals. Not only for your own dollar that you’re just doling out to hear the latest and greatest from this party and then you hear a contradictory thing from another person. Then you’re like where do I spend my money? But it’s also like how do I get better from this injury? Or how do I actually perform better in this goal that I’m trying to reach fitness-wise? That can be really hard on the just fitness enthusiast. Scott: Go back even more right. The person who’s not enthusiastic about it Maggie: Right. Scott: So your mom and dad passed away when they were say 55. You’re 53, 54. You’re one year away from the exact age where you might have lost your parents. Your sedentary, you're overweight, you're in pain, you don't move. It's not lack of information or lack of education. You need to move, everyone knows. Exercise is probably gonna do. Going to  bed on time is probably a good idea. You pick up a cigarette packet it's got a picture of death on it with a cross. It's kind of very ignorant of us to think people need more education they don't they don't. They don’t need education. But they haven't found a meaningful and relevant reason to do it that outweighs the reasons not to do it. And so I would suggest that what we need to do as a movement and industry is get back to coaching human beings. Because when you find the what you find the why.  But, we just got back from China, here’s my example. And it blows my mind. It's one of the hottest places to go and travel. I don't speak Mandarin. Very very to no English. Not that there has to be but it makes it hard to even get a cup of coffee let alone eat or move around. And loads of smoking. Loads of pollution. Crazy packed busy. But everywhere you go is movement. I’m not lying, there’s eighty, ninety year old people riding bikes in the middle of a busy cross-section. Music’s playing, you turn around someone’s just doing [...]. You walk to the nearest park, hundreds of old people dancing, doing pull-ups and then they drop, no lie. Light up a cigarette and get back on their bike. No obesity, I don’t see the diabetes. I see people moving in ways that make them feel good. It’s nearly always in a community. They’re not doing it alone. Maggie: Right. Scott: Do you know what I mean? I think we really need to look at that part of it. Is how do people want to move? What's their style of moment? What's emotionally attaching to them? Not just physically but emotionally attaching. And so we put people in boxes and there’s good to that. Chances are they've already had a bad experience most people have exercised their life. Most people have failed at it.  It goes all the way back to that crappy gym teacher who told you we're good enough. There’s a lot of emotional triggers going on as soon as they walk through the door. And they're met by trainers that often are wearing shirts that are 3 sizes too small. It’s not the most enticing model of movement. And I think we can shift it. It wouldn’t take too much. The shift come from the neck up. Not the neck down. So I hope, my biggest goal coming is that Pivotal really, we just would like to leave the world a little bit better than we found it. And so if we could get more people moving more often that’s a win. But more importantly, in ways where the payoff is in the process. They move because it feels good. They move because emotionally connects them. Not, “Oh, I have to do it.”  I've got to do it. Or I’m doing it just for an outcome - weight loss or whatever it is. We know that doesn't work, it never has worked. If it does is short-term. I move because I love to move. Some days I swing a tennis racket, some days it’s playing rugby, some days it’s lifting weights. I move because I just love to move. I think everyone is wired to move, we just haven’t worked out how they want to move. Maggie: So, if we were to imagine that I were coming in for a first time coaching session with you, And it probably begins a little bit more about the conversation and what's happening neck up versus alright let’s do this functional screening and figure out where your compensations are. What would be some of the questions that you’d ask me as the client to tap into something. Scott: Wow, wow, wow. Maggie: A reason for moving. Scott: I love what you said because let’s call that the client intake consultation, whatever it is. There is a movement screening involved. There is a nutritional screening involved. But it starts with a motivational interview. And so one of the first questions we’ll ask. Repeat the questions you feel comfortable with. Because if I create emotional insecurity right out the gate, I’m already a threat to you. So the first questions can’t be too deep or you’re immediately thinking I don’t know if I like you or trust you, why on earth would I tell you that. So we even teach, not just the kind of questions but the sequencing, the language, all of it. But one of the first things would be what is the single most important goal you would like to achieve in your time with me. Okay, there’s a couple of big words in there. Not all your goals, the single most important in your time with me. Another big question right out of the gate is what are your expectations of me in the next 60 minutes. Because I need you to know right out the gate that I am here for you, it’s all about you. But I’m accountable, right? If I go to the doctor and they misdiagnosis me or prescribe me to wrong medicine, I’m holding them accountable.  What are your expectations of me. If I got type A directed, I like just tell them what to do and just make sure I know why we’re doing it and kick my butt. Okay. You’re not a high-five kind of guy. You just told me a lot of information on how to coach you. But someone else might say, I have no idea where to start. So giving you an entire game plan in 60 minutes is overwhelming, confusing and the opposite of what you asked for. The only thing I need to give you is the one next thing, then you do it and you’re going to feel like a success. Another question we might ask would be we get further into the questionnaire and we say 1 through 10, 10 is most important, 1 is least important. How important is it that you are successful moving toward your goal? We don’t judge it. If I say a 5 out of 10, that’s wonderful. Why is it not a 2? We don’t go to how can I make it a 10? Why is it not a 2? Because you’re already thinking that. Oh, it wasn’t a 2 so I’m not bad as I think. I’m not as behind as I think. Yeah, it was a 5 that is important to me. We’re reinforcing in your brain with your words. And you’ll get things, oh it’s not a 2 because if I don’t change now it could be too late. Or it’s not a 2 because I waited to long and my pain has gotten worse. They start to unravel the magic. But then another question and this will be the last example I give you. Will be 1 through 10, 10 is the most confident, 1 is the least confident. How confident are you, you can successfully achieve your goal? If someone says oh, I’m an 8 out of 10. Interesting, because it was only a 5 out of 10 for importance. But it’s nearly a 10 out of 10 on confidence. So you’re really confident about a goal that’s not that important. Or it could be opposite, it’s really important but I’m not confident. Two completely different people to coach. We literally have an entire script of motivational questions that are based in neuroscience and behavioral change. Not just the language but the sequence. So by the time you get to the end and you do a summary, they say how did you get all of that out of me.  Number two, you clearly listened. But most important, they say I just admitted that to myself outloud and another human being. That is the start of a valuable change. Is getting clear on what you’re willing to do and ready to do versus not. So there’s not sets and reps, there’s no calories, or anything. What’s your why? And are you ready and willing to change at this time because if you’re not it’s a trainwreck. And I’d be irresponsible to offer you to do it, quite honestly. Maggie: What I think is really fascinating about everything that you just outlined and all the questions that you brought up the word goal with. Those questions could be transitioned from a pre-coaching session to a goal setting session for your career, for your family, for how you want to set up your life at home or whatever it is. It’s how you do anything is how you do everything. Scott: Yes. Maggie: And so I think, at aSweatLife we do really believe that like what happens at the gym is not just that little box of time in the gym and then you leave and your gone. It’s those things that come up in there can carry out to the rest of your life if you let them. And it’s just about. Scott: It’s supposed to, right? Maggie: Right. And it can in a really positive way if you’re open to it. And if you say. Oh yeah, this small victory I did do this thing that was awesome. I’m going to go carry it into my meeting at work. Then I’m going to do the next thing that’s awesome.  So it’s really fascinating and really cool to hear because it is just a conversation around like how do we feel about goals, in general. Scott: Yeah. And what do I mean by goal? Is that just the outcome, is that the process. How will I know when I’ve got there. Measurably and subjectively. How do I know when I’ve actually got there. Most goals are subjective. I want to be in less pain, I want to feel better. That’s a subjective goal. How do we know when we’re there when you’ve arrived? And finally, how do you want to get there. Are you a kind of person who says I’ve got to get on the freeway and get there as quick as possible?  Okay, but then it’s the freeway and it’s concrete jungle and there’s lots of in and out. No, I’d rather take the scenic route. I’d rather go slow and take in the sights. So there’s where you’re going and then there’s how you want to get there. But invariably there is going to be traffic and roadwork. So as a coach, you’ve got to be a GPS and recalculate the route. Which for me, in my experience is every session. You can just see it emotionally in people when you get used to coaching wise. Something just happened where you stopped enjoying this session, that didn’t feel good. Maybe I said something that wasn’t. You know? Or maybe I didn’t listen to something you needed me to listen. I saw something in my client, the entire posture changed. You better recalculate right now.  And so for us, we’d say most people what they emotionally care about is outside the gym. There is very little emotional connection to the dumbell. So yes, in groups that’s different. Don’t get me wrong. That sense of tribe, community, relationships, being part of something bigger than yourself, agreed. But in one-on-one, I would honestly say that most people what they care about is outside the gym. They’re hoping what they transform inside the gym makes that better out. That’s what they’re trying to improve is their life outside the gym. And the people who care about their life inside the gym are the people who work inside the gym. Quite honestly most clients don’t. Maggie: So, I want to pull it back to you for a minute. Because you’ve talked about going from not finishing high school at first. To where you are now which is cofounder of multiple companies. And a huge contributor to what we know about  modern fitness today. You’ve written 50 or more accredited courses that people now go through to get their own certifications. And how you’ve gone from one step to the next. When you look back on it now, what do you think was your guiding force throughout? Or has that changed? Scott: That’s a really great questions. Today, looking back I’ve got a different lens than if you had asked me a year ago or ten years ago, right? But the common thread is to truly be of service. I know it sounds really cheesy but from PGA Global to Pivotal to coaching people or teams or kids. And a lot of what I do is volunteer work in the community. A lot of the teams that I coach, the high schools and the local soccer leagues. It’s all volunteer work, right.  I find that I’m at my most happiest, in flow. When you’re not thing about the bills or the money. When nothing else matters in that present moment is when I’m being of service to someone as a coach. Whether it’s the teacher coach, the sports coach, as a coach. And it could be 4:00 on a Friday night, pouring rain on Foster Lake shore where I coach soccer. And we’ve got out ten year old kids, our eleven year old kids, our sixteen year old high school girls and it’s pouring with rain and it’s 25 degrees. The time just flies. And you get home soaked and cold and you think I want to do it again. It’s those moments where you feel that in flow there is something going on in you. You know what I mean? There’s an internal something directing you. So the single biggest directive force is that, I find that when I’m of service to people, selfishly it seems to make me feel really great. So maybe that’s one good use for being selfish [...]. And I really do want to know that it mattered, to be honest mate. I want to know that the work I do matters. I guess I can only speak for myself but man some many times you go through life and you think did anything I do today make a blind bit of difference. Do you know what I mean? Or, in some cases made it worse. But at the end of the day you want to know that your life made a difference. To someone or something bigger than yourself. I think that’s the biggest directing force I’ve had is the sense of I think this makes a difference. I just have a feeling this makes a difference. I don’t know if that answered your question or if it was too esoteric. I can make it more pragmatic if you want. Maggie: No, I think that it gives me goosebumps because I think that’s what everyone wants to some degree. And that’s a really special thing to find your flow. I don’t know that we can all say that we have it enough. We have probably been in flow at some point in our lives. But maybe we’re not attuned enough to saying this is it, how do I recreate this. It seems like you do have that awareness sort of around what is the secret sauce to when you’re feeling in flow and how you can keep doing it. Or keep bringing it back as much as possible. Would you agree? Scott: Yeah. I think the struggle for all of us, myself included is I think we do know what that is. There’s just an innate knowing, you know? It like saying I don't know if I love my kids. You know you love your kids. You can’t find the words. You know, right? But life, we allow ourselves to be distracted by what’s urgent rather than important. By what’s demanding. So I’ve often taken jobs that didn’t feel good. Because the money was a safety net. Or the benefits were a safety net. Or whatever it was, even though I knew there was a big [...] I would love and yeah it’s in my industry. And then a year in you’re like, this is not me. But you go along because now you’ve got bills and kids. We do and that’s real man. But at some stage you know you can’t die with your music in you. That’s for sure. Maggie: Yeah. Scott: You know what I mean? Maggie: Right. Scott: It’s like being in flow is when you sit down and you’re writing. I write alot for work and also non-work stuff. And you’ll just be in flow and you have it going you don’t realize 3 or 4 hours are gone and it’s 20 pages on the floor. And you realize crap, I didn’t number them. Because you’re just in flow. It doesn’t happen every day. It doesn’t and there’s things you have to do to reconnect to it when you lose it. You know, there’s prayer or meditation, whatever it is that connects you to that thing. For some people, it’s playing sport. It’s dance. Maggie: Yeah. Scott: When you feel disconnected, you better reconnect. You know. You have to because that is really painful being constantly disconnected from your source, your flow. That’s a really painful existence, for me it was. Often, what sparks me into reconnecting is how much more miserable do I have to get before I reclaim happiness, you know? How much more self-pity, wallowing. Sometimes you have to say hold on, there’s what happens to you and then it’s how you react to it. And sometimes you have to say stop that’s enough. I’m going to reconnect to what makes me feel good. I’m going to go back to where I’m in flow. And it requires a leap very often. And Pivotal started when, two years ago. I had been at Midtown Athletic Club as their national director for five years rebuilding the facilities, re-recruiting the coaches, developing Midtown University, it was huge projects. And I realized I was getting more into operations again. More into PNLs and that’s what the job deserves and that’s what they deserve. But in my mind I thought maybe I could manipulate it to be more education so that wasn’t fair. So I had a wonderful chat with an incredible COO, John Brady. And [...] changed. It was like I need to reclaim and he said Scott just do what you love and you’re great at. That’s why I recruited you in the first place. And I went home and I realized I need to make a change. Loved the club, loved the people but I wasn’t in flow anymore. I made two phone calls on the way home that day to two leaders in the industry that I hadn’t spoken to in years. I said what would you say if I said I was available to write education, deliver education, and teach teachers again. Within 24 hours, I had a plane trip to China and I was in boardrooms speaking to these leaders. And I came home to Haley and I said I think we need to start a company. But you honestly need to stop doing one thing that wasn’t making you happy but do it the right way. Don’t just cut and run. Consider other people. And then took this leap of faith, like these two names came to me and it was like wow, they’re leaders man. Should I really call them. They picked up immediately and said I want you on a plane. And it was that reminder light that when you say yes to life it conspires to help you, you know what I mean? That’s my experience but you’ve got to do the work. It doesn’t just come. It’s not Mary Poppins sitting around and hope that if I meditate good things come. No, you’ve got to meditate but then you’ve got to take action, right? It takes a lot of work. Relentless effort, actually. Relentless effort and I think that’s the final piece. For successful people I see is, if it sounds like a lot of work, it’s because it is. Maggie: It’s probably ten times more than it even sounds like. Scott: Success is always hard work whether in love relationships, raising your kids, business life. To be good at anything is probably going to take a bloody lot of work. But if you’re enthusiastic and you’re in flow more often than not, even on the bad days it’s like you know what, I can do that. Maggie: Well this has been an awesome conversation. Thank you so much for joining me on the podcast, Scott. Scott: Thanks for having me! I hope the listeners get something out of the crazy stuff that comes out but it was an honor. It was really nice. Cindy: He goal getters, co-host and producer Cindy Kuzma here. Just letting you know that we have coming up for you now a goal from one of you, our listeners. This is another one recorded live at the Michelob Ultra Sweatworking Week Fitness Festival last month. If you want to share one of your goals with us, whether it’s a goal you achieved, a goal your setting up to achieve, even a piece of goal-getting advice that you’d like to share you could do that and you could be featured on this very podcast. All you have to do is record it and email it in mp3, wav, whatever kind of file you want to  Cindy@aSweatLife.com. Thanks and here is you and one of your goals. Speaker: So I set a couple of goals earlier this year and I noticed that one thing I didn’t do was have accountability in a plan. So I find myself now it’s June and I haven’t accomplished the goals that I set for myself.  Because I haven’t set those checkpoints to say, hey, you know how are you going to get there? Have you been doing everything on a daily basis, on a weekly basis? And then just that accountability. So whether that’s telling someone and having them check in with you, or just saying by first quarter I’m going to accomplish this and then next quarter I’m going to accomplish that. And then I just found myself not having achieved anything. So, for the second part of the year I’m going to reset and visit some different goals and create strategies that are more focused around holding myself accountable for those specific plans. Cindy: This podcast is produced by me, Cindy Kuzma and it’s another thing that’s better with friends. So please, share it with yours. You can subscribe pretty much anywhere you get your podcasts including now on Spotify. And while you’re there if you could leave us a rating or review we would be so grateful. Special thanks to Jay Mono, for our theme music, to our guest this week, Scott Hobson, and to TechNexus for the recording studio. And of course, to you our listeners.  

Scott Vaughn is an intuitive healer, who specializes in helping others see through old belief systems that no longer serve them and empowering them to take charge of their own lives through recognition of their spiritual gifts. Scott shares a supernatural event from his family history — the story of his great, great grandfather Parks, a preacher who floated to the ceiling of his church and stayed there. MENTIONED ON THE SHOW DUNE by Frank Herbert Bene Gesserit LITANY AGAINST FEAR I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear. I will permit it to pass over me and through me. And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing. Only I will remain. Bene Gesserit "Litany Against Fear" from Frank Herbert's Dune Book Series © 1965 and 1984 Frank Herbert Published by Putnam Pub Group ISBN: 0399128964 GUEST LINKS - SCOTT VAUGHN www.scottdouglasvaughn.com www.scottvaughnphotography.com The Grandpa Story Scott's original post about the levitating preacher HOST LINKS - SLADE ROBERSON Slade's Books & Courses Get an intuitive reading with Slade Automatic Intuition BECOME A PATRON https://www.patreon.com/shiftyourspirits Edit your pledge on Patreon TRANSCRIPT Scott: I'm Scott Vaughn. You got that part right, I know that. I'm a professional intuitive in Johnson City, Tennessee. I do a lot of work, a lot of readings. When I first began my work, I was doing a lot of healing work. I'm sort of a, was a reiki practitioner who sort of woke up one day, and, not that all reiki practitioners need to wake up, that isn't what I'm trying to imply. I was going along about my married life and, this stuff has always been in the background for me. I was always, probably a little bit more claircognizant I would say, if I was putting a term on it, than I could have recognized at the time. I always seemed to know some things that I was not supposed to know and it seemed to make people more uncomfortable, now that I think about it, than I was able to access at the time. But somewhere around 2012, I think it's in the summer that I actually met you on the street side in Chattanooga, I ended up having a health issue and turns out I had had some elevated liver enzymes. I went to the doctor about it. That this is a theme. I've had elevated liver enzymes for a long time. So I went to the doctor and she said, We're gonna send you and get you an ultrasound of this liver. So they did an ultrasound of my liver. She said, We didn't find anything. I'm going to send you to a gastroenterologist. And of course, I was a really great hypochondriac in those days so that just absolutely fed those wonderful impulses and urges that I had going on at the time. So she sent me to a gastroenterologist and he said, We're going to do a CAT Scan of your liver. This was around, I think, maybe Memorial Day of 2012. That's 6 years ago now. Hard to believe. But they call me back, the nurse, she says, Hello, we have found something on your liver and we're definitely going to need to take a look at it. We're going to have to schedule you in for an MRI. And as you know, medical tests always... you don't get them the next day. It was like, 5 weeks out. So of course I was scared shitless. What I had to do at that point, I was working a fairly rigorous spiritual program, and I had to really put myself back into that, because I had, not really thrown that out. I just wasn't as rigorous in my practice as I had wanted to be. And as I began to do that, I don't know what happened. I began to wake up, and went to the local metaphysical shop, which was not really a place that I hung out, to be honest with you, at that point, and had a chakra alignment. I don't exactly know what happened there but I began to... He put some sto... This is how I would have described it then. He put these rocks on me and he left the room. And then I started seeing all these dead people. So that's how I talked about it then, so that's how I'll talk about it now. I started hearing, I mostly hear things, rather than see things, although I do see things in my mind's eye as well, but my mind's ear is, I think, more developed. I began to hear these conversations with people who had passed and favorite aunts were coming by, my grandfather was coming by, my father was, had not passed yet but he came by later. We can talk about that later. And after that, just began to start having what I call.. just sort of mind-blowing awarenesses. Began realizing that I needed to follow a slightly different path for my life, and I'd been working, and did until fairly recently, in higher education, in academic advising and higher education administration. I was at the point in my life where I was really ready to go very heavy into that conference-going world and writing articles and all that stuff that people do in the academic world. It sort of just really called all that into question for me and... This is not what I'm supposed to do. I'm supposed to do something else. So... took a few classes here and there. I enrolled in a ministerial program that was being offered out of our local metaphysical shop that's named Atlantis here in Johnson City, and the teacher, my teacher, who was offering it, just... I happened to be in there one day, probably buying a stone because I was getting an interest in crystals and things like that. And she said, Hey, I'm teaching this class. I don't know if you might be interested in it. And for some reason, which was very seemingly out of character for me, I said, Yeah, I'm interested in doing this! It was the Alliance of Divine Love, it's a metaphysical, ordinational ('ordinational' is not a word), but it's a metaphysical sect, it's not really a sect either, but it's a metaphysical type of ordination, with 3-years long course, and that was a really good experience for me. And the only reason that I really want to mention that is if you had, if she had come to me a year before, maybe 2 years before: I never would have encountered her. That's one thing. I would've just been like, No! Hell no! Like, You're crazy. I don't want anything to do with... No! It wasn't that I had anything against it from a religious standpoint. It's just that I thought, I thought people who are like who I've turned out to be were absolutely crazy. Funny the way things shift over time for you, and... So, went through that, and it became very apparent that I needed to... It was just time for me to start working with people and I kept hearing this strong message: You need to work with others. And I'm like, Wow, I don't know, I'm like, Why? I'd taken a reiki class several years before and that was a lot of fun. I did it, and work on, you know, put my hands on some people, did it for myself. Thought it was a real neat experience. That summer I also felt the need to take that second level of reiki and... so I opened up the following year. Just started seeing folks in my house, in my living room, as a matter of fact. I put up a massage table in my living room and started working with folks. One of my very first clients was a guy named Dennis (if you're listening Dennis, Hey!) turned out to be a very dear friend over time. I performed at his wedding last summer to his partner. I was working with Dennis and I was doing all the stuff. And in those days, it was a very formal preparing the space and making sure everything was very quiet and very sacred and taking it with just the utmost seriousness. I had these agate wind chimes that were really pretty, but when the air conditioning would blow, it would sound, clink clink clink. It was annoying. I resist the word cacophonous because that's really pretentious, but they're... I had to call it out and say it was pretentious, but it was cacophonous. It was annoying. And I remember saying, just looking up, Can't you do something about these horrible wind chimes? I can't focus on Dennis. And I got a very, very clear message back, and I still laugh about it. You don't need to worry about the wind chimes because you're not doing any of this anyway. Slade: Ooo... Scott: And I was like, Shit. But that was a very strong message for me, very early in beginning to do my work. And then, and just logically followed, I knew that I was also supposed to do readings as well but didn't know how that would work. But I knew that was coming for me. I remember one of the, the very first psychic fair I participated in, I didn't know what to call myself. I was more in the room with the healer folks, but towards the end, I was like, I'm really here to do readings. I ended up doing a couple of readings for folks and it seemed to... I don't remember them very well, which I usually consider that a pretty good sign that something decent happened, if I'm staying out of the equation and not screwing it up with my conscious mind, and everything sort of logically followed after that. I felt like I just needed to probably stop seeing people outside of my office or outside of my house, because I live in a condo and it was just... went and had to keep it clean all the time and I didn't like to do that, so decided it was probably a good idea to open up an office that was right over the hill from where I was living at the time, and began to do readings, mostly I used to be doing healing type work and it wasn't exactly reiki that I ultimately began to do that I am doing now. I don't exactly know what I would call the methodology that I have but it's not a lot of hands on. It's a lot of chanting, it's a lot of frequency, and just sending energy back and forth for folks. It's a lot of Spirit Guides. It's a lot of calling in the Medicine People from other cultures, and allowing them to hold the space and allowing that work to continue. But began doing readings. Primarily my work now consists mostly of doing readings instead of doing healing work. That's sort of not the focus as much now. It's just turned out more that I'm doing readings. And, I was told very early on that, the people that I would end up working with were probably going to be people who were not necessarily always sold on the new age path, the whole metaphysical thing. That the person I was going to be working with, you know, anyone who seeks me out, I feel like I work with whomever I'm supposed to work with, but the majority of the people who come my way are folks who are disappointed in organized religion and in the church and things like that. But they haven't been able to find a way to replace that with anything that's meaningful. These are folks who are sad sometimes and disillusioned about the way they've seen spiritual matters handled. And folks who really want to... They know there's something more but they may have been taught all their lives it was not okay to seek those things. Because that was not allowed. There's a strong threat of that, especially here in this culture in east Tennessee. So that tends to be a lot of the people who come my way. One of the things that I feel very strongly that I'm supposed to do is sort of, the Hermit card in the tarot is one that I sort of embody. Just sort of holding the light up for folks. Slade: Mmm... Scott: You know? Standing there, along the path. The nice thing about that card is, you don't know what's in front, you don't know what's behind. But there he is, holding the light. And that's sort of what I've been feeling lately, that I'm supposed to embody. Is holding the light up for people and interpreting the things that are given to me to offer to them as insights for them along their path. Slade: You're a Lantern Bearer, Scott! Scott: A Lantern Bearer - that's cute. I love that. Slade: I actually have an episode about the Hermit tarot and how I re-named it the Lantern Bearer, because... yeah.. Scott: You know what? I may have stolen that. That may be where I've heard that. I may be stealing from you and I don't - Slade: I stole it from someone else. Scott: Okay. Slade: There was a, I don't know if there's one of those decks floating around out there where the Hermit card is actually called the Lantern Bearer, or someone somewhere has used that term, and I was like, Ooo, I like that! Scott: I'm sure Hay House has put it out somewhere, you know? Slade: Right. Yes. Copyright whoever said it! But I do have an episode about it and the episode's mine. I want to talk to the audience for just a second and let them know that, for those of you listening to this conversation, Scott is a friend of mine and he's an honorary member of the Automatic Intuition community because he was sort of teaching himself while being friends with me, but yet I still needed him to be a part of that group. I've wanted to interview him since day one of this podcast but here's the thing with interviewing your friends. We could talk for hours about anything, and it may or may not necessarily be fun or interesting to anyone listening. So far I think you're doing pretty good, but... So the challenge was to find the right focus topic, and with so many of the guests on the show being intuitives and healers and peers, Scott and I were kind of brainstorm texting about this for months, like, What should we do an episode about?? And then I see this post on Scott's Facebook wall titled, "Concerning The Time My Great-Great Grandfather Floated to the Ceiling of the Church—And Lingered.” I read the story and I lost my mind over it. I told Scott “THIS” this is what I want to talk to you about. Nobody else has this story. This was months ago. Scott: Great! Slade: Go ahead and say something while I clear my throat. Scott: One of the things about the story is that, a lot of times I'll re-run myself on Facebook. You know. Nobody really notices that much about that as the person doing it. People think, Oh this is great, you just put it together now. No, this is a re-run from last year. You liked it then too. But I think the first time I put that out there, maybe 2009, I was in a much different head, I was in a much different heart space than I am now, okay? So there was a lot of, the original version of that, if it's still out there and I don't think I went back and edited it, really conveys a lot of the skepticism I had at the time with it. And then the latest version comes from what I would say is a more heart-centred, really knowing, just from a much more knowing place and much more loving place and a much more... I'm very open to the possibilities of everything that could have happened when he floated to the ceiling of the church and lingered. Slade: Okay, so... let's just... You've got to tell us this story. Your great-great-grandfather floated to the ceiling of the church. I'm just going to let you tell us... Like I've never heard it before. Tell it to me. Scott: Okay. Like you've never heard it before. Because a lot of times when I'm talking about this story, I'm talking about the story itself, which is different than telling the story. It's the story about the story. It goes that my great-great-grandfather had started out, I think, in the hills of Tennessee and then south eastern Kentucky of a town Jellico, Tennessee. That's about two hours above, maybe an hour and a half, an hour above Knoxville, if you take Interstate 70. A very remote mountain area. If you were writing a book about Appalachia and you really wanted to find something that seemed almost cliche it was so realistic, you could find that. And so, in the back woods, probably a Baptist minister, okay, and my understanding at the time is that he was a very straight up and down Baptist minister, very read-the-scripture, the talk-a-lot kind of guy and was making a pretty good living as preacher back in the woods. Around the early 20th century, this wave of Pentacostalism started sweeping through the country, hitting about, in the mountains (my electricity just went out as we're talking about this - Hello, great grandpa, great great grandpa Parks). So (electricity's back) so this wave of Pentacostalism starts sweeping through the country, probably hits the area in the early 20th century in Jellico, and... So he began to preach... I don't know how familiar you are with some parts of the Bible. Over in the book of Corinthians, it talks about the spiritual gifts of healing, of prophecy of times, of people being able to interpret speaking in other tongues and people being able to put their hands on other people and they be healed from things. He began to preach those things and a lot of people followed him as he started a new congregation. He took his congretation with him and they moved and started something else. The people who went with him were all into it, but a lot of people in the community, it was heresy to them. So, the story goes that three men, allegedly from the Baptist church, came in to break up the service. They had guns and they appeared in the very back. My great-great-grandfather, I'm going to start calling him Grandpa Parks, or grandpa. Grandpa Parks was up there preaching and he saw the men and he said, If you come one step closer, I pray the devil smite you. And they walked closer. And of course, people in the church were starting to really panic and get nervous. My great-great-grandmother, Grandma Parks is sitting there thinking, she starts to pray, and at that moment, the Spirit of God picks him up from the pulpit and he rises to the ceiling of the church, and of course, Grandma Parks is there and she's like, Oh God, he's about to be 'transa-lated', was the word I heard. He's about to be transa-lated, just like Enoch. He's about to be transa-lated just like Enoch. She thought he's gonna... People are like, He's gonna go through the ceiling! He's gonna go through the ceiling! And, of course, you know, he's just as surprised as anyone, right? So the look on his face... really, you know, he's described as looking like he was scared, because, not because of the men at the back at this point, because he really just didn't know what was happening. And moved him through the congregation, through the middle of the congregation. You know, there's the rows on either side, right through the middle of the church and put him down right in front of the three men with the guns. Thus, after that, he was left alone. Now the story also goes that the three men, one of them, shortly after went blind. One of them dropped his gun, took his place in the church service and shut up. Okay? He joined up. And the other one, at some time later, you know, who knows, history tends to conflate times, he killed himself. Yeah, so, sort of like the three men on the cross maybe, or the Holy Trinity there, I don't know. But there were three of them. Outside of that, this entire denomination in the mountains, they call themselves The Church of God of the Mountain Assembly in Jellico. They're still there! There are still... You can look them up on Google. The Church of God of the Mountain Assembly headquarter in Jellico. That's one of the things that they talk about in some of their literature, was the time when Brother Parks was lifted to the ceiling of the Church, and that was a sign that they were doing the right thing. They were on the right track and that their message had weight and that began to grow and spread. There are quite a few, interestingly enough, Jellico's in the coal mining area and as the mines dried up, people went north. So a lot of my family, as well, went to Michigan. I have quite a bit of family in Michigan, or had been in Michigan at the time. So there's quite a bit of that church now in Michigan as well, which is interesting. And so, the amazing part of that story for me in that whole thing is it's sort of like a litmus test to my own spiritual development for me, when I look back. I was told the story as a kid. I was always fascinated by family stories. I know this is not the focus of what we're talking about, but I have equally interesting stories from... Nobody levitated, but people getting, sticking knives up their nose and dying from that, the other side of my family. I'll talk about that later. It's my uncle, Hugh Ballard, on my dad's side, who stuck the knife up his nose and died. But, I was always fascinated somehow, I sort of became like R2D2 for my family. They implanted stories within me as a small child and it tended to speak to me in the wrong way and I just start projecting holographs of stories that make people uncomfortable, I suppose. I don't know. Slade: I'm kind of that person in my family as well. Scott: You're a storyteller, so... Slade: Well, I think that... It's weird because I had aunts that would do genealogical research and stuff like that. And they would always give the stuff to me. Like, they didn't give it to their own kids. For some reason, people identified that I was the one to give it to. They felt like it would get told somehow, or it would be preserved, or just cared about, in a way, by me, that other people wouldn't. And it's true! I do care about all that stuff more. But I do wonder, what would possess you to think this, like, 7 year old boy wants to know about all this stuff? Scott: I've often wondered that, but it came to me from my mom's side of the family and my dad's side of the family. I've ended up with all of the family pictures. I've ended up with all of those things. But my ancestors, 'ancestors' is using that term broadly, my family members who have passed, my ancestors, some of them were alive when I was alive, they figure very prominently in the work that I do too. So that's another matter entirely that we can talk about in a minute. Slade: Here's something I want to ask you about, because... Scott: Please do! Slade: And I have to say, all the months that we tried to think of a reason for you to come on the show, and then all the months since we decided what the reason was, interestingly, two days ago in real time, I interviewed Ian Allen, who is a friend of yours, who also lives in Johnson City, and part of our conversation was about how supernatural, mystical, what we consider new age topics were viewed through the filter of Christianity. So you have some crazy, I mean, full-blown witchcraft going on, but it was all in the name of Jesus, you know what I mean? So I was wondering what your perspective is on that sort of weird mishmash of Christianity and the supernatural stuff which is not traditionally thought of as everyday Christian. Scott: Right, you know, I've been thinking that you were going to ask that question. I've not had an answer for it all week. Because I've had that in mind as well and I think that I was raised in a very traditional Christian family environment, and those kinds of things, though it's very conservative religion, a very evangelical religion, generally speaking, the belief was, a lot of those things that happened in, you know, the early church, we didn't have access to them in the current church. So the idea that, Can people be healed? Yes they can but God uses doctors. That's why God created doctors. Whatever, right? But... I've had to look further back into my family to be able to find some of those things, and that's in my Pentecostal relatives, right? Some of my mom's family, they still follow that path, and a lot of my family doesn't. But they're always the ones at the family gatherings I'm gravitating towards, because they're talking about prayer and things that have happened as a result of prayer. They're talking about warts falling off people. They're talking about somebody who had cancer who doesn't have cancer now. Somebody who was a drug addict one day and suddenly had an experience and they've not used drugs in 25 years. Those kinds of things. All kinds of ways of having miracles. And I don't really have an answer to your question. I have just a lot of experiences, a lot of things I believe have happened but I don't really know why that is. So thank you for asking - it's a great question! Slade: Do you believe in miracles? Scott: Yeah, of course! Now, I used to - For many years, I considered myself an atheist, okay? And so I didn't believe in anything. And it took a lot of work for me to not believe in anything, which tells me I wasn't a very good atheist. The kind of work that I'm doing now certainly was off the table because it was deeply buried. And, I think, you've heard that there are no atheists on the front lines of battle. I don't know. No atheist in the foxhole? I don't know about that, but I do know that some things that happened to me in my life forced me to really reconsider there was something out there that was bigger than me, and that wasn't me. Otherwise I would really be dead or worse... So if you can think of yourself being dead or worse, the worse part means that you're probably not an atheist. Because you tend to believe there is something going on out there that doesn't line up with your belief system, being an atheist, or at least as I understood it. For many years, I've used, I was an alcoholic. I'm a recovering alcoholic now, drug addict, those things. It's been many years since... I've been clean and sober for many years. Slade: Was that the result of anything spiritual? Or was it more of... from that atheist time period? Scott: It was probably from all that. I was a very bitter guy, a lot of bitterness against, and rebellion against religion, and those kinds of things, and with the family history, I suppose, that's always a part of it. Just poured alcohol onto it and pills and just went through a period of my life where I really wasn't there for it. As I got sober, that's sort of the beginning of my re-awakening. I believe we're all born awakened, right? Then I think, our families, our society, etc., I think we just get closed up and closed up. And in the end, we buy into that belief that we're closed up so much and we just continue to add to it, and alcohol was my way of adding to it, and not being here for my life. As I began to show up more for my life, I began to see, at least for me, there's a lot more than what I'm willing to admit is out there and in here, right? There a lot more and I don't have to be shut off from it. As I began to realize that I'm not shut off from it, I started awakening. I won't say that I'm awakenED. I will say that I'm awakenING, if that makes any sense. I've been sort of thinking that some of these things might come up over the course of us talking today, and in some ways, I think I am baffled that I'm doing this and I'm grateful that I am doing this, but... If you had met me 10 years ago, and you had told me... If I had come to you for a session 10 years ago, of course I wouldn't have come to you for a session 10 years ago because I wouldn't have dared to 10 years ago, based on where I was, and you had told me that I was going to be doing this kind of work and all of that, I would have laughed. I would have thought, Boy, he has confirmed that he is just as crazy. I went in here and paid him money, you know, that kind of thing. So yeah. Slade: I probably would have told you. Scott: Yeah, I know. And I would have been like, You're crazy! Slade: I would be that person people always tell me about. I hear this all the time, 'A psychic told me once' and I'm always in the chain of... I'm never the first one to tell them, which is probably cool. Scott: Correct. Slade: I'd rather be at the end of that line of... Just to go back to this miracle for a second, with your great-great-grandfather... Scott: Absolutely. Slade: You know what, if it's okay with you, I'll post a transcript of your Facebook post so everybody can kind of read some of that detail, because it's different every time you tell it, right? There's a different perspective. Scott: It is! Which tells me it was different every time it was told to me so who knows exactly. There have also been members of my family who've worked really hard at debunking the story too. We'll talk about that in a minute if you like, but yeah... Slade: Well tell me, did you ever speak to anyone who actually witnessed this? Scott: Okay. The first family reunion, and it's interesting that all this is coming up, because in two weeks, I will be at the site of all this again. Okay? In two weeks, my family is having a reunion in Jellico. Because I'm the person who knows the stories, and knows where all the people are buried. I'm probably the last person alive, at least in this branch of my family who could take you to the graves of everyone who has come before us. Anyway, I don't know where I was going with that, but the first thing at every reunion, I take my tape player and I, because when I was a kid, my parents for my 5th birthday, my parents bought me a tape recorder, okay? So I was always just recording things and I knew that some of my older family members were going to be there, and I knew I wanted to get some things on tape. I also knew that my grandmother was toward the younger end of the family. So my grandmother, and even her mother who passed away, who died really young, she probably wasn't there for what happened either. But I was there. My grandmother's best friend, Helen Seal, who she grew up with, came down from Michigan to be part of the reunion because: She and my grandmother were like sisters and, The coal-mining camp where everybody was originated there in Tennessee and Kentucky. Everybody was very much like family so Helen came down. Helen was still part of, she's passed now, but she was part of the Church of God of the Mountain Assembly in Michigan. So she still attended the church but in Michigan. You know I said a lot of people went to Michigan to work in the automobile factories when the coal mines dried up. Slade: Right. Scott: So Helen was also just a great storyteller. She had long grey hair that she wrapped up in a bun. She was just a spitfire of a woman so I knew I wanted to talk to her about it. And I wish I could find the tape. It's going to be that mythical tape that's lost, that I can't find now. Sort of like Nixon's tape that's missing from Watergate. Yeah, but she's telling me, and it starts out, she says, 'I know you want to talk about the time Brother Parks was lifted to the ceiling church, and many years ago, I asked Sister Parks what she thought about it.' So she goes into this story, okay, and she wasn't there, but she was getting it, she was telling me her version of Sister, of my great-great-grandmother telling her the story. Okay? Slade: Okay. Scott: Then Helen's husband, Oble, he, I don't know how he knew this, because he didn't live there, but he said that there was an old lady living in the community, Granny Mobely was her name, Granny Mobely (sounds like a Lee Smith novel)... Slade: It does. Scott: It does! Granny Mobely, who was there at the time, right, and I said, Where does she live? And he said, Well I don't know. It's , I don't know, or I didn't know to just go down to the grocery store and ask people where Granny Mobely lived, but I never investigated that any further. I was into college and changing schools and all of that. So I never got any first hand account. I do know that the church has some official records and there have been two books that they have put out, two little books, where they tell the story. Also, he kept a journal as well that one of his other descendants has. I was thinking, How many descendants must he have? My great-great-grandparents had like, 8 children. And so, if you think about probably... There are probably thousands of people now who are descended from them, living today. But one of my cousins' distant relatives, probably what I would call a 5th cousin, in Michigan, who's the pastor of one of the churches there, oddly enough, has his journal, where he wrote some things down. I've never been able to get ahold of that. I've wanted it. I've sent requests. I've asked for copies of it. I've tried to communicate with people about it and that's never been... No one's ever been able... No one's ever been willing to communicate with me about that, which just adds to the mystery and tells me that one day I will see it. You know how that goes. He used to prophesize well too, about great birds with people in them flying through the air. That one day, people would be, one day, this is Oble Seal told me this, that one day he was out preaching, he said, One day, there'll be people on the moon. And this was in the 30s, right? And I don't know what we were talking about in the 30s. I don't know about... I mean, I'm sure there were, certainly there were aircrafts in the 30s. I don't know how many he would have had access to, but there certainly had not been astronauts in the 30s yet. Slade: We had Jules Verne and we had, I don't remember if that... What was it that Hans Fritz movie, Metropolis, or... There's some really, really old creepy black-and-white movie I think that might portray people travelling on rockets to the moon, right? Scott: Yeah, so maybe that's... I don't... Who knows if he had access to seeing those... Slade: Umhmm... Oh yeah! Scott: You know, probably not. So I don't know. And I wish that I could find that tape. I know it was in the attic where I used to live, and then I've moved since then. I don't know where that box of tapes went. You know how that kind of thing goes. Slade: It's a great set up for a novel. Scott: Yeah, I know. It is! Slade: Someone finds the box of tapes in the attic and then, you know. Of course, in the story, you're both your 40-year old self and your 95-year old self so we can switch back and forth between time periods. I can see the whole thing right now. Scott: Absolutely. Yeah, that's very good. Thank you very much! That's good inspiration for that. Slade: Yes! Scott: Reverend Parks also is part of my work that I do here today too. He's one of what I call my 'assistants' and my 'guides'. Slade: So he's like an ancestor guide? Scott: He's an ancestor guide and when I'm working with someone specifically in a healing type session, he very strongly appears. Slade: Interesting! Scott: A lot of really tuned-in people say, Who is the bearded man here who is not you? Slade: Ooo! Scott: That's Grandpa. Pay him no mind. He's very much who I call in to help when, you know, need a space cleaned out, he's very helpful with those kinds of things. He's very good at removing what I call, reptilian type energies from folks as well. Slade: You know, I have to say, it just occurred to me as I was asking you that question about the whole connection with Christianity versus this kind of supernatural stuff, one of the things that became really apparent to me, because I always thought of myself as very much sort of against fundamentalism, still do... Scott: Same here. Slade: Very anti-Christian, all that kind of stuff. But one of the things that I have observed, kind of begrudgingly in the beginning, was that the people who are more open to talking about mysticism are by nature people of faith. And so, if you go to an older generation of people and you want to talk about supernatural stuff, there's a lot more little old church ladies that want to talk about spirits and healing and communication from the dead and all that kind of stuff, and are a lot more open to it than, certainly than an atheist is going to be, or an intellectual from our generation is going to shut that down much more quickly too. And so I learned very quickly to kind of have this universal translator running in my mind and to realize that that was the language they were given to speak with, you know, was the language of the Bible in the culture that they grew up in and so, that's what they had to work with. But some of the things that they will tell you and some of the things that they will describe are just straight up like, Well this is total paranormal investigation! Scott: This is straight up like off Sylvia Browne. Slade: Totally, totally! Scott: Yeah. Slade: So it's made me a little bit more open-minded in myself. I have had to be more open-minded about the fact that when you strip away the vocabulary and you strip away whatever theology's comfortable and whatever symbolism is used, in both camps, or in any camp and all the camps, you'll find that there are people who are extremely plugged in and sensitive and aware and awakening and all that kind of stuff. And then you will find people who are going through the motions and claiming to get it when they don't and then you have people who are just completely tuned out. But that idea of who that someone is who is plugged in transcends everything else. And so when I recognize another person who's 'plugged-in', I don't care. All that other stuff is transparent. You see through it. And so I had these experiences where I have talked to these little old ladies who use the Jesus vocabulary through the whole thing, but meanwhile, they're the most likely to get what it is that I do and to be accepting of it. Scott: I had an aunt who was, she always used to like to renounce the spirit of fear. That was one of her big things that she liked to do. Slade: Ooo I like that. Scott: Renounce the spirit of fear, you know. Here, 25 years later, I start into A Course in Miracles and talking about love and fear and all of those things, and I'm like, Good grief Rita, you were onto it all along. Slade: It reminds me of the Bene Gesserit Litany against fear from doom. Do you know it? Scott: No, I don't. Slade: Okay. I'll put it in the show notes. Fear is the mind killer. Anyway. It's a little litany that the nun-like witch organization in that world.. It's a chant that they do when facing fear. It's a way of, kind of like... Scott: Fair enough. Slade: ...allowing the fear to pass over and through you. I can't recite it off the top of my head right now but I'll put it in the show notes for your sake if no one else's. Scott: For my ADD's sake, I'm trying to sit here not get on my phone and look it up while we're talking. Slade: I know! Don't do that in the middle of an interview! Scott: Yeah, I'm not. I'm definitely not doing that. I'm thinking, he'd never know. This is audio, but you'd know, because you're you! Slade: The litany against fear. It's really good. It's up there with the Serendipity prayer, and, you know, it's one of those tools for me. It's a mantra for sure. So I gotta ask you this. Scott: Please. Slade: Given your perspective and where you are in everything, I see you as someone who is kind of an archivist in a way, of all this old knowledge and old wisdom. You've got pieces of it, more so than others might. And so, as you think about how you are breaking that all down, sort of processing it and then putting it back together and give it new life and new form, what do you most hope to contribute to the conversation about spirituality? Scott: You know, it's to really... There's so many trappings that folks put on it. And just let go. That's one thing that I'm always telling folks. Just let go and stop trying to control absolutely everything. Just allow. Seek the truth for yourself and allow it to come. You can study whatever you want to study, but be open to the sources that the truth might come to you. Be open to what speak to you. Be open to what doesn't speak to you. Sometimes what doesn't speak to you speaks to you more than... because it doesn't speak to you, if that makes sense. In the 12-steps circles, people talk about 'let go and let God', you know, let go and let Spirit do Spirit's work, and realizing that a lot of that happens in a very subtle way in that it often times doesn't happen very instantly. It's a process and also that just because we're spiritual, just because we studied the Law of Attraction, which is great, you know, it's fine. It's not the only law there is though. Just because we've read this and watched the latest YouTube video, just because we've done this or this or this, it doesn't absolve us from doing the work on ourselves. And from taking, you know, sometimes I tell the folks that I'm working with, if nothing else, I'm gonna be able to, hopefully, with some assistance here, provide you at least some kind of mirror so that you can see yourself honestly, and see your path in a way that you've not seen it before. At least as honest as I can convey it to you, as honest as you're able to see it, but to look very closely inside for the answers and not externally. Because the answers for me are not the answers for you, and there's certainly some universal truths, but the path for everybody is slightly different. And each person has his or her own expression. And I just feel like I'm babbling, Slade. I love that question. Slade: It's meant to be a stumper but it's also meant to be a prompt to... Well, I used to ask people what really bugs the shit out of them in all this crap. And then I realized, Heather O'Shea I think was the person who was like, 'I'm going to reframe that, make it more positive'. And I was like, 'Okay, that's a good idea'. And so, going forward, I try to re-frame that as a more positive thing. Scott: One thing I would say is, this is not a cake mix. Okay? This is not... You realize there are certain... We don't have as much control over things in our world as we do over baking a cake. It's a good analogy, but again, it's not the best analogy. Okay? I do believe that the new thought community talks about planting seeds and watering seeds and all that, but the idea is that you've got to plant the appropriate seeds for the thing that you want. Right? And... Slade: And you have to do it. You have to tend it. Scott: YOU have to tend your garden. Remember, from Candide, and he goes through all that and Candide at the end: All of this is well and good. All of this is well and good. I've encountered the woman who had her ass eaten because of steak or something, but I still had to cultivate my own garden. You know? I still had to cultivate my own garden. And Pangloss is saying, 'All is well and good in this best of all possible worlds.' And Candide's saying, 'Yes, thank you, but I still have to cultivate my own garden', and that is me planting the appropriate seeds and doing the literal work of putting the thing together. Keep seeing things. If you can think it, you can be it. If you can dream it, you can be it. On one level, that's certainly true. You know? I know that there's a lot of hope for people in that as well. But if it were that simple, we wouldn't have any problems. If it were that simple... I hear a lot of talk about... Everything's all the Law of Attraction this, and the Law of Attraction that, and that is certainly all well and good and there's so much truth there, right? But it's not simply just thinking happy thoughts all the time and everything will be okay. It's about embodying a new way to be, and truly, not just sprouting affirmations (hehe, 'sprouting'), not just spouting affirmations at yourself. Sprouting - I'm using that seed metaphor. Slade: Right. Taking it all the way through Scott: Yeah, taking it all the way through. Thank you! It's... You can't just say, 'I am at peace with myself' and 'today's going to be better' and everything just work out. You have to go a little bit deeper than that. You have to do what affirmations really do. You have to... The nice thing that I love, because I deal with a lot of affirmations with folks that I work with is to say, 'Use this as an affirmation.' And 'You'll know it's working if, after you've done this for a couple of days, you feel worse.' Because that means it's lodged itself in those deep recesses of the things that you don't want to have to deal with and it's bringing it all to the surface. It's going in there and it's sort of destroying the energy of the thing you no longer want, and it's just all bubbling up like stomach acid, right? In that way, you know you're on the right track. Slade: Interesting... Scott: There's always that thing is, I want to feel better and I want to feel better NOW. And I'm always like, we can all feel better, but we still have to do something. You know? We still have to take a look at our ourselves. Slade: Well, you know, and you don't just do it once either. I think the... If I was answering your question with the way that you're answering it, I would say that, the thing that really kicks you in the gut when you realize that you have to get up and re-do it every day. You have to start over and over and over again and every day. I mean, some things might carry you through longer arcs of time, but really, it's not A decision. It's thousands of decisions. It's thousands of times making the same decision over and over again. Scott: It's a whole spiritual practice. It's not just a set of isolated things. It's a whole spiritual practice, you know? Like yoga is a spiritual practice. It's a whole thing. It's not just going to a class now and then. Although I love going to yoga classes, but it's a whole spiritual practice that I have to embody. And I have to figure out a new way to BE, not just a new way to think, not just a new way to act, but a whole new way to BE if I want some results in that way. But certainly I know inside of me, given, left to my own devices, I'll always usually pick the easy way out. Slade: Scott, it's so good to capture one or maybe a handful of your stories. I know that we still have so many others that we could do, but I'm glad that we finally got one in the can. I really want to appreciate you for coming on and telling your story. Tell everyone where they can go find you online. Scott: Yeah! It's sort of the entrepreneur phase of my life right now but ScottDouglasVaughn.com is the website for my spiritual work. Also I'm a photographer! I take pictures of abandoned buildings and things like that. And all of this grew out of that same summer, summer of 2012 that I was talking about a little bit earlier. That's ScottVaughnphotography.com My website, ScottDouglasVaughn.com is pretty good insight into what I'm doing right now.

Similar to outsourcing fulfillment, today's podcast guest says for many entrepreneurs, it may be best to outsource the collection, management and disbursement of sales taxes with the new Economic Nexus ruling by the Supreme Court. In this podcast, first we cover what the decision means to online entrepreneurs, and how it will impact the average business. For some no action needs to be taken. For others a lot of action must be taken. And ignoring the details is not really an option. Sometimes the least interesting subjects and work as an entrepreneur bring the most value. Well-managed financials are one such thing. Held within the broad “financials” umbrella is now sales taxes. While the answer to the questions, “should I collect” used to be grey. Everything is fairly black and white now. And the subject is never going away. Episode Highlights: Don't geek out on Sales Taxes. Outsource it. See SALT experts below. If you have Nexus it means you have an obligation to potentially register and collect sales taxes or income taxes in a given state. Physical Nexus is where you are, where your business is, where you are storing inventory or where Amazon is storing it. Economic Nexus is the change with the Supreme Court decision. The states could define other ways to define Nexus. For instance either $100,000 in sales or 200 transaction in the last 12 months – and you could be required to collect sales taxes on those revenues that occured within their state…regardless of Physical Nexus. Economic Nexus takes effect immediately for the 24 states that already have them on the books. (Links below will lead to finding the 24 states) Notice and Reporting are other ways to determine Nexus. It's really confusing! You MUST register to collect sales taxes. If you collect and do not remit, it is CRIMINAL. Hire an expert to register to collect sales taxes. There are 45 states that require it. Only register where you have to if you are a small seller. But if you are doing 10-20 million in revenue, “suck it up” and register everywhere. SALT experts can handle almost everything for you. See notes and links below. SALT is an acronym for Sales and Local Tax Experts Use www.WhereStock.com to determine where Amazon is holding your inventory. Seel link below. Taxjar is a good option if you wish to take on managing this yourself. Scott & his outsourced accounting team at Catching Clouds use Taxify (but recommend both options) The Supreme Court Decision may not increase a buyer's liability in an asset sale. Transcription: Joe: So Mark Jason got an e-mail this week and he had a question and it was “What makes Quiet Light different?” And Jason gave it an interesting answer and I want your feedback on it. It says “Well the formal answer is that we're all entrepreneurs but that's not really it. The difference is that Mark … you Mark Daoust is one of the best human beings on earth and that permeates everything we do. As a result, he attracts good people that are always doing good work with the best interest of others even if it's painful for the broker we ignore our own incentive to do what's right.” Did you pay him to say that? Mark: Yeah … well, I'm not going to say exactly how much but he got paid for that. I think it's a little over the top. I mean really. Joe: But he didn't write that down. He said it to someone and someone wrote it down and shared it with me. And I … look I shared this to put you on the spot. You look by the way very much like an internet entrepreneur today. You've got a t-shirt with some ducks on it, a little duck, duck going on there. Mark: Duck, duck, gray duck. I'm from Minnesota and I [inaudible 00:01:53.2] I'm going to put this out there, it's a more sophisticated game. All you parents out there stop this duck, duck, goose crap. It's all duck, duck, gray duck; that's what we're doing here. Joe: Don't know if we have time to go into what the heck you're talking about with duck, duck, gray duck. Well just … I thought you were going into hockey or something like that. I wanted to touch on one more thing you know Jason talks about that and you and the environment that you've created here and the caliber of entrepreneurs and advisors that you brought on. I listened to a podcast last night with Chuck Mullets and for those that are the buyers in the audience today, if you have not listened to the 27 tools for due diligence I think it was, listen to it. Because some of the tools in there were just amazing and I've been doing this for a long time and I haven't heard of any of them. I have to take my hat off to Chuck and give him some compliments for the job that he did there. I was really really impressed. He's a … I'll say it, he's a lot smarter than I thought he was. Mark: Ah, you know the bar was pretty low, to begin with. Joe: But I want to just raise myself up a little bit and show you something. Mark: What's that? Joe: I have on- Mark: Oh you have on Chuck's shirt that he made for you. Joe: I have my Quiet Light logo shirt on. So there you go. Mark: While I'm wearing ducks. Joe: Oh I didn't shade you there. Okay, listen this podcast is about something that's really important. It's about the Supreme Court decision to change the way that sales taxes are to be collected. Let's not get into details, let me just tell you that we had Scott Scharf on again. We specifically talked about the problem and the solution. What does this mean to e-commerce entrepreneurs and how do you solve it? I can tell you right now when you get three quarters of the way through the solution is … if you are up for it just like you outsource your fulfillment to a 3PL you can outsource your sales tax collection and distribution and management. And if it were me that would be my recommendation but it's absolutely there and you don't have to deal with all that little detail and there's a lot of it. Mark: Yeah and I like to say a word to people that share a person holiday with me, and when I read and hear about some of these red tape sort of restrictions that are coming down, I have a tendency to plug my years and go la-la-la-la I don't want to hear it. Joe: Right. Mark: I like the days of the free open web when it was just easy to do things. But the fact of the matter remains this is the direction we're going. Joe: Right. Mark: Restrictions, regulations are going to come into play more and more frequently and these aren't necessarily bad things we just needed to understand how to navigate them. And so an episode like this is timely, I'm glad that you got Scott on the line to do this episode because this is the [inaudible 00:04:34.0] time the episode given that this decision just came down a few weeks ago. Joe: Yeah some of the things that we talk about here on the Quiet Light Podcast are painful as entrepreneurs. Particularly those that don't love this detail, they love the excitement of driving revenue and the marketing aspect of it. These painful things when you pay attention to them will make your business more valuable if and when you ever decide to sell. So again listen to the whole thing. Get through it, he talks about it in detail point by point. But I try to keep him on track so it's not … he doesn't geek out too much. Scott loves this stuff. Mark: Scott? Never. Joe: He calls it geeking out himself. So we try to get on track to … okay how do … how does a guy like me, how does a guy like Mark, like an entrepreneur listening, how do they overcome this giant massive ball of red tape? And really, I think the answer is, outsource it. And we're going to give all of the ability to do that down there in the show notes. Mark: Sounds great. Joe: Let's go to it. Joe: Hey folks it's Joe from Quiet Light Brokerage and today I've got Scott Scharf on the line with me from Catching Clouds. And we're going to talk about the Supreme Court decision that's come down regards to sales taxes, define what the problem is, and then give you a solution to it in the second half of the podcast. Scott welcome … welcome back actually right? Scott: Yeah it's great to be back. Joe: All right so you know we don't do fancy introductions. Tell these folks who you are and what you do at Catching Clouds so they understand what level of expert you are here. Scott: Yeah at Catching Clouds we're e-commerce accountants who are really experts in the accounting e-commerce businesses and of course sales tax management; which is why we can talk about this topic. We've been doing this for the last seven years and we love solving problems for e-commerce, sellers, anybody that we interact with it. And this Quill decision is definitely one of those things. Joe: Quill decision, that it that's the name of it? Q-U-I-L-L. Scott: Well, yeah so Quill was a decision from what 26 years ago that the Supreme Court overturned their own finding that really delimited what states could do to go collect sales tax from small businesses that are selling across state lines. Joe: Good. Okay, so they overturned it. So, folks, you heard Scott say that they're e-commerce accountants and I just want to reiterate … and you know my little soapbox here. E-commerce accounting, accounting, good financials, clean documentations, it's one of the four pillars to get maximum value for your business. So if you're using anything other than Xero or QuickBooks seriously consider talking to Scott if you want to get maximum value for your business. Because Excel spreadsheets for a 20 million dollar company or if you're doing a half a million in revenue doesn't matter, you're going to lose value in the sale of your business if and when some day you decide to sell. So there's my little pitch, definitely- Scott: [inaudible 00:07:24.7] Joe: these services. Okay so if I understand this correctly this is no longer physical nexus which I think everybody that's listening knows the definition of it; what it means. Is economic nexus, can you tell us what the heck that means for these folks? Scott: Yeah so actually physical nexus still applies so it's not that they got rid of physical nexus it's just not the only consideration deciding if you have [inaudible 00:07:52.0] of fancy. Joe: So let's say what physical nexus is anyway then, go ahead. Scott: Okay. Well, physical nexus … well, first nexus is if you cross a threshold and you have nexus based on some parameters means you have an obligation to potentially register and collect sales tax or income tax or other things in a given state. So if you don't have nexus you don't have to do these things. Okay, that's the first part. So there are different types of nexus, the first one is physical. It's been around for quite a while. It's where you are, your business is, your business is founded, you have employees, you have property. Okay for an e-commerce business, it's wherever you're storing your inventory. If it's at a 3PL on either coast you have a nexus where you're storing your inventory. If you're an Amazon FBA seller, when you send inventory to three or five warehouses they'll move it to up to 26 states that's your inventory and it creates nexus. There are a few other ones out there but from a physical perspective … I've been around for a while, there's like affiliates and other things. But the main thing it's where you are and your property is. Joe: Physical nexus, okay. And now we've got economic nexus, what is that? Scott: So economic nexus what states have determined and the brakes were taken off with the Supreme Court decision that they could define other ways to determine nexus to basically either require your business to do reporting and other function or register and collect sales tax in those states. So what they've done is said hey if you're doing over typically in the standard is based on the Supreme Court decision $100,000 in sales or actually more importantly 200 transactions either in the last calendar year or in the prior 12 months and that would mean that they're expecting you if you're a larger business to register and collect sales tax from there … of any consumers buying products you're shipping to into that state. Joe: How many transactions do you say? It was 200? Scott: 200. Joe: So if it's a $20 sale it's only what 1,000? Scott: $1,000. So $100,000 people see the $100,000 and think that oh God there's no way I didn't know you'd do $100,000 in any states last year, but it's totally based on your average. So if you take your average sale price and multiply it times 200, if you've done more than that revenue in any states that have these laws you're over that threshold. Joe: Okay so economic nexus passed by the Supreme Court, when does it take effect is it immediate or is there-? Scott: It's immediate for the roughly 23, 24 states that already had these laws on the books. And the only thing that was holding them back were these court cases that were just … was decided a week and a half ago. Joe: Okay so there's 24 states, not all 45 that collects sales taxes but that is 24 of them. And for folks listening, we will add a list of those 24 states but there'll be a lot of resources in the show notes that we'll give you that through their software as well. Scott: Well and it's not just economic nexus, you have to remember there's now notice in reporting states that aren't doing economic nexuses but have set thresholds for doing notice and reporting. They're basically two different new ways of determining nexus and they're both in effect now and there are other states that have them starting later this year and more. So it's multiple ways of nexus that might impact your business. Joe: Okay so I'm just going to say a few years ago I did a presentation at Rhodium Weekend all about e-commerce selling and part of it was sales tax collection accounting. So I wanted to say to Yana if you're listening I was right. She came after me after that now that's never going to happen. It's right. So really just don't even worry about the 24 states I think physical nexus, economic … basically get prepared to collect and remit sales taxes everywhere and use a special service that can allow you to do that. First though … and we'll get to that but first do you have to register to collect sales taxes? Scott: Yes. You have to if you are not registered you don't have a license and a number from the state, it's criminal to collect sales tax and not remit it and not have a license. It's also criminal to collect sales … have a license to collect sales tax and not give it to those state. Those two things have additional penalties and they'll come after the business owner's criminally. So you need to have a license before you start collecting sales tax and then once you start collecting sales tax you have to give it back to the state either monthly, quarterly or annually; whatever they say. Joe: Okay just to clarify, you used the word criminally three times. That's a little scary. Scott: Well it's … but unfortunately both Amazon and Shopify and these other sites, I mean literally there's a button in Shopify that you can click that says collect sales tax in all states. And it's easy to start collecting sales tax in the 45 states that have sales tax. So technically it's very easy to hit these buttons and not realize and you just want to be careful. And in difference between criminal is there's additional by jail. Everything else related to sales tax is expense and cost which is more likely to happen but maybe not as painful but can be pretty painful based on penalties and interest and other things. Joe: Right. Okay, so first and foremost let's just define and answer this simple basic question that some folks have been asking, does this mean … and I know the answer to this thus do you, does this mean quote unquote I have to start collecting sales taxes? The answer is yes. The answer is you should have been collecting them before, you had to before. Correctly? Scott: Well correct, if you have physical nexus that goes back in time. Okay, most of these economic nexus laws are new. And the way they're currently written is if you pass the threshold then the expectation is you register and start collecting sales tax going forward. So there's going to be nuances and changes but in general, if you exceed most of these thresholds for economic nexus or notice in reporting basically the expectation is you go out, you register now, and you start collecting forward. And there's no … depending on the state but for most states, there's no real risk of you owing money or have not done whatever in the past, you can go forward. But when you have physical nexus because of Amazon FBA or a 3PL then you need to consider if you register and collect going forward where you still have a risk of any previous outstanding liability which I know within a sale you're very aware of to make sure you know both the seller and the buyer are aware of any business liabilities or do you go back in time and pay anything that you didn't collect in the past; which isn't fun. Collecting sales tax or paying in sales tax you didn't collect from the consumer on each individual sale. Joe: Yeah because that's directly coming out of your profits now instead of collecting and just passing it through. Scott: Yup. Joe: Okay, so let's jump to making this easy for people that are listening. The bottom line is that they need to start collecting sales taxes and remitting them. Obviously, get registered to collect sales taxes. There're software out there that does this right? Because you're talking about you need to do this, you need to do that, and for me as a former physical products e-commerce seller, my eyes would roll into the back of my head, I would [inaudible 00:15:15.0] more and I'd never wake up again. Can't … Can I just pay somebody to do this for me and if yes what are the options and how much would it cost me annually or monthly? Scott: Well the first part, so you don't pull out your own hair, is there are multiple services out there that will help you with the registrations and register you in multiple states because it will drive you crazy. Every state is a little bit different. On average I'll pay about $100 per registration plus $20 to $50 in registration fee for some states, that's the first piece. So if you've decided to register in two, five, ten, whatever number of states you need to get registered first and I suggest … it'll just drive you crazy, is would be to get registered and there are a number of services out there that can do that for you. Joe: Okay and we'll put those in the show notes but why Scott only five or ten whatever you decide to get registered? And why wouldn't you register for every state that requires you to collect sales taxes? I guess maybe because you never sell any … somebody in the state of- Scott: So one it's just that overhead in the cost of doing business. So the first thing there are 45 states that have a sales tax and we are all heading sometime … I would have said three to five plus years that we're going to collect sales tax on every e-commerce sale, it's now probably two to four years or two to three years. It's going to happen a lot faster but there is a cost even on the low cost tool or outsourcing it … and I'll talk about some of those numbers in a minute, but you really only at this point want to register for sales tax where you have to. You shouldn't have to if … now if you're already a 20 or 30 million dollars e-commerce business just suck it up and go to all 45. Joe: Right. Scott: Anybody else below there, you're paying more money for compliance and tools and registrations. And in some of these states when you register for sales tax nexus you are in some ways volunteering to pay income tax. Potentially depending on the state and the situation; minimum franchise tax like in California which is $800 a year, and then additional fees, and not only the sales tax cost but paying a CPA to file and deal with franchise tax returns and income tax returns. So you want to as a small business or even a medium sized business minimize that overhead and only do this in the states you need to but you definitely want to start the big states where the population are. California, Florida, Texas, and those other bigger ones is the basics to get that going but you would want an easier way in. So figure it out for the first batch that you're doing and then do another batch and another batch. So you just can't stop your whole business to do sales tax and you just have to balance those things out. But at the same time, you don't want to show this huge [inaudible 00:17:52.3] selling and talking to Quiet Light. This huge compliance overhead and its overkill and it's going impact your own profitability and the money you're taking out of the business. So just want to find a balanced approach as you get there. Joe: How do you determine that? Is there a tool or process inside of Shopify or if you're an Amazon Seller that tells you that you know what sales you have by state? Scott: Yeah so there are two … for sales price there's a couple of ways to do it. So the first if you're an Amazon FBA seller there's a great tool called wherestock.com you pay him $30 and they'll log in … we'll get you the link, and they'll connect your Amazon site and they'll … it'll take them about a day and they'll give you a report showing you all the warehouses where you have inventory and when it started. How far back in time if you had inventory in the Michigan warehouse and if you go through that list and you don't see North Carolina or some states because of the type of your products it'll tell you, you might have had or five of these main states that you've never had inventory in and you don't have nexus there; which is great news. The next piece is really a matter of downloading all of your orders out of Shopify for the previous 12 months or the last year and then just pivoting the data or doing a total if you know how in Excel to show you your sales; both the number of sales in each state and the total dollar volume in each state. So you want to know your own numbers and any that you're over $100,000 in sales or unfortunately $10,000 in Washington State, Pennsylvania, and Oklahoma starting on Sunday I think. I think it just started Sunday. I think it was July first and it's happened right before it. Those are $10,000 in sales which is really low, everybody else is 100,000. So that'll … you'll go through those states and add up the ones that you have, look at the ones that you have the most amount of sales and income in and start with those. You want to know your own numbers and work through your own list. The other option is and I can provide a link to our tax calculator that we have in there … bunch of other people putting them out there that basically take your average sale amount enter it and it will total all those things up. But those are the two things; one, all of your income across all of your sales and then this Amazon wherestock report to let you know what's going on in FBA and that'll be in your information and then you just build a list and you work your way through your own priorities on how many you want to do; all at once or a few at a time. Joe: Okay so just to dumb it down a little bit. If you're doing 20, 30 million dollars just suck it up and do all 45 states. But if you're doing maybe just a million dollars in revenue, which is fantastic, do this report because you don't want to have to register in 23 states that instead of all 45 if you don't have to. Scott: Right. Joe: Someone else talked about it in this way. I mean that registration alone is going to cost you $100 to $150 so maybe $3,000 or so for 23 states that you don't have to register in. But if you're only doing $1,000, $2,000, $3,000 in revenue in the state of Montana it doesn't make any sense to register because a. you're not going to hit that threshold and b. realistically Scott is if someone in the state of Montana that works in- Scott: Montana is a bad example they're not on sales tax. Joe: Okay. Scott: So pick one of the few states that doesn't have one but Nevada or however else- Joe: How about Maine? Scott: So it's always a risk man, your question is so should you or not you … are you going to, can you fly under the radar- Joe: Yeah. Scott: Are they going to find you tomorrow and what's going on? So it's a risk management decision between the cost of compliance to your business versus the overhead and the cost of compliance and then the chance of being caught. There are four million Amazon sellers, there's between five and ten million businesses doing e-commerce these days. The states just had their handcuffs taken off and they're all going to go woohoo let's go get this money from out of state sellers. It's going to take them a while to ramp up and the chances of getting caught are very very low and they have been low and they're still very very low okay? But there isn't really no ambiguity now; there's no more well, maybe, or there's this court case, or whatever else. Joe: Right. Scott: So until now and whenever possibly the Congress does something or more lawsuits happen which take time this is the way things are today and you just have to make that decision of a risk management. So you never want to mess around with the IRS when it comes to payroll taxes or W-9s and contractors but for sales tax, you're going to have to balance those out. But the chance of being audited or being notified by the state is significantly higher than it's ever been in the past. Joe: Okay let's talk about the services that are out there; as in the software or services that you recommend for listeners just … you can do your download calculator that I'm going to provide in the show notes to determine the revenue by state and things of that nature to decide where they want to register. But what softwares or service programs do you recommend that folks check out that you have seen people use consistently that make this a whole lot easier? Scott: Yeah for people doing it themselves I would start with TaxJar it's by far the easiest to use most straightforward they … not only do they pull in all the data but they process the filing for sales tax and the payments in all 50 states. It's both the easiest and I, from what I've seen the lowest cost. They're a great tool. They have a great blog and a ton of information and support and it's the best way to do it yourself. The next one that's a little more powerful- Joe: Hold on a second. Scott: Yeah? Joe: In terms of a TaxJar thorough cost ballpark if someone's to put in all the states what would the overall cost be to … and do they do registration or just compliance? Scott: Okay so TaxJar does not do registrations. Joe: Okay. Scott: It's only the sales tax data aggregation to pull it all together from channels. Pull everything together. One note is if you have sales that are outside of Amazon, Shopify, or BigCommerce you have to import that data into TaxJar so that you have the complete thing. From all the sales so your filings are accurate. But in general, you're going to pay a monthly fee between I think 29 and up to 500 depending on the number of sales. Whether it's a thousand per month, 5,000 you know … in larger apps you're going to pay a base monthly fee no matter what; totally reasonable wherever your SaaS thing. And then you're going to pay a per-filing transaction. So if you're paying filing quarterly you're going to pay four times somewhere between $21 and $30 per filing. I don't have their pricing memorized. Joe: Sure. Scott: So if you're filing quarterly your costs are going to be lower. If you're filing annually it's going to be these monthly fees. So if you're a smaller seller the pricing can work out to be fairly affordable. They also have kind of an unlimited filing piece so if you get over a certain level … and I haven't done the math whether it's 20 states or 30 states but there's a certain point where you can pay it for kind of an unlimited plan and get to a max price. I think that's in the 4 to $6,000 for the year kind of total. But you can using that tool max that out and really lock that compliance cost in. Not counting your time making sure it's being done right. Importing data, dealing with notices, and just making … keeping an eye on it, it's not a set and forget process. Joe: So, on the high side it sounds like maybe $500 a month and your maxing out the services there, on the low side $29 a month so it all depends upon the size of the seller and how much you do. Okay, you are about to mention another- Scott: So the next one I would say is Taxify and that's what we use because we're doing hundreds and hundreds and hundreds of returns every month. It's a little more powerful in certain ways. They have integrations. It can handle a wider range of different businesses and there's … it's just they're really kind of head to head but for DIY most people go with TaxJar just because it's easier to use. TaxJar is more powerful if you have a more complex business. You might want to consider it or compare the two. Pricing is pretty similar between those two and- Joe: Those using TaxJar you said TaxJar, not Taxify. Scott: No we're using Taxify. We are using Taxify. Our accounting practice for us to file we use Taxify but I've known the TaxJar guys for six years now and they really do have a great solution. And any of our stuff we talk about those two is really the primary ones to consider third one is- Joe: Hold on I want to just interrupt again sorry. On this option, you're saying you already use it which means that with your accounting services for sellers of a certain size I assume, the collection, the management, and remittance of the sales taxes are part of your services as well. Scott: Correct. Joe: So I don't have to learn the software, I can hire you guys to do it. Scott: Correct. Joe: Okay. Scott: Well and I'll talk about some other … outsourcing is absolutely a viable, just like you outsource fulfillment to a 3PL or to Amazon FBA, sales tax is something you don't want to geek out on. I've done it for the last six years, it drives me crazy but I geek out on it. It just … it will distract you from listing products and buying products and designing new products and all the front end stuff to generate more income. That is absolutely something you want to … you might like that we look at here's how you do it yourself and you should understand anything you outsource but we do that. We offer the service but we also do notice management. The states send all kinds of notices. Even if you pay on time they'll send you a notice but if you don't respond to the notice they'll fine you for not responding to the notice. So there's more to it than just a set and forget tools. These tools are phenomenal as they deal with the complexity. Because every return is different, they have 50 different fields. They really aggregate the data and reduce the complexity of filing and paying which is awesome which is why we use automation. But then there's there is more to it. Joe: Okay, you're about to mention a third option for folks. Scott: Yeah third option is Avalara TrustFile. Now if you really are already a 20 or 30 … so Avalara has two products, they have a smaller and a lower end one which I don't think is as powerful as TaxJar or Taxify called TrustFile which you can use. They've cleaned up their pricing but it's still a little confusing but they're a viable tool. If you're already let's say five or really 10 million and you're doing more than just e-commerce you can consider Avalara AvaTax which is their higher end tool which will give you more control automated. If you have an accounting department it is definitely a tool you would consider. Quite a few CPA's and accountants use AvaTax as well to do more complex larger sales tax across multiple businesses. So those are really the key players, there are other smaller players out there but those are really the key players that are really focused and understand what's going on out there. Joe: Okay. I was listening to your better half Patti on your YouTube channel. She does a great job, by the way, great Q and A's there. I think she mentioned SALT experts and what they do and what not. Can you define what a SALT expert is and why someone listening might want to consult with one of them? Scott: Absolutely so a SALT; Sales And Local Tax expert, these are people that will do one, they can do a nexus study which tells you where you have nexus and it'll tell you whether your products are taxable or not, are they a food, are they a candy, do they have flour in them, are they clothing or … they can go look at all that. You can all interpret what the states say but these are people that do it all the time and will contact the state anonymously or you. The next thing they will do is what's called a voluntary disclosure agreement. If you owe a state tens of thousands of dollars of back tax and you want to come clean because you want to clear out your liability to sell your business and just make sure everything's done right, they'll go to the states anonymously and say I have this seller and they'll represent you. And in some cases get penalties, sometimes interests, and can potentially get a payment plan if you're cleaning up historical sales tax. And you want that person representing you a SALT expert, not your CPA. Unless they've done it multiple times in their own state you really want to talk to someone that's an expert. They're the people you want to call if you're audited to represent you and help you get through an audit. So those are the unique things we haven't talked about but the main thing is you can outsource your sales tax compliance to them. They will do the registrations and most in almost every case they will set things up. Most of them are very technical … in our case we at Catching Clouds we're really great at setting up Shopify to collect sales tax right and Amazon and eBay and in the more technical configurations. So we're very technical accountancy but they will help advise you on those things. They're all over it. They talk to me about the technical stuff, we're really good friends. It's a great community. I'll try to just solve this for sellers but then you can pay them a monthly fee or a per-state fee to take care of the data collection which you have to give them. The filing, the payments, notices, and kind of provide a complete service to outsource your sales tax. You can go to one person, pay them to take care all of your sales tax that's going on and advise you and then they're the ones that are keeping tabs on all the changes that happen every week; every month if that's the route you want to go. Which is a good way to go, in general, I'll give you a safe number, you really want to budget at least $50 per state per month. So you're looking at between $600 and $1,000 per year for this to not be an issue to worry about but you need to budget the right amount. Plus you want to have that same space because everyone's … Arizona's awful that they'll come back the second year and hit you with hundreds of dollars additional fees per county and everything else that you didn't count on and you can't get around and they'll deal with these random issues. Joe: Okay, great. I have a list of those from your website for those listening again in the show notes SALT experts will be available. Sounds like a one stop shopping place to go and just outsource all of this. Of course, some people that want to do the work themselves will have those calculators that you talked about there as well Scott and the links to the Taxify and TaxJar and Avalara. A couple of quick questions before we wrap this up, and maybe they're not quick questions but historically when someone sells their website … their physical e-commerce business in this case, the question of liability for past sales taxes that should have collected is really really gray, right? Scott: Yeah it is. Joe: And only once for those listening how do you solve that problem as a buyer? In most cases, most buyers don't worry about it. They really never have and these are people that are a lot smarter than you and I combined. They don't worry about it; pretty high level folks. In one case I had and think about this as a seller, I had someone that it was … the business sale total value was around $758,000 but they did the math and they said look in the 24 months that you've been around you should have collected X amount of sales taxes and let's call it $50,000 in that purchase price, in that $750,000 in the asset purchase agreement $50,000 was set aside in Escrow for potential sales tax liability purposes. And when the buyer went out to register to get their sales tax in the state of California, Texas, whatever if that state said yes, of course, we'll register you but we know that you owe us from this brand, you didn't own the company but from this brand you owe us $17,000 then that money would have come out of that 50,000. For the record, the buyer was able to register in all the states that he wanted to register and not a single state said okay great but you owe us money hence all 50,000 was released. How does this Supreme Court decision in economic nexus change that liability moving forward for the buyers of these businesses? Scott: I don't think it … I think it only increases the chance of the state contacting you and having to either answer the questions or go through an audit and all of these things are moot until you're actually audited. And you're at that point where you're dealing with an auditor and then then they ask for historical records and financials and everything else. Up until then, it's not really an issue. Unfortunately, though it's the decision of that state; are they going to hold the new business and whoever bought that Amazon seller account? They want to attach the liability to the Amazon account where it was being sold that you buy a continuing Amazon account which is what most people do or is it tied to the prior business and the business owner? The people selling you need to be concerned when you get that big chat to set some of this money aside if the states come after you historically because if you've spent it all, it really … in most cases tends to tie to the original business owner of the business. So I would say that there's … it's really if you're buying [inaudible 00:34:44.4] sale you have to be worried about it more than anything else. If it's an asset sale you're buying this asset, starting a new business, you've got to register fresh and move forward. There's a small risk but only after you've been audited. So it's just a couple of nuances there. Joe: So very very small risk and only after you're audited and the odds of being audited again, incredibly small. Scott: Correct. Joe: Okay. Let's talk about those out there that are wholesaling. They're buying products and wholesaling them, they don't have to collect these sales taxes is that correct? Scott: They don't but you have to follow the rules. The first is and what really does this finding really change is instead of collecting tax exemptions certificates; so for every B2B sale you have to get a tax exemption certificate and it's not just a picture of the sales tax license on the wall of someone's cell phone. You have to have something that has your business name on the top that other companies who you sold it to their tax licenses whether it's one state or multiple states. And it doesn't matter which states they are and an owner or a business manager an approved person of that company signing at the bottom saying they're responsible for the sales tax. Okay? Joe: Is it on a form? Is it an official form that they would fill out? Scott: There's a form per state and there's a great multi-state form. I can get you all of the links and if you want to have a process that you have them and keep in mind that they pretty … a lot of them expire every year. So you want to have all of these forms from your five or 10 or 50 or 500 B2B customers on file. And if you get audited by any given state then you need … then you have these to say hey I didn't have to collect sales tax but if you don't have the forms or they're expired or you're missing them that … then they can say all of that was taxable and you owe the sales tax. Even if the other company sold it and collected sales tax they can double dip and come after the information. What this decision really changed was two things related to B2B sellers. But first, as most people tend to collect tax exemption certificates for their own states where they're filing where they would expect their own business to get audited. Now that it's kind of every state can look at all this information, B2B sellers should start collecting tax exemption certificates on every sale. And if you have your top five or ten B2B customers, go back and get them from those ones and … to make sure you've got this filed. And then just set it aside in case you're audited. The second big impact of this for B2B sellers is now your B2B sales, number of transactions, and dollars volume count towards these economic nexus thresholds. It's all of your sales. It's your B2C sales and B2B. And even if you're 100% B2B and you have no tax you're still going to cross this threshold. And the states are still going to expect you to file a return. And it is going to cost you the same amount in compliance for you as it does. Even if you give them no money like every number is zero. Joe: That's really important for people that are doing both B2C and B2B. I was thinking just wholesale B2B but we have a lot of clients that they'll sell to let's say for instance chewy.com they're selling their own website but they wholesale to Chewy. They need to pay attention to this stuff as well. That's great information. Scott: It's all of their sales. It combines both and it's looking at all of your sales. Because what the really the states are doing and all these laws are meant to do is to get to the point where every transaction is taxed and they get a sales tax from every sale. That's what they're trying to do so pretty much most of the pain goes away if you register and collect in a state. You don't have to worry about different fines and fees or other unknowns, you can start defining your cost of compliance but that's really where we're going. Joe: Okay. Do you think this Supreme Court decision is good or bad? Overall for the individual states that are going to be applied this collect and collect is what I'm saying. Scott: I think it's bad for e-commerce sellers. I really do. The compliance costs just went from an unknown maybe I can avoid them to … and we're heading that way so I think it's bad for e-commerce sellers. Of course, it is great for the state bureaucracies that are going to go out and collect a bunch of money from other states until something else changes to back it down. I think it's going to increase the risk for smaller sellers and even mid-range sellers of having more unknown's that could impact your business. From us, as consumers, we're really getting to the point as a company … a country since we're so consumer based, it's all about products and services and things along those lines that we're really heading to the point where we're going to pay a sales tax on everything. It's just that the cost and the complexity and potential risks to all small businesses, not just e-commerce businesses, anybody that has a product and ships it out of state or does anything else now has to be concerned about that much more in running a business that you know e-commerce businesses are 24/7, running really fast, the rules are constantly changing, you just didn't need this additional in my opinion large overhead of cost of doing business to really impact them. Joe: Right at the end of the day hopefully it would be great for states and the roads and highways and schools in the state in which you live. But for now, it's a major complexity that you as an e-commerce owner have to deal with. Scott, as always you're fantastic. These details are great … for me personally they're overwhelming many times but that's the point of the show notes and simplifying it and really … perhaps hiring that SALT expert to do the vast majority of this work for those listening that choose to go that route. Scott before we depart any last thoughts or recommendations for people that are listening; both buyers and sellers? Scott: Yeah. Just take a deep breath plan out time once a month or a quarter to focus in on this. Add up your numbers, decide your risk tolerance, and then move on. And then don't worry about it for that month or quarter. And then when you decide to do it, think about what it is you're doing and make a decision and move on. You don't have to stop all your business or sales or everything else. Just take a practical approach. This is one more thing that has to be on your regular process; like checking your insurance or other things that you're validating. And just keep moving; keep selling and growing. Balance the risk and then just move on. Joe: That's great thanks, Scott. As always appreciate it look forward to seeing you at the next event and hopefully lots of folks will reach out to you here. And be at peace of mind here with what you've shared. Thanks so much, Scott. Scott: Well, thank you. Links: Catching Clouds eCommerce Accounting Patti's Q&A about Sales Taxes and the new SCOTUS Ruling Catching Clouds Academy Fox News Supreme Court sales tax ruling: The winners and losers MSNBC Supreme Court Rules States Can Require Shoppers To Pay Online Sales Tax Internet Sales Tax | What Online Retailers Need to Know Sales Tax Nexus Threshold Calculator Sales Tax Permitting with SalesPermitted.com Get your FBA stock locations summarized and delivered to your inbox. Sales and Local Tax (SALT) Experts – Outsource Everything Cathie Stanton and Lauren Stinson, Cherry Bekaert ► http://cherrybekaertsalestax.com/ Michael Fleming ► www.salestaxandmore.com ► https://www.salestaxandmore.com/chart… Diane Yetter ► www.salestaxinstitute.com ► https://www.salestaxinstitute.com/res… SaaS Sales Tax Apps: TaxJar ► https://www.taxjar.com/ Taxify ► https://taxify.co/ Avalara ► https://www.avalara.com/us/en/index.html

Scott Polansky, Appian’s Industry Practice Lead for the Healthcare Payer Industry discusses digital transformation topics and trends impacting healthcare payers. Topics include customer behaviors, adapting an agile approach, the importance of a unified member view and accurate provider directories, as well as the current state of uncertainty amidst healthcare reform. Abby Jacobs serves as contributing host.TRANSCRIPT: Abby: Hello and welcome to the Appian Industry Outlook Podcast, where we take time to speak with Subject Matter Experts on digital transformation topics impacting their industries. I’m your host Abby Jacobs, a member of Appian’s digital marketing team and a self-proclaimed digital disruption evangelist.Today, I’m joined by Scott Polansky, Appian’s Industry Practice Lead for the Healthcare Payer industry. Thanks for joining us today, Scott!Scott: Thanks for having me. It’s a pleasure to be here.Abby: Before we get started could you tell us a bit about your background and your role at Appian.Scott: I’m Appian’s Healthcare Payer Industry Practice Lead, where I help support the sales efforts around the country. Prior to Appian, I have 30 years of experience working for primarily Healthcare Insurers as well as doing some consulting business in a broad range of operational and strategic roles.Abby: That’s quite an extensive background. I’m sure you’ve witnessed many changes in the healthcare industry over the years and how payers are changing the way they do business. What would you say are the biggest topics currently influencing customers behaviors for healthcare payers?Scott: I think top of mind for customers is looking at greater flexibility and simplicity in product, benefit and network design. Consumers out there struggle with affordability. We called it the Affordable Care Act but it was really anything but in many instances.There’s also a tremendous lack of transparency around cost and quality, so those are the primary drivers. From the payer standpoint, they’re trying to figure out how they can better engage with their members to be able to drive better outcomes and quality of care.Abby: From your experience, how are healthcare payers adapting to today’s digital economy? Scott: It’s a spectrum out there. What we see is that those who are innovative and successful are adapting an agile approach to developing software and technology. They recognize that legacy systems do not provide the flexibility or speed to market so they are adopting new platforms to develop customized apps and integrate data from multiple disparate systems. Innovative payers are moving away from point solutions and towards enterprise platforms that enable the rapid development of customized solutions. Abby: It goes without saying that adopting a customer-centric approach is essential for any organization in order to compete and deliver in today’s landscape. We’re witnessing a huge shift in what exactly that means and who exactly is a consumer across all industries. For healthcare payers, who are the consumers or stakeholders they need to keep happy and how are they able to do so in an agile way to meet growing expectations? Scott: Payers have multiple stakeholders and they are trying to figure out how to simplify processes to create a better customer experience. It starts with the members who either come directly as individuals (retail) or through an employer. Often times a broker or consultant is involved and the plans need to meet their needs. Providers (facilities, physicians, medical professionals) are another critical stakeholder and the growth of value-based care will only intensify the need for cooperation and collaboration between providers and payers. Finally, the payer’s employees are critical stakeholders whose needs cannot be overlooked. Abby: Now you spoke a lot about providers and recently we’ve been hearing more about how having a unified view of members and providers is critical, and the importance of maintaining accurate provider directories. What are the biggest risks and opportunities for healthcare payers around this topic?Scott: I’m glad you asked that. As I travel around the country talking to our prospects and clients and speaking with industry professionals at conferences, that’s one of the number one topics out there and the risks are many. For provider directories, the risks are both financial and operational. The financial risks include potential fines from CMS and State regulators for not maintaining accurate directories; as well as more indirect costs due to membership losses (or lack of growth) because members are dissatisfied with their experiences. Additionally, providers might be less willing to contract with a payer if they’re not being represented accurately to members. Operationally, there are huge inefficiencies and wasted resources because payers have not developed efficient processes to manage provider data. The challenges are not only in collecting accurate data from the providers, but also in managing processes to insure that the data is maintained among various systems such as claims, contracting, credentialing, and appeals and grievances. The unified view of member is critical to be able to integrate clinical data from providers with financial data from the payers. The payers are in a unique position to do this as they are the hub for all the claims from multiple providers. If we’re going to achieve better outcomes the payers have to have that integrated or 360-degree view of members. Additionally, the continuing growth of population health initiatives and value-based contracting makes it imperative for payers to have a more integrated view of both members and providers. Abby: Those are a lot of moving pieces and a lot of factors for healthcare payers to keep in mind as they look to digital transformation to improve operations and keep stakeholders happy. Now with everything going on in Washington right now around healthcare reform, I have to ask, how does this impact the way healthcare payers do business and the technologies and approaches they’re considering with their digital transformation approach? Could you speak a bit about this and what you’re witnessing in your experience?Scott: The continuing uncertainty is causing many payers to pull out of government programs as they are concerned about regulations causing unsustainable rating and underwriting (e.g., high risk pools, lack of mandated coverage). Due to the uncertainty, many payers are pulling out of marketplaces and making decisions for today that will impact 2018 and 2019. The challenge for payers is that with their legacy systems they have very inflexible platforms that are prohibiting them from responding to these rapid changes. Payers will need an agile technology platform that will allow them to respond quickly to changes. If they continue to pursue complex off the shelf solutions, they will be just like everybody else and will not be able to create unique competitive advantages. Successful payers are working with these agile platforms to be able develop customized solutions to meet their unique needs.Abby: There certainly are a lot of layers and organizations seem to be at different stages of their digital transformation strategy. What would you say is one critical first step required for all healthcare payers to start their digital transformation journeys?Scott: I think the first thing is to define what digital transformation means to the organization. Some think it primarily means going mobile while others might think it means going paperless. The way I define digital transformation is using technology and software to allow you to develop competitive advantages in the marketplace. The other critical step there is healthcare payers need to recognize that their legacy systems are not allowing them to be competitive in the marketplace. By the time they develop their requirements and start building the software and end up with a solution the requirements are out of date and the regulations have already changed so again, it’s the importance of having that agile platform. The other thing I would say is critical for success is moving to the cloud. I think a lot of organizations have been somewhat reluctant but we are seeing a growing trend towards moving to the cloud and that’s going to allow payers to be much more efficient in the future by allowing them to alleviate the burden of managing their technology platforms and instead allow them to focus on innovation and solutions.Abby: There certainly are a lot of moving pieces for Healthcare Payers to consider. I know we covered a lot of territory today so thank you for taking the time to share with us and we look forward to catching up with you again in the future. To learn more about Appian as a digital transformation platform for healthcare, you can visit appian.com/healthcare.

Scott Polansky, Appian’s Industry Practice Lead for the Healthcare Payer Industry discusses digital transformation topics and trends impacting healthcare payers. Topics include customer behaviors, adapting an agile approach, the importance of a unified member view and accurate provider directories, as well as the current state of uncertainty amidst healthcare reform. Abby Jacobs serves as contributing host.TRANSCRIPT: Abby: Hello and welcome to the Appian Industry Outlook Podcast, where we take time to speak with Subject Matter Experts on digital transformation topics impacting their industries. I’m your host Abby Jacobs, a member of Appian’s digital marketing team and a self-proclaimed digital disruption evangelist.Today, I’m joined by Scott Polansky, Appian’s Industry Practice Lead for the Healthcare Payer industry. Thanks for joining us today, Scott!Scott: Thanks for having me. It’s a pleasure to be here.Abby: Before we get started could you tell us a bit about your background and your role at Appian.Scott: I’m Appian’s Healthcare Payer Industry Practice Lead, where I help support the sales efforts around the country. Prior to Appian, I have 30 years of experience working for primarily Healthcare Insurers as well as doing some consulting business in a broad range of operational and strategic roles.Abby: That’s quite an extensive background. I’m sure you’ve witnessed many changes in the healthcare industry over the years and how payers are changing the way they do business. What would you say are the biggest topics currently influencing customers behaviors for healthcare payers?Scott: I think top of mind for customers is looking at greater flexibility and simplicity in product, benefit and network design. Consumers out there struggle with affordability. We called it the Affordable Care Act but it was really anything but in many instances.There’s also a tremendous lack of transparency around cost and quality, so those are the primary drivers. From the payer standpoint, they’re trying to figure out how they can better engage with their members to be able to drive better outcomes and quality of care.Abby: From your experience, how are healthcare payers adapting to today’s digital economy? Scott: It’s a spectrum out there. What we see is that those who are innovative and successful are adapting an agile approach to developing software and technology. They recognize that legacy systems do not provide the flexibility or speed to market so they are adopting new platforms to develop customized apps and integrate data from multiple disparate systems. Innovative payers are moving away from point solutions and towards enterprise platforms that enable the rapid development of customized solutions. Abby: It goes without saying that adopting a customer-centric approach is essential for any organization in order to compete and deliver in today’s landscape. We’re witnessing a huge shift in what exactly that means and who exactly is a consumer across all industries. For healthcare payers, who are the consumers or stakeholders they need to keep happy and how are they able to do so in an agile way to meet growing expectations? Scott: Payers have multiple stakeholders and they are trying to figure out how to simplify processes to create a better customer experience. It starts with the members who either come directly as individuals (retail) or through an employer. Often times a broker or consultant is involved and the plans need to meet their needs. Providers (facilities, physicians, medical professionals) are another critical stakeholder and the growth of value-based care will only intensify the need for cooperation and collaboration between providers and payers. Finally, the payer’s employees are critical stakeholders whose needs cannot be overlooked. Abby: Now you spoke a lot about providers and recently we’ve been hearing more about how having a unified view of members and providers is critical, and the importance of maintaining accurate provider directories. What are the biggest risks and opportunities for healthcare payers around this topic?Scott: I’m glad you asked that. As I travel around the country talking to our prospects and clients and speaking with industry professionals at conferences, that’s one of the number one topics out there and the risks are many. For provider directories, the risks are both financial and operational. The financial risks include potential fines from CMS and State regulators for not maintaining accurate directories; as well as more indirect costs due to membership losses (or lack of growth) because members are dissatisfied with their experiences. Additionally, providers might be less willing to contract with a payer if they’re not being represented accurately to members. Operationally, there are huge inefficiencies and wasted resources because payers have not developed efficient processes to manage provider data. The challenges are not only in collecting accurate data from the providers, but also in managing processes to insure that the data is maintained among various systems such as claims, contracting, credentialing, and appeals and grievances. The unified view of member is critical to be able to integrate clinical data from providers with financial data from the payers. The payers are in a unique position to do this as they are the hub for all the claims from multiple providers. If we’re going to achieve better outcomes the payers have to have that integrated or 360-degree view of members. Additionally, the continuing growth of population health initiatives and value-based contracting makes it imperative for payers to have a more integrated view of both members and providers. Abby: Those are a lot of moving pieces and a lot of factors for healthcare payers to keep in mind as they look to digital transformation to improve operations and keep stakeholders happy. Now with everything going on in Washington right now around healthcare reform, I have to ask, how does this impact the way healthcare payers do business and the technologies and approaches they’re considering with their digital transformation approach? Could you speak a bit about this and what you’re witnessing in your experience?Scott: The continuing uncertainty is causing many payers to pull out of government programs as they are concerned about regulations causing unsustainable rating and underwriting (e.g., high risk pools, lack of mandated coverage). Due to the uncertainty, many payers are pulling out of marketplaces and making decisions for today that will impact 2018 and 2019. The challenge for payers is that with their legacy systems they have very inflexible platforms that are prohibiting them from responding to these rapid changes. Payers will need an agile technology platform that will allow them to respond quickly to changes. If they continue to pursue complex off the shelf solutions, they will be just like everybody else and will not be able to create unique competitive advantages. Successful payers are working with these agile platforms to be able develop customized solutions to meet their unique needs.Abby: There certainly are a lot of layers and organizations seem to be at different stages of their digital transformation strategy. What would you say is one critical first step required for all healthcare payers to start their digital transformation journeys?Scott: I think the first thing is to define what digital transformation means to the organization. Some think it primarily means going mobile while others might think it means going paperless. The way I define digital transformation is using technology and software to allow you to develop competitive advantages in the marketplace. The other critical step there is healthcare payers need to recognize that their legacy systems are not allowing them to be competitive in the marketplace. By the time they develop their requirements and start building the software and end up with a solution the requirements are out of date and the regulations have already changed so again, it’s the importance of having that agile platform. The other thing I would say is critical for success is moving to the cloud. I think a lot of organizations have been somewhat reluctant but we are seeing a growing trend towards moving to the cloud and that’s going to allow payers to be much more efficient in the future by allowing them to alleviate the burden of managing their technology platforms and instead allow them to focus on innovation and solutions.Abby: There certainly are a lot of moving pieces for Healthcare Payers to consider. I know we covered a lot of territory today so thank you for taking the time to share with us and we look forward to catching up with you again in the future. To learn more about Appian as a digital transformation platform for healthcare, you can visit appian.com/healthcare.

Andrew: This is Safety on Tap. I’m your host, Andrew Barrett, and since you’re listening in, you must be a leader wanting to grow yourself and drastically improve health and safety along the way. Welcome to you. You’re in the right place. If this is your first time listening in, thanks for joining us, and well done for trying something different to improve. And welcome back, of course, all of you excellent regular listeners. We’re super pumped to be collaborating on this podcast series with Safeopedia. Safeopedia’s mission is to organize the world’s environmental health and safety information to make access free and easy for everyone. Now, the team over at Safeopedia wanted to get to know you better, and for you to get to know Safeopedia better. So, this podcast series brings you some intimate conversations with the founders of Safeopedia and members of the Content Advisory Board. Safeopedia set up their Content Advisory Board to share observations and ideas on which topics and trends in the environmental health and safety industry will have the greatest impact for their audience. Their commitment to quality and to giving you relevant content is just top-notch. Listen in to each episode in this series, as we get to know the individuals involved, what makes them tick, and get some great advice, insightful stories, and motivation to help you grow. Here we go. Scott Cuthbert, co-founder of Safeopedia.com, welcome to the Safety on Tap podcast. Scott: Thank you very much, Andrew. A pleasure to be here. Andrew: This is the beginning of a bit of an experiment for both of us, where Safety on tap, with its support for leaders who want to grow themselves and drastically improve health and safety, and Safeopedia, aiming to be the place to go globally for health and safety and environmental information, come together. I’m pretty excited, I should say, on here, for our listeners, to be collaborating with you guys. Thank you very much, to begin with. Scott: Oh, our pleasure. We’re equally excited to be working with you and just understand the importance of leadership in environmental health and safety. Andrew: You have the genesis story. You have the very beginning, because this hatched, I’m sure, in your head, sitting in the bathtub or trudging through the snow or—one day, I’m sure, it popped into your head. So tell us a little bit about you and your story and how Safeopedia came to life. Scott: Sure. My background really started in the construction industry. Not swinging a hammer, so much, out on the job site—I started in the finance departments with the international general contractor. Because I was the guy that knew how to reboot a printer or run the backups for the AS400 at the time, I ended up getting pulled more and more into the IT side of things, and ended up leaving the grind of working for a general contractor and providing some consulting services back to the industry through project controls consulting and also system selection and implementation, and then decided to branch out on my own with a software company that was specifically designed to deal with the field data capture on these large-scale industrial projects. I guess it was really through that experience that I got pulled more and more into the safety side of the business. They needed to pull data from our system to do safety statistics, hours of exposure by plant area, by trade, by demographics of the workforce. I just sat in more and more safety meetings and really took a personal interest in it and volunteered to sit on several committees and just sit around the table more as an observer and as a safety expert and to hear what the guys out on the field were talking about, what their biggest hurdles were, and understand where their strengths were, versus where they were falling down, implementing the best practices out in the field. Andrew: How do you bridge the gap, then, between that active interest that you had in those still project-based roles on the consulting and how Safeopedia came to be? Scott: Well, it is one of those “light bulb goes on” stories, because I had— Andrew: It wasn’t in the bathtub? Scott: It wasn’t in the bathtub, but I was going to say it was one of those bathtub moments, but it was actually in my car. I was driving back from a safety committee meeting, and I had sat around the table with half a dozen—a dozen folks that had just a tremendous amount of experience. They were trying to do the best job that they could possibly do. They were trying to share best practices and understand what was working on this job site, versus that job site, and they were really struggling to collaborate with each other effectively. They were sending huge Word documents back and forth, and really, it wasn’t my idea, as much as it was the group’s idea, saying, “If there was just one place we could go where we had these best practices, where we had these tips and tricks, where we could share ideas, it would save us so much time and energy.” And so, I was driving back from the meeting, and it’s quite a ways away from where our office was, and I had this just pop into my head: “Safeopedia.” And as soon as that idea popped into my head, I just couldn’t wait to get back to the office. I drove safely, minded the speed limits, of course, but I drove straight back to the office and looked up the domain name, and it was available, and I purchased it right there and then and began the incorporation process to set it up as a legitimate company. I guess the rest is history from there. Andrew: You really just started with what was a relatively tiny bit of market research, passion for the area, and a spur-of-the-moment domain purchase. And after that, you really just worked it out from there. Scott: Yes, that’s absolutely correct. After securing the domain and starting the trademark and incorporation process, I did spend another year or two vetting the idea with industry folks to the best of my ability, throwing out ideas of “What should it be? Should we try to replicate LinkedIn? Should we make it more social, like Facebook? Or should we just be producing educational content to start with?” It was over the next 12 to 24 months where, again, the industry that had helped give me the idea helped me vet my ideas and strategies on how we should get it off the ground and where we should start. It wasn’t an overnight idea that popped into existence. It did certainly take some time to cultivate it and find the right folks to work with and align ourselves so that we could be successful out of the gate. Andrew: I think that really speaks to me, in the paradox of—on the one hand, you had an idea, and you just jumped on it. You kick-started it by that drive in the car and then purchasing that domain name. That, in itself, was very insightful, in that sometimes we spend too much time stewing on things, and we just don’t get them started. But then, on the other hand, the paradox is that you did spend a fair bit of time and effort in order to validate the idea, to make sure it worked. I think sometimes, often, there’s a learning out of that for us, where we spend too much time analyzing and thinking and planning, and maybe not enough time just getting stuff started. We might find that it is a big job—and that’s OK—but we might find sometimes that the job’s not as big as we think, and we’ll actually solve problems and help people a whole lot quicker if we just get on with it. I think that’s a great story to tell and a lesson for us to learn from. Safeopedia has been growing and growing, in terms of the numbers of people that it serves, visiting the website, attending webinars, consuming the content, contributing new content. We have our collaboration, obviously, which is moving into a new space with podcasts and potentially pushing the boundaries a little bit more. You’ve come up with this concept, which we described in the introduction, of this Content Advisory Board. From your point of view, with you leading the charge, why have a Content Advisory Board? Scott: Great question And both Jamie and I are the faces of Safeopedia. We have a tremendous amount of background and experience within these industries. But we’re not going to sit here and pretend that we know everything, that we’re experts in all the different areas. It was really important for us to pull a group together that could certainly augment our strategy and our ideas and provide some really strong expertise to the direction that we wanted to go in. As listeners will learn, we have a very diverse group of professionals across primarily North America, one in UK, and certainly, with your involvement, Andrew, some Australian representation, as well. Andrew: From Down Under. Scott: From Down Under. And they’re helping us to understand what the hot topics or the key topics are within their industries and their geographies, and help us look ahead a little bit to what will be the most valuable information we can produce for our users in those areas. Andrew: Makes plenty of sense to me. In the time that you have been grinding and driving and working to slowly grow Safeopedia, what’s the biggest lesson that you’ve learned in that process? What’s been your light bulb moment or a big height? What’s been the biggest lesson? Scott: The light bulb moment? I think it’s understanding the new economy—the Google economy, if you will—and how people are looking for information. It’s great. I think there’s a lot of really passionate people out there that are publishing great content. But unless you know how to get found, unless you know how to connect with others and have a voice in this ocean of data that we now live in, it’s all in vain. I think the most important lesson we’ve learned is, again, how to get your data out there, how to get your information out there, but make sure that you get heard, as well. I think that’s key. Andrew: Great lesson. Do you have a superpower? Scott: I don’t know if I have a superpower. Certainly, I was an early adopter on LinkedIn, and was connecting with people and keeping in touch with people. I think that, if anything, that’s been my superpower over the years. I can’t remember who wrote the book— Andrew: The Six Degrees of Separation? Scott: No, the connectors and the influencers and the mavens and Malcolm Gladwell, I think, The Tipping Point. Definitely, I’m a connector, and I’ve always been a connector. I think that’s key in this new digital economy: having an online presence and having some knowledge of how that all works. Andrew: You know what? You reached all the way across the globe in order to tap me on the shoulder. That brings us here today, so that’s a real testament to that. When we first started talking about getting together and working out how we can make a bigger dent in the world together than we might do separately—we’ll be honest with the listeners—I said to you, “I’m not sure that we’re a match. The content on Safeopedia is really good to support people in a technical sense, but it does have a focus on compliance and some of the detailed stuff, and there’s a different leaning towards stuff like hazards and IT systems and checklists and things like that.” Now, all of those things are important. They’re the foundational things that help us drive our programs in health and safety in our work. But I think, sometimes, we tend to ignore the gray and the messy and the people part, effectively. That’s very gray and messy. Here at Safety on Tap, we fuel leaders to grow themselves and drastically improve health and safety along the way, which often means challenging the status quo and pushing boundaries out of what I call “the conventional.” What direction do you personally want to see Safeopedia take in 2017? Scott: I definitely want to echo your comments. You can’t dismiss the fact that a lot of the compliance components are what has helped us build our audience of over 100,000 members. But in the long run—and this was echoed, as well, by the Content Advisory Board—there is a bit of a leadership vacuum within environmental health and safety. It’s been, to date, a very technically-focused discipline, and we really need to broaden that, to teach people and attract visionaries and leaders to the industry, so that we can not just make sure that companies are compliant, but that companies are embracing culture, health and safety, and they’re being leaders, not just followers, in the industry. Long-winded way of answering your question, but I’d really like to see us provide more content and more connections for people who want to take a leadership role, perhaps who don’t know how to get started or want to connect with leaders who have done it before and can share their experiences and best practices. That’s definitely an area that we want to focus on for 2017. Andrew: That’s the very reason why we’re talking today, because we’re all about supporting leaders to grow. I’m sure the listeners will tell I’m pretty excited about collaborating with you guys. Is there anything that you want to ask the listeners for, in terms of how they can contribute to improving Safeopedia, putting in what you get out, so to speak? Scott: Yes, absolutely. One of our biggest compliments—if you want to call it that—from last year, was when one of our team members was on a conference in Puerto Rico, thousands of miles from here, and was talking about different businesses that he was involved in, and mentioned Safeopedia, and the fellow that he was speaking to—his eyes just lit up, and he said, “Hey, I use Safeopedia all the time. I can’t believe you’re one of the guys involved in Safeopedia! We go there regularly to look at articles and share content with our management team and our guys on the field.” That’s one of the greatest compliments we can get. We see, through Google Analytics, that over 50,000 people are coming to our site every month, but we really only get an opportunity to interact with a few of them, who maybe have some suggestions for us, who have some criticisms for us, who think that we need to focus on different areas or expand an article or a term that we have posted on the site. I really encourage people to—and we listen. I’m sure there are sites out there where people send emails and you never hear back, but we want to hear from everybody. We only know what we know. If you know something we don’t, by all means, share with us. Our terms and articles—our content is there as a starting point to help improve industry and help people out in the field, so any ideas or suggestions or criticisms that you guys have for us, please, by all means, share it. We’d love to hear it. Andrew: I’ll just add to that, it’s not just about you, then, getting more of what you want out of Safeopedia, or providing feedback to our podcast, as well. It’s equally the same, where the feedback you provide will help hundreds, if not thousands, of people. Scott: That’s right. Andrew: That, I think, is the fantastic thing about this global connected economy that we live in. Scott: Absolutely, if you have a question, or you have a problem with an article, then chances are hundreds, perhaps thousands, of others do as well. It was a little while ago now, but we had posted an article, and somebody replied, and the tone of it was a little bit angry. He had written a big dissertation about what was wrong with the article and the approach that we were taking. We reached out. We contacted him and said, “Hey, this is fantastic. This criticism is absolutely invaluable. Can we take this and turn it into an opposing article that talks about the same subject from a different perspective? Because if you’re having that problem—no matter how many people like or share or retweet that original article, if you’re having problems with it, then somebody else is, too.” He agreed, and we posted his follow-up article as a Part 2, and it was hugely successful and really, really well-received. We’re here to make the site better. We don’t take anything personally, so by all means, get involved and let’s make it the best site we can make it. Andrew: That’s a fantastic example. We might link to those two articles, I think, in the Safeopedia article for this podcast interview, and also on the Safety on Tap website show notes, as well, so the listeners can have a look at those and compare and contrast for themselves. Before you go, Scott, what’s your best piece of advice for people who want to have a more effective impact in their environment, health, and safety practice? Scott: I would say, "be tenacious." It’s a very, very important industry. It’s an important part of every organization. But it still continues to be minimized. Some companies are looking at it as a cost item, and some people think that it negatively impacts productivity, but we have to keep providing them with—keep educating them and keep moving them forward, slowly if necessary. But be tenacious. Don’t give up. It’s so important. It’s about our planet. It’s about our coworkers. It’s about ourselves and making sure everybody gets to go home safe to their families at the end of the day. Don’t lose hope. Be tenacious. If you need to, reach out, and we’ll provide whatever support we can. Andrew: Fantastic advice, and I’m looking forward to continuing to make a difference in the world with you and Jamie and the rest of the guys at Safeopedia. Scott Cuthbert, thanks for joining us on the Safety on Tap podcast for Safeopedia. Scott: Thanks, Andrew. My pleasure. Andrew: Thanks to Scott for today’s conversation. Next episode, we have Scott’s partner in crime—hang on, that didn’t come out right—anyway, Jamie Young from Safeopedia. Given the commitment to improvement that we have here at Safety on Tap and at Safeopedia, let us know what you think about this episode. Give us a comment. The best way is to head over to iTunes or Stitcher to leave us a review and to comment, and we’ll be eternally grateful. If you haven’t already, check out even more episodes and great content over at Safeopedia.com and SafetyonTap.com. Until next time, I think you take positive, effective, and rewarding action to grow yourself and drastically improve health and safety along the way. See you!

This week on the Chicago Geocacher Podcast… Scott & Walt show up on the geocaching podcast GeoGearheads! DarrylW4 and The Bad Cop recorded their thirtieth Randomized show, and who better guest to have on their XXX show than Walt & Scott? It’s the first of two shows! Podcast 104 To download this episode, please visit […]