I Prayed Someone Would K*ll Me. Then I Built a $46M System

Throughout my life, there's been several ups and there's been several downs. And if there's one thing that is consistent with what brings me down, it's in those periods of comfort. Tony Robbins has a saying, if you're not growing, you're dying. When somebody says, "Oh, I'm at rock bottom." There's a qualifying factor. Do you still want to be on this earth? I did find myself driving in the car saying this silent prayer that I hope somebody would just hit me headon and just take me out. That is what I call rock bottom. Life is very much like this springboard. The further the diving board dips down, the higher they'll end up going up in the air. Some of the most successful people had the biggest challenges. Elon Musk was down to his last bit of money. If the rocket exploded, he was done. I've spoken to thousands of entrepreneurs over the last 16 years to some extent most people. AI is going to take my job. AI is going to take my business. AI is going to be the death of me and so forth. And what's going to end up happening is welcome to Super Entrepreneurs Podcast. I'm your host Shahed Dani. Today we have with us Charles Goddet. Charles has built multi-million dollar businesses. He hit rock bottom. Um he rebuilt with systems and psychology that most entrepreneurs are not even aware of. So I'm really excited to talk to Charles. Thank you so much for coming on our show. >> It's a pleasure to be here. Thank you. >> My pleasure. My pleasure. So, let's start with that, you know, with the the multi-million dollar business at 24 and then you hit rock bottom later. What actually caused that to happen? And, you know, was there some sort of internal identity shift that that helped you come back? >> Yeah. Well, you know, throughout my life, there's been several ups and there's been several downs. And if there's one thing that is consistent with what brings me down, it's in those periods of comfort. It's where I I took my foot off the gas pedal and just sort of like relaxed and didn't lean in. Tony Robbins has a saying and I invested over a quarter million dollars between my wife and I traveling with Tony and he has a saying that if you're not growing, you're dying. And and I realized actually that, you know, when you're not leaning in, you're not pushing forward, you're not trying to grow, that there is that risk of dying. And and for me, that's what happened. And every time I took my foot off the gas pedal, I I lost millions. But when we talk about rock bottom, it, you know, when somebody says, "Oh, I'm at rock bottom." There's a qualifying factor to that that I can tell if they're really at rock bottom or they're not. Um for me, the what that qualifying is, do you still want to be on this earth? And while I was not at the point where I was going to do any harm to myself, I did find myself driving in the car and saying this silent prayer that I hoped somebody would just hit me headon and just do it for me and just take me out. That is what I call rock bottom. When you're praying Yes. that you're no longer here. And um through a through a different series of events and having a very supportive wife and you know someone who really believed in me, it kept me in the game and in the fight and um eventually I found myself for no reason just being in the state of gratitude, being grateful for the position that I'm in and then not understanding why I was grateful, just knowing that I was grateful. It was the only way to get me out of that headsp space. And now I can look back and understand why. Because if it wasn't for that, I wouldn't have made certain decisions that allowed me to meet certain people that created opportunities to this and that that gave me that next massive boost to success. See, life is very much like this springboard. If you've ever watched somebody like jumping on a diving board over at a pool, it's like the further the diving board dips down, the higher they'll end up going up in the air. And when you talk to different CEOs and founders and whatnot, you'll notice that some of the most successful people had the biggest challenges. Look at uh Elon Musk, wealthiest man in the world, he talks about how he was down to his last bit of money. And if the rocket, the last rocket exploded, he was done. Everything he ever worked for was toast and he would be nothing. Um, and it worked out. Uh Joe Rogan just did a podcast recently interviewing Jensen Wong, I believe is how you pronounce his last name, the CEO of Nvidia, and he talked about how, you know, he was down to his last bit of money and, you know, went to the CEO, I think, of Sega just been like, "That's it. Just a few weeks left and we're done." And I just we failed and I, you know, I don't know what to do. and and he's gone through these periods a couple different times, but you come to realize that those challenges, they're nothing more like going to the gym and throw an extra piece of weight on the bar. Like Sahit, if I look at you, you you're successful, you've done many different things throughout your own life. If I really ask you like the challenges that you're faced with today, um if uh if you look back at your life maybe four or five years ago and you were faced with the same challenge you dealt with today, could you have handled it four or five years ago? >> It would be more difficult. >> It would have been more difficult. And if you look at the things that kept you up at night four or five years ago now, do those challenges even seem big to you at all? >> None. None of them do. Actually, >> none of them do. And that's because you had to go through that period of challenge to develop a new skill and the confidence to handle bigger challenges. So if you're the type of entrepreneur that has massive ambitions, if you want to grow a multi-sefigure business, if you want to grow a multi-ight figure business, if you want to grow a 9 figureure business and and above, you have to be willing to allow yourself to experience big problems. But there's a big difference. You know, little people, they run away from their problems. They just constantly run away. They don't want to deal with it. Big people, they create big problems for themselves. And so, as you become more successful, you create big problems for yourself. Elon Musk, you know, he decided he wants to colonize colonize Mars. Well, that's a really big problem. and they publicly talked about it and people are ridiculing them and making fun of them and and everything else. Um, and a lot of these multi-billionaires, they're talking about going into space and creating something massive. They're creating big problems, right? So, yeah, problems actually is just putting on extra weight in the bar and and either the problems happen to you or the problems happen for you. You have your choice if you're going to create the problem or you're going to wait to make it happen or perspective. >> It is all perspective. >> And when you're speaking about taking your foot off the gas, from what you remember, what was causing you to take your foot off the pedal? And then what made you kind of jump into it again? There must have been something happening internally that that made you want to slow down. Well, what made me pick my foot off the gas pedal is like made millions and >> you know, >> you know, it's like, oh, >> let's relax now, right? >> Finally relax, you know, and obviously it didn't work that way. And then I lost millions and it uh, you know, and that was enough for motivation. You know, momentum is that there's this law that an object in motion stays in motion. An object at rest stays at rest. Right? So, if you're making money, you've got to keep that momentum moving forward. The moment you start to relax, then that momentum begins to slow down and momentum changes direction. But an object in motion stays in motion. And the moment you start going in this motion of, you know, you're starting to lose money and you're making bad decisions and all that other jazz, it takes a lot to redirect that momentum into another another place. What I found now is that um and and the CEO from Nvidia talked about this in the interview where he said, "I operate every day as if Nvidia could go out of business in the next 30 days." Now, that's a lot of pressure and that creates a lot of anxiety for a CEO. I don't operate to that extreme, but I do operate as if, okay, I'm going to create another problem. I'm going to create another problem. I'm going to create another problem. I want to do something else. I'm going to create another innovation. I'm going to create a big hairy audacious goal that I have to accomplish. I'm going to do something that makes me uncomfortable. It's always trying to push and push and push and push. And that's how I'm able to to keep myself leaning in. >> So when we talk about momentum, you know, some may look at that as hustle for example in the audience that you know I need to hustle more. What are your thought patterns around um like you mentioned the anxiety for the for Nibidia you know the CEO placing that much pressure on himself. Do you believe that that's you're still able to challenge yourself, make yourself uncomfortable and still remain calm doing it or do you recommend to to go towards the hustle u you know like I got to I got to go like so much pressure um do you do you feel that that pressure could kind of push people back as well like derail things? >> Great question. There's a difference between wanting to do something and how to do and and having to do something, right? So, if you've created pressure that inspires you, Yes. >> then it's like, >> yes, >> working is just it feels like it's, you know, it doesn't feel like work. It's just you do it cuz you're inspired and you get up to get it done. But if you feel like you have to do it because you don't have the team, you don't have the pe the the systems, you don't have any of that, that that's a that's a bad thing, right? So, uh there's a difference between being busy and bus and being productive. And so most people remain busy, but they they're busy because they're also not choosing to do the hard stuff that's require that they're required to do. So, they choose the easy stuff, >> comfortable stuff, >> that's comfortable, that keeps them busy, but then what happens is they go to bed at night after working a 12-h hour day and they just still feel like they got nothing done. >> Yeah, it's it's so true, Charles. When I when I was running the medical facility, um I I would I had so many other plans, so many ideas because I was a big overthinker back then. And I I had all these plans I wanted to do to grow and there you know some of them were building relationships for example with doctors right meeting with doctors and I would I knew I had to do that but I would I would always end up doing on a daily b I was busy as hell like 16 18 hour all I would be doing is the stuff that I I I was apparently subconsciously enjoying but consciously if anybody asked me go do you like p p p p p p p p p p p p p p p p p p p p pushing paper or working on a computer and conscious say no I don't like it but subconscious for some reason that's all I wanted to do I just wanted to go in the system and do the backend stuff where I I could grow and do other things that I needed to do I wasn't doing but I didn't have any really control a week would go by and then I would say you know what I wasted so much time I was supposed to be doing this I could give this other work to anybody why am I not doing it then again I would be in that vicious circle It's like the body has its own um you know obviously subconscious is the body so it just plays out what it believes it needs to do right >> well you put yourself in what's known as the founders trap right so there's two very hard points to growing a business the the first hard point is when you start it I think we all know what that feels like the second hard point is what a lot of people don't talk about but it happens to everyone see when you start your business and you're growing it you build it through a lot hard work, word of mouth, and referrals. And often times that can get you to about that $1 to3 million range. But then it's because you're successful that you fall into this trap. And when you think about it, when we all when we think of an org chart, we think of, you know, the the CEO at the top and then underneath are the people that are reporting to the CEO and then it falls continues to go down. And that's what we all think of an org chart. But the reality is for a founder, usually around that 1 to 3 million mark, the founder is sitting in the middle and then all the marketing depends on them because it's all based on word of mouth and referrals. And then the sales depends on them because it's founder-ledd sales. They're the ones who are closing most of the deals. operations depend on them because it's you know it's a founders's expertise and there's a lot of custom proposals and you know that requires a signoff and you know client delivery depends on them and retention and the relationships and the whole deal and so everything is so dependent on the founder you take that founder out of the center of the org chart what happens to the organization it just crumbles so so many founders are like well I understand Charlie I hear you so here's my thing I'm going to try to work even harder to get out. But actually doesn't work that way because the harder you work, the deeper you fall into it. It's like standing in quicksand and you try to struggle. You actually drop yourself lower and lower and lower because the more successful you become, the more clients you have, the the more employees you have. And if you don't break that pattern by creating the right systems, everything becomes more and more and more dependent on you. And that's when you start feeling overwhelming senses of burnout. And then for some it turns into self-sabotage. >> Yeah. Or some some bad habits as well, you know, uh drinking or anything like that. >> It's true. You know, >> I read somewhere that 75% and I and I don't this is what I read, so I haven't verified the the source, but 75% of founders and entrepreneurs experience some degree of a mental health issue. >> I I I read that as well. Actually, I did a post on that, too. >> That's that's a lot. >> Yeah, >> I understand if you include anxiety, you know, as as part of that. And I understand I I see how that can happen. I explained to my son the other day that you see it entrepreneurship. >> Sorry, Charles. You do you probably experience it, right? Even if you go to the grocery store, even if you if you're driving, um it doesn't matter in life meeting people. Um you'll sense you'll sense that you know you for example if we we say something and our our intention is completely different but the other person might react in a different way and you're like kind of surprised like oh I did not that's not ex that's not where I was going with this but you know what I mean? So you you you could sense those uh the mental health issue around you all the time I feel. >> Yeah. I I have a unique opportunity and uh with my company I've I've spoken to probably you know thousands of entrepreneurs over the last 16 or so years and to some extent most people you know they it it is it's so much of a head game you know being able to just you know talk us through certain things and you know that the head game is important because we're in the business of not only just managing others but you know we're we have to make decision decisions and we're where we're at today because the quality decisions that we make. And so if if if you wake up and you say AI is going to take my job, AI is going to take my business, AI is going to be the death of me and so forth. And what's going to end up happening is everything that you look around, you're going to be looking around and you're going to support every reason why AI is going to end up destroying you. And guess what? Let me tell you, in the future, it will if you have that mindset. Um, but if you change that mindset and even in the beginning, if it's if you're almost like lying to yourself, but you say, you know, this new wave of AI could be the best thing in the world to happen to me. And then you just say, okay, how can AI be the best thing in the world to happen to me right now? And you just continue to ask yourself that question over and over again. you're going to start seeing things that going to be able to support all the reasons why AI is going to be able to support you and in this journey and you'll make better decisions. So mindset is critical to your ability to make good decisions and you know if if you if you don't know the answer then ask yourself better questions and just continue to ask yourself better questions. How could this be the best thing? Even something as simple as, you know, every day you're going to experience challenges. You might have a client leave, big banner client leave that, you know, ca came out of nowhere, big surprise, it's going to put a pinch on on revenue and income. Ask yourself, why could that be the best thing in the world to happen to you right now? Go to your team and say, "Hey, why could this be the best thing in the world to happen to us right now?" >> They're going to look at you like you're smoking the wacky tobaci and have two heads. But what's going to happen is they will begin to tell you here's where we fell short and here's what we could do to make things better and the company will grow as a result. >> Oh, that's such a >> You know what you're going to get out of me when we started talking, right? >> Yeah. No, no, definitely. Charles, I'm so excited to talk to you actually. You know, because this stuff is amazing. you know, we're always on the show, we're always trying to find uh information that can help people uh think differently or just become a little self-aware, right? Because I I I see so many people and I was the same as well before. I was always chasing uh strategies and the next thing and and what do I need to do or I would just mimic try to mimic other people. Uh but reality is that every human being is so super special and and we have such incredible gifts within. If we just start spending more time there and and the thoughts I I find that the more you observe them, the more you notice um how you know fleeting they can be in many times. Great stuff as well. But if you kind of create that gap and you start noticing you start seeing how much of it is coming to limit us and by focusing on internal world watching you know the internal world watching what's happening and watching our own reactions and responses we can start taking steps to start making better decisions. you know, the clarity starts coming into play and then those strategies that never worked, you know, they start uh it might be a different angle, but they start working in in in a different way because of that decision, if that makes sense. But, you know, bringing guests like you is is like not having me talk about this all the time is I want other people that are successful and that's that's you know we try to bring up from all over the world as long as the time differences. I have a big issue with Australia right now. So many people want to come on a show really incredible people but they want to meet in hours that I just can't do. And if they're listening right now, I'm I'm sorry. Like I want you guys on the show, but just the timing. You got to work with me somehow. So, well, you know, you you talk about the predict predictable business, you know, can you share and you probably covered this already, but anything you didn't cover, if you could give some kind of pointers to the audience that can help them. Um, what is that really made of? you know, not like in a marketing language type, but just something that you can give that's really highly valuable and action that they could take from it. >> You know, when you think of of business, um there there are two basic camps that that people often kind of think about. There's growing fast and then there's growing predictably. Usually it's the it's the newer entrepreneur uh somebody who hasn't earned enough scars through experience that just wants as fast growth and they have this dream getting on the Inc. 5000 fastest growing and they just push push push they do whatever it takes right and the idea of predictability sounds boring and unattractive but when you look at the actual data uh 66% of all companies that are listed on the Inc. 5,000 fastest growing companies list within 5 to 8 years of first getting listed will shrink in size, go out of business or um be disproportionate or disadvantageously sold. And that was a study that was performed by the Kaufman Foundation. Right? So now let's look at predictability. Now predictability is it's they're two different strategies, but it doesn't mean just because you're creating predictability that you can't actually grow fast. We helped a we helped a marketing agency of all things go from 950,000 to 46 million in six years. So you can do that and you can grow fast. But the strategies are different. You have to ask yourself different questions such as you know how do I go beyond word of mouth and referrals, right? So you have to think in terms of systematic and in the way that you do marketing and and and you can't actually do marketing. Marketing is a function. It's a function of how you create, capture and nurture demands. So you have to look at marketing differently. How effective are we at capturing and and uh and creating and nurturing that demand and look at it that way. The other thing is you know you experience cycles of feast and famine right? So how do you level these cycles of of feast and famine and not only can that go into the marketing side of things but also looks at sales. How dependent is sales on you and breaking free from founder sales so that you can focus on your zone of genius as you mentioned earlier being in that zone of genius because you know other people can sell it and I'm sure you're going to find people that sell better than you but your zone of genius is the that the biggest value that you can create in in your company and then you know also making the company less dependent on you. So it's really like if we look at it predictability is eliminating three traps. Uh the first trap is the setup trap. That's everything based on word of mouth and referrals. Get yourself out of that. So it goes beyond word of mouth and referrals. The second trap is a sales trap. That's when you know the business is dependent on you to sell. Move yourself out of that. And the third one is a scale trap where you have so much guesswork. You don't know if you got the right people in the right seat. You're dependent on you for delivery. There's no real systems. The entire company's got things you know between their ears. You got a lot of variation between how one person does it and somebody else does it. and you're dependent on a few key people and so forth, you get yourself out of those traps, predictability happens on its own. >> Yeah, that's wonderful. Now, you said that most companies don't have a sales problem, right? They have a a setup problem. Can you share what's the number one setup mistake that is actually killing growth? >> So, in up until 2019, you would have the sales over here and you'd have marketing over here. two separate departments. Uh, and in 2019, the average person looked at 17 different sources of information before making a buying decision. In 2021, that went up to 27 different sources of information. So, sales and marketing started to converge. Now, we're looking at about 36 different sources of information. So, we're getting this significant overlap between sales and marketing. Um, I I I spoke about this not too long ago, but by the year 2030, we're expecting 100% of all sales to happen through a rep-free sales experience, right? 100% of all sales. That means, by the way, that by the time they get on the phone with you, Sahid, they're they're saying, "I know I want to do business with you, but you still might have to, you know, design the offer and talk with you and whatnot, but they've already done all their research. They know they want to do business with you." So, there's going to be this direct overlap between sales and marketing. up until 2019 your metric and if you were do your your primary goal was conversion. How do I get people to convert? How do I get people to convert and so forth? After 2019 there was something that eclipsed that um conversion and that is consumption. So it's consumption that drives conversion. Consumption means consumption of content. Right? So buyers have become researchers. I need to consume enough content from you that resonates that allows me to feel comfortable in my decision so that I can go ahead and do business with you. Now, um there's a number of different studies out there that support consumption drives conversion. Google says 7 hours of content. uh we found roughly about the same seven hours of content whether they're consuming a workshop, YouTube videos, Instagram videos, reading LinkedIn posts, whatever that might be, they consume enough content, it's approximately about seven hours that it takes somebody from I don't even know if I really need this to here's my credit card. And so your goal then is how do you create as much consumption as possible as early as possible to drive that conversion. >> Would there be would we could we look at that as excessive as well when we're posting too much or is it the same kind of information um explained in different ways? >> It's it's less about the the quantity of your posting. It's it it's understanding your what we call your your super consumer, right? So, it's your your best client. What are the pains, the worries, concerns, the needs, the desires, the aspirations, all that other stuff that that and then speaking specifically >> to that in a way that I mean, if you have a burning problem that you're trying to resolve, it doesn't care if I email you three or four times a day. If I'm giving you information that you genuinely are interested in, then you're going to soak that. especially if the problem is big enough, hairy enough, and and so forth. But it it it goes beyond just posting. It's, you know, what is that retargeting strategy? So, when you wake up in the morning, you see >> Oh, yeah. >> predictable profits. When you're standing Got it. >> in uh in lunch or you're standing in line at Starbucks, you see the logo. You go to bed, you see the logo. >> You you go on social media and now I'm following you and I see your post. I'm listening to your podcast. Um, I'm watching your YouTube videos. I'm getting the email in the inbox. We're connected on LinkedIn, so I see you in my feed. And it's you're engaging with my posts, so I can see, you know, your comments. And even those are micro moments of consumption, it all adds up, right? So, it's a it's an omni channel total sphere. It's more than just, well, I post on LinkedIn every day. >> Yeah. No, I get it. Yeah. It's the it's the it's the uh algorithms of these platforms that help us as well, right? To get that uh flow going. You know, it reminds me of when I in back in 2020 when everything fell apart. Um that's what happened to me. I just got this this feeling to just type in mindset into into the browser. And I remember going in there and the first video was Bob Proctor. I don't know if you know of him, but yeah. So, and that's what happened. I watched this one video and then I watched another one. It was a Friday. I watched another one and then I went to his Instagram, went there and then there was some book I read that and then there's some so I kept consuming consuming consuming and finally by I think it was a Tuesday or Wednesday I was on a phone with him, you know. So, it it it's exactly what you're explaining. >> Yeah. No, it's uh it's wild. But yeah, it's consumption drives conversion. >> Interesting. So, you know, you have tested your operating system over 55 industries. >> Can you share a pattern of of fail failure that you see everywhere that founders have have have no idea about or they're blind about like they're just kind not aware of? >> Well, the the lack of execution would be a massive one and it goes back to what you and I spoke about earlier. they're doing the wrong things. You know, we'll hear all the time, "Oh, I'm so busy." You know, I get anything done. I'm so busy. I'm so busy. >> And it's usually when they start working with us that they realize that about twothirds of everything that they're doing doesn't matter as much as they thought. And so they replace it with the stuff that matters and they get results. That would be one. The other one is we say guesswork is a cancer of all business. So, um, you know, when when I said to you earlier when we talked about marketing, well, how effective are you at capturing demand? Well, a lot of people might know that because it's like, oh, this is how many leads I get. Well, how effective are you at creating that demand? I don't know. How effective are you at nurturing that demand? I don't know. So, twothirds of the entire marketing function then is in this black box. And so they're not realizing what's working, what's not working. And it creates, you know, that bit of an issue. And that again is something another part would be, you know, we when we're in this trap, uh, this founders trap, we're constantly being pulled in. is this gravitational force pulling us in, pulling us in, pulling us in due to bad habits, which you talked about that earlier about the bad habits, but it's like you look at something and it's like it, you know what, it's just easier if I get this done. And it's like, so you just go ahead and and you do it and let's say it takes you a half hour to do it because it's just easier. You don't want to explain it, but it's a repetitive task that happens over and over again. If you just take 30 minutes and you multiply that, let's say it's, you know, 30 minutes a day you're doing that over the course of a week, 5* 30 is what? two, three and a half, I don't know, three, what's it? Two and a half hours, three hours, something like that. >> Something like that. >> So, let's just say for easy math, let's say it's three hours, three hours that you could have delegated, right? And then you multiply that by 50 hours over the course of the week. That's 150 hours >> of of time that >> adds up. >> You just gave up because you're like, it was faster for you to do it. You could have given that to an assistant that you're paying, you know, 20, 30, 40 bucks an hour and instead you did it and 150 hours that you could have extended your year by an extra month and a, you know, month and change if just on more productive stuff. >> Yeah. No, definitely. >> There's the return on time that we have to look at. >> Yeah. Yeah. Return on time. That's such a big one, right? So Charles, um, in your experience, because you work with so many people, what do you feel, and I I feel this may help someone out there, but what do you feel is that moment when someone realizes that they are the biggest bottleneck in their startup or in their business, whatever the case may be. Um, can you share anything about that? In in almost every case, we are the biggest bottleneck and we just have to come to that realization. >> But but they I'm saying a lot of people a lot of them keep fighting the fires, right? They keep pushing pushing. I'm just trying to see if you you know of that moment when that clicks and they realize that they're the biggest bottleneck, which is usually it is. >> Yeah. I I think it actually has to do with this realization that, you know, they're working 40, 50, 60 hours a week and it's like they're not getting any further. They're it's the same income and and yeah, they just feel like now I'm working harder than I've ever worked before for the same or less money. And there's this level of extreme frustration and overwhelm and and disappointment to some level because it's like why am I not going any further? And uh and and the thing is is they know they look at their products, they look at their services and they go we're so much better than the competition. We're so much better. Why aren't we bigger than them? And it really does come down to it's the founder that's standing in the way of their growth because everything is so dependent on the f on the founder. So it's really the it's the frustration, it's the it's that repetitive statement they say in their mind over and over again when they're like this business can and should be so much bigger than it is right now. And it's like finally they had enough. And just another year where you're going to sit the same the same revenue, another year where you're going to feel this burnout. Another year where you feel like you're not spend enough time with your kids. Another year where you didn't take vacation or you went on vacation but you still felt the need to run out, you know, and check your email and all this other stuff because you couldn't disconnect. And it's like that's the moment where it's like I didn't get into business to feel just constant like disappointment so to speak. Just cuz you might be making good money like you know there's more. >> There's more. There's something missing. There's something missing. There's something missing. There's something. Yeah. It's like you you you push every day and you you you go after what you want, but there's this underlying feeling or or something in your body that pulls you back. And when I work when I meet with founders or entrepreneurs, one thing I help them notice is the protective identity that I call is the PI. Now, protective identity is formed when they're younger in their in their 8 7 to 12 range, right? 8 to 12. And these these protective mechanisms or whatever you want to call them, they kind of get formed in a very very subtle ways. You know, you going to school, some kid took a toy from you and you felt like, oh, I should have went and grabbed it back from him or I have to hustle to make sure I get all the toys so you know, other kids won't get it. there's this sense of competition. It becomes a competi protective identity which runs their business now as an adult as you know they're running their life everything. So when they start noticing it from their true identity like who they are they start seeing it in play that that gap is what changes what creates a transformation a very deep transformation because now they're seeing wait a minute I have more power than I ever thought possible before >> you know. >> Yeah. >> So >> yeah I get it. >> Yeah I got it. >> No Charles it was great talking to you man. We got to do this again. If you have a book coming out, whatever, I'm sure the audience will love it as well. You know, your energy is great. Um, I love your calmness, how you speak. There's power behind your words. There's experience, wisdom. Um, you know, I I I love speaking to people like you on the show because of the impact you're making in the world and the information you're sharing. And I feel that energy has a lot to do with it. you know, when people hear you, they they could tell that you could help them, right? So, in the audience, if anybody wants if this triggered anything, you know, get in touch with Charles, you know, talk to him. I'm sure he's going to he's definitely going to want to talk to you as well. >> Awesome. Well, thank you so much. I appreciate it. >> My pleasure, Charles. Definitely keep in touch. Likewise.