In this episode of the Tactical Empire, Jeff Smith and Shawn Rider discuss the evolution of business strategies, emphasizing the importance of clarity, strategic partnerships, and non-traditional growth models. They explore how understanding one's goals can lead to more effective business decisions, moving away from conventional norms that tie success to ego and employee count. The conversation highlights the significance of relationship capital and the freedom that comes from thinking outside the box in entrepreneurship.
In this episode of The Tactical Empire, hosts Jeff Smith and Shawn Rider delve into strategies for achieving a life of abundance, discipline, and high achievement. The discussion highlights the importance of distinct, purposeful growth over blind expansion, referencing the book 'Company of One' by Paul Jarvis. The episode features real-life examples, including success stories from their inner circle, about leveraging skills and strategic partnerships to create sustainable business models without unnecessary complexity. Jeff and Sean emphasize the value of personal clarity, simplifying business processes, and maintaining flexibility to achieve long-term goals.
00:00 Introduction to The Tactical Empire
00:29 Casual Catch-Up and Weather Talk
01:55 Success Story: Inner Circle Member's Business Acquisition
03:01 The Importance of Strategic Partnerships
05:25 Book Recommendation: Company of One
08:19 Defining Growth and Business Philosophy
09:42 Real Estate and Simplifying Business Operations
19:33 Personal Stories and Business Insights
34:09 Conclusion and Call to Action
TTE YT
[00:00:00] How do you find the will to fight back against a world that wants to keep you sedated, averaging, stuck in place? Join us for the tools and strategies you need to create a life of abundance, discipline, and high achievement. This is The Tactical Empire, with Jeff Smith.
Jeff Smith: Welcome to another episode of The Tactical Empire. I am joined by Sean Ryder. How are you, my man?
Shawn Rider: Hey, uh, we Had great weather the past couple weeks, but we are back in the 20s here in Virginia and the wind was howling yesterday. So I think my face was gonna freeze off while walking my dogs this morning.
But, hey, 50 some degrees next week. So it's gonna be like a sauna outside.
Jeff Smith: I need you guys to DM us that listen to these. And are we driving off our audience talking about the weather in the first two minutes every [00:01:00] time? I feel like a bunch of old ninnies. Um, so we You're getting on
Shawn Rider: with a t shirt and I'm getting on with a hoodie.
So it's the first thing I do when you're like, you're like, three, two, one, go. Sean, what's up? And I'm like, I'm fucking wearing another hoodie. Like, it's cold.
Jeff Smith: I was just shirtless outside working out. So I can, yes, yes. I'm having better weather than you.
Shawn Rider: I'm good, man.
Jeff Smith: Life
Shawn Rider: is good. I mean, I was thinking it was the end of Q1 the other day, but we're only coming up on the end of month two of Q1.
But, you know, we're making moves, so we're ready to rock. How are you?
Jeff Smith: Oh man, I'm hyped, dude. We just, I talked your ear off for fucking a half hour before we even got to recording. Telling you all the shit I've got going on. So, I'm happy. We're making moves. We're doing good things for people, and helping people out, and like, the tactical empire is coming along.
And so, I'm happy with everything that we're doing.
Shawn Rider: I actually, well I didn't Tell you this. I don't know if he called you, but yesterday out of the blue, one of the [00:02:00] guys in the inner circle called me, uh, randomly in the afternoon, which doesn't happen too often, so I picked up and, uh, he sent me, told me that he bought another business and it came because about three months ago, he was texting me about allocating more time doing contract work for another company and I basically had to have like a come to Jesus moment with him about not building someone else's shit.
And I said, use your small set on the business you already own to go gobble up one of the other ones down the street from you. And I mean, kudos to him. Like he put pressure back on me and he asked really good questions and kept like diving deeper, deeper. And, uh, and then he. A couple of days later, he's like, I started a conversation.
So now here we are three months later, he handshake deal yesterday. They got assigned some paperwork and, uh, he's buying another business for 20, 000 out of pocket,
Jeff Smith: man. I love to hear that. I love to hear that. [00:03:00] And the, yeah. It's
Shawn Rider: like what Jeff, what Jeff has been telling these guys is like, then obviously you own real estate.
I own real estate, but some of these guys, right. Like they have such a unique skillset and they have such a good opportunity in their local town. To buy other businesses for cheap to have such a higher potential ROI. And so they just haven't leveraged their own skillset yet. Of course, we want them to build wealth outside of that, uh, from an anti fragile standpoint and long term play.
But it was really cool to see him go from the thinking he had of just working hours as a contractor for X amount of dollars, and then actually like deploying his capital. From a life insurance policy to buy a business that he can, you know, three, four or five acts in it in like six to 12 months alone, because that guy's, you know, on the way out and isn't really trying to grow it.
So, um, I figured I'd let you know that that was pretty cool.
Jeff Smith: Yeah, man. Yeah. And, and the cool thing about that story and a lot of the other [00:04:00] stories, it was like, My purpose, I feel like, is just to raise people's awareness so they look at things a little bit differently. Because when you're like looking at an asset or like another business, you don't actually know what those assets are until you dig into it.
And it's not ever face value. Like you don't know what, like Their lead list could be like, we've seen people spend tens of thousands of dollars just to take someone's list of contacts and shut everything else down because you can absorb that into your existing business and scale that way. So it's not always just like, Hey, I'm going to open that McDonald's or buy that McDonald's down the street and take on another entire facility, brick and mortar or whatever it is, right?
There's a lot of different levels and angles and strategy that you can pull off of things that are vertically integrated with what you're doing already. And then you can scale your staff too. And utilize like economies of scale with what you've already built. I mean, can your [00:05:00] manager manage multiple facilities?
Can they scale where, where you can create the life that like somebody else is dreaming of, potentially by expanding your little empire. You know what I mean?
Shawn Rider: It's real interesting that you bring that up, that I brought that up and that's kind of where you went with your response. It is like changing the way people are thinking and, and at first glance, the topic of today may seem like a rebuttal against it, but I think it's just a part of the conversation.
And there's a book that you and I recommend to pretty much every small business owner. It's one I've been recommending for years. And the reason why I like to recommend it, one, it's a great book, obviously. Two, it's a book that no one else recommends ever. When you see these posts on Facebook or post your favorite business book, like.
You'll never see this book on the list and the book is company of one by Paul Jarvis. Um, I forget what the subtitle is, but it's, it's just about like not necessarily needing to be the biggest [00:06:00] fish. Um, and so one of the biggest takeaways I took from this book, we're just going to kind of talk about some of the things we learned from this book.
Uh, company of one does not necessarily mean that. You are the only person in the business, regardless if it's an employer contractor, it just means a company that is focused. On defined growth. And that's the phrase that he uses early on. He's like, I'm against growth at all costs with no purpose. He says that if you're going to grow, you should define growth and define the why behind the growth.
So I actually want to pose a question to you first, Jeff is. Out of all the quote businesses that you run, and many of them are just LLCs that hold real estate, but of all the things that you run, how many pure employees
do you have?[00:07:00]
I have technically like
Shawn Rider: four or five LLCs and I have one employee in one of them. Now we, we did just hire for the brick and mortar gym. We hired three super, super part time people as, as backups. Um, but we have one, like this is their full focus job employee, all the other businesses I run either have a partner, an equity partner, or it's contract work out to other professional businesses that specialize in a given area.
And so what that has allowed me to do is to simplify the things that I personally focus on. And stay in my lane and let other professionals do their thing. And that's a lesson from company of one is like small businesses, as they grow [00:08:00] and scale, they always believe that they have to bring in a person to be an official employee, to get where they need to go.
And I think, especially in the year 2025, that's certainly not the case anymore. So company of one for me, it was defined growth as opposed to just defaulting to growth. So I think defined growth is greater than default growth because with default growth you, you could be going a thousand miles an hour, but if you're going in the wrong direction, like you're, you're getting nowhere fast for sure.
And then it was, um, making sure that you dictate when and how to hire with like inside of the company versus just using professionals. When you read the book, what was some of the things that kind of stuck out to you, whether it reinforced how you've been doing things or kind of tweaked your philosophy on some things?
Jeff Smith: It definitely resonated with me. And the reason that it did is because I've been, I've been writing a, I've been toying with writing a social post about this, but like, I think that. [00:09:00] The, the growth for the sake of growing is what I have bristled against. I think for a long time, I think we'd been involved in some other organizations where it was just like, this is the natural trajectory of things and you should just grow, grow, grow.
Whereas I came in with kind of an antithesis statement to that, like you need to figure out who you are and what you want. And so that book kind of clarified that. It's like clarity is what you need. And the social post that I was talking about writing was it is perfectly in alignment with what you're talking about in the philosophy of that book.
But it's related to real estate. We all come into real estate and we think we need to scale and grow and we need a thousand doors. And the clarity of who you want to become as an investor is far more important than like just growing, growing, growing for the sake of growing, because you will [00:10:00] add complexity that's potentially unnecessary to reach your goals.
So like, let's say you want to make 10, 000 a month in the real estate game. Like you could do that in a variety of ways, right? It's the same thing with a business. Like if you, if you understand where you need to be, you can work backwards from there with the least amount of complexity possible, because like, I live a nomadic lifestyle that dictates that I can't really have a lot of complex parts, right?
I can't go to board meetings with my 10 staff members every single day and start to stand up. Um, I mean, I could, but that would take away from what I'm trying to do, right? So, there's people that have 10 paid off properties that they have just worked to pay off. And they're making that 10, 000 a month. Or you could have 100 properties that are leveraged that are paying you 10, 000 a month, right?
Which one do [00:11:00] you think is more simple? The 10 properties, of course, right? And so, like, the same thing is in business. I'll tell you what. It reinforced for me is that like, I think we're on the right page on what we're doing with the tactical empire, because, and, and philosophically where I'm at with businesses, because I seek out like strategic partnerships.
More so than I seek out like employees because employees have to be managed strategic partnerships as, and I'll define that I seek out somebody that does is, is in the field that I need. Assistance at. Okay, with my business, right? And then is there a way that we can become mutually beneficial to each other?
And, and then we, like, I do something good for them, they do something good for me, or they become my subject matter expert, and so they do contract work for me, so that I can refer them more people. [00:12:00] Therefore, I am their product, exemplified. I'm their front facing customer. And then I can refer people back there and put a pipeline together that is mutually beneficial.
And that's what I do with most of my, that's why I have no employees. I have, we have a contractor within the Tactical Empire that we pay to help us. He's an assistant and also a marketing specialist. And so he's fantastic. That's contract labor. Every other thing I have that I communicate with regularly is all strategic partnerships.
I mean, you're my business partner, every other person that we are aligned with within my businesses and within my organizations and LLCs, I, they, they're commission based partnerships or they are just some other strategic partnership where like we exchange money back and forth for value, right? And so it, and I think that [00:13:00] type of relationship often works out better because of what I discussed on the way in, like, do I want to manage all my own properties?
Do I want to start a management company? Like that adds a layer of complexity that I don't want to do right now. So instead I go back, go out and I create relationship capital. And then I negotiate certain rates and certain services so that we can stay in touch and certain like points of contact, check, check ins, communication that I want, because you can, you can have these relationships be whatever you want them to be.
So what that allows me to do is be very simplistic. And so when you talk about being a company of one, I'm really just kind of a company of one myself. Um, but that doesn't mean it in every case, like you said, like you can have contractors. You can have other people involved, bringing in partners, business partners, things [00:14:00] like that as well.
Shawn Rider: The big thing about contractors specifically, um, and he, and Paul says this in the book is like, if your business ebbs and flows with revenue, with contractors, you're just hiring them on a contract basis per project. Whereas if you have an employee, that is some pretty serious. Uh, responsibility and overhead that you have to basically guarantee, depending on, again, how their contract's written.
But, uh, you know, when you employ someone, that's a pretty big responsibility. You're, you're taking, not necessarily control of that person's financial future for their family, but if business backslides a little bit, that's a, that's an added stressor. So that's one big positive to working with contractors or strategic partnerships.
So as things potentially pull back, if you're a seasonal business, you can adjust for that. For yourself and not have to deal with 5, 10, 15, 20 people. And the thing I really liked about complexity versus simplicity, it goes back to something that he says in the book is [00:15:00] that, and now, quote, staying small, small is a relative term, but the quote he says is along the lines of like, Staying small or being simple isn't stagnation, right?
You, you have this growth or die mentality. Like just because a business owner chooses to stay within some guardrails in the terms of like the revenue that they want or the revenue growth that they want, it's not infinite or in perpetuity. It doesn't mean that they're stagnating. What, what staying small or just staying simple.
Allows you to do is iterate upon the simplicity and just get a lot better at those very few things. And so, like, This is something to use, to use the, the new brick and mortar gym business metabolic is like we've outsourced freaking everything except for the on the floor coaching and my organic social media because organic social media is what [00:16:00] I love.
So it's kind of like my strength zone. So I have no problem doing that, but we don't do, I know how to do paid ads. We don't do our own paid ads. I obviously can clean a gym. We aren't cleaning the gym. Um, we're not restocking. This is the first time out of 13 years of owning a gym that like we hired Cintas to come in once a month and refill the toilet paper, the hand sanitizer, the air fresheners, the paper towel.
Like there's just so many things that I don't have to think about because we hired other businesses to do them. And personally speaking, it's a lot easier for me to hold a business that I'm paying. Accountable for the results than an employee. I'm just going to be frank with you as a leader. Like that's probably my downfall is like, I give people the benefit of the doubt and I don't want to like overhold people accountable on a short term.
All their backslide, like everyone's got bad days, but like, it's just a lot easier for me to like call up the marketing company and be like, Hey, send me the metrics and tell me your opinion on them and [00:17:00] why they're better or worse than last month. Right. Super easy for me to do that. Super easy for me to text the cleaner and be like, Hey.
We've noticed that there's a sticky residue over by this area. Are you guys dumping something? You know, like it's just way easier for me to do it that way. So that's something that I want to ingrain in people's minds. And like some of these quotes, they're like, they go against the cliche things. And again, we, we teach that it doesn't have to be this either.
We're like, there are seasons where you have to put pedal to the metal and just grow your ass off. But when we look at the long tail effect and the long term goals of people, especially business owners, we talk about you are the asset, right? Like. Sometimes you have to understand when you're just adding stress because of the growth mentality that you have, because you've never grown and you said this about the other companies that you and I have been associated with.
It was like, okay, you want us to bring in all these people and you have this referral instead of program, but to what end? Maybe I was very happy with 15 clients on my list and I don't want to get to [00:18:00] 25 or 30. Um, but then I'm not happy when you take 10 away and I'm back at five, right? Like those things when they're not clear and I don't understand the why behind them, this is frustrating.
So as business owners get very clear on what you want out of your life and how the business. Fits into that, you got to get very clear on how those dots connect. Um, and that's something that is interesting, especially now when I get into real estate and I have two Airbnbs, I have LTRs. Like the LTR play is right now an increase the number of doors play.
And then the Airbnbs, it's like, okay, we had three, now we have two. Are we good with just holding the two? The cashflow is good. So it's, it's, it's an ebb and flow depending on the business that I'm looking at, but we're in growth mode for the brick and mortar gym. So, um, the answer for me in regards to what growth looks like for each business is a little bit different, but the way it plays into my life.
And now that my wife left her W2 job, that's something that. Um, [00:19:00] now that she made that transition, it blurs the lines a little bit because that's a, that's a, that's a new area for us. So our goal over the next 90 days is to get clear on what this new normal looks like in the short term, but we still know what our long term goals are for sure.
It just, that decision has blurred some things. And so this is a constant, you're constantly iterating. Uh, based on what your businesses in life is throwing at you in the life circumstances. So I kind of went off on a long tangent there. I apologize. Uh, is there anything that comes to mind as I speak on that?
Jeff Smith: Well, I think that, I think the biggest thing that the, the book kind of gives people permission to do is like, and we talk about this a lot is like, as you're a younger business owner coming up in, in the life cycle of things, I think you're, you're associated with like, your business is tied to your ego.
And your ego tells you that like, you should be building this thing. How many employees do you have? How big is your organization? And, and you [00:20:00] scale because of that, most of the time, or you're affiliated with some of these groups that tell you to like, build a cookie cutter business, and it's a business in a box and everyone does it this way.
And like, this is the way your business should look. And, and the fact of the matter is that like, that's not true at every phase, you should be checking in. And saying, am I fulfilled? What do I want to create? Cause you, you, you offer no unique selling proposition if you're not different than everybody else.
I mean, if you're the same brick and mortar gym in your example as everybody else, what's your differentiator? Like there's a lot of people that we know that would be perfectly happy making 10 grand a month and doing whatever they want. And so like the book just really reinforced where I'm at in my life, which is I like.
I don't give a fuck, quite frankly, like, about perception of me. Like, I want to be able to wake up in the morning, make coffee, and go for a walk [00:21:00] with my wife, and then control 95 percent of the hours in my day beyond that. Like that's what I want, and I want to make enough money to give my kids some experiences and have, have fun.
And like, I, I'm into building wealth, don't get me wrong, I want to make a lot of money. So, but what I'm doing is I'm pulling those levers and every single time I evaluate that there, there's an ROI that's crystal clear. Like, is this worth it? For me to give an hour of my time to generate XY income, right?
Or, or like, if I buy this property, how long are we gonna have to have, like, these phone calls and this stress and this, like, is it worth it? And, and, cause like, if you ask my wife, she would say I'm stressed, like, at levels that are unnecessary, frequently, because, like, I'm uncomfortable not being, like, moving on to that next thing.
But, like, But, but I won't grow [00:22:00] something now that's not like self sustaining almost that won't like at the period when I get that stabilized, then life kind of settles down, but we're, we've still grown and added that asset into the portfolio, right? Like it's, it may have been a tumultuous four or six weeks, but like the end is in, in sight when we get it stabilized.
Now sometimes they don't fucking go that way. Like, I've got like a multi million dollar refinance that I have been literally beat to death with for two plus years. And that literally was supposed to be nine months, maybe? And, and so it has lasted. So like, things just don't go the way you want them to all the time.
But like, the thing I would tell people, and this was what the affirmation of The post from Chris in the group in the inner circle recently, when he said he went back to like square one and did the thousand day vision and then got clear and then he walked you through [00:23:00] the exact structure of what he's going to do over the next thousand days to live into his perfect life, right?
And like, I'm just like, God damn it guys. That's all it is, is like, take the time, follow the steps. Like, you have to go for a walk in the woods, whatever you need, like, to get that clarity. Otherwise, you're just running the hamster wheel, doing what you, what you've always done. Because that's what you know.
And like, to his point, he's like, well, we're a little nervous about the loss of income. And I'm like, duh. Like, everybody's fucking nervous about that. But like, what's the alternative? Okay, you could make this amount of money for, for, into perpetuity, right? But live with like the misery and the headaches and all the shit you bitch about all the time.
Or you could just pull that bandaid off smartly is like, I've said a million times on this episode, I'm not a burn the boats kind of guy. I'm not like, go sell your gym for fucking whatever, or sell the current business that you're in for pennies on the [00:24:00] dollar and just walk away from it. Because I'm not into like seeking your fulfillment or your true purpose or whatever.
Yes, I am eventually, but maybe it's gotta be well thought out. And so And he did that exercise beautifully and like laid out the framework. He, the gentleman that we're talking about is going to move, he's going to downsize his home in one location so that he can save money for a period of time and then have a second home in another location so that he can split time in two areas to live.
And like, that's how you get things done. It's maddening to me when you speak to people and they're like, this is what I do. And, and like, I can't change any of these variables, but I want to be here. And I'm like, that's, that's not how it works, motherfucker. Like you.
Shawn Rider: Yeah. And I think sometimes people make it seem bigger than it needs to be, or the reason needs to be bigger than, than it needs to be.
Like, for example, me and my wife have taken a hit on income [00:25:00] when she walked away from the W 2 job, like great benefits, great income. The reason why she left, like, there's a few reasons, but she was sick and tired of rushing out the door in the morning, telling me and technically our kids that she would be home at 5 o'clock, hitting traffic and not getting home till 5.
35. Other people would be like, oh, that's not a big deal. That's 35 minutes, but 35 minutes, three days a week for five years, that's taxing on people. And so now here we are, we're recording this podcast. It's a Tuesday. I'm wearing a Tapico Empire sweatshirt, black sweatpants. My wife worked out this morning.
I can hear her in the other room watching a Netflix documentary. But before we recorded the podcast, she was answering leads. She was sending happy birthday texts. She was, uh, setting up a plan to go to other businesses. She did her job in an hour and a half today. And now she gets to recover. And in two hours, we're going to go pick up our kids together.
Whereas for the past five years, it was me picking them up by [00:26:00] myself, right? Like the, the reason doesn't have to be that big, you know, it can be because traffic fucking sucks, you know,
Jeff Smith: but, but it's also something you can never come back from, like the taste of freedom that she's going to get. Right now is something that she will never want to change in reverse, I don't believe.
And, and you have to understand that you have permission to think outside of conventional norms. Like conventional norms with a bunch of employees goes back to kind of what we're teaching you. Like, that's what people tell you you should do because like that's how business was done 30 years ago, whatever.
Like, and there's no real roadmap. You can do whatever you want, be whatever you want. And like, you just have to figure out how to make money and be a nice person and then seek as much fulfillment and freedom as you can get in your life and spend time with people that you want to spend time with. And like, that's the bottom line.
I mean, we, we come out with these perceptions of things. I [00:27:00] know some people like think that. Like you couldn't possibly do in this or couldn't possibly seek to do something yourself because you have no business experience or whatever. And like, I mean, that's why we say we can change everything about your life in two to seven years because like you just have to think differently.
Shawn Rider: I'm going to stop you right there. You made a comment about you like, Oh, you have no business experience. You can't open a business. There is a guy in the tactical empire who fucking less than a year ago. Him and his wife was, are, were, is in the healthcare industry. Keep it to the Packer Empire. They got clear on that they didn't want to be in the healthcare industry anymore.
They opened a franchise with another couple in the healthcare industry. They opened a franchise. Within six to eight months, that business is doing great. But then the guy realized, hey, we might need our own business as well to get where we want to go. So they opened up another [00:28:00] franchise. A completely different franchise in a field that they've never gone in before.
It's cleaning and restoration, okay? They just opened. They just opened this past month. She, the wife, left her W 2 healthcare job two weeks ago. The conversation about him leaving now has ramped up because his other business is getting off the ground. And literally 10 minutes into this podcast episode, my watch vibrated.
And my wife added a calendar event for this Friday that they're coming to clean our carpets. So, right there, right there, ladies and gentlemen, I tell you that story because that is a very clear real life example on what Jeff's quote meant. You can have no business experience and succeed in business.
This couple A year ago owned zero businesses. Now they own two and they're getting business. That is money that's going into something they control. Okay, like [00:29:00] that, that is what Company of One is. Defining what you want. Success to a Company of One isn't just pure growth. Success in a Company of One is autonomy.
And control of your daily schedule in the way that it fits into the grand scheme of your life. And that's why Jeff reiterates that him and his wife are going across the country. That's why I reiterate that I like my house staying at my house, but I like taking trips to Disney. If we want to go twice a year, in two months, we're going to be in blowing rock, North Carolina for app state gym, you baseball game.
While on a trip last week, we booked our beach vacation for September. And we purposely booked the beach trip to be the second week that school starts, so there's no other millions of families at the fucking beach, right? Like, we don't have to fight, we don't have to fight for the July 4th weekend for the homes that we want to stay at.
Because we have some [00:30:00] flexibility. Our kids are still in school, but I'd rather have my kid miss one week of school and go to the beach later on in the summer when it's not overly crowded with traffic and a ton of people on the beach. So this, like, not to toot Jeff and I's own horn, but like, what we teach is what we have done and what we continue to do.
We still have And arguably more opportunities than most people, but we have to be very strategic and strict about what we say yes to. And Jeff has said that not only on this podcast, but other podcasts, he's probably more of a squirrel than me. He wants to move on to the next thing, as he said, but he's got to put it through that filter.
First, because he's built what he's wanted and he can't do something that's going to take him away from that.
Jeff Smith: But that's why, that's why we say the money is the easiest part. Because like guys come into the group and they're like, I need, I need more money, I need more money. And like, you don't, you need a shift of a mindset so that you can think outside the box.
Like that couple did that you're discussing, like, and, and then, and then once you show [00:31:00] them what's possible, like, let's say you can show somebody how to make 500 extra dollars a month with no time, potentially. Like once you do that, you have given them the gift, the ultimate gift, because like that's where I'm at in my life is like I sit there and I get to choose how much money I want to make eventually.
Now I could get super irritated and super anxious and like be like it's not enough, it's not enough, but like strategically I can see like if I do this move, Like, that'll add us another 1, 000 a month, okay? But it's no time investment. Or if I invest time in it, maybe it's 5, 000 a month. But do I want to do that?
Is there a trade off? No, I'd rather do the 1, 000 a month for zero time. And then it's just a, like, compounding interest type thing. You just stay on it over time, and you can see the trajectory of wherever you want to be. So, like, [00:32:00] Then it's just about identifying assets, cashflow assets. Do I need another franchise?
Like you're the, the gentleman that you're speaking about came in in a partnership, so they hedged their risk because they brought in two couples to do it because they were probably a little scared if we got him on the podcast, he was probably like, we'd all had jobs our entire life and steady paychecks.
And the whole thing gave us a little bit of pucker factor. So having someone with us to hold our hands made us feel better. But then when the fucking first check started coming back and they were split 25, 25, 25, 25, that didn't feel so good. So then they said, Hey. Okay, we figured it out. So he got that first 500 that I'm talking about.
So he was given the gift and then he's like, all I have to do is go out and get a couple more of these to meet our metric, right? Whether it's 10, 000 a month, 5, 000 a month, 50, 000 a [00:33:00] month. The map has been laid now. You see how to do it. And, and that's, that's what we're doing. That's what we're doing in the group.
And then when someone else does it like him, we have him come back as a test case and show everybody the thought process that he went through, the, the asset classes that he utilized to do it, and then share and The numbers, so we can figure out, is that something that fits into us? Do I want to franchise?
Do I want to franchise for that amount of money? What's the investment? Like, so we have transparency and that type of stuff so that we can figure out what fits into our sandbox.
Shawn Rider: I love it. Go to my sandbox and put the type of sand in it that you want, man. Um, I absolutely love that book. It's something that I probably need to tap again.
I've read it at least five times. Um, it's on my, uh, home office desk. I was cleaning off my desk yesterday. I saw it sitting there and it reminded me [00:34:00] that I wanted to pick it back up and, and splice through it again. So Jeff, this is a. For such a little book, we created a over 30 minute podcast episode on it.
So this is one that I'm certainly going to share with the masses as you and I are friends with a lot of business owners that, um, are probably pushing harder than they need to push for something they may not necessarily need. Or people that, um, have been burning the candle, uh, potentially working for someone else.
And they're only one decision away from owning their own company. And if they go that route. Define what it is that you want and how does that business play into it? Jeff, send the people out. The book is Company of One by Paul Jarvis. Let us know if you read it. Jeff, send them out.
Jeff Smith: Yeah. Hit us up guys if you read that book.
I want to know your feedback. I appreciate it. Uh, it should open up some pathways of thinking that's a little unconventional probably. Um, and let us know what those are. You can hit us up on Instagram. DM us. Uh, we're at Tactical Empire on [00:35:00] all platforms. You can If you could subscribe or like our YouTube channel, that'd be awesome.
We appreciate you guys. We put out a ton of content over there and, uh, let us know if you need anything. Have a great day.