00;00;06;16 - 00;00;31;13

Unknown

Welcome to the Profit First for Real Estate Investing podcast. Every week we bring you top investors and experts sharing how they create clarity, cash flow and consistent profit. This episode is brought to you by simple CFO. Profit first. Profit always. Let's go. We have a super special guest today. He is the owner of the Aspire Tour. He is someone that is out there helping a ton of people.

00;00;31;14 - 00;00;55;18

Unknown

He's excited over 113 companies and he gives the steps to his leadership of like from the beginning, in his early 20s, started businesses to where he is today literally running, you know, eight nine figure businesses, ten figure businesses out there. And he gives you how he became a leader, the steps to leadership. It's managing people like some very practical things, not just a pie in the sky.

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Unknown

So it's Eddie Wilson. I'm super excited. He's been a dear friend of mine for a long time, and I know he can help you. Welcome back to the first Aria podcast. Have a special guest today, Eddie Wilson. He's a long term friend of mine and he is the king of exits. I think he has been, rightfully named.

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Unknown

So because he's, How many Eddie has it been that you've exited and companies. It's over 100 now. I'm probably in 100,000,110, 113 range. Something like that. So when people say serial entrepreneur, they want to grow up and be like you is what they're really trying to do is like, go out there and do the all the companies and exits and do things like that.

00;01;33;02 - 00;01;58;11

Unknown

So we'll see. I don't know if that's, what I picture, that serial entrepreneur out there, but you're also big on giving and purpose and the mission because, I mean, to have that many exits, there has to be something that's driving all that. I think, especially since I know you, it's now a lot more than just to say that you've exited more than 100 companies, and we could take this so many different directions, but let's start there.

00;01;58;11 - 00;02;23;16

Unknown

Like, why? Why do that many exits? I'm not. I'm sure not all of them were great and happy. An answer out of 100. Just just, you know, statistically speaking. So why keep pushing through. What's the ultimate goal that you're going after? Yeah. So for me, you sell 1 or 2 companies, you make enough money and another car, another house, another vacation, just, you know, is not going to grant fulfillment in your life.

00;02;23;18 - 00;02;40;26

Unknown

I always say that fulfillment never comes at the end of the dollar. It just it just can't and it won't. You're going to chase dreams that you're never going to. You're never going to get to. And so, so many entrepreneurs find that, you know, that space, they're climbing a mountain and they get to the peak of that when they realize like, oh, there's one bigger.

00;02;40;26 - 00;03;10;05

Unknown

And then they get to the top of that one. Oh, there's another one bigger, and there's kind of this like cyclical thing. And so for me, I found more of a, an anchor and purpose years ago, that really the businesses as a means to an end in that purpose. So my, my goal is really to endow my nonprofit so that, you know, we work in over 108 countries today, and we do a lot of amazing things like feeding orphans and housing and clothing and clean water projects and building sustainable businesses.

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Unknown

We've got broadcast company that, has messages of faith. And so we got all these things. But my goal today is, yes, while I'm expanding those things, it's also about creating an endowment process so that I don't pass on the burden of sustaining it. You know, like many of the business owners today that have found kind of purpose in their life, I always feel like it's like you find success.

00;03;34;00 - 00;04;02;06

Unknown

Then you're like, oh, wait a minute, that didn't bring me the feeling I want. It's now I got to find purpose. Then they kind of like, allow their success to ladder into purpose, but then they never find legacy. And legacy is the ability to pass something on without creating a burden to the next generation. And so while I want to pass on the orphanages and the feeding centers and all that we do, I don't want someone to feel like, man, I gotta I have to make on top of everything else, I'm doing another 4 or 5 million bucks a year just to make this thing work.

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Unknown

And so, so I'm in this phase now of continuing to grow, but also endowing it so that as I pass it on, it can live on in perpetuity. For those that might not know what endow means, does that is that sum it up? Just making sure that it runs without having someone else do it? Or like, how would you sum that up?

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Unknown

And it's going to need a board. It's going to need someone at the helm. But from a financial and source perspective, it's about creating vehicles where I'm investing and putting a ton of cash and capital into vehicles that live beyond me, that are tied back to the nonprofit so that it lives in perpetuity. You know, then I have to, you know, I, I don't mind if I pass it on and they want to keep fundraising and do projects, but it's like the actual like maintenance of the the nonprofit.

00;04;46;15 - 00;05;08;03

Unknown

I want to be cared for in the, in these financial vehicles that I'm creating to sustain it. I think we could stay there for a long time. I just purpose, mission, all that. I know you're huge on that. I do, though, since a lot of our listeners are real estate investors, how has real estate played into your overall strategy or like, was that one of the first businesses, or when you sold one of your first, did you leverage that into real estate?

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Unknown

Like I want to know that that side of it too. Yeah. I mean, I'm I'm third generation real estate investor. Grandpa, dad, me. So that naturally just happened. I went into business and my first business, I exited, I did what, you know, I was in my 20s, mid 20s, and I did, you know, a lot of 20 year olds do.

00;05;29;28 - 00;05;51;21

Unknown

They do stupid things. And so I bought, you know, a sports car and a beach house and talking to my dad, and he was like, what are you doing? You know, like, you're this is your third generation real estate investor. Like, find a way to create freedom for yourself. Don't create bondage for yourself. And, we set out a goal of how much passive income I wanted to create at that time.

00;05;51;21 - 00;06;13;11

Unknown

So I sold the, you know, sold the sports car and the house and, really focused on investing in things that were going to give me freedom versus give me bondage. And so, then I kind of hit that first milestone in real estate, and that was building businesses so real estate was never a primary focus. It was just a vehicle I was constantly using while I was building businesses.

00;06;13;11 - 00;06;32;17

Unknown

I would say the primary focus of my life is always been building businesses. So as I built businesses, I would just acquire more real estate. And then when I had all the assets, you know, in 2018, I had, you know, the largest majority of the assets. And I poured a lot of that into, into multifamily. I went from single family, into multifamily.

00;06;32;20 - 00;06;56;01

Unknown

Now I've got over 4000 multifamily doors and really, a lot of that was tax strategy. It was making sure that I was offsetting my non W-2 income through depreciation. Yeah. And number two, it was the endowment that I'm talking about. You know like good cash flowing. Appreciating real estate is one of the best financial vehicles to pass on to something like in perpetuity.

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Unknown

So like you go do you know funds or mutual fund stocks whatever. It's like, but a good appreciating, cash flowing real estate asset that's passed on, has a lot of taxable benefit. And so, yeah. So real estate's always been my constant no matter what business I have. I always had real estate, and I've shifted from doing primarily single family to now primarily multifamily.

00;07;18;08 - 00;07;37;11

Unknown

And and now I do a ton of private lending and other things like that. But, multifamily is still really the focus today. Okay. Well very cool. So if you're out there, he starred in the single family, went to multifamily, but it sounds like you're a businessman who also invests in real estate. And that's also a thing. That's the tax offset.

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Unknown

It's the endowment, which is very cool. Now for people out there that are listening, Eddie, what was that journey like? Because you have you have gone big and hard in, in the business space. So what was it like being a 20 year old and like, get into your first business selling it and then you have just gain momentum, and then I'd love for you to go into some of the stuff that you're doing today, and a lot of the things that you're working on, you know, now.

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Unknown

Sure. My first exit was an accidental exit. Okay. I don't want to tell probably don't tell this story enough, but, you know, I had built an ad agency. I was looking for capital. Yeah, and I never I didn't know the game. I didn't know what I was doing. And a broker, with Merrill Lynch said, I've got some capital for you.

00;08;23;28 - 00;08;49;25

Unknown

I never thought to ask who. I just thought he had that taken care of. Well, I sat down at the closing table to get the capital, and I had already extended myself to the point where I had to have the capital or else I was done. But I just thought it was a done deal. And, they kind of revealed, like, hey, we're actually, the biggest star known worldwide, largest ad agency in the world, kind of revealed like, oh, by the way, we're the ones that are sourcing the capital, and this isn't going to go how you thought it was going to go.

00;08;49;25 - 00;09;10;01

Unknown

We're not giving you a capital. We're going to buy your business. Yeah. And that was, that was a big learning curve because I really was put into a place of like either sell or or fail, you know, and, decided to sell. But, you know, my, I grew up in a very, amazing household. My mom and dad were super emotionally intelligent.

00;09;10;01 - 00;09;25;15

Unknown

One thing, and the loss of a sister that I had, my mom would constantly make me rehearse gratitude over the time I had with her. So, you know, I was grieving as a young, young man. And my mom would say like, hey, you know, like, I know you're struggling, but tell me about the best day you had Rebecca tell me about.

00;09;25;21 - 00;09;46;27

Unknown

And she began to help me rehearse. A lot of the gratitude I had over what I, what I had received versus what I had lost. And my mom would always say to me, Eddie, you know, gratitude is the greatest catalyst and loss. If you can find it, you can find the positive gratitude and what you've lost. Your it'll catapult you to like amazing things.

00;09;46;29 - 00;10;08;03

Unknown

And then that practice has been a part of my life. So after that day, I was driving back into sign papers and I started thinking those thoughts. What do I get? Versus what do I lose? What do I gain? Instead of, you know, what am I losing? And they were paying me, you know, like four stacks, but they're still paying me seven times EBITDA, on this, this business.

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Unknown

And I started thinking, you know, the what that means is, is if I work the next seven years of my life, I'm going to get the same thing, but I'm going to get it today or within the next, you know, period of time versus waiting seven years to get it. So I actually had seven years of my life back.

00;10;24;15 - 00;10;46;05

Unknown

What would I do today if I had seven years worth of money, that I'd have to wait for seven years to do? If I was in the circumstance that I was in yesterday versus the circumstance when today. And I started really pondering that and realized that very few things in life allow us to speed up time. There are a lot of things that cause us to waste time.

00;10;46;08 - 00;11;18;08

Unknown

And, you know, I grew up in a very faith based house. So and there's this Bible verse that says redeeming the time for the days or evil life days, humanity. Everything is against you when it comes to time. I've found very few things that help me speed up or gain back time. Yeah. And I thought that day, you know, like, I found, like, I, I felt like I found the secret to life because I was like, man, if I could create things of exponential value and receive the value today versus waiting for the future, like, why wouldn't I focus there?

00;11;18;11 - 00;11;33;27

Unknown

I made two promises, to myself that day as I was signing the papers. One, I'm never going to sit on this side of the table anymore because it kind of sucks being over here not knowing what's going on. I'm going to learn that game. As much as they learn that game, I'm going to get better at this game than they than they are because they had no stress.

00;11;33;27 - 00;11;59;23

Unknown

There's like this how it's going to happen. I was like angry and frustrated and, you know, couldn't believe they're taking advantage of me. They didn't care. Just like, yeah, this is what's happening. Like no stress. Like I need to be on that side of the table. Not to take advantage of people, but just in knowledge. And the second thing was, is if I could exponentially speed up living my 80 year old life today and my 30s, you know, like, what would that look like?

00;11;59;23 - 00;12;21;23

Unknown

And what would I do with it? And it caused this, like level of responsibility to kind of come over my life. And so that's the big change I made in my life was after that first accidental exit. And now I've x over 100 and, you know, whatever 13 companies with intention. Because what I'm doing is I'm building something with exponential value and then getting the value of it years before I would if I just worked it.

00;12;21;23 - 00;12;39;19

Unknown

And you can't I don't know about anything else in the world that you can do that with. And so when I realized the power of buying and selling companies and the fact that people were willing to pay you multiples, it was like, well, real estate really doesn't pay me a multiple. I mean, like, you can if you build a REIT and you, you know, there's there's ways to do that now.

00;12;39;19 - 00;12;56;18

Unknown

But there was and back then, and you know, so it was like, wait a minute, I'm on to something. And that's why I really focused on that place is it really has zero to do with the businesses. It really has zero to do with the money, has everything to do with like I want I don't want to wait till I'm 80 to live my 80 year old life.

00;12;56;18 - 00;13;15;14

Unknown

I want to live my 80 year old life. And I'm in my 40s. Yeah, all right. I have to pause the episode real quick. If you're a real estate investor who's tired of wondering where your money is going or why you're closing deals, but still feeling broke, you need to talk to simple CFO, simple CFO is profit first certified and fully endorsed by Mike McHale.

00;13;15;14 - 00;13;43;21

Unknown

It's the creator of Profit First himself. Our team specializes in helping real estate investors finally get control of their cash flow. So you keep your money, you pay yourself consistently and build a business that doesn't run on chaos. We'll help you implement the profit first system the right way so the financial processes you've been missing, and give you a dedicated fractional CFO who actually understands investing and keeping track of your numbers on flips, wholesales, rentals, private learning, all of it.

00;13;43;24 - 00;14;06;08

Unknown

So if you want predictable profit instead of living, deal to deal, head over to simple cfo.com and book your financial clarity call today. That's simple cfo.com. Stop living in confusion and start keeping the money you worked so hard to earn. Now back to the episode, That's pretty awesome. Then you've just kept rolling it into. Now I've got 113 exits.

00;14;06;10 - 00;14;29;09

Unknown

I do want to add, since that's the business side, and I feel like that's the business mindset that you've had through it with that many companies you've worked with and been over and that now exited. You have a book out there called Titan Leadership, and how is that been having to become the leader of like a seven figure company to now, you know, you know, the tens of millions to then the hundreds of millions like you're doing.

00;14;29;10 - 00;14;52;24

Unknown

It's like, how is it? How have you had to progress individually, during that journey? You know, my book, my book is that, is is specific to the journey of at one time at 86 companies. That was the most companies I have ever had at one time, which means that I had 86 leaders, like I wasn't the CEO of those companies.

00;14;52;24 - 00;15;14;11

Unknown

I was a leading the C blows, right? I was leading the leaders as a leader. CEOs and I constantly found a consistent pattern of things that made them successful and things that actually detracted from their success. And my seven principles are I tie in to historical figures in the book, but really what it is, is it's the deficiencies I saw in their life.

00;15;14;11 - 00;15;38;02

Unknown

If you could solve this, where would you go? And I began to teach them, and I found, like, they really were all patterns. And so for me, life and business is a pattern, you know, like the patterns of, you know, business. That's. So I built the Empire operating system, right? Like, I was like, if I'm going to formalize these businesses, I'm going to get into a place where I rinse and repeat.

00;15;38;02 - 00;15;56;08

Unknown

I better have a system in a process, I built it. It's called the Empire Operating system. You know, now we have 3000 companies globally, you know, operating on the Empire operating system. The Titan leadership book is more about like, if I'm going to get my leaders to the ultimate potential that they have, they better be proficient in all seven of these areas.

00;15;56;10 - 00;16;20;27

Unknown

And so, it's all systematic. Based on the nice thing about operating at scale is you get vision into so much more of what's happening. Yeah. When you have $1 million business and you have, you know, five employees, seven employees versus you have $1 billion business like I had, and it's got 6000 employees, you get so much more information.

00;16;20;27 - 00;16;39;13

Unknown

It's data points times ten and so are times 1000. Right. But it's like you you get that and then you're you're able to see the patterns more clearly. You know, it's like and to me the patterns are everything because the patterns allow you to create systems. So that's how you figured it out for all of them.

00;16;39;13 - 00;16;55;23

Unknown

But what about you like to be able to go to that level of leadership? Because it's almost like you created this system to make sure that those leaders were there and then how did you pick up on that throughout that journey and become that leader of the leaders? You know, I feel like there's three levels of leadership.

00;16;55;23 - 00;17;11;17

Unknown

There's the that there are people that can lead themselves. And by the way, that's missing in a lot of places in this world. Yeah. Second thing is it's you can you can lead followers. Right. Like, people that are just have a proclivity to leave. They are to, to follow. They need somebody to tell them what to do.

00;17;11;24 - 00;17;27;09

Unknown

Yeah. And then there's the leader of leaders, right. Like there's the next level, the leader of leaders. I think in order to be a leader of leaders, it really takes two things. Which to me has been a journey for myself. It's been my own journey. The two things are, number one, I think that you can't just be competent.

00;17;27;09 - 00;17;48;09

Unknown

You have to be a conscious, competent, meaning you can't just be good at something. You have to know why you're good. Because, if you want to lead leaders, typically leaders, by nature are inquisitive. How did you do that? What were the steps to success? If you can't give them the steps to success, then oftentimes they're just going to move past you.

00;17;48;16 - 00;18;09;17

Unknown

Yeah. And so conscious competence is so important. It's not just about like man, I'm good at sales or I'm good at people or I'm good at process. Why? What makes you good at what are the steps that make you good? Teach me how to do it. And so to me, I've really fundamentally honed in on what are the steps that it took me to get to the success that I just experience.

00;18;09;22 - 00;18;22;24

Unknown

Like, don't just go through life like some people have the Midas touch and everything they touch turns to gold. Some people have the Midas touch and they can turn around and tell you like, here are the ten steps it took me to to get to gold, you know. And that's that's what it takes to be leader of leaders.

00;18;22;26 - 00;18;47;24

Unknown

Number two. It takes a conscious awareness and a drive to, to mitigate your, let's say, like, you have strengths and weaknesses. I don't think you have to necessarily turn your weaknesses into strengths, but you have to mitigate your risks when it comes to weaknesses, meaning your weakness is always going to drag you down like I.

00;18;47;25 - 00;19;07;11

Unknown

You know, I like the book Strengths finders. I when kind of like through the ranks of corporate America, you know, ten years ago, it's great. But the one floor is, you know, is like they really say you need to focus on your strengths because the strengths are going to get you to success. That's true. But getting to success shouldn't just be our main goal.

00;19;07;13 - 00;19;26;09

Unknown

If you want to be a leader of leaders, you actually, you know, a leader. Leader of followers can take somebody from point A to point B successfully. A leader of leaders can take a person from point A to point B successfully and make them better along the process. So the way you do that is through mitigating where you have weaknesses.

00;19;26;09 - 00;19;48;27

Unknown

I'm never going to turn my weakness into a full strength. I was created a very specific way. There are things that work for me, and there are things that don't. But understanding my weaknesses and making sure that I'm putting people in my life, processes in my life that mitigate those weaknesses, allow me to elevate to a point where I can still speak to everybody in those areas of strength.

00;19;49;00 - 00;20;13;11

Unknown

When I look at the seven points in my book, there are two I lack, and the two, the two that I lack. I mitigate those by putting the people in my life that actually prop them up. Right? Like life's about people and you can't have success without them. You know, no matter how much we want to turn to AI and process driven, you know, business orientation, it's like you need people.

00;20;13;11 - 00;20;29;06

Unknown

You still have to have people, like people still have to speak into the AI. They still have to program the AI. They still to tell the AI if it's correct or incorrect. You know, like we need people and you have to be successful people. And so you can't just live in your strength. You have to live in your strength while mitigating your weakness.

00;20;29;09 - 00;20;47;04

Unknown

And I that's really good. Sounds like you are also taking point number one. You know why you're competent and being able to do that and then turn that into number two and being able to put those right people in the place, because it's that self-awareness which is really good to recap that that's I like that and I like how you had the three levels.

00;20;47;04 - 00;21;11;02

Unknown

It's like hitting yourself. Hopefully you can do that if you're not there. That's a totally different topic of conversation leading followers and then leading leaders. What would you okay, so you've you've seen lots of things in the business space. What would you say is the hardest part of business? The hardest part of business is always people. Because people bring the greatest variable.

00;21;11;04 - 00;21;26;26

Unknown

You know, I always say, you know, like I talk to business leaders all the times, you know, we coach them, we speak to them. I've got the aspire tour, so we've got thousands of them coming in every single month that we talked to. And I constantly get I'll ask, what's the hardest part of business to you?

00;21;26;26 - 00;21;47;24

Unknown

And they'll say, well, it's finance. It's marketing. Oh, it's, you know. Yeah, whatever. And the reality of it is, is it's like, well, but what's deficient in every one of those areas, and it always goes down to people like, well, so if I put if I put a fractional CFO in your business that knew everything to know about your business, the finances, would it solve your problem?

00;21;47;24 - 00;22;10;26

Unknown

Yes. Okay. It's people like if I had the person, the most brilliant marketer, that could articulate your message to the specific consumer you want, okay, it's people, you know, it's like it's people's the hard part. And they're always the variables. And that's why, you see, that's why we call them the fortune 500 is because usually the amount of staff it takes to get to that level is exponential.

00;22;10;26 - 00;22;30;25

Unknown

You know, the where the small business in America, you know, has like two and a half employees. It's like, that's why there's, you know, and honestly, it's why people struggle so much to get to the next level in small businesses because they don't know how to manage their people. You know, like they don't know how to use people to their greatest, strength and ability.

00;22;30;28 - 00;22;58;19

Unknown

Okay. So how would you say that most small business owners are either leaders of themselves or leaders of followers, and they don't graduate to the leader of leaders then. And that usually in order for a person to step away from a W-2 job, and go on their own, they're typically a leader of themselves. Like they have enough self-regulation to get up in the morning, do the job, make the make the cold calls, go do whatever it takes.

00;22;58;19 - 00;23;23;22

Unknown

They they're usually they usually exemplify the leader of of themselves. Where they really struggle is oftentimes the next level, which is the leader of followers. Because most people just because you can lead yourself doesn't mean you can lead someone else. Yeah. And most people, the majority of people in this world want to be lead, even if you can lead yourself there.

00;23;23;22 - 00;23;43;01

Unknown

So a lot of people that still want to be led by someone else, they want someone to take because it's, you know, it's it's fearful, right? Like it's really tough to be the person that's like, win or lose, it's on me. Let's go. Right. Like nobody wants that pressure. Right. And so you see, a lot of small business entrepreneurs struggle to lead followers.

00;23;43;01 - 00;24;09;27

Unknown

They want safety. They want stability. They want structure. They want all of these things. And that's what it takes to lead followers structure, you know, process. And that's where they get stuck at. That's usually is there. And then leading leaders is just a different level. And there are very few people that do that. Well, you know, do you think that there's a way because I know in your book you kind of boil it down into what the deficiencies are.

00;24;09;27 - 00;24;38;28

Unknown

Do you think that it it is a skill that can be learned or are people born or being the leader of leaders and then they define that skill? Or is it like someone who doesn't have that skill, can get the leader of leader skill if they really pour themselves into it? I, I get asked that question a lot, and my belief is, is, the desire, is almost innate and inside of you, but the characteristics and the skill set have to be learned.

00;24;39;00 - 00;24;55;22

Unknown

Okay. You know, I think it's kind of a two part answer. It's like I didn't ever really want to be a leader. I just found myself always in a leadership position, and it was like there was something inside of me that, like, when something wasn't going right, I'd say, okay, give it to me. I'll take it right.

00;24;55;22 - 00;25;22;20

Unknown

Like it was like I, you know, like it didn't matter to sports or school or whatever was just like, hey, I'll do it, you know, like, but getting good at leadership, which I still do, I think I have a long way to go. I think is is a practice. Right. Like, I think it's skill development. I think people have certain proclivities, and I think there are certain people that are really bent towards that, that ability.

00;25;22;22 - 00;25;43;18

Unknown

But I think that every great leader in the world, has had some training or some self-awareness to understand where they needed to develop. Yeah, that's a good answer. It seems like there's so many different types of leaders out there that have become the leader of leader. So it's from all shapes, background sizes, you know everything and it doesn't matter sets as well.

00;25;43;19 - 00;26;01;10

Unknown

I like how you put it. If they have that innate sense of like, I want to do that. If I'm called to do it, like I'll answer that call type thing. It's kind of what I was hearing was like, yeah, there's this need inside. They don't know why this need to I and I also want to make the point that not all successful people are great leaders.

00;26;01;10 - 00;26;22;29

Unknown

Right. Like, I would really question if Steve Jobs was a great leader. He was a great visionary. He was good at at least putting people around him to prop up what he was doing. But like, it's kind of a mess when it came to developing people, you know? Yeah. And so I don't know that I think that we have to make sure we define leadership properly.

00;26;23;01 - 00;26;43;19

Unknown

Yeah. Do you have a good example on the other side or because Steve Jobs are of course like super successful, super great. But yeah, that that definitely resonates. Is there someone where you say, you know what, this one is a good leader and they've, you know, super successful companies. They're someone that you point out to I think I would I would look at I'm a huge Ohio State fan.

00;26;43;19 - 00;27;10;20

Unknown

And so I hate to even give you this reference, but Nick Saban, you know, just resigned as Alabama coach. His players kind of rise up and talk about the Saban methods. But more than that, he has more coaches that he is taught that are now out coaching against him. And to me, the ability to replicate yourself on the same principles is really a good demonstration of leadership.

00;27;10;20 - 00;27;27;19

Unknown

You know, like, yeah, because leadership isn't just about, again, taking people from point A to point B, it's about taking them from point A to point B while making them better. And you have so many, they call it the leadership tree, right? It's like out of Saban comes like this just like ripple effect. And to me that's a really great example.

00;27;27;22 - 00;27;43;29

Unknown

Yeah. Well this has been awesome okay. There's so much we could go down I did we could do several sessions here I'm sure. But I wanted to wrap it up here with, like, what do you want to point people to because you've got, like you said, the aspire Tour. You've got Empire, you've got money is you've got you.

00;27;44;04 - 00;28;00;07

Unknown

If you don't, if you're listen to this. You don't know Eddie. I mean, he's got lots of things he's doing right now and that were a part of two and that we fully endorse and stand behind. So, Eddie, I'm not sure where you want people to start. Sure. Yeah. So I have a private equity firm called Collective Influence.

00;28;00;07 - 00;28;22;24

Unknown

Collective influences the parent to about 27 companies now. And then I have the nonprofit side, which is impact others. And so, I would highly recommend if, if, if something I've said is made impact on you today or you have more questions. One of my business partners, Dan Fleischman, asked me to take this year and respond to all my DMs.

00;28;22;26 - 00;28;46;01

Unknown

He said, this year you're going to be standing on the biggest stages in a world. Why don't you spend time connecting with the people that your message resonates with? So this year, I've taken a lot of time, typically an hour or two a day, where I'm just responding to DMs. And so Eddie Wilson official is, is all of my social platforms Instagram, TikTok, Facebook, LinkedIn, all of it.

00;28;46;03 - 00;29;01;26

Unknown

And I do actually respond to my DMs. And so if you have a question or you have an idea or you have thought, I would love to hear a feedback, you can check out Collective Influence that kind of shares. You know, it's over the aspire toward money is and level up and, you know, all the brands we have underneath of it.

00;29;01;28 - 00;29;18;26

Unknown

And then, and then if you ever want to check out what we're doing around the world globally to help, impact other people, you can go to impact others.com. Very cool. So there you go. It sounds like follow you on all the different things because then that'll show them to where you're going, what you're doing. And then you can connect with Eddie as well there.

00;29;18;26 - 00;29;34;23

Unknown

If he's going to respond to your DM for this year, you've got a few more months, you know, till the end of the year till. So he'll respond to you. That's pretty cool. So get on there. Shoot him a message. Also, I believe, of what he's doing, there's so many different things that where they're driving that revenue and then they're giving back.

00;29;34;23 - 00;29;53;06

Unknown

And he's got the impact others and pouring into the world as a whole. And it's not just, it's not just that money making. It's all about making sure that where we put the money as well, too. And I really love what you said at the beginning. It says that impact, that mission, that purpose, and really making sure that it goes past you as well, too, and all the different things you're doing.

00;29;53;06 - 00;30;06;16

Unknown

So I think there's a lot to learn. Like I said, we could have gone so many different routes and stuff when we need to get you on to talk about Empire and going through the different levels and stages of business and all that stuff as well too, at a at a future one. So I have to do something like that.

00;30;06;16 - 00;30;20;09

Unknown

But Eddie, thank you for being on today. I appreciate you sharing with the audience. And if you're listening to this and you're like, oh my gosh, I need some of what he was talking about, make sure to follow him. But if you need help on the financial side and you're like, where the heck is all my money going?

00;30;20;09 - 00;30;36;25

Unknown

I'm making money, but feeling broke. Go to simple cfo.com and we can put that person on your team. So if the finances are bugging you like he was saying earlier, you can put a person on your team that's helping you and guiding you through that process. Again, Eddie, thank you so much for being guest on the show. Thank you.

00;30;36;27 - 00;30;48;16

Unknown

That's it for today's show. Be sure to subscribe, review, and share this episode. If you're serious about financial systems and keeping more of your profit, visit simple cfo.com to take your free discovery call today.