00:21 Hey, welcome back to the show. And today I'm so excited to introduce to you Timothy, or Solomon Timothy. Solomon, let us know who you are and what you do.

00:29 Absolutely, Todd. Thank you so much for having me. My name is Solomon Thimothy, and I'm basically an entrepreneur that helps businesses with two things specifically. That is lead generation and customer acquisition. Todd, this is something that a lot of businesses don't need, so you know.

00:49 That's not true. That's what people say they don't need, but you and I both know this is probably the most critical thing they do need.

00:56 That's right. So we've been doing this for about 17, 18 years now. And yeah, it's been going very well. We definitely had the growth and the scale struggle. I'll tell you that much.

01:10 Don't we all? But you're in the business of helping other people hit their growth plan, right? I mean, this is what you do. You help see these things where other people can't see that. What do you see as like, what's a typical business that you're out there to help? Like who really, who's your perfect client when you look at your list of clients?

01:29 Absolutely. So these are entrepreneurs that are growth oriented. They understand that if they work hard, they're going to be able to become one of the top players. It just depends on their capacity. Not everybody can be Amazon. But whatever your capacity is, they can be a top player. And they're willing to invest not just in resources like people or an agency or something like that. They're willing to basically implement a better infrastructure, kind of like Amazon had to build a warehouse before they can be in the e -commerce business. Like the warehouse is the secret. Does that make sense? And so if they see that to build a bigger business to a more scalable business, you have to work on the infrastructure, those are the customers that I'm looking for. So let me give you an example. Someone who understands that your CRM is the most valuable asset your company has is my customer, somebody who believes that my three reps that I have in the office is how I'm gonna make $10 million is not, because to me, the three reps are as good as what the data that they have on who is good to call, who shouldn't call as good as what the data that they have on who is good to call, who shouldn't call. I invest into that. Yeah, my reps should not be the product. The reps is a product of my system, which is where we work with.

02:57 I love it. I love it. Now, you know what? You bring up such a good point because I, you know, in the first, the first round of my podcast was right at the beginning of COVID and I interviewed a whole bunch of people and they, you just defined exactly, my biggest learning from 250 interviews was this. It's the biggest problems in growth are people, processes and tools. And you just addressed all three of those problems. Will you dive deeper into this though? Because, I want to hear from you, the avatar you're talking about, I think is reflective of a lot of businesses where very few people think the way you're looking for. And so how do you find those out of the mass quantities of entrepreneurs who are thinking, I got some awesome reps, but they got no systems or tools?

03:46 Right. Right. So there are companies that the reps are the product. They are the basically they're going to grow the company. But these reps actually don't input any data into somewhere else. They're not accountable for what they do. They don't use the CRM. You can buy Salesforce at $250 a license per month, and they wouldn't use it. So if you ask them, can I run a report, there is nothing to run because it's like stale information. Or there are these other reps who understands that my day is a collection of items that I have to do, my activity that I need to do to get the output or the outcome that I need by the end of the month, which is touching base with new leads, which is following up with the existing deals, I don't know, making some presentations and those things, I need a system that's gonna log it for me. So I don't have to think about the deal. I can just come in and there's tasks for me to do or automated, you know, we just sent out a sequence right before this. There's some sequences that are going out and also I just have to deal with that. So I invest into those things. And so the kind of companies, that are growth oriented, you know, ambitious companies, they realize that, and this is something I realized long, long time ago, is that obviously our most valuable resource is the people, we get that part. But people by itself do not scale. The only thing that scales, right, is the tech or the technology, whether you invent it yourself or you create it in -house, like an Amazon or whatever, or you borrow somebody else's code and you work off of it so you don't want to be in that business. And then you say, hey, at this moment, I can become a 10 rep company because all I have to do is deploy top of funnel leads. And then they would have some follow -up systems and then somebody else would reach out to them and book the call or vice versa. And we can go into this deep.

05:44 Right. I love it, I love it. So you're, no, this is perfect because the target audiences listening to this podcast are generally people who are in launch mode trying to figure out what their next step is to get out of launch mode. And I classify launch mode as say sub 1.5 million in revenue, right? Typically the people in below that, of revenue have not dialed in their systems yet. They've got a key rep, maybe two, and they're making sales, they're generating revenue, but to your point, the process to transition into a scale -up mode means systems, processes, repeatable actions, right? So you're not just a marketing guy, you are in some sense a tech guy in building out that framework. Can you explain that?

06:38 Absolutely. I'm happy to. So typically on these podcasts, what I usually do is dive deep into something we sort of figured out internally that just magically works. And that is what we call the growth formula. And I think everyone here would really, really appreciate kind of breaking this down. And we've done it because we failed a lot clients and we couldn't figure out why some of our customers are doing really well and some of our customers are doing okay and what about the bottom players? We couldn't figure it out. And so we took all the things that we're doing right and all the things that we said we'll do for the client and we started to see some patterns and this is you know what an entrepreneur kind of looks for is like what are the commonalities with these customers? And the ones that were growing, they were actually focused on two elements that we've now created what we call the growth formula. That is the acquisition and the retention. So we call it A plus R equals growth. You've got to have acquisition engine and you've got to have a retention engine. And this isn't just retention on the client side, retention even on a lead that you generated has to be retained before they could even become a customer. And so then we started dialing deeper, what are these things? top customers of ours doing internally, whether we're doing it, we're telling them to do it. So we started to get deeper into the acquisition side and that is literally two things. So if you want to grow and scale and you're right here sub one and a half million dollars and you want to go to two or three or five or whatever, in the acquisition, which by the way Todd, everybody wants leads, give me more leads, just give me all the leads in the world. And I use this example, if Amazon got a million Prime members this month, and they all cancel their Prime membership next month, did they grow? 

08:35 I love it. I love it. Right. Right.

08:37 This is my question. They didn't grow because they got a million and they lost a million. They're actually at the same place in March that they were in the beginning of the year. So inside acquisition, we look at two things. And that is are we creating demand for our products or services with our marketing? Or are we just capturing the demand that already exists in the marketplace? Amazon just captured the demand of the toilet paper and everything else that we were going to Walmart and Target and whatever else that you, you know, you have Albertsons and God knows what Publix we have here. That's all they did. They made it easier. They didn't actually create demand for toilet paper or all the junk that we buy every single day. I get a box a day, right? Or two or three. And that's the business you have to decide. And so our top players were actually not creating demand. They were spending 80 % of their result came from capturing the demand that already existed in the marketplace. And that was the 20 % of the work that they did that made them 80 % of the result.

09:42 And part of that is, I've seen this tendency of a lot of startup founders feel like their solution is so unique and they're solving such a unique problem that they don't think that there's demand out there. Like they think they have to generate the demand, to your point. More often than not, how do they see that that demand is already there? And it's okay just to grab a piece of that.

10:07  I agree. So yeah, Todd, I'm talking to every marketing person out there right now. We come to work and then our job is to create social media posts or anything, right? It doesn't really matter. But our mindset, somehow, maybe the way that we go to school or what they teach us is there's nobody that needs this product or service. You now have to create something out of nowhere to make people, you know, there's a line out the window or a door. Like, that's the mindset. And I want you to know all the clients that we work with, we try to say, look, you wouldn't have gone into this business if nobody was buying paint. And we have a paint client. They sell paint. Like, If you didn't think people wanted paint, you wouldn't be in the business. Why am I trying to create demand for paint? Why don't I just go become literally a drive -through paint store like you would with your donuts and just like get the paint into your hands as much as possible, right? So and we use the 80 -20 principle all throughout everything that we do. So nothing that we do, by the way, it would be, if we don't know if we're capturing demand, if we don't know if you're creating demand, we wouldn't do it. It's just like, we die. And the reason I say that is most investment in marketing is spent without tracking, is this capturing demand or is it creating demand? And before I spend a dollar on creating demand, have I spent every penny I have on capturing? And if I haven't done my part, why are we trying to create a webinar? Right? Like why, what do people need to know that this is important for them? Shouldn't they actually know it? If they didn't, why not go basically baptize the people that already know this is the right thing to do? Why are we going to have, you know, this seminar? Like it's not necessary.

12:11 Dude, I get it. And here's my question for you. This problem that you're solving and that every marketer out there is trying to solve for their clients is so common and yet why is it so misunderstood by the people starting their business or operating their businesses right now?

12:29 Well, I think that entrepreneurs, they're really good at being the practitioner in what they do, right? So we have all kinds of industries, manufacturing companies, financial services, technology, software. They're good at the thing. Usually founders are good at the thing and they start to get a team around to deliver more of their products and services, trying to scale the fulfillment. I call that the fulfillment side of the business. But what they don't realize is that marketing is one of the more important pieces of the puzzle. And they don't often invest into that or want to learn what it takes to do it or want to buy that CRM system or whatever it is. They often do that very, very last. And I mean, they've created so much overhead and then they realize that I don't have enough demand for my products or services. So I'm going to go now figure out my marketing. And I like to do the other way around. We have a customer who is teaching people how to get government contracts. Most people we are trying to generate leads for for the thing this guy already has so many leads But he hasn't really finished his product development. He's like freaking out. He's like so I I don't want more leads Can you stop the leads from coming? I said, hey, his name is Rob. I love him. So Rob I can't do that There's nothing I can do to stop it because if I do you're gonna lose all this momentum that we just built and that means it's gonna take us six months to get to where we are go hire who you need to hire and get your product figured out like get that figured out. At least you know your problem is different, that there's more demand than there is supply. There's one of you and there's like a hundred customers. They're getting mad that he's not getting on calls with them. They're really frustrated customers. And so, so, so, so they find me typically a ladder stage where, Hey, we don't have the systems to grow because we're like, Tom doesn't have leads or Molly is not, you know what I mean? She's not producing the results that we thought she's going to do.There's no marketing and sales alignment, salespeople doing what they feel like doing, marketing people doing whatever they feel like doing. And when we roll out the growth formula, they're like, geez, we never knew such a thing existed. And we were spending money on the 5K run and donation and the goodwill. And we don't know what we're doing, right? Like all the money is gone. They spend it all, but there's nothing to show forth. And so we say,

14:48 They didn't capture anything. Yeah.

14:49 Yeah, exactly. We're like, are you doing Google search ads? They're like, no, we're not. We're not doing any of that. So you need to tell me when I Google what you do with this really complicated service, you don't show up. 

15:03 I am not gonna see you.

15:04 Yeah, I'm not going to show you. Not organic, not paid, anything. But hey, you have like a quarter million dollar guy who is ahead of everything, who is responsible for growth. 

15:15 Right, right, no kidding. Right. But all those runners saw your logo, so it's okay.

15:20 Yeah, yeah, he's responsible for growth. I think capturing this demand is a college student. Like they could tell you that. You don't need a growth guy to tell you that if you don't show up on Google with every single penny that you could afford doing that, and then now you're out here trying to make stories on Instagram that nobody sees, right? Like this is the challenge.

15:40 captainscouncil.com

17:18 Totally, totally. So let's dive into your business for a minute, because I love the problem that you solve. I'm passionate about it too, and so this is an easy conversation for us. Let's talk about your business though. Tell us about your growth journey. I want to know, like, looking back, you've been doing this for a long time, and when you look at your own business, when was the point where you hit this moment where you're like, I gotta, I gotta change this thing up. Your, your fulfillment is too complex or whatever it is that actually brought you into a faster growth stage than you were at. There's probably been a few of those times, but name one.

18:00 Yeah, we pivoted a lot, you know, and that's, that's probably a right because otherwise I wouldn't be here today. Um, so first off, uh, I started building websites cause I'm like a self -taught developer. That means you don't really, you don't really know what you're doing. You're a self -taught, so you don't know what you don't know. I heard that Elon Musk wrote the first version of Tesla code and then his developers had to redo all the things that he did, but it worked, you know, for the founder is great. Like that was me. I was building websites. Yeah, I was getting paid and then I realized that I need to hire some team. So, so I did. Along that journey, you know, we realized that, you know, when we're, we're talking like 10 years, 10, 15 years ago, people didn't have websites. There was no Google analytics web was not a source of new customers. It was very early stage where transitioning from yellow pages into this new, you know, digital era. And I didn't do much in traditional. I was all digital. So our customers would tell me that they're not getting any customers from their website. And that investment didn't pay off. It wasn't really what they thought they were going to get. And now, of course, there's obviously the market. There was not Google. There was five other search engines people used. Like, it was not one thing. It was MSN. I don't know if you remember, Todd. There's MSN, OK? There's all these other guys.

19:15 Sure sure I Trust me I get it man. I get it

19:18  And so, we realize that if we don't solve this thing I shared earlier, which is the lead generation and customer acquisition, we don't have a business. We're not actually in the business of creative, and I have a lot of creative people working with me. It's not about the creative part. It's the result that drives from our creativity and our work that we produce. Right? 

19:42 100%. 100%.

19:43 It's not how much time I took to create the headline on the homepage, which my client couldn't care less. If I can generate 10 leads a day in perpetuity, they would love me and wants to marry me. Like that's what they want. Right? So we changed our business and we started to onboard only customers that wanted growth from their marketing and not just a pretty website or did, you know, whatever. Right? It's not a show. It's not a showcase piece. And so that's where, that was like our first pivot in my world. Like that is a big giant step. And we started to go and build these conversion driven websites. That means there's a form on every page, like a giant call to actions. And of course my designers hated me. I was like, I don't care.

20:27 Yeah, we gotta collect data otherwise we can't convert, right?

20:32 Yeah, we're going ugly and convert. We're not going pretty and just, you know, no, no result. 

20:37 and just look pretty. Yeah.

20:39 And yeah, exactly. So, so we did that. And then one of the things that I would say, probably the most painful thing that, that we did, and again, we're not funded, we're a service company, people pay us, we're not tech company. So investors didn't even care about us. Like they don't really want that kind of a business. Service companies, they say, aren't scalable. They have the lowest multiples when you try to sell it. And you're only as good as your capacity, like I mentioned. So I said, all right, fine, got it. So what do I do to get more ROI from our team, our resources, and our time that we put into this business? We have to create our own technology. And so if you ever see in my website or anything, the Cliquex, we didn't want to mix it up with our agency. We set out to do something different. And then I was on calls Googling companies in India trying to hire a bunch of developers. I've only heard of these things until then. I didn't know A from B. So I literally pivoted and said, look, we're going to go build a dashboard for our customers so they can see how many visitors they got, how many phone calls they got, how many leads were generated. This is like pre -hub spot, by the way. There was no hub spot. So we said, we're going to create this so that I can onboard a customer easy save our customers, our employees a lot of time in report management and creation. It's real time dashboard. They can log in and see anytime, even listen to the call recording, which these other Yellow Pages companies were starting to do stuff like that. We're like, dude, we need to do this. We gotta do this. And if we don't, this is it, we're done. Like we're not gonna scale, meaning like we can do whatever many clients and they'll 40 clients a month with our five employees or whatever. And that's it.

22:25 Can't do more than that. Yep. Yep.

22:26 But if you want to go 400 with the four or eight employees, this is what we have to do. Now, if you look at the amount of money you have to invest 10, 15 years ago, a month to an outsourced agency or business to build you some code, it was like 20 grand a month. We didn't have 20 grand a month. But we took our little chum change and started to invest every single month and said, we're going to keep going. So literally all profit out the door. We work hard, take the money out, go invest into this thing, right? Like our CPA would do and say, what are you guys trying to do here? I don't understand. Like you guys are nuts or what? Like, this is your biggest expense. I was like, whatever, don't worry about it. You know, cause I know bigger, right? I know better. So, um, so yeah, so we, we created that and that's where we started to see that trickle of growth where we can bring on an extra customer without adding an hour or more of my team's time. There was no onboarding, automated onboarding, automated reports. And to this day, we have the tech. Other agencies use the technology. It actually helps them acquire agency customers and fulfill agency services. All of it is just like a super agency niche product. But I wouldn't have that had I not thought this is not a service company we're doing. Yes, it is a service, but we have to look in terms of how do we scale it like Amazon warehouse? I don't mean like we're going to be, yeah, exactly. And my team no longer had to do the thinking work, which is where I was getting at with the reps. My team has to do the execution of where the system leaves off, you pick up and do the last 20%. So there's a reporting change on API of Google. Our developers would get that. So my employees never saw there is a delay or a gap or problem. Some client has some new requirement because they're e -commerce, they're not lead gen. No problem, we write the code so we can bring in the orders instead of leads. And we just do things like that. So we had to do the 20 % upkeep, but most of the system was running. It would send a report to the client every Friday. So it's not too frequent, like every day, but it's not too infrequent, like once a month. So like their employees can log in and listen to the call recording. And if there's a challenge, we can go refer back to our metrics, are we dipping, are we going up? And I mean, you don't need to have a Google account and your analytics and your Facebook ads and your form submission. All of these things we were trying to consolidate so that we could spend 20 minutes and assess a client's campaign, not two hours, pull up all the reports and stare at it. Yeah, so these are the kinds of things that we did. And I'm sure every single person here, they have to either invest and go all in or you know, be a victim of one and a half million dollars and toast.

25:26 Totally, dude, trust me, I love how you stated that, I love how you clarified the problem, and for those of you listening that need some solutions when it comes to this, you have to solve this. You cannot grow and scale without solving this problem because what isn't measured can't be enhanced upon. You can't fix what you don't know is broken, right?

25:53 Yeah, absolutely. And also this helps you become proactive as opposed to reactive. Yeah, that was not the only system we built our own project management system. We built our own this, we just, we started becoming more and more developed. So we have the most amount of developers compared to account managers or, you know, anything else. And they know like, like I love them because they literally like to this morning. I mean, every day we have deaf calls, like here's what we need to get done. Here's our biggest problem. And it can only be solved in my world from an engineer. So if you want to solve cancer, engineers can do it. I believe it. I really do. Like, they can write some algorithms, some script. I mean, this morning we were talking about like database technology, elastic search. I don't even know what they're talking about anymore at this moment. Yeah. It's hard to say that we are a service company.

26:43 Right. I know dude, it gets crazy. It's a good thing we got good teams.

26:45 It's very hard to say that, but we are, we're categorized as a service company. But in reality, in reality, we're a tech company.27:00 I was just gonna say, but the solutions you're providing are technical. 

27:03 Exactly.

27:04 So how do you cross that chasm of being a service guy into, obviously when it comes time to exit, you wanna be a tech company because you wanna have a tool that has a higher multiple than just I've got X number of clients, right? How are you crossing that chasm?

27:20 Right. Absolutely. Yeah, I think the way that we, by the end, by the end, you know, if you think about how the, what the clients perceive, the client want it done for your solution. This is where the challenge kind of becomes. Right. So, so we, one of our, one of our growth opportunities implementing HubSpot for organizations that buy the tech, but they have no one to implement. They don't have anybody to put in the deal stages. They don't have anybody to put in their workflows. They don't have anybody to put in any other things like sequences. They don't have adoption in their cell team. They have the tech. So where we come in is that we've got to be that done for. We're the last mile delivery. Like you got the thing all the way here, but who is going to put it in the house? But you got the Peloton. If it's not in the house, it doesn't matter. The last mile is so important, right? So yeah, we do think about that part. But from a customer experience perspective, every single day there are unhappy Salesforce customers or unhappy, you know, whatever, you know, CRM that they bought because they can only go so far and they say, Hey, we're going to have to pass you to some professional services team. That's going to figure out what you need. Our support is done. Like we don't, we don't deal with your personal needs and so on because we, we literally are responsible for their growth. We say, Hey, we take on that headache so you don't have to do it in -house and you don't have to hire a HubSpot admin person at whatever $1 ,000. And depending on where your office is, 

28:56 Totally.

28:57 You could even get one if you wanted it. There ain't one. OK? So that's the other part. So we like that part. And we have to figure out how do we onboard 10 customers? What is our systems in doing that, if that makes sense, so we can be efficient. 

29:10 Totally.

29:11 Yeah. And we're also in the same ecosystem all day. So we have greater and greater efficiency in doing this kind of thing. And then once they're up and running, we deploy the growth formula and say, look, now that we can measure it, like you said, Todd, we can measure the leads, we can measure the activity of the sales rep, we can measure the website, we can measure your sales pipeline funnel, everything. What are we doing? Are we capturing demand? Which by the way, every lead is tracked to the source. Are we creating demand? And what are we doing with nurturing, which is the retention side? How are we nurturing our leads? How are we nurturing our customers? It's all in one login. 

29:49 Ilove it. 29:50 And it's the same team that understands, like we know the executives' plans, like what they're trying to accomplish. And our team is on board. We're all looking at the same dashboards. That gets you bigger than a million and a half.

30:02 Yep, yep. And you become a trainer. You become a trainer and a coach where you're saying, these are the things you need to be paying attention to, and this is what's happening right now, and this is where spend is. I love your solution, Solomon. How are people finding this? How are they knowing about you? I mean, obviously you're on this show for a reason. What are we gonna drive them to?

30:32  Yeah, so our website is oneims .com is one O -N -E spelled out IMS again, domain name I purchased when I was like 20 years old, right? Like old, yeah, exactly. And we also recently acquired another domain name, it's IMS .net. We've been doing all this for the B2B world and we're gonna try to bring that to the small business market, yeah. So a lot of exciting things. And so let me ask you, I was gonna say to answer your question, how do we get more growth? This is sometimes, you know, I get asked on podcasts. I usually come on podcasts to deliver the good news of, you know, the growth formula. I really like that. This is a concept that has literally changed hundreds and hundreds of organizations. I do webinars. There's so many people here that they may have to deploy it in -house and start building a cashflow before they can bring on a third party company, you know, to kind of manage this kind of stuff, right? Like at some point, maybe you got to build up build it up. So you use the formula, start acquiring customers, do the demand capture all day before you do an ounce of creation of demand. And you start building your business so much faster. The reason I come is so I can put more oil into the fire that you've already built. There's so many guys here that want to know what to do. And I'm like, hey, how do I add more value? How do I make the whole theory, this thesis, as simple as I can? So if you're just starting today, you know how to get to the first million dollars. That's it.

31:55 Yeah, yeah, yeah, yeah, yeah. That's fantastic. And for those of you listening, if you are sub one million, you have got to dial in exactly what he's saying here. So I'm just telling you the formula is to go out and grab the existing demand that's already there and get to a million dollars before you start creating some customized, tweaky solution to try and create demand, right? 

32:20 Absolutely, and then figure out how you're gonna nurture the retention side. Because you can lose a customer as fast as you get it. That's the world we live in, right? You can't say the customers are not loyal. It's your job to make sure it's sticky. That's your job. 

32:36 Keep adding value, keep adding value. 

32:40 Exactly. If it's not sticking, you're doing something wrong.

32:41 So, so. So Solomon, I love to ask people before you take off here, I love to know who's in your corner. Like give us a shout out of someone who's helped you kind of overcome the challenges you've done it, you've had in your growth journey and who do you rely on right now for like just bouncing ideas off of? Is it your team? Is it people outside your company that are kind of your buddies? Like what is that?

33:07 Absolutely. So I'm a big believer in self -development. So something got me on long time ago. So I invested in every program I can get into. So that's number one, because I want to learn from other entrepreneurs that are looking to grow in scale. But honestly, my inspiration comes from my parents who didn't tell me what I should do with my life. They really didn't. They said, you can do whatever you want. As long as you graduated college, we don't care. You know, that's like the thing. If you just show us that you got the certificate, do whatever you want. And so they gave me the freedom. And I think a lot of kids, we end up trying to be whatever our parents want us to be. And then we're unhappy. Yeah, because, you know, and I'm never gonna do that to my kids, because they gave me exactly. The second thing is having, like you said, an amazing team that are willing to push themselves. And we have a whole thing about 10X mindset and becoming an a player and all the things that I look for, I look at myself and say, hey, this is why, like those are the only people I want in my inner circle, like literally, right? So, and those are the, yeah, so I asked our developers like, do you want to be happy where you are? Or do you want to create something amazing? And this one project that we're working on, it's a monster database. I said, this is going to be your life's work. This is it. This is, this is your, one of your biggest accomplishments. We're gonna have a database with like 20 million records or some giant number. I don't know what it is. I said, I told our team this morning, I said, in three years from now, I don't want you to comment that we did it all wrong. I said, I need you to do your research right now. Go AWS research, go study this, go study that. If you're gonna have a database this big, 33 million small businesses are in America. We're gonna have that database in our, literally it's gonna be in our 35 million business go be in there with all the contacts, everything else. How in the freaking world is Apollo doing or seamless AI or zoom info or any of these guys doing it? We're nowhere near those companies, by the way, we're none of that. I said, doesn't mean that you couldn't create that. Right? You don't have to be worried that, Hey, we don't have access to that because they have AWS just like you do. They have the same tools on Salesforce or Heroku or Ruby on Rails or whatever language, Python, NodeJ has like all of this democratized your ability to create the same kind of, you know, technology, disruptive technology that they do. So why can't you figure it out? So I would ask them questions like, what's a data warehouse? What's this? What's that? And I'm pushing them because they don't need to do that for their job, but they need to do that if they want to be the next whatever it is, where the best version of themselves. So.

35:53 Totally, totally. Yeah, I love it. Solomon, you brought the energy today and I love the passion, I love what you're doing and for those of you listening who need that passion in their business, please talk to Solomon. I mean, this is the plan, this is the business, this is how he's doing it and if you don't have someone driving that growth with you, you chances are you're going to get stuck at that one and a half million, two million. Maybe you might cap out at two and a half million, but if you're looking to be 10, 20, a hundred million in revenue, it's got to be systems. There is a formula. I feel like you've discovered the same formula that I have through, through just the act of doing. And I think that those of you who don't know the formula talk to someone who knows, get a hold of Solomon links are in the bio. Everything's in the show notes. Thank you so much for being on here today with us and sharing these insights with our people. Any last little tidbits of wisdom you'd like to share?

36:55 No, I mean, like I said, if we could just guide them to what to work on, you know, they will be honest, they'll be unstoppable. That's literally that's really my goal. I'm writing a book about it. So when that's out, I'll send you a copy.

37:09 I want it, I want it. Awesome man, well I appreciate it and thank you so much for being here. We'll catch up with the rest of you in the post comments here. Thanks so much.