0:00 - Intro
3:29 - About Pulling Profits Out of a Hat
4:35 - The Biggest Mistakes People Make When Setting Up the Foundations of Their Business
5:38 - The Five Disciplines a Business Needs to Understand
8:14 - How People Can Create Leverage in Service-Based Industries/Agencies
11:13 - About the Success of Action Coach
12:45 - Millennials and the Shift of Business Strategies
14:15 - Brad and Working with Up-and-Coming Businesses
15:35 - How Brad Began His Coaching Business
18:35 - The Difference Between Strategy and Tactics & the Success of Apple
24:23 - What Brad Aims to Achieve with His New Book
27:05 - Running Out of Cash Flow & Proper Planning
30:40 - Rising Above the Competition Through Promo and Offers
33:13 - Release date for Pulling Profits Out of a Hat & About The Wealth Coach
36:35 - How Brad's Book Can Be a New York Times Best-Seller
37:57 - Closing Remarks
Charley: Hello agency owners! It's Charley here the host of the Agency Valley podcast. And today myself and my co-host Kim Barrett got to interview the one and only Brad Sugars. Now Brad is just a phenomenal business owner and teacher. He has a new book coming out at the moment called Pulling Profits Out of a Hat. And in this interview we get to talk a lot about the book. Now, to not give too much away, Brad has really tried to create something which is focused on exponential growth, and in this interview he talks about how companies can achieve more exponential growth as well as the five disciplines they need to master in order to achieve it. So that's enough from me to let you guys get into this interview now. But if you do like this show please make sure to like, subscribe, and share.
Charley: Hey guys, it's Charley here the host of the Agency Valley podcast and today we are doing something very special something that I know I'm excited about. And Kim, we have the one and only Brad Sugars on the podcast with us. How are you doing, Brad?
Brad: Very good, Charley. Now, did you tell everyone that before we actually did this call, you mentioned this is a fanboy moment? Did you mention that fact?
Charley: 100 percent! I'll tell everyone right now. Straight up. Billionaire in Training. That book actually, like, changed the trajectory of my business career. I was like, "Oh.".
Brad: Actually, that book, I've had more people say that about the way they focused on business from that book than any other book. That it has changed the way they looked at business. So it's good to know. I love that book. It's one of the best things I've ever written.
Charley: Well, this-- I'm going to go straight here before we even get into the new one. Is there any plan to do an update or a part two to Billionaire in Training?
Brad: Every one of my original 14 books is being updated right now, in fact. That's them up there. They're all being updated right now. So, I think the first three have been updated, and the next eleven over the next 12 months or 13 months are getting all a fresh update with all of the Internet marketing, and all that sort of stuff added into them, because people don't realize it all. I didn't realize it till a few weeks ago. It's been 18 years since the first book was written.
Charley: That's kind of nuts, isn't it?
Brad: Yeah. You think it's nuts. It took me six years to write the dang thing. So it takes a little less time now, but yeah...
Charley: I think it's a testament to the discipline of, like, actually, like, following through on something for the long term. Like something we see quite commonly here is, like, how short-term focused or short-disciplined a lot of business owners are. It's like, it doesn't work this week, well then, we'll just stop.
Brad: Look, I think... And that's true for all parts of business. You know, it's the 20 years overnight success sort of thing. You know, this is book 17, the Pulling Profits book, and it's literally the first one I think I'll get us a New York Times best seller. I've had the Wall Street Journal bestseller, the Amazon best sellers, but then again, to have a New York Times is like the penultimate of all of those things. Takes time to get to be successful in anything and I think that if we can really understand that a lack of planning extends that time, a lack of knowing what you're doing extends that time, trial and error is the slowest way to learn. Let's put it that way.
Charley: Oh definitely. So, we'll lead straight into it, then. Tell us about the new book. What's Pulling Profits all about?
Brad: It's a very sexy cover, first and foremost. You know, it came because of a conversation I was having with someone who said, "You know, it just seems like magic the way these companies make profit." They were talking about like Apple and Ikea and all these big companies, and they said, "It just seems like magic." It's not magic, it's just certain things they do that others aren't willing to do, or don't know to do. And so I sat down with Monty, who's my co-author on the book, and you know, we've between us coached so many companies and most companies he coaches on the day to day basis are doing hundreds and hundreds of millions. He sat there and said, "What is the difference between a company that grows exponentially, one that grows and consistently grows, and does that year on year on year, and one that doesn't?" And we came up with five core disciplines that a business needs to understand, and if you're an executive in a large corporate, you must employ these. If you're the smallest business on the planet, you must employ these if you want to have that level of growth.
Kim: Yeah. That's so amazing. And Brad, there's a section in the book I think you mentioned, and you say you did a live the other day on the exponential growth. And you mentioned when most people don't get it, it's because they don't build the foundations right. What have you seen is like the biggest mistake business owners make in that set up of their foundations?
Brad: You know the smallest of businesses, their biggest mistake is that they look to have a business that revolves around them. You know, it's about getting themselves a job. They really, truly invent a job for themselves and they call it a business. The biggest of businesses is where they focus in on one thing rather than trying to do all five areas. They try and get really good at one thing, and you see it really depends on which way the CEO came in to business. The CEO's sort of an accountant, then you know their operations in finance are going to be great. If the CEO was a salesperson, you know their sales and marketing is going to be great. And it's--it's really working that balancing aspect of it to make sure that we get there. So it's different for the different sized companies.
Charley:Yeah. So In the book you've got these five disciplines. What are the five disciplines?
Brad: See, now you trying to get me to give away the book before I--.
Charley: Give us a little hint.
Brad: Well see, the way that works is here: discipline number one is the Discipline of Strategy. And what we're looking at there is strategically, is the business actually designed to grow faster as it gets bigger, or is it designed to be harder as it gets bigger? And that's very true for the majority of very small businesses. But then when the bigger business, we said, "Well okay, let's expand the business into 20 countries." Like Action Coach, you know, it's the brand, always gotta have the brand on. Action Coach expanded into Bulgaria last month, and goes into Russia this month, and that's country number eighty seven and country number eighty eight. And when you look at a business and you say, "Okay, is it strategically designed to be able to expand into all countries around the world? Is it actually structured for that?" And in most cases that's definitely not the case. Then we've got the Discipline of Mission, and that's really about emotional connectivity. It's about where is the emotional connection between the staff and the company? Between the team and the customers? And having that level of you know-- if you talk to someone who's an Apple customer that don't just like Apple, they love Apple. You know, and it's like, how do get your customers and your staff to love working with you and being a part of your business is really what we're looking at there. The Discipline of Business Development. And if you--you know, as you know, Charley and Kim, if you look back in all my books, business development has been a core of like 10 of the 14 books, because it's all been about how do we generate more business and more sales and that sort of thing. The Discipline of People... You know, you don't build a business. Your people build the business, so it doesn't matter how big your company is. The quality of your people determines the quality of your business. So, as you build people, they build the business. And then finally, Discipline of Execution. So I wrote a book many years ago, instant systems, which is more for the smaller business, but understanding execution and how you actually pull it off is a very important aspect of this. So there is your quick summary Charley, the five disciplines.
Charley: Thank you for the giveaway.
Brad: But as as you'll see from the book, we actually went into a full color print on this one. It's the longest book I've ever written, almost three-hundred pages. And the reason we did that is we had to go into so much detail around each discipline, and give examples of each discipline, and actions that people could actually learn how to do it, not just what to do.
Kim: That's amazing, and I think it did some... Amazing what you've just shared there. And I think one of the things that obviously writing a book does as well, is gives you leverage in your business, along with those five disciplines. And one of the big things, I think, was your definition is "do you work once and you get paid forever", which is the definition of leverage. So, for people that are-- so, we talk to and we share a lot with agencies, which are, you know, doing things online whether they're websites, Facebook Ads, et cetera... What would-- how do you recommend people go about creating leverage if they are in that very heavily service-based industry of running an agency?
Brad: And there's--the answer to that is see what I've done with Action Coach. You know, in the beginning I was the only coach, coaching business owners. And now we have thousands of them all across the world, and doing it in that way. And as you said, writing the book gives you leverage, because writing the book does-- it makes you actually think. You got to come up with a model and then create the artifact to get the results. But when you boil it down to a day to day, let's start with the first level of that definition, because when I first learned leverage, it was ever more with ever less, or the mathematical formula divide and multiply. And you know, if you look at divide and multiply, and you go back to Henry Ford with the production line, if within my stuff, my first book Instant Cash Flow which divided the business up into the five steps of the chassis and and that sort of thing, the the first stage of leverage is do the work once, get paid long term. So most business people got to start there. And even if it's-- you're an employee in a company, you've still got to start with work that gets paid long term. Like, the best salespeople aren't selling every month. The best salespeople get a customer and set them up for life, and therefore they've got money coming into life. The best business owner, or the best corporate executive is someone who does work one time the pays back. So training your people, developing systems, business planning, sometimes marketing and sales, because you know, you do good marketing, it brings customers who stay long term or brings a lot of customers who stay long term or forever, and sales often because you get a customer that stays with you long term. So it's almost--if you look at going from stage one, do the work once get paid once, which is employee-based work, do the work once get paid long term which is executive or managerial type work, right through to do the work ones get paid forever is CEO level work or owners' work in an organization.
Kim: That's beautiful, that's a great definition, and I think, as you said, Action Coach is a perfect example and model for people to look out for that as well.
Brad: Yeah buddy, I got a good friend of mine here in Las Vegas. He's actually an Aussie guy. Peter Lik who's a photographic artist. And people are like, well, you know, you can't do that, and you know, when I sit down I look at his business that he has now, selling that each photograph, you know, a hundred times and doing-- you can set up a business around anything. You just got to put your thought into it, and you've got to really think it through from that manner.
Charley: I really like that you leaned into the Action Coach as the example, and I'm just looping back earlier to this interview about, like, in design, how easy-- how much easier that is to scale as a franchise into other countries. You're literally just duplicating what you've done everywhere else, opposed to setting up massive factories or production lines and things.
Brad: You know when you sit down and look at it, there's this-- sort of-- the core of investing is real estate business or shares, and shares is really just business investing, or real estate investing is you buying a shares of the company, it's in one of those two things. When it comes to business, you break it down, there's the retail element, there's whole sale, there's distribution, and then there's the service based businesses. And for me, I've always been a lover of the service-based business, so I've always believed in that. You know, I own a commercial cleaning company, I own a property management company, I own-- you know, all these things are real service based because I believe that it is a far and-- Remember this though guys, when I franchised Action Coach back now 20-odd years ago--Action coach is now in it's 26th year-- there were no white collar franchises at that point. Actually there probably was. There was like expense reduction analyst and H&R block, and so we had to invent a whole new industry, develop a whole new thing that was just not there. That to me was the exciting and challenging part of it. The best part was I was young enough and naive enough to believe I could do anything. So I did. The problem with most people when they get older is they're too stupid to believe they can do anything. They've got too much experience and go, that can't happen. That's why I think millennials are positioned as some of the best business people to come. I'm not sure if you saw it. I did a podcast--I did one called The Apprentice Billionaire, and it's me interviewing young millennials about how they succeeded, but I had to do one which was just a pure rant about what is it with with an older generation saying that Millennials don't work that hard. Millennials are bad, millennials... Ther's this like... They are some of the best entrepreneurs I've come across. I mean they're more entrepreneurial than almost any generation before them, and that's perfect. You don't want to create employees at a school, you want to create employers. You know where are the people are entrepreneurs, not employees.
Charley: I tend to think that's the shift that is coming. We're going to see much more small businesses start up. And I suppose, less corporate environments. Which is cool.
Kim: It's moving in that direction, and even corporates are moving in that direction of developing small businesses within the corporate type thing. You know, I know a lot of the CEOs that we coach, they're the head of a 10 or 20 million-dollar division of a multi-billion dollar company, but they are profit-responsible, so that's really just a small business that's owned by very large business.
Charley: All right. And I think that's definitely the way to go.
Brad: I should write a book on that Charley.
Charley: You know, I was just thinking that. Maybe I should lead the millennials on how to spin small businesses out of franchises.
Brad: That would be. That's another one I should do actually. I do a thing once a year where I invite 10 businesses to here in Las Vegas where I live, and I actually help them create a business plan that go to a billion a year based on how they can expand globally and that sort of thing. It's a lot of fun. I get to sit and work with 10 business owners who really want to grow and show them how to do it.
Charley: That's a very aspirational goal. I can only imagine the people you come across.
Brad: You know I mean it's amazing, the businesses that we come into that we have in that thing. You know, I sit there and sometimes I look at them. One of them was a water distribution business in Asia, and you don't think of water distribution in most Western countries because you just turn the tap on and there's water. Well in many Asian countries that's not the case. So what's the water distribution business, and this is a business that's already doing 120, 130 million a year. And how do I get them 10 fold as is the game. So, I think a lot of business people Charley, and they just think too small. They're just way too small in their thinking and even to the fact where you say, "So what do you do?" "So I'm in small business." "Shut up! No you don't. You own a big business in training, and that's why you mentioned the book Billionaire in Training. Everyone is a billionaire in training. You know, the question is: Will you pass?
Charley: That's a killer mindset.
Kim: I love that. Can I ask? When you are looking at that-- so for example that water distribution business, that comes through, and you go, "How am I going to help them tenfold this?" What's the first thing that you look at with all your experience over the years that will indicate whether or not that can happen?
Brad: There's these things called five disciplines. So I got through the five disciplines, and I literally do. I mean I literally got through the five disciplines in my own head and start to think, normally the first one is strategy, normally strategy is the first one because if there's a fundamental core business model problem, then it doesn't matter what you do with marketing, it doesn't matter what you do with people, if the core model of the business or even the core model of the product, how the product or service is sold, how it's packaged, how it's delivered, is it delivered-- See, when I started business coaching guys, you got to remember, there was no such thing. What there was a lot of people doing business consulting, and what happened was I started giving seminars and then Robert Kiyosaki put me on stage. Now when Australia put me on stage, and people would keep coming to me asking me for help, and I said, "Listen I don't have time I'm running my businesses, so why don't you just call me once a week and I'll coach you through it?" And by pure accident, the business coaching industry was started. And you know, you sit down and start thinking about how do you see? And that's why I had to write the books. I had to evolve everything that was in my head into some sort of a model, and say, "Well okay, how does that actually happen?" And that's why I wrote the book The Business Coach after 13 years of coaching business owners to success. So we'd gone through something in the vicinity of 10 to 15 thousand business owners that we coach to success. And I and then I sat down said, "Right. We've done this with 10,000. This works. That's the model." See, most business people don't think that there is a system or a recipe for growing a business. They just don't think that way. They think, "I just got to work harder." No. And none of this "you've just got to work smarter", either. You got to work both harder and smarter if you want to succeed in business today, especially in your industry guys. Why? Because in your industry, you're in a competitive analysis with the world. I can get your business, I can get someone in India doing the exact same stuff as the work you're doing up the street. I don't need to have them down the road from me type thing. This is where you've got to be so good at what you do or so niched in what you do that that no one can argue with you type thing. Like I did an interview on The Apprentice Billionaire the other day, about this young couple that have a hamster business. They have the world's largest business selling hamster stuff. Now, as a person who has no freaking clue about hamsters, I'm like "What do you mean you do all that?" They do a full four million pounds a year selling hamster stuff. I mean, who the heck?
Charley: That is amazing. I'm glad that exists.
Brad: If you niche stuff down. Watch those--they're on iTunes or Soundcloud, all of those podcasts. But have a listen to it because they're geniuses in niching down. They were so brilliant at it. I loved learning from them.
Kim: Those so good and so important. It's something that we've shared on this podcast before, is that very thing. It's like, you've got to be, like, the number one, the best of the best. Or as you do have to be the number one of the best the best in the nation as well. And it makes such a difference, and I'll have to circle back just quickly on one thing you said there, and you've mentioned it a few times, which is strategy, because I think a lot of times business owners confuse strategy with tactics. How would you differentiate the two of those?
Brad: Well strategy is more about your business models strategy is more about the product or service. Let's let's use an example everyone knows, Apple. Apple strategy in the beginning was manufacture a computer, build the software and sell the computer and software as a bundle. Awful strategy. Now, it worked when nobody owned a computer. When no one own the computer or you know it worked. But as everyone had computers it became a bad strategy. Now on top of that I had an even worse strategy. They made great computers. So the computer lasted forever. And they built it with software.
Brad: And here's the problem, righ? And people don't really think about this. But they built in a negative to their business. They built in the debt. Once they sold you a computer it was their debt. They didn't sell you the software separately in the beginning. You had you bought the computers. They had to keep upgrading their software no matter what. For people that had already bought and never going to pay them again. Whereas Microsoft at the flip side of it had a right strategy. They made a shitty software that kept upgrading. But every time you wanted to buy it again you had to upgrade and upgrade and prevent an upgrade.
Brad: You'd like to tell younger remember you know Windows 98 know lots of stuff. But as those releases came out and we all had to go and line up at the shop and buy the big box for the book and this tiny little floppy disks. Which I tell you a funny thing about floppy disks showed one to my kids the other day and I said Dad did you use a 3-D printer to print the save label. Now let's let's use strategy again and learn what Apple did to become the world's largest capital value company.
Brad: Steve Jobs left Apple or got kicked out of Apple. What did he go and do he ran a little company called Pixar. Made movies. What did he learn. Leverage. Make the movie won silver a billion times sell it forever. So he came back to Apple and said hey this doesn't work we make the computer once we sell it once we get paid one time for the work we do. We never get paid again. How do we do the work once and get paid forever. Well let's move him into the music business, right? Now, here's why Steve Jobs is much richer than me a much richer than all of us and he's passed on now but a genius a genius. He didn't even do the work once and get paid for it. He did the work. No time to get paid for him. Never made a song never like I don't make apps. They don't make TV shows that I like any of that stuff I get I get 30 cents or 40 cents on the dollar for every app or every song you buy. Who's the most excited person in the world. When Taylor Swift comes out with a new album? Apple shareholders.
Charley: It's interesting and they're just about to announce their TV streaming service. It's the next services business to kinda get through.
Brad: Well, buy it once and sell it forever. Why did Apple gallon by Beats headphones? Because Beats had to contract for music to play it as a rental not a one off HD on news beats had that contract and Sony and all the big guy says we're going to give that to you Apple You've already beaten us up once in contract negotiations we're not getting beat up a second time. So they paid way over the money for that and therefore they got the streaming service and elegant streaming service for TV and all. Fun all them. There's gonna be a winner out of that. Not sure if it's gonna be Dame or Amazon or Google or Microsoft or Roku or any of those but someone's gonna end up winning that one.
Charley: My money's on Disney at the moment. My money's on Disney.
Brad: You know your money's always gonna be on the mouse. The mouse is a mouse is the world's genius at leverage when it comes to leverage. The mouse is the genius how many mouse was invented what 70 odd years ago. How many different ways do they sell the mouse today still and they're still selling the mouse the first day of movies if you jump on a Qantas flight. What do you see. The original mouse TV shows are still and I'm sure they plan a licence fee to have you go on a Disney cruise that a Disney hotel. Now you can go to Florida and actually buy houses on Disney property and lives in Disneyland, Disney Resort and space.
Kim: But since I miss it and that's a great definition I think as well because a lot of times I think when people look at they don't look at strategy like that they look at it as a lot of the times the tactical things that they were do. We talk with agency owners now and they'll talk about their strategy is to run Facebook ads and it's like well hang on. That's not a strategy at all. That's a, that's a tactic.
Charley: That's a definition.
Brad: That's a marketing campaign. And that's why make them read my book Buying Customers against trying straight to build a campaign the six questions, you have to. See most people build marketing campaigns backwards Most people build businesses backwards. See, they go to a business thing what's their product or service, not a product or service is the least important body of business. How are you going to build your business what structure you're going to have what target audience you're going after what are they buying. What's the long term. There's so many more important things said with marketing campaign that was our a one or one radio ads. Well who's your target audience. All this while you're running radio ads. Well because you know I've got a good deal on radio It's OK. Then I'll run a stupid radio ad that I've never tested never measured. It won't work. My God his radio doesn't work. Well of course it doesn't. You did one ad with about 80 percent of marketing sales. You've gotta remember that 20 percent of it. That's why you had 10 percent your budget allocated to testing and then the other 90 percent rolls out what you've tested and measured and proven actually looks. Like having a lot of ground there.
Charley: I just want to say, you drop it gold there Brad. [00:05:11][1.0]
Charley: Yeah. We're going to we're going to plug the book. I actually got to ask one more question. What one of the things I really enjoy about the way you write is every book has a transformation. It's like if you read one of your books like you get a very clear outcome. So you know for example like I've read the wealth culture it's like I came out better equipped in the wealth area or hybrid buying customers. [00:05:38][21.1]
Charley: And funnily enough I got better at buying customers. So I'd love to know what the outcome or the main topic you're trying to cover in this one and how you expect people to change from it.
Brad: Yeah. So let me take two steps back. First of all the plan behind every book is to build a model that people can understand and therefore use. A lot of my books people say it just seems too simple. And that's the point. You know Einstein once said that if you can't teach it simply you're not a good teacher so don't teach that .The core behind this book is exponential growth. It's about how do you grow at an exponential rate not how do you grow by 10 or 20 percent how do you grow by 10 or 20 times. And how do you consistently do that year in year out. How do you consistently there is a lot of businesses will have a good growth. And then either plateau for a few years to catch up and then they'll go again and then they'll plateau. And so the aim of this is to not have the plateau is to continue on that growth path and to continue doing it to dominate the worldwide market of your product or service. I think that from the most middle manager in any organization to the highest CEO of the largest corporates to the smallest one man one woman business across the planet I'm standing there they go right now.
Brad: I need to be going in five to 10 years. See some people have read the book and go. Okay now I get where I'm going if you smell like when you read billionaire and training a lot of it you weren't ready for but it gave you the roadmap of saying OK. That's where I need to go in order to get a top thing and that's a sign that the wealth coach with the wealth coach from people get about halfway through the majority of people that halfway through the book are kind of like. This is now getting past where I'm at. And that's great because you need to learn past. How do you navigate. The old saying go learn before so. Exponential growth Charley. That is the core behind this one making sure people understand.
Charley: You've got me curious now because for me personally I experience exactly what you spoke about. We've had some great growth runs but it feels like we plateau every time. In all honesty, the cashflow ok. Cash flow is the thing that's all we've got to slow down to run that cash and then we gear up again and then we get to go again. So I'm fascinated to read this book and hear how you've navigated those types of waters.
Brad: They think of running out of cash really is a very big part of the business planning cycle. And and I get back Charley I got started a business and now it's running across the world it's called profit plus and we actually have people build a business plan online and our software we can do it in two days they can do a two day workshop and have a full business plan. So one week they do one day one weekend and one day in the next week end and high priced and I got a full business plan. What we do with it in them is we actually give them a tool where they develop a five year cash flow for their business. You know what what would be the advantage and from what you've just said you don't go into our what ifs scenario. Part of the planning and you'll punch in a what if, if we increase our prices by 5 percent what's going to happen if we increase debt collection right by instead of 17 days it's eleven days on average what's going to happen if our collection goes from 7 8 out to 30 for what's going to happen. And it allows people to actually do that and I think that one of the biggest challenges of the small and midsize enterprises they don't do enough planning. One of the problems with the big businesses is they do a write a plan but they don't do enough planning and planning is the brainstorming. Planning is the actual planning is more important in the document the actual time spent facilitated thinking learning contemplating a batch of business that stuff's way more important than the actual written document. Still going to have the written document, but the other stuff's more important.
Charley: Yeah. It's such a great comment Brad. I'm very curious now because it's like all the little hint do more planning Charley.
Brad: You know before you do planning I have a simple formula right. And this this formula is not in this book it's in other stuff I teach but it's: Dream. Go. Learn. Plan. Act. Dreams gonna be big dreams that's why I partnered with a young guy Travis Bell to bring bucket list coaching to the world and that's going all over the world right now as well. Dreams got to be turned into goals. So anything ten years plus is a dream anything five years there inside is so big you'd call you must have an actual documented date etc. forward. From a goal, and the reason you have a goal obviously you know what you need to learn. And this is where a lot of people struggle with this whole point of saying let's imagine if they ever been a time when either you guys just told someone your goal and they've gone all there's no way you can do that or that's not possible you can't do that. Ever been that time.
Brad: And you know what your answer needs to be? "You're right, you are right". The person I am today cannot pull that off. But the person unbecoming and the stuff I'm learning and who I will be in a year's time can do that. And that's the attitude a lot of people miss. They miss the point that you set a goal so that you grow into it. You don't set a goal that you can achieve today. That's a to do item that's not a goal. A goal is something you don't you can't achieve with your current skill set a goal which you can't achieve with your current knowledge base. A goal is something that you dream your goal if you learn it. Then you write the plan and then you go to work. If you write a plan without the learning I give you dodged the learning and you write the plan. Your plan basically says do more of the same shit we always did. So sorry but the amount of time stuff we always did. And that's that's a simple formula. But again very very powerful.
Kim: That's amazing. I love that. That's that's our preference. And now obviously Brad is well at the moment with your book you've got presale on and everything like that in your including in there a ton of training from what I could see the nine hundred ninety seven dollars worth of training is that stuff in there by any chance as well. A dream.
Brad: The dream is yeah that one's in there. I've definitely done that one and they look. The reason being to fight let's go back a step for 13 years on video recorded and audio recorded every single event I did every single live event from my ten thousand dollar week long love events to my three three hour events every single one of the all my webinars all of that stuff it was all recorded. We put all of that into a business school for the last four years we've been selling it for a thousand dollars to people all over the world through funneling and all sorts of stuff.
Brad: When the team came to me and said boss what are we going to do for people that want to take action early and buy the book in pre release and I said ask that you know I could create some new staff I could do this. So you know what. Let's just give everyone all of that stuff. Let's just give it to just give them all of that. And of course the team member who's in charge of that division looked at me in the eye and said I guess my bonus structures change I guess I guess it seems we're giving away what you sell now we might have to change it up.
Brad: But you know the point of it is I want people to get so much knowledge and literally in the profit Masters there is more than one hundred hours of video and audio learning courses that people paid five 10 grand to come to to learn it. And so where we actually interestingly enough I got orders for over 100 books the other day from the business school here in town because all the kids in university are saying hey I want to learn all that stuff and I can't afford a thousand but I can afford twenty four ninety five. Kind of cool in that way.
Charley: That is a serious bonus.
Kim: That's amazing.
Brad: The thing is you in this day and age there's no use doing an offer that is. Oh yes by my book and I'll give you a free white paper. That stuff just doesn't work anymore. People have to be astounded by the offer to go. I would be an absolute. More on that wouldn't I. Yes. And in fact you'd be an even bigger more on not to buy three of them for your friends. So yeah that to me is what an offer looks like in this day and age because there's just too much noise out there for it to be something for you to stand out your offer needs to be amazing at least to be so blunt and so brutal. But it's only pre - once once we get into selling through Amazon and Barnes and Noble and all those guys and DMX and. Once we're all knows all that all that stuff disappears. So because those bikes take all the money then.
Charley: So guys the book is out on the 1st of April. The presales of right up until then we're going to include a link on this interview so you'll be able to grab these bonuses. I've grabbed them personally like you got me Brad. I was like This is a killer offer I can't resist. So it didn't even questioner so we'll make sure we include all that. Now I've got one question I have to ask because it's been a curiosity point for me personally. So me and my wife we both read The Wealth coach which was a game changer for us in our own home for thinking about how we're going to tackle investment and the rest of it which everyone does go by that book. It's well and truly worth it. But the books written in a fable or a story I would love to know are you based on one of the characters?
Brad: Well the wealth coach is basically someone that's that's on this podcast so. And you know I've coached a lot of people around money over the years mostly friends. There's a lot of friends I don't know what it is but I know exactly what it is. None of us have no mentors role models parents that were rich. We just don't have it. You know. And even my kids like my kids that they have the most distinct advantage in the world and that I'm here ready to teach them because they're my kids so the chances of learning from me are about zero. I got five of those little suckers. So you know I'm not that little anymore 17 down to nine months. So the five kids you know it's I think you know what. You know what. One of the reasons I wrote the Wealth Coach is I wanted my daughters to be able to read something that that made sense and I wanted my parents to be able to read something that made sense and I wanted my friends to be able to read something because as much as I love to think that people want to learn from me those closest to you are probably the ones that are hardest to teach.
Brad: So it's if I give them in book format as is I watched an interview with a famous actor and he talked about making a movie these kids could see because literally every movie it ever made he was shooting people or dying or you know all of the action stuff and I thought I really want to write a book that every single person I know would benefit from not just those that own a business but every single person I know. I think that's what we achieved with the wealth coach and I'm very impressed very well.
Charley: I think that honestly it's second to billionaire and training for me. So that's gonna be my number one. But I thought that was a fantastic book.
Brad: The best review of that book you'll know I'm not sure you guys know Sharon Lector. Sharon like there was a person who wrote the book Rich Dad Poor Dad with Robert Kiyosaki and it was actually designed to be a brochure for their board game which is called cashflow. And Sharon read the book and just. And she's actually had laws put in place here in the United States for education financial education in high schools. So and when she read it and just said yeah every every person needs to read that book I'm pretty happy with the fact that that the author of Rich Dad Poor Dad said everyone needs to read my book on wealth. Thanks.
Charley: Yeah I definitely take that one. I've got one last question here. Is that all I can tell you're pretty keen on getting New York Times bestseller. How can we help you do that. What do we need to get everyone to do so that we can make this happen.
Brad: I think it's to share. Just keep sharing keep sharing keep sharing you know my business ownership and being a corporate executive or manager or leader or a sea level exec it's not the easiest road in the world you know and when you go down that road when you choose that road you choose that you have to continuously learn. And so every single one of us whether it's our friends on LinkedIn or Facebook we all have a dozen other friends who right now need to learn some things about how to grow. So if everyone can just keep sharing it out there and that sort of stuff. But on top of that read it and apply it because you know then the story and the share is not. Hey I read this book and it was a great book. How I read this book and I doubled my profit from it. That sells more books than hey I like the cover of this book. It looks nice. You know that. That to me is an important aspect behind it. I think it's a big raid. It's to an almost standard on pages. So it's it's but the detail. I think if you think of it more like a workbook and take notes in it and that sort of thing that I think you'll get the most results.
Charley: Well guys you've heard it here. So we're gonna get everyone. Pre-sale. Buy it and get those bonuses. It's definitely worth it. I mean apart from that once you do share that link around let's like I would love to contribute to getting this new york times best seller and I'm sure Kim would as well.
Brad: Every single one of those guys you know it and I know it. We set goals and we got to go for it. We got to push out and we've got to get there whether I get there on day one or day 20 or day 100 or day 5000 on and I will keep pushing for the New York Times not Can I finish off with one statement and that's this does I love your work. I love what you do with people I love the way you help people grow and do the things that they're doing. If you're watching this podcast and you don't really understand who these guys are and what they do check into it get some help. Go follow go learn. Do that please please please work with them.
Charley: Well I think that is definitely how we want to finish. Thank you so much for the call.
Kim: Really appreciate it.
Charley: Hi guys. That's it for this episode of the podcast. Big thank you to Brad Sugars for joining us this has been a blast and Ozzie killing it on the world stage. So we're thrilled.
Dubbed as “The Turnaround Kid” during his early years in business, he quickly accelerated from being a simple business consultant to being a very in-demand speaker and multi-awarded coach at events in the field of marketing, systemization, and sales. Presently, Brad continues to lead more than 15,000 business owners who are ‘Billionaires in Training.’ His books, videos, eBooks, white papers and other business tools are available online.
Check out Brad's newest book, "Pulling Profits Out of a Hat" here.
Learn more about Brad Sugars here: https://bradsugars.com/
Learn more about ActionCOACH here: https://www.actioncoach.com
Learn more about Brad Sugars ProfitMasters here: http://bradsugarsprofitmasters.com/