How Saying No Unlocks Profitability with Yarin Gaon

Yarin Gaon: The key is to say no. That is the key for growth. [00:00:05] This is just a methodology of helping you get explicit. Do it with me, do it without me, doesn't [00:00:10] really matter as long as you implement something like this. It's not easy, but it's, [00:00:15] simple and you'll see how your entire business kinda unlocks. Everything becomes [00:00:20] easier. Execution becomes easier. People are on the same page. Profits start to follow. You do stuff you [00:00:25] enjoy more. It is like almost like the root is to say no. [00:00:30] The permission to say no come from being explicit around where you're going ​ George Wright III: [00:00:35] [00:00:40] All right, welcome back to The Daily Mastermind. George Wright III with your daily dose of [00:00:45] inspiration, motivation, and education. I'm excited today because we're gonna be talking about business growth, [00:00:50] but also from a little bit different perspective than you might be thinking, and I know there's some pain points people have [00:00:55] been ex- expressing to me. So, um, I'm happy to have Yarin in the [00:01:00] studio here. Yarin Gaon, how are you? Yarin Gaon: I'm well. Thank you for having me, George George Wright III: Yeah, this [00:01:05] is good. I- you're a busy guy, and I, I wanna make sure that we, we get right to it because there's some really good [00:01:10] concepts that you have. And one of the reasons I wanted to bring you on the podcast is, you know, through your company Fractional Partners, [00:01:15] and, and guys, just so you give a little bit of a, a background on Yarin. You know, he's working [00:01:20] with companies from 5 to 25 million, but he, he kind of all over the place, but he has [00:01:25] really nailed it when it comes to solving some problems for bottlenecks that companies [00:01:30] have during their growth. And so you've got an amazing background, entrepreneur turned investor, [00:01:35] you know, started your first company at 14, built, scaled, and sold, turned around multiple [00:01:40] companies. And then as an entrepreneur now, you really have a message of trying to help [00:01:45] businesses to get past this growth challenge, and so I'm excited about it. So give me really quick, [00:01:50] um, for our listeners, give us the backstory on how you put this together and kinda why you're in [00:01:55] this lane right now that you're, that you're working with. Yarin Gaon: Yeah. thank you for the intro. [00:02:00] I used to be... I used to do a lot of things. So I built several companies, I [00:02:05] sold. Uh, after I sold my companies, I used to be an entrepreneur-in-residence in a venture capital firm, [00:02:10] which is a really fancy way to say that I was a in-house entrepreneur working on the [00:02:15] portfolio of all the different startups, specifically the ones that failed. And while I was doing this, I was also [00:02:20] mentoring in the University of Chicago. I mentored a little bit over 400 different founders, and I saw something really [00:02:25] interesting, a failure point that keeps happening. So maybe a little bit of context. [00:02:30] Different growth stages require a different mindset. So as [00:02:35] founders start, and they start with what I call growth by addition. So I [00:02:40] started a company, and my mo- my mode of operation is let's say yes. Let's say [00:02:45] yes to all the opportunities coming through the door. Different type of customer, different type of product, different [00:02:50] type of channels, different type of revenue stream. And the idea really is to just find [00:02:55] what works, find product market fit or traction. Basically, let's figure out what, what [00:03:00] works. challenge is that once you find product market fit, [00:03:05] and it happens in different stages for different companies, but I found usually it's anywhere between the $3 to $5 [00:03:10] million in sales. What happens is that growth by addition mindset [00:03:15] starts to break their business. So now they have a little bit of traction, a little bit of resources, [00:03:20] but they keep saying yes to everything. They keep growing by that addition [00:03:25] mindset. And what happens is the business become very wide, very [00:03:30] complex, and, the margin shrink because be- instead of being very good at [00:03:35] very small set of activities, you do a lot of things and you service different type of customers with [00:03:40] different needs, with different type of channels, with different type of products. And what happens is that [00:03:45] creates a lot of friction, and that friction manifests itself with two things. One, [00:03:50] usually profit goes down complexity goes up George Wright III: Right Yarin Gaon: [00:03:55] The first inclination for me as a founder to see this is let's put more systems in [00:04:00] place. Let's fix execution. I need more SOPs. Let's put EOS in place or [00:04:05] entrepreneurial operating system. There's too much chaos. I have to get some George Wright III: Organize it, [00:04:10] yeah Yarin Gaon: I need to organize it. But what I found is there's a better way to do that. And [00:04:15] instead of growing by addition, if you have a strong team that can [00:04:20] execute, if you got to do three to $5 million, they probably have it, and a product that people love, [00:04:25] same argument, right? People probably have it. Then the m- better way to grow [00:04:30] is to switch from growth by addition into a growth by subtraction. And a [00:04:35] growth by subtraction basically means, okay, something is working. Let's [00:04:40] identify the 20% that moves 80% of profit, not revenue, [00:04:45] and cut everything else. So almost treat what I've built so far as version one of my [00:04:50] business before I scale it and I pour more resources and effort into this, [00:04:55] let's pause for a moment, discover what is the true engine and cut everything [00:05:00] else. And then I can focus on very maybe one type of customer, [00:05:05] one channel, one type of product. Focus your [00:05:10] resources on a smaller set of activities and grow this until you get to a [00:05:15] stage where you're probably anywhere between 25 and 50 million, where you have enough [00:05:20] execution bandwidth to try multi... to try to ex- what we go- what I call [00:05:25] growth by expansion. So there's a stage that a lot of founders just, they just miss [00:05:30] because their first inclination is let's just grow by adding more. And I'm [00:05:35] saying no. Before you grow by adding more, which is super inefficient and expensive and complex, [00:05:40] pause, shrink, decide what is worth scaling [00:05:45] and then grow this to the point where you can then accommodate [00:05:50] different business line. George Wright III: Yeah, there's definitely that... Yarin Gaon: see this George Wright III: What's that? Yarin Gaon: you seen [00:05:55] this? George Wright III: Oh, yeah, for sure. You know, there's, there's definitely a stage where, and it's a difficult [00:06:00] one for founders because it's worked for them to that point, right? So they [00:06:05] wanted to be able to hit a lot of different targets, and they wanted to be able to find out what works, and [00:06:10] growing by addition is what gives them that abundance mindset, and it really helps them to [00:06:15] recognize opportunities. But at some point, they've just got this hidden cost of too many [00:06:20] products, too many customers, too many initiatives. And it, and it-- I, I do think it's difficult for a [00:06:25] lot of founders to recognize that, and it's a, you know, it's a outside the comfort zone [00:06:30] thing to decide to shift or narrow or say [00:06:35] no to things, right? So how do founders recognize that something needs to be eliminated? Or how do they, [00:06:40] they recognize this? I mean, uh, especially when they're seeing this overwhelm of too many priorities. What have [00:06:45] you found? Yarin Gaon: Yeah. So here is the pain point that I found time and time again. [00:06:50] One, complexity. When things become too complex for you to [00:06:55] manage and you need to feel like you need to add more systems and processes in [00:07:00] place, that is usually an indication that you're probably doing too much [00:07:05] and you're probably growing in too many different direction. And instead of f- [00:07:10] systemizing or putting structure around what exists, a better question, almost like a first [00:07:15] degree, question is, am I even building the right thing? Am I even [00:07:20] working on the right stuff? Am I doing too much? Is there an opportunity for me to shrink? [00:07:25] And if I shrink, what would that look like? So that's complexity is num- number one. [00:07:30] Second is, profit. So when you grow by addition, what [00:07:35] happens is you basically chase revenue. Now, not all revenue is created [00:07:40] equal. So what happens is profit is the average of all of your activities. So [00:07:45] that's what happens at the end. So if you bring different type of revenue in your company, some [00:07:50] revenue add a lot to profit and some revenue actually t- detach from profit or takes away from profit. [00:07:55] And what you end up is like this average which is, okay, this is what I have left in the bank account. When [00:08:00] it's not high enough, then the f- basic, the, better question to ask [00:08:05] is, what is eating my profit? from all of the activities that I'm currently [00:08:10] doing, what is not contributing or detach- or detaching part of my [00:08:15] profit, that I can potentially stop doing? And just by stop doing I would make more [00:08:20] profit, right? It's, counterintuitive. N- George Wright III: Yeah, it's one of those things that I think is important because [00:08:25] when you, um, when you actually get that complexity, and I like how you said the complexity and then also [00:08:30] profit, those are both indicators that help you. But you, you said something kind of interesting, and that is, are [00:08:35] you even focused on the right thing? Um, because a lot of times I think founders, at least what I've [00:08:40] seen, is they have all these opportunities and all these revenue centers and things to grow to that point, [00:08:45] and then what they do is they make the decision just on profit or also on things that [00:08:50] they already have in front of them, whereas their biggest growth might come from opportunities they haven't even [00:08:55] tapped yet. So how do you know which products, customers, initiatives are actually worth [00:09:00] keeping and which ones are worth, you know, cutting, right? To, to, to basically grow by [00:09:05] subtraction rather than by addition. Yarin Gaon: That's why... Oh, g- great question. [00:09:10] I built a tool. I built a framework, really a system of how to do th- 'cause it's not [00:09:15] intuitive. If it wa- if this was intuitive, everybody would have stopped and paused version two and [00:09:20] cut half their business, but they don't. And a lot of times they don't because they don't have, they don't feel [00:09:25] comfortable saying no to opportunities without a clear plan in mind. So here's what [00:09:30] I built. I built a tool that is publicly open. It's called Growth Decisions Canvas, and it's [00:09:35] basically a one-pager. You can think of it almost like a business model canvas. That tool is [00:09:40] basically comprised of 18 different questions around your growth strategy. [00:09:45] Who is our perfect customer? What do we do better than competitors? Where do we wanna be? What is our ultimate [00:09:50] goal and success metric? What revenue stream we wanna focus on short-term, long-term? And the [00:09:55] work then becomes in answering each questions. [00:10:00] Each question builds upon another. So I built the tool. The tool has become the source of truth that everybody in the [00:10:05] company, like that's the one version that they're gonna pursue and the [00:10:10] work becomes, I built modules or worksheets that you can do with your team or [00:10:15] with yourself that helps you answer each question in a specific order because [00:10:20] every question narrows down your options for the next one and that's how [00:10:25] you narrow the business. I'll give you an example. First question is what is the [00:10:30] problem that we wanna solve in the marketplace that c- gives us context? And then [00:10:35] the next question is what is our ultimate goal metric? So what would represent success? [00:10:40] by answering these two question, you already are limit, creating artificial [00:10:45] constraint, quote unquote, on your next question. So the next question is what do [00:10:50] you do better than anybody else, other competitors? Okay, that gives you your core competency. And when you get to the [00:10:55] question of who's my perfect customer, you already have all these answer that you've [00:11:00] created. Now you look at your customer list, it's very obvious which one of them you're not [00:11:05] uniquely positioned to help, to, help or to solve or to serve, which one of them are not gonna get you to [00:11:10] your ultimate goal. It creates constraint as you go through the canvas question by question, you are [00:11:15] narrowing down your business model and c- creating your 12 to 18 months growth plan. [00:11:20] That is the power of this George Wright III: Yeah, it's a very strategic process it sounds like, because I think a lot of [00:11:25] times they just take, a lot of founders will take an aggregate answer and they'll just say, "This one looks [00:11:30] like it is the most profitable or the most effective or the most, [00:11:35] um, streamlined." Whereas it really doesn't answer the questions your business strategy should be based [00:11:40] on, which is what is the problem you're trying to solve? What is your... And, and even your [00:11:45] unique competency, because at the end of the day, I think a lot of founders wanna solve a particular [00:11:50] problem, but their unique talent, their unique identifier in the marketplace [00:11:55] is slightly misaligned with that, and that's their disconnect. Wouldn't you [00:12:00] agree? Yarin Gaon: Yes. Yes, because what happens is they start run... they start a [00:12:05] business because they found a problem in the marketplace that they wanna solve. But with time and addition, [00:12:10] they move away, further away and away from their core mission of what they're trying to [00:12:15] solve, and doing all these things for all these different type of customers that they really w- weren't intending to do. [00:12:20] So it brings them back to their core. And w- armed with that answer or with that [00:12:25] decision, everything becomes easier. It's decision by decision, you [00:12:30] basically create your entire growth plan. And what the, the challenge was or what I was trying to [00:12:35] create, this s- strategy sound like a super complex, ambiguous term. W- business [00:12:40] strategy, what does that even mean? So I tried to take this and put this from [00:12:45] a MBA level into, okay, this is what it means. It means this is the customer you're going to [00:12:50] g- you're gonna pursue. This is the revenue stream that produces the most profit. You'll be surprised how many c- [00:12:55] founders don't know the answer to that question, 'cause it's not an easy question. This is what we're [00:13:00] delivering. This is short-term, long-term. This is what we're good at. This is where we wanna be. And then [00:13:05] at the bottom is, here's how we acquire customer, convert them, create an amazing experience, [00:13:10] and here's our retention strategy. In page in simple English so everybody in the [00:13:15] company can follow and it moves from, "Oh, this is a C-suite tool," into, "This is a tool [00:13:20] that I can teach any employee, and they can immediately understand what we're building here and make [00:13:25] decision based on it." George Wright III: Yeah, 'cause clarity, I think, is the key for most founders, and it's [00:13:30] hard for them to get to that point, which is why I think it's, it's great that you've got a process that leads them there. But wh- [00:13:35] but when you have clarity, not just in your intentions but your strategy, it [00:13:40] makes, like you said, all those decisions easier because you have a filter now, a perspective. I'm curious what [00:13:45] you've seen now working with hundreds and hundreds of companies. What are some of the decision-making [00:13:50] mistakes that you're seeing happen early on? You know, you, you, you identified a few, like [00:13:55] they, they maybe identify the wrong opportunity or misalignment. But what, what decision [00:14:00] mistakes are you finding a lot of these businesses are making in their efforts to try to simplify? What, [00:14:05] what would be some things you've seen? Yarin Gaon: Two, two, two mistakes. One, making a [00:14:10] decision out of context. So let's say that we are [00:14:15] making a decision of what we're gonna build in the next 18 months. It sounds like an isolated [00:14:20] decision about revenue stream roadmap, but but it's not. It's a derivative of [00:14:25] all, five other decision that most companies have never [00:14:30] made or if they made it, never made it explicit. So maybe it exists in the founder's [00:14:35] mindset, but when the leadership team comes to execute, they have no idea what version the m- the founder [00:14:40] has in their mind. So making decision out of context, that would be one. The second [00:14:45] is making decision that are revenue-based decision and not decision. [00:14:50] Revenue-based decision means, oh, this is gonna triple my revenue [00:14:55] or this is an opportunity that's gonna produce so much more cash. Okay, that's great. [00:15:00] if you look at stuff from a revenue prism or a revenue [00:15:05] filter, you are gonna let things in the door that e- either are not [00:15:10] profitable or you're not uniquely positioned as a company to solve and you're just gonna [00:15:15] chase opportunities that are not gonna produce long-term ROI. So [00:15:20] shifting from a revenue focus, I wanna grow top line into who cares about top line? [00:15:25] I only care about EBITDA. I we take home. It's a slight mind shift from [00:15:30] VC-backed company versus bootstrap company which I like to work with more. It's [00:15:35] you don't pay, you don't pay rent with revenue, George Wright III: Yeah. Yeah. You chase cash flow a [00:15:40] lot of times, and it's just not... It's interesting that I think there's an evolution that [00:15:45] happens with founders, and, and so I'm curious your take on this because I think two evolutions I've seen. One [00:15:50] is that leaders, their unique talent, their unique abilities [00:15:55] that started the company, um, are not necessarily the ones that you [00:16:00] leverage when you have a whole team to be able to grow, which kind of leads me to that second one, which [00:16:05] is that, um, does the decisions change depending [00:16:10] on the type of team they have in place, right? Because a lot of founders maybe get to that point, and they really don't [00:16:15] have a leadership level put in place. They just have managers and individuals that are all doing the [00:16:20] work, and they, like you said, they go wide, and they have all these opportunities. But what have you [00:16:25] seen as far as does it change depending on what type of leadership stack they have at that [00:16:30] level? 'Cause there's a lot of businesses that get to that level that are in completely different scenarios or [00:16:35] situations or even organizational structure than others, right? Yarin Gaon: Yeah. So [00:16:40] this, this can work in different [00:16:45] stages. What you're really referring to, what I hear is maturity stages, right? As, [00:16:50] as companies become more mature, the founder takes a little bit more of a leadership role, less an executional [00:16:55] role. Um, but okay George Wright III: Which if your business to that point is built around the talent [00:17:00] of the founder or some of those types of things, it's a very uncomfortable thing for the founder, but it's [00:17:05] also a very conscious decision the business has to make to, to gravitate and [00:17:10] mature towards leadership run organizations that can scale, correct? Yarin Gaon: [00:17:15] Correct. The, the, activity really becomes... So here, is the question is the same, the [00:17:20] answer is different. I'll explain what I mean by that. In the quest- in the canvas, there's a question that says, um, [00:17:25] basically something towards what is our competitive advantage or what do we do better than anybody [00:17:30] else? The question is the same. The answer will differ based on the maturity level of the [00:17:35] company. So a founder-based company that doesn't have a leadership team will probably answer [00:17:40] from their own skill set 'cause that's what they, their, competitive advantage is the [00:17:45] founder. George Wright III: Them. Yes. Yarin Gaon: Correct. But as the company matures, the competitive [00:17:50] advantage becomes maybe, they have a unique relationship as a company[00:17:55] or a supplier. Maybe they have a unique process they have created. Maybe they have [00:18:00] system, process, asset, unfair advantage that is more company-wide. [00:18:05] The question is the same. The answer change based on the maturity level of [00:18:10] where their company is at, this, at the point of answering that question, and that's why [00:18:15] those questions are only 12 to 18 months long, or they, only have a 12 to 18 months [00:18:20] life s- George Wright III: Oh, and then reevaluate, go back through. I got it. Yeah, yeah. That's just a really good idea, 'cause I, I [00:18:25] think that one of the things that's difficult is there isn't a strategy for companies [00:18:30] at that size. It's like you said, it's like a dis- a growth decision matrix to a [00:18:35] degree, right? A lot of companies that hit that level, they start to implement programs like EOS, you know, [00:18:40] Entrepreneur Operating System and things. So does this work in conjunction with that? Tell me a little bit about how it [00:18:45] works together. Yarin Gaon: Yeah, I'm a huge fan of EOS. I implemented EOS, I mis- I self-implemented [00:18:50] EOS in all of my portfolio companies. Here is the challenge that I found. People [00:18:55] go in EOS and they think EOS is gonna solve all their problem, but there are two challenges [00:19:00] with EOS. One, EOS makes sure everybody's rowing in the same [00:19:05] direction. It doesn't make sure that the direction you're rowing in is the correct one. So [00:19:10] EOS is executional operational system. It's entrepreneurial operating [00:19:15] system. It's designed to make sure that whatever you decided you wanna focus on [00:19:20] gets done. That's the accountability chart, that's the level 10 meeting, the scorecard. It's make sure [00:19:25] that the execution happens. What it lacks in is it doesn't make sure that the direction [00:19:30] you choose is a correct one, right? The Vision Traction Organizer is only eight questions. [00:19:35] That is not enough to create a growth plan. It's missing a component. And the second part [00:19:40] of it, that EOS is not focused on profit. Its focus is on execution. [00:19:45] So it assumes that whatever you decided that is worth executing is profitable, but that is not the [00:19:50] case most time. So the Growth Decision Canvas sits in parallel [00:19:55] with EOS. It basically replaces your Vision Traction Organizer. The vision part of the Vision Traction, [00:20:00] it enhances it. interesting So you start the i- the whole idea is [00:20:05] start with the growth decision mindset, articulate where you're g- where you wanna go and [00:20:10] what kind of company, what version two looks like. Then you use EOS to execute on that [00:20:15] plan. That's the relationship between the two. So they're not competing, [00:20:20] they're parallel, it just makes it... you just... If you are running on EOS [00:20:25] and it's not producing the result that you want, I would- Yeah ... encourage you to pause from, don't [00:20:30] blame the system. Are you actually explicit around what version you're [00:20:35] trying to build, and is it a profitable version? Most times it's not. What [00:20:40] happens is that founders and leadership team go into their, quarterly planning, [00:20:45] and they come up with a list of rocks that are basically tactics. George Wright III: Yes. Yeah Yarin Gaon: Stuff [00:20:50] that I need to do, but stuff that I need to do doesn't always correspond with this is the [00:20:55] version of the company that I wanna build. There's dif- different levels of zoom in, zoom out. George Wright III: [00:21:00] Yeah, I lo- I love the way you put that because I found this in my businesses as well. You [00:21:05] know, we own a, uh, a global, uh, authority branding company, and I think a lot of [00:21:10] times people will come in and they wanna just get visible. They just wanna get visibility, they wanna do [00:21:15] marketing, and what they don't realize is they're sometimes exacerbating a problem they already have, which is if you do a [00:21:20] bunch of marketing and you don't have authority in the marketplace, all you're doing is having people go online and find your [00:21:25] competitors. So if you don't do the strategy, we're a big fan of strategy first, [00:21:30] clarity on what your strategy is, then you add authority, then you add, you know, [00:21:35] automation and marketing. So it's the same thing here. I, I hear you saying that the system, the operating [00:21:40] system could be great, but if it's operating and getting operational excellence along [00:21:45] the wrong path or the wrong profit margin, and so stepping back to have [00:21:50] more strategy with this growth decisions canvas, and I, I... we say this because I think it's a great tool [00:21:55] set. You offer it for free anyway, but with that strategic direction and clarity, then the [00:22:00] operating system helps you to create excellent execution, correct? Yarin Gaon: Yeah, you just become s- laser [00:22:05] focused. So let's just, uh, what is the rationale behind it? As you grow into a founder [00:22:10] of a 5 to $50 million company, your job is not to execute anymore. Your job is to [00:22:15] allocate resources, right? Resource can be time, labor, [00:22:20] capital. Basically, I decide what wor- worth pursuing. So your ability to be better in [00:22:25] deciding what's worth pursuing is directly correlating to how much profit you're gonna create and how effective you [00:22:30] will be in, in that execution. So if you have more context, [00:22:35] you would pursue less activities, less marketing campaign, less [00:22:40] channels, less things, and you will become better in the ones that you actually decided to [00:22:45] pursue. a 5, $10 million company still doesn't have a lot of capital and a lot of r- people to [00:22:50] actually execute. So giving them narrower [00:22:55] focus, almost like laser, where we move from a wide beam into a laser, much more [00:23:00] impactful in actually moving the needle George Wright III: It's interesting you say this because I had the opportunity I [00:23:05] was, sitting down in my studio with the founders of scaling.com, and I don't know if you're familiar with [00:23:10] Blake Erickson and Dr. Benjamin Hardy who wrote 10X is E-Easier than 2X [00:23:15] and Who Not How and all these groups, all these really great books. But this message seems to be very [00:23:20] consistent lately that you're saying, and that is that growth and scalability come [00:23:25] from simplicity, not organizing complexity. Meaning the [00:23:30] goal is not to organize complex systems and make them more efficient, [00:23:35] it's to simplify them, right? So if we had companies that are at this point [00:23:40] and they're starting to experience the pain points, the profit, the complexity, too many priorities, too many [00:23:45] focuses, and you've got this moving forward. Where do you recommend someone starts? Where do they [00:23:50] start in order to kinda get directional on this? Yarin Gaon: Yeah. So the [00:23:55] canvas is available at canvas.fractional.partners for everybody to access. And the first part [00:24:00] of the canvas is not even the canvas. The first part in engaging in this kind of work is [00:24:05] answering what we call growth bottleneck heat map. So it's basically an assessment that you do with [00:24:10] yourself and with your team, and these are 18 strategic questions that you basically [00:24:15] rate yourself. And what it produces is a heat map that tells you [00:24:20] what decision is not clear and where are you growing by addition instead of ver- [00:24:25] subtraction. And then you identify, okay oh, it sounds like a lot of my [00:24:30] problems happen because I'm pursuing too many different personas or too many segments. Oh, [00:24:35] or maybe it happens because I have too many different revenue streams that I'm pursuing. It will help you [00:24:40] identify and recommend the first module that you need to do with your team, the first question to [00:24:45] answer, the first decision to make in that linear sequence, right? Decision by [00:24:50] decision George Wright III: Yeah, this is great because I do think it also changes with time. Like you said, there's [00:24:55] a life cycle that you have to then reevaluate because your business is now morphing and changing and maturing, [00:25:00] and so that's a very important thing to do as well. I really do like the [00:25:05] questioning decision matrix that you can kinda take people through, so that's one of the reasons why I wanted to bring you [00:25:10] on. By the way, if you guys are listening to this, whether you're driving or whatever else, I'll put those links in the show notes, [00:25:15] and so check out the show notes, and we'll make sure we can go through there. Uh, Yarin, what's the best way for people to kinda [00:25:20] connect with you? 'Cause I really feel like, uh, especially at this level, founders are in different [00:25:25] places at different times. There is no... You know, my goal with this episode was not to bring [00:25:30] you on and have the, you know, the, the path process for everybody as much as the awareness of what it [00:25:35] takes and what you need to do. So what's the best way for them to kinda connect with you? 'Cause I would love to have, uh, [00:25:40] individuals reach out and maybe get to know a little bit more. Yarin Gaon: 100%. So you can go on [00:25:45] fractional.partners and schedule a strategy call. It would be much more beneficial to do that after you [00:25:50] started with the canvas. So then we have a conversation around actual results or a [00:25:55] diagnostic. So I can say, "Okay, based on your results, it seems [00:26:00] like this is the area that is draining your resource. Let's talk about that." So it becomes [00:26:05] ever so more, ever so much more impactful. That's, how I, [00:26:10] that's how, I recommend doing it. And start even without me, right? I'm here to promote [00:26:15] a product, but that product is publicly available 'cause I want knowledge to be available and I want people [00:26:20] to actually use it. So give it a shot, and if you run into [00:26:25] challenges with answering these questions, this is where I come in. But it's also meant as a [00:26:30] DIY, so you can start without me George Wright III: Got it. I love it. I love it. Well, I appreciate you being here with [00:26:35] us today. I think this is something that a lot of founders are struggling with. And if you're listening to this and you're starting [00:26:40] to feel those pain points and you're starting to feel those growth pain points clarity, focus, and discipline [00:26:45] in your business, in your personal life, all of these things will be helpful. But a lot of times you need that process, that [00:26:50] little, that process that'll pull it out of you so that you can help to, to clarify. 'Cause if you had the [00:26:55] clarity and you knew what the direction was, you would be doing it. And so it's difficult sometimes to know what that is, and so this is a [00:27:00] great little process that I came across. So Yarin, Yarin Gaon: hard George Wright III: thank you so much, man, for being here. Is there any [00:27:05] final thoughts that you wanna leave our listeners with? Yarin Gaon: The key is to say [00:27:10] no. That is the key for growth. That is the, the-- for if you're in that stage, you're high. [00:27:15] The, the, the, the, the ultimate way to do that is to say no. [00:27:20] The way to say no is to be explicit around your decision. [00:27:25] This is just a methodology of helping you get explicit. Do it with me, do it without me, [00:27:30] doesn't really matter as long as you implement something like this and make s- [00:27:35] fewer smarter decisions. That sounds so simple, and it is simple. It's not easy, but it's, [00:27:40] simple and you'll see how your entire business kinda unlocks. Everything [00:27:45] becomes easier. Execution becomes easier. People are on the same page. Profits start to follow. [00:27:50] You do stuff you enjoy more. It is like almost like the root is to say [00:27:55] no. The permission to say no come from being explicit around where you're going George Wright III: Yeah, and clarity, [00:28:00] right? Yeah, I totally agree. I totally agree. Well, thank you for those, those thoughts. Guys, if you're listening to [00:28:05] this and you're starting to feel all the complexity, you've got all this stuff going on it's important not to feel [00:28:10] overwhelmed, but it's also important to recognize that no matter where you are in your business, it's never too late to get on the [00:28:15] path and the track that's scalable. But you've gotta slow down a second to do that. And [00:28:20] so hopefully this is an episode that'll help you to really put some thought into that, inspire you, motivate you to kinda [00:28:25] get some clarity around your business. And so I'll put some links in the show notes. Let us know what you're [00:28:30] working with. I wanna know what kinda things you're struggling with what you're dealing with, even some wins. Let's celebrate some [00:28:35] wins, and we'll look forward to talking a little bit more. Yarin I'd like to maybe even have you back with our private member academy, [00:28:40] so we'll have to-- we'll talk more about that. And guys, if you're listening to this, head over to Daily Mastermind [00:28:45] and opt into the prosperity report, 'cause I think that's something we'll be able to give you some additional context [00:28:50] for this for. So anyway, thank you again for joining us. Have an amazing day, and we'll talk with you [00:28:55] soon Yarin Gaon: Thank you for having me, George ​[00:29:00] [00:29:05]