I Was Told I’d Never Succeed Because of Dyslexia… Here's What Happened

I revived him. I breathed new life into this person. I don't want to look forward to dying. I want to look forward to living. I can't put more emphasis on it. How important it is just to get into the room and ask one question. How are you doing? [Music] None of your business, Oshi. None of your business, Michael. It's the None of Your Business podcast hosted by Michael and Oshi. This episode has been sponsored by Tapestry Health. I'm a big fan of Tapestry Health and everything that they're doing in nursing homes today. They are a full ecosystem of all kinds of services from clinicians that they provide to your nursing homes, CCM, RPM. They're not just doing it, they're doing it with artificial intelligence. They're tapping into EMR, extracting all the pertinent information so your doctors have clinical pathways of how to heal your patients better. They provide tele medicine and a slew of other things as well. or check out their website www.tapestryhealth.com. And by the way, Oshi, they're also providing the service at home. Now, if you're not working with Tapestry Health, you're missing the boat. Most of this is funded. Won't be out of pocket. Go check them out. tapestryhealth.com. The owners that are running Tapestry are doing an unbelievable job. Go check it out. And now back to our show. Welcome back everybody to another fantastic episode of the None of Your Business podcast. I'm your host, Michael Greenfield. join with me is my good friend and business partner and co-host, Mr. Ushi Schwarz, the previous winner of the bowling league. You went there. I had to because you know it's it's okay to come on number three sometimes. By the way, it's we'll talk about that. Yeah. Ricky Bobby said, "If you're not first, you're last." Yeah. And that's how I feel. I feel like we Bobby Yeah. You live your life by that. Yeah. He's a famous fictional character. Everybody knows him. Yeah. Yeah. No, I get it. It makes sense. Well, thank you all of you for subscribing, liking, and commenting. Of course, we are sponsored by the Prime Source production team today. We are joined by my good friend Reveli Goldring here and um I'm excited to have you here for a few reasons. Number one is because I know you're embarking on a journey of EOS and cons consultation of businesses and I want to learn more about what that means, but also your growth from what we call soulreneurship to entrepreneurship and how you got there and your involvement with an amazing organization. so much to cover and um these are things that I knew about for years. You worked for Culinary Depot for a long time. Culinary Depot is a good friend and business partner of the Prime Source family and they're amazing amazing people and um Ellie G give us give us where do we start? You know it's all about the journey where you come from what you're doing where you're going. So where do you come from? Where do you go? Kakana Joe there you go. So let's start. So the one minute story is that I'm a second generation entrepreneur coming from my father and I did a little uh digging into the family and it's interesting that out of seven brothers six are self-employed from the sense of either in sales or own their own businesses and I embarked in my journey from two perspectives one from always being curious and digging deeper into things to understand how to overcome challenges And the other area was from my dyslexia from recognizing that I need to always be creative in a way to overcome a challenge in a different way than the traditional way. So with that I went through the school system and found myself to land a position in sales as a professional career. Before that, I was the jack of all trades and did many, many different areas um of entrepreneurialship, let's call it, or for some, it's still solopreneur as a one-man band uh starting off and selling cars or selling cell phone accessories. Uh whatever I got my hands on, I figured out how to turn a profit. So, it was all about what can I buy it at? A little bit of negotiation skills, but it's about like what did I get my hand on? And I was fortunate later on in my life to get hired by Culinary Depot, Michaela and Shalom Potes, who by the way built a massive company. Beautiful, beautiful, very commendable what they pulled off. Yes. Short amount of time with great people. And I want to emphasize that on that they are great people and they did it with great people and it was the teamwork that if anybody asked me what's the secret sauce over there, I think that's what it is. It's family oriented, very very team oriented. And if we look back at the successes and the failures and the bumps in the road over there, that's what brought us to where we were, where they are today and where I was with them. Uh very fortunate. I was there 18 and a half years. I started off as their very first salesman to building out a team to being a manager to going into the business development side of things and really growing with them as they grew. So that was a really beautiful journey. Through that journey, I was fortunate to start a nonforprofit. I felt like it was time to give back. I was involved in a lot of asanis. We'll have to Google that word and see how to put it up in uh English in the sense of I mean even in Hebrew that word means a lot of different things to a lot of different I'd love to try to translate that for a second. You're a doer. A doer philanthropist. No, no, no, no. Just a doer. just a doer from the sense of understanding that someone needs your attention and see it through to the end. So if it means a you know fundraiser or sending a meal to a hospital or picking up someone's kid or you know arranging the Saturday night whatever it is that you know a function that's going on. He's somebody who just steps up and rises to the occasion when when called upon. Exactly. I used to call it the yes man. Okay. those people that are just known as the yesmen. And we'll talk later maybe a little bit about those that are driven and ADHD and how they're wired and what drives them to do all these things. But I was known as that yes man. And I grew that into a nonfor-profit organization by identifying a very specific need in the community where it was able to address a painoint. Not going to get into all the details right now. Hopeorg.org for those that want to look at it. I want to know give me the 10-second pitch. What does hope.org do? It's a Lakewood hope.org. No, hopeorg.org. Oh, I see it. There was already a hope there. I said there's no way he has hope.org. That's right. I mean, we can monetize on this. I want to stop this podcast now and let's talk about how we capitalize on that. So, it's hopeorg.org.org. Good one, by the way. Now, I'm going to tell you that when I came up with that name, I got an instant feedback on the negative side saying, "How can a Jewish guy go out and put the hope?" Do you know what people are going to end up if they go to hope or hope.org? org or hope.com and everything. I said, "Okay, now I know why I picked it." So, actually the wife, my wife came up with that name. It is a a acronym for helping out people every day. And that's why I really really love that word. What is it in a 30 secondond elevator pitch? It's we help families that fall into financial stress due to a crisis by providing them a one-time financial assistance. So, we give them just a chance to catch their breath and see themselves out of a financial cringe in one area, let it be tuition, rent, mortgages, mortgages. Mortgages, a mortgage, a assistance at home, if it's babysitting, or any type of additional help. How did you identify this painoint? There's so many organizations. So, there's all Exactly. So it actually came about through being involved in two situations in my neighborhood that it was shocking to know that one family was just going away for shabas because they didn't want to see themselves on the list of tum shabas. They just felt like they shouldn't be taking from an organization like that. They were uh struggling with a mother with cancer to the point where they were going away shabas because they just didn't have the money to pay the bills for shabas all week. And once you give them one time, you don't usually. So hopefully this is a short-term crisis from the matter that they can see themselves out of it. And sometimes, you know, they get alone, they have a family, this that good friend Joel Wall does this also, by the way. He's very active in this. He finds those cases. And uh you made an organization out of this kind. Correct. So I started exactly the way Joel is doing it today. And it grew to the point where the pain was just greater than the ability that I said I have to go become registered a 501c3. And then I was fortunate that right after I went out to the market with it, Yehuda Suskin, a great partner of mine in the organization, you may know him from the Powow uh Three Stooges as I call them. So Joel Mack and and and Yehuda. and he was the he was the person that was responsible for raising all the finances and he took that off my head. I was known as the jack of all trades. I was wearing all the hats in the non for profofit at that point and he came about and he took on that responsibility and he really helped me grow. I have to tell you in my opinion that's the hardest part that that that is the harder part and I'm going to tell you even with the within that part of it it's actually building the relationships with people and going after and asking and educating the people and he did a phenomenal job. He's grown the organization to where it is today. Amazing. Fast forward in 2020, I learned about EOS and I read the traction book and I was actually introduced by a good friend of mine, Sv Schwarz, an implement as well in the Sorry, what does EOS stand for those that don't know? Yes, EOS is the entrepreneurial operating system, which we'll talk about a little later. And here's my one minute story. So, we're getting we're getting to the end of it. So, I was introduced to the traction book. I sat through what's called a 90-minute meeting. S. Schwarz came to me. He says, "Listen, Ellie, I want to help you get unstuck. I want you to be able to grow this non forprofit to what your true true vision is." Back then, I only had One second. So, you stopped working at culinary and you were doing You're still working at culinary. We did everything simultaneously. We went from working 60 hours a week to 90 hours a week. Got it. So, you're doing culinary. Culinary and Hope and you're starting Hope now. So, you're doing both those things at the moment in 2020. You know, someone recently just said, someone recently just said they work 9 to5 and then 5 to9. You're right. They're doing both. So that's what you did. I just want to make sure I understand this timeline. So So let's go back to timeline. Timeline is I incorporated and started the non forprofit in 2015. And I went from 2015 to 2000 2020 myself and Yehuda in the sense of building out the non for profofit and that's when I hit the ceiling. When co came around we got we had almost 400 applications at the point. We kind of shut down for the moment. That was the direction that we got from the rabbitical guidance. We were just not set up to be able to handle that type of load in that moment. Um, so back to your question is in 2020 when I got introduced to the entrepreneur operating system EOS, I was fascinated by it. I'm a very uh little did I know that I'm a very process driven person and I love accountability and systems. So when I read that it was just a proven process that was system systemized and simple. I incorporated that myself within the organization and I decided at that point to go out and hire the next best person to be able to continue growing that and that was Daniel Lieutz. We'll talk about him later in the podcast as well where he branched out and helped in many many different areas again to scale the nonforprofit. At that point we scaled 300% just by adding one person. We identified all the different roles and functions of the organization. Where do I fit best? Who needs to sit in other seats and that's how we were able to uh build it out to where it is today. Uh fast forward uh through that journey of 2020 and 2021, I became more and more intrigued and falling in love with the EOS due to the fact that it's so systemized. And I made the choice at the end of 21 to take that on as a passion of mine. Not knowing if it's going to be a career of mine, but very very passionate about it. Fast forward, I juggled Hope, Culinary Depot, and the EOS implementation through 22, 23, and 24 to where at the end of 24, I was able to recognize that that is where I am heading. There's a lot of potential. It really, really feels fulfilled. and I decided to let go of Culinary Depot as a career. Wow. After 20 years. 20 years. Yes. Yes. Wow. What was that conversation like with the ownership, the leadership team, letting them know that you're hanging it up and you're you're retiring from the company? Great question. I'm very curious. I'm only asking this because uh I had experience recently with somebody who's been in our company for a good amount of years and they came to me to let me know that they were going to resign. And I could tell that it was pent up for a while like they weren't sure how to say it to me. And when they said it to me, it was with tears in in their eyes. And it was a very heartfelt moment. It was very difficult to make that decision. So I know it's hard, but for you that's 20 years. That's a long time in the making. You were a part of the foundation of Culinary Depot. You were there right when it started and to make this gigantic decision that you're moving in a different direction. You must have had a lot of emotions. It must have been very difficult. So, how did that happen? A lot of emotion. A lot of emotion. And I'm going to tell you that it took three years to build that up through the journey that I call that I found myself. Okay? There's uh times in your life that we'll call you have the evolution and the revolution. And I was going through that by becoming more educated of book knowledge versus street knowledge. I tell everybody all of my skill in sales starting with a lot of isatuaya and everything comes from God. But I did learn the hard way meaning that everything was from the street. Whatever I know today is because I learned it from someone that I interacted at some point. There were great mentors. Experience. Experience. interaction experience. Okay. And in 2020, I got very curious and I started reading books and I became a listening to books drunkie and I'm uh over aundred books year to date. So 100 for three years. That's about 30 books on average while being dyslexic. While being dyslexic and never reading until never ever read any books or listened to any books or forget about podcasts, there were none then. a lot of radio when I was young. That I would say 770 was definitely my go-to. Uh 1010 1010 wins. 1010. Yeah, one of them. Give us 27 minutes and we'll deliver the world. 22 22 minutes. Something like that. Yeah, close enough. You know on the eights, traffic on the eights. Traffic's on the eight. Traffic's on the eight. Yeah. Are they still around these radio stations? So, one of them are out of business. I don't remember which one. I don't know if it's 1010. I think 1010 is still in business. It's still in business. Then 880 is out. One of them are out of business. I recently someone told to me I was like we'll give you the world. Yeah, that's right. That's right. So a lot of radio back in the day and I find that amazing by the way because I don't really read books and I've tried and I also have this challenge of dyslexia or you know ADD combined with Michael you don't have dyslexia. I get bored. Why are you like making excuses why you don't read books? You're blaming it on dyslexia. You're also like diminishing his real dyslexia. He just did it. Why Why does he have real dyslexia? Because we don't know him that well. Well, if he's telling us he has dyslexia, we could assume that he probably does. But he overcame it. I know you very well. So, I know if you have or if you don't have it, and you certainly don't have it. Let me tell you, the percentages from the experts is that 5% of people have it. So, that means one out of five. So, if you're in a room with 20 people, there's a good chance that four people One out of five is not 5%. Could you explain? That's a lot more than that. That's like 20%. That's 20%. It's one fifth. Explain what is dyslexia. How did you overcome suddenly a dyslexia? What is dyslexia to you? What was it to you? So what was it to me? You couldn't read one page. I could not sit down and focus to read one page. So let me tell you, as you get older, it gets more complicated because of the vocabulary, okay? Or what it is that you need to read and what is it that is being shared with you and how fast you have to get it done. Okay? So I'm just going to share with you my road test. I actually broke the New York State law. Now I could say it. It's uh 20 some odd years later. I don't know if there's a statute of limitation on this. Be care tread lightly. Tread lightly. It's fine. Go ahead. I convinced and and and and that's what I'm talking about my skill. I was 16 and I convinced the lady behind the counter to give me the test twice in one day. And that's against the law. You cannot take your written road test twice in one day. I took it at 11:00 a.m. and then I took it at 2 o'clock again. It took that long of negotiations. So, I took my road to my my permit three times and I passed on the third by chance only because I already knew all the questions from sitting there and breaking my head to understand which ones are the non necessary or the not relative ones that I pinked got it by like 1%. I think then it was like 60. They give you the same exact road test, the the written test. The written test, the same one over and over until you pass. It's Yeah, believe it or not, it's the same hundred questions. Back then when we had it, you had to fill out the bubble. It was the same hundred questions just in a different order. So that's where the driven people and I remember things very well. So I was able to memorize a lot of the questions and understand which ones are the right answers. I didn't read the book to begin with. So how did I know what to answer from experience of just being in the car with others and making assumptions? Do you think you can pass a written test right now? Like if you took one? Probably not. I think most of us can't pass it. I'm dyslexic. No. No. No. No, no, not because you're dyslexic. It's because the questions that they ask, most of them aren't really truly relevant to real life driving and you know. No, no, the driving permits it's a fact. The driving permit today in in today's day and age is probably 70%. I'm guessing that a high percentage of the test is all about drunk driving and alcohol and drugs. Nothing really to do with your skills of driving, learning what to do when you're turning or Yeah. What does this sign mean? You know, what does that You know, signs are a very small percentage. Stephan's looking it up. He'll give us the answer in a minute. No rush. Yeah, we're trying something new here. Not for this, Michael. We don't need to know this desperately. This is okay that we can live without this information. I see. Yeah, something test would be hard. I have to share a quick story. I'm sorry to interrupt the program, but you just took me back to 8th grade. Rabbi Laser Schwarz, he was my Rebi, Rabbi Laser, Rabbi Laser Schwarz, Yeshiva Torvadas. Um, I have a lot of memories. some I I I won't really share here today, but one of the memories I have of Rabbi Laser Schwarz is that I was in charge in eighth grade every Sunday morning before he would come to class of breaking into his cabinet and stealing the test and bringing the test to one of our smart friends. His name is Dvi G. That's all I'll say. And he used to give us all the answers in advance and we would memorize it and we would write down 3 2 4 2 1 3. It was multiple choice. multiple choice answers. We'd write it down and for like six weeks all of us, you know, who never paid attention in class would ace the test. We would get 90s, we'd get hundreds. And one time I get the test back and it's a big fat zero and it says, "Please tell your parents to call me." And I'm like, "What happened?" Anyways, I'm the only guy that didn't realize that he changed the test and he caught us. So, he changed the test and I'm thinking one, two, three. I didn't even look at the questions and you're all writing the same the same number. Well, everyone else caught on except for me because I'm dyslexic. There you go. I was like that or she right there. Maybe. Go ahead. Maybe. I've seen this man write emails. I've seen No, you can write emails when you're dyslexic. You can actually read a page. You can read a summary. I I've heard you read before. I refuse to believe that you're dyslexic. And you know, in today's acute dyslexic, how about that? Yeah. In today's age, we're very quick to diagnose people. We're very like we're very quick to the trigger. Um, and you know, sometimes it's not just because you have a disability. Sometimes it's really because you're not putting in effort or you need to try a little more, you need to practice a little more, more time, whatever it is. Big insult. I've I'm not No, I'm not saying many times. Let's hear about his Let's go. Let me just uh let me just pop in the uh uh written test for the let's say New York state permit consists of road signs, traffic laws, safe driving practices, and driving skills. Really? Not. Uh. Oh, really? I was wrong. Yeah, those things actually sound very related to what we do in everyday driving. Absolutely wrong. So, Stephan, the first time you Googled me, I was 100% wrong. Exactly. I'm lacking this fact. I'm thinking that this information is incorrect. I don't know. I can't really read it cuz I'm dyslexic. I saw my kid taking it the other day and that's what it was. Alcohol and drugs. So, it's maybe they just changed it. Maybe I'm sure it's on the test. Yesterday, it's a much different test now. It's also electronic. Anyway, we're getting very distracted. Very distracted. So, let's move out. What were we saying? I don't even remember. Say we have ADD because that would label us. I don't know how to do that. Without the label. Oh, no, no, no. We all have ADD. That's Oh, that you're allowed to say I think every person in the world has ADD. It's just to what degree. Oh, now you're allowed to label everything. How severe is your ADD? That's all. So, I'm going to We all have trouble uh staying focused, Michael. Everybody has has trouble with that. It's some of us have trouble reading. Some have it worse than others. Yeah. But you don't you're not dyslexic because you have trouble reading for crying out. Okay. So, there's ADD and then there's ADHD. So yes, maybe more of the percentage of the world has ADHD, but without going into the labeling, there's a beautiful term that I learned from Dr. Douglas Bman. It's called driven. And actually, the studies show that it's 8% of the world are driven people. And the other 92% are the standard people. Now, I'm not going to get into who's driven, who's not, but what we do know is that the way that you're wired and born is different. Okay? Okay. So, those that are challenged with dyslexia, they have a different need of how to overcome it. Mine was a lot of neglect at a young age, I'm going to call it, where it impacted my reading very, very direct. So, I skipped class and didn't do the tests and, you know, I snowballed it and snowballed and snowballed. By the time I was in fourth grade, I was already three classes behind and so on and so on and so on. So, you know, you could be dyslexic and you could know how to read. It could be much more of a sense that you're just wired a different way and it requires different strengths or surroundings in order to be I think I'm more ADHD than dyslexic and that's why it's hard for me to So that's why a big But you're more dyslexic though. I am. You're saying because you made that statement. My disability is dyslexia. Yeah. And I happen to also be driven. So when I was younger, I went through a Ron Davis program. And when I went through his whole I'm sorry, what's a Ron Davis program? So the Ron Ron Ron Davis is a person that was dyslexic at the age of 50. He figured out a method of how to overcome it. He has a program. It's out there. It's actually introduced to the Jewish world already. That was one of my dreams when I was younger to bring it. It was only available in California and it was a very complicated thing for uh young uh Jewish boys or girls to enroll and get help. And thank God that is already out there and it's it's it's it's in the mass public ability which is beautiful beautiful. Um so through the Ron Davis program uh he he used to phrase it to saying that the ADHD is a result of the dyslexia. And that was my I stick I sticked with that from like 25 to almost 35. And then after 35, I started realizing and and learning more about it and doing a lot of research that it could be that it's a combination of both. And really, you're born with that wiring of driven, which could be the opposite way around due to the fact that you're wired with the ADHD, it could have a major effect in your learning ability, which ended up creating this disadvantage and being dyslexic. Okay. So, what what makes so dyslexic? Let's go back to dyslexic. said you said you're part of that 8% that's driven driven. You said you label yourself as driven. What what does that mean? Right. So before I go there I want to go back to the part of dyslexic or not dyslexic. It's really the question is are you oriented or disoriented? Okay. How long does it take you to get laser focused? What strengths do you need to overcome to be able to get focused? And that's where the dyslexia people it just triggers a lot quicker. It takes a much longer time to get oriented. How do I evaluate if I have dyslex? So the Ron the Ron Davis has a little trick of the trade of how they do it with triangle. There's got to be a test that you can I'm trying to do the test. I'd like to know it. So look it up. Look it upon ADHD which you're throwing around also as a label that everybody I think it's a smaller percentage than you think. I don't think most people are ADHD. I think it's actually less than 20%. Well, according to the research that Douglas Brackman, it's 8% that are but they're driven. Okay, back to that. I'm I'm actually curious what Google says. Like how many people in our population are considered ADD? Like legit ADD. I actually enjoy this by the way. It's factecking on 5% globally um are add 5% 5% globally and between five and 10% in the US. That's a very broad term then about what ADD is. You asked me to fact check. I'm getting you the fact for your fact she.com. Is that the right by the way student world.com should know better about that's literally the best line I've ever heard literally in our community is probably like 90% are are add so let me tell you so that I I want to jump on that the people that you surround yourself with are the influence that you feel the whole world is like I guess it's my inner circle inner circle now your inner circle happens to be that you chose to have that inner circle that maybe seven out of eight or nine out of 10 happen to be very very driven hyperactive and they get things done and they're past and everything. So that's what that's what you see the world as that you're seeing it through that lens. But let's think about it. Going to let's say Walmart or any major office that has thousands of people that are sitting there 9 to5 doing their job. Typically most of them are not ADHD if they're sitting at a job 9 to5. By the way, I'm the guy that gets people back on track. I remember stories like a hawk. I I just I this one of my little hidden talents. So you take your dyslexic entrepreneurship, motivated, brave self and you walk into your boss's office at Culinary Depot after 20 years. That's where we started. And what happened? That's where it was. Yeah. So fortunately, okay, in November of 21 when I went to what's called boot camp to become registered was also the time that I introduced it to Michael Lar. And Michael had a good friend Mas Gilbert from the one and only RSK. We know him very well. Excellent. And he has holy holy yid. Sorry I had to say. Yes. Yes. Holy holy yid. And and and and credits to s schwarz again because s schwarz was extremely passionate about helping these individuals like myself and mates and we were hustling back then. Let's go back 2020. I don't know if too many people knew what RSK was and when we start when he started he has a fascinating story as well. Uh anyway he introduced EOS to RSK and it's done tremendous work and help in that area. So uh Moishi Lear Michael was well aware of what EOS has done for others and he decided to look further into it and he onboarded SV Schwarz just around February time. Very nice at Culinary Depot and Colulinary Depot has been running on EOS and utilizing the tools and systems since 2022. So now we're three plus years in. So that well I just have to interrupt and say for a company to be successful on that level and bring in more help kudos to them. I'm I'm very aware of that when companies do that. We brought in a consultant 10 years ago. We did it again five years ago. We don't need any more consultants because we have Ushi. Um Oh, tell me more. He just means that Ushi's gonna bring the next consultant. Yeah. Yeah. No, no, he just No, what I mean is he just tells us what to do. No choice. Um, but yeah, so I just I have to mention that kudos to the to to these guys and the whole Lar family. Amazing people. Potach family. What amazing people. We have to bring all these people on the podcast. By the way, Gilbert, they're all stars in their own right. They're such great people. They're all driven and they're all superstars. They probably all have ADHD and dyslexia. But anyways, so you're no dyslexia the whole world. And I'll tell you why my same 5%. You have dyslexia. You have dyslexia. Everybody has For those that don't read, dyslexia probably has a lot to do with it. But anyways, going back to there. So you there going back. So so the EOS I want to go back to Ushi. Take us to So so they so they embarked on this journey of EOS and they became familiarized with it. Got it. So it wasn't that uncomfortable. It wasn't so uncomfortable. So they understood where the passion came from and what what my strengths are and nobody out there knows me better than Michael Shalam and Michael. Okay. So what do they know about you? They know everything about me. We worked together 20 years. He spent more time with them than he did with his wife. you know just about if you do the calculation then yeah not that crazy married to your work is the reason why there's a terminology for whoever doesn't realize that they for those that work more than 40 hour a week doesn't realize that they're spending more time at work than they are with their family sure wakeup call right there okay but that's normal by the way and a good book for that the rom went to work I'm saying work is a normal thing yeah work is a normal thing you just have but we actually also bring our work home with us we don't just work 9 to5 you know so it ends ends up acrewing and it's a lot of hours and you're also giving a lot of yourself, your energy, your passion also goes to to work and you come home depleted. You're not giving that same energy level to your family. So, if you really like like zoom in and you you double click as our as our good friend uh Yasi told us, you double click on this, you'll actually see that you're living your life more at work than you are in your own personal life, which is crazy. It's crazy. like you're giving over a piece of yourself, like your real life is taking place at at the workplace. It's it's mindboggling. It's not okay. So, with that being not okay, there's a great book out there. It's called Juggling Elephants. It's a real small book for all those that are dyslexic, you can listen to it. And all those very, very, very busy employers or employees, it's like 50 pages. It's a awesome. I'll ask you what I ask everybody that tells me they read a great book. Please tell me the message of the book. What does the book actually say? The me the message of the book is get focused. Understand what your priorities are in life so that you don't end up feeding your kids into the same danger or jungle that you were in. Break the cycle. Break the cycle. So this is about a father that the daughter comes to him and asks direction in business and he says I wrote this book and blah blah blah and he goes through the circus and how he gets coached and recognized by the ring leader that you can't dance in all three rings and uh run the show and entertain the audience and this that and whatever. So it's all about time management and prioritizing and what's the important things delegating delegating and all that. Correct. So with that, so it was a three-year exit strategy, let's call it, for myself and Culinary Depot until we were able to pull the trigger. And it was hard. And I'm going to say it now, now that I'm five months in that out of the zone, let's call it. It's still in my gut. And I still feel part of the family. And I believe that I'll still go back at some point in a different type of position, a different role because I am committed to see their success. And I do believe that they'll reach their potential. Wow. And it's Yeah. I I I have a lot of It's never going to leave you. You always They always have a special place in your heart. And at the end of the day, now you're going on one journey, but this journey hasn't ended yet. You're just you're starting an additional one. Correct. Correct. Simon Synynic says, "If you tie it all back to your why, then you just have many different causes. And yes, you could juggle many different causes as long as you compile all those causes into one ring based on that juggling elephants and you understand that that's your career. Let's call it." Okay. You articulated that very well. I've heard of this. We've heard, you know, the Y uh concept, but I like the way you articulated it. And you know, you're in your what? Uh 30s, 20s. What are you in your uh Yeah. Look at me. My 20s. Yeah. He's got a big beard. I mean, he's got to be at least 50 or something. You have a little bit of a young face. You could do anything. I'm a 41 happy year old. You're You're 41. 41. For someone to change careers in their 40s, that's not crazy. It's It's crazy. That's not crazy for I'll tell you why. Also, I'm just saying like Go ahead. I'll tell you how crazy it is because what I did part of the research in my family uh was to recognize that we don't take big risks and we don't take what we call unsecure risks like you know entering the area of the unknown unknowns okay so we do a lot of factf finding and we have to be feel secure and we'll take our time and we'll do a lot of read up on it so especially with that DNA of not taking risks that's why some people see it as a how can you be a visionary and not take risks One of the real uh outlines of a visionary is that he sure he's, you know, he's drunk and he's fast and he's risky and he doesn't think it through and all of that. Now, do you watch uh any shows, Netflix, documentaries, anything else? No, no documentaries at all. Um a big fan of the Diary of the CEO, their podcasts out of uh the UK. Steven, I can't pronounce his last name for the life of mine. Very, very familiar. You could bring it up. Bring it up. Bring it up. Yeah. know it's a great podcast. You like listening to podcasts? I actually try very hard to spend three hours a week at at least catch up to one because he posts twice a week and they're up to three hours long. Uh at this point, I'm not going to lie, I'm at 1.75 already in my reading and in my podcasts. So my goal is to get to two speed. And that's because I'm on a journey to speedread. Okay? So if you ask me if I remember from all hundred books, what was the one takeaway? I'm in the middle of documenting that. So there a lot of books that I'm going back to on a high level and there are apps today that give you the you know high level points that you want to take very seriously. Very very serious. Very seriously. Where are you going with all this? Like what's this all about? Like what are you actually doing today? How are you making a living? I mean you're involved with the nonforprofit. You left Culinary Depot. I imagine they're not, you know, giving you a pension. There's no pension, right? So what are you doing today? What's what's happening at the moment? Not just the pension, but I want to bring it out that I I was fortunate and uh Nachman Goldring Nick happens to be the salesperson right here at Prime Source. So, we'll give you a shout out. Wait a second. You guys brothers? We are brothers. My younger brother connection. That's I don't believe it. And you guys have the same last name and yet I did not connect with us. That's pretty crazy. We were we were born in different houses, but we were raised in the same home. So, I was born in Brooklyn and Well, actually, he was born Okay, cut that out. Yeah, he was actually born in Brooklyn. So, we can't fact check that. Yeah, that we can't fact check. I don't think Google knows. That's what I say. We don't cut any of this out. Yeah, you'll get away with it. Yeah. You said like you're going to have to run with it. I'm sorry. This is the third time saying cut it out here. We don't have funds in our company to cut also and to edit. One second. We're just doing this part. That's it. The rest goes out. It is what it is. No, we had we had someone very special on the podcast who who said to us we should overcome it. And it's when Ushi had something. I'll never forget it. And uh we left it in and from then we decided when we have mishaps, let's leave the natural, you know, discussion in there. So I'm I'm very we're very proud of that. real. We do real journalism over here. We don't we don't edit it like cut that please. Like CBS born in the same home and we were raised in the same home. Um Nakman is my brother and uh I'm very fortunate that he was part of culinary depot as well. He's been You brought him in? No, I did not bring him in actually, but I I I was fortunate to be able to mentor him at that point and not because he was my brother at that point. I was kind of mentoring everybody that was in sales. I was the go-to because I was the first guy. Um, and at that point we were already growing to the point where Michael was sitting in a purchasing seat and not involved in sales and you know in that area. Uh, that being said, he uh inquired my entire portfolio, my team and the people. Wow. So yeah, that was that's a brotherly love right there. That's my point. Yes. Do the right thing for family. What a gift. There there's no So there's no exit strategy in regards to compensation. Uh, we're in good terms. I love the team over there. Uh, fast. They have a lot of Braha, by the way. You and your brother. what am I doing? So, yeah, my pronounce I tell everybody comes from the Shatma that I had at uh Okay, that's one check box. What's the next box? And the second one is that I do do one-on-one coaching for business owners and sales leaders and I do EOS implementation for full teams. Now, why do I make a distinction? because not everybody is ready to go on that journey of EOS and it's not as impactful for an independent person like a solarpreneur uh as it is for a large team and a big company. We got to get into this EOS thing because every time you say like I do EOS, it sounds like you're saying I do Iawaska or something, right? Like it's some kind of drug that you're, you know, you're like you're you're a shaman and you're helping people, you know, breathe, you know, and all that. So, let's get into what the heck is this EOS. Very good. So, let's fast forward. Yeah, I do EOS because I implement it other companies. You started at culinary. That was your first experience with it. No, with hope. My first interaction was Don't look at me. I paid attention. I know exactly what you're saying. Yes, I know. Michael, I have dyslexia. Michael, that's when you asked him exactly when it take us back. Very good. So, let's go back. So, SW introduces it to me. I He does his 90minute presentation and he hands me a book. Little did he know how dyslexic I am that I threw the book on the windows sill and I haven't touched it for about nine months. COVID came and then I found myself with a lot of time. Fast forward about nine months later, I went to a business seminar and I was out networking because that's what I do at seminars. Why do I go to trade shows and seminars? Because I love people and I love to network. And one of the presentations were a tool of the EOS system. A friend of mine comes out of the seminar and he says,"Ellie, that's what it is. You got to become an EOS implement." He has read the book seven years earlier. He knew a lot of the concepts. He had a very, very small company. He said, "If you were on stage, you would own that room." That's when I called Steve Schwarz and I said, "You know what? I want to embark in this journey again. Tell me more about this EOS stuff." And he said, "Did you read the book?" I said, "I can't read the book." Well, listen to it. And that's when I got introduced to listening actually to audio books. To audio books. Yeah. I finished that book that night. Started my second book called Rocket Fuel because it's mentioned in the traction book. The whole duo between a visionary and integrator. First in command, second in command, CEO, COO, all those different uh terms that you want to use for those positions. And that's when I had my light bulb moment to recognize that certain hurdles that I did have through my culinary culinary depot journey because everyone has them is that part of myself seeing myself as a visionary and trying to embark in that journey. Now it's very hard for a company to have multiple visionaries as the CEO. But when you have an organization like Colin Depot and you have 250 plus employees, you're going to have a lot of those driven people and you're going to have just a lot of the other people. So at one point we said we're even going to put together a cohort of all those driven people and just collaborate together and come up with ideas and everything like that. So that's still in talks. That's one of the areas that I'm going to be working with them uh in regards to, you know, bringing together some of the energy and my resources and my knowledge within that industry. So, back to EOS. Um, that is my primary parnasa today of being able to coach individuals. My short 3-cond elevator pitch is that I help entrepreneurs and solopreneurs get unstuck. That's it. That's how simple it is. By using the EOS by model, by using the EOS model or utilizing a specific tool of EOS, right? Okay. Correct. So, it's fragmented. You could take certain pieces out of it and then implement it for people depending on their needs. Correct. You could there is a proven process so that if your company is large enough and you have the funds and time and there's a need to implement the full process, go for it. It's not a shortcut. All those that are independent or they're just struggling with delegating or uh predicting or systemizing or simplifying, there's a lot of tools and resources in EOS. There's a lot from Dan Sullivan from Strategic Coach. There's a great coach out there that I started reading his books, Steven Chandler. So, there's a lot of resources out there that have great Can I give you one example, a real life example of something that's happening in our company and see if you want to share it? Let's go vulnerability name, but I'm going to share it right now. But you're welcome to uh please utilize some of the I changed my mind. EOS systems and and change your mind about what we we might have to start cutting stuff. I don't know what you're about to share. I'm going to share something. I'm kidding. Go ahead. Go ahead. So, I I have This is called entering the danger. Give him the space and we're doing it right now. Give him the space to enter the danger and we'll battle it together. Yeah. I I don't know if I want to truly divulge, you know, all the details. I try to keep it vague, so I guess people would be able to figure out exactly who it is that I'm talking about, but uh I'm sure every company has has this scenario. I'm sure every company has this. So, this is probably a very wholesome problem that people have. So, we have uh 15 uh people that are actively selling every single day. Expense advisors. Expense advisors Michael likes to call with a fancy term. You know, at the end of the day, they're term for I like that. Sure. But they're sales reps at the end of the day. They're expense adviserss. We're building them their own brand. They're selling a service, a consultation service, and it's free service, and they're providing solutions. Absolutely. We're going to get EOS into here, baby. Go for it. continue. So, uh, regardless of what we call them, the bottom line is I have one individual who's very smart, um, very intellectual, processes information very, very well. He actually is one of my top people as far as really understanding and uh, really knowing the mechanics of what our business does, the back end, the front end. like he's smart, you know, uh quite frankly, I already narrowed it down to a he, so I'm already going into, you know, by the time I'm done, Michael will be like, "Oh, you're talking about this person." But anyway, um he he's checks a lot of boxes. Really does. And I think that he would do very well in a lot of companies. So, I feel we're very fortunate that we that we have this person. However, there's one side that really really gets me is that I don't feel like they're very motivated. They're not very hungry or driven to become mega rich. like, you know, if they do a sale or two within, you know, the month, they're happy. They they're they're they're good with just getting by and they're not just trying to double down and triple down and do more and more and more and more. And I've called this person out on this a few times. And I've said to them like, you can be way more successful than than you're being. I'm like, why do you not want more? Like, why do I have to give you that motivation? Why do like I have to give you that that speech every now and then? Why aren't you doing this by by yourself? like, you know, you you have a family and and you I'm sure you you want to do bigger things for yourself. I can understand if he has all the tools and he's able to do it. Why aren't you doing it more? Why aren't you doing it a lot? I just want to clarify your question. What's preventing you? Your question to to our good uh friend here, Ellie, who's a now very wellreutable business consultant utilizing EOS processes and systems. Right. You're asking him, "How can I motivate someone?" No, no. I I know how to motivate him. So what's the question? My motivation dies down after like a month. He reverts back to his old ways. So I get him fired up for that first, you know, couple of months. How do I keep him motivated? What's your question? Yeah. Why do I have to keep motivating him? Why doesn't he Why doesn't he have this desire on his own? Like if you have a skill set and you're able to translate that into money, you're able to do something with it. Wouldn't you try to repeat that or as possible so you can make more and more money? I'm not saying that he's already going at a you at a really fast pace. And I'm saying you should accelerate and go at a really unmatched pace. He's going at a very slow pace. He's going at a very very slow pace to the point that sometimes I'm a little bit disappointed. Like I feel like you're not working 40 hours. You're not even putting in the full week. So I I can't complain because I I like his production and he brings a lot of other things to the to the team as well outside of just his actual sales. Great for camaraderie. He's good for our culture. is good for he brings a lot of good things and he's also very capable on top of it. So then I get him fired up and like for the next month like he's he's a star. He's really really good. But why do I got to have that oversight? Why do I got to be like micromanaging almost to to that level? And if I don't if I step back I almost feel like he would go to sleep. I feel like he actually wouldn't do anything. And he's not making a tremendous amount of money. He's not making a tremendous amount of money. So I'm like why are you not try you're in the prime of your life. You have this is these are your golden years. Why aren't you going out and getting it? You can't say, "Well, I just can't. I'm not capable." You're very capable. We both know that. That's not the issue. Again, I'm sorry to do this. So, you're I'm I'm clarifying for a reason. You're asking, "How do I help this person maximize his potential and help him motivate without having to remind him because I want him to be successful?" Yes. Or am I beating a dead horse or is he just that's his personality and that's never going to change? And the old adage is, you know, keep doing the same things over and over and expect a different outcome. That's the epitome of foolishness. Thankfully, your question applies to so many different people. So, it's a very common challenge. Yeah. So, I'm curious question. Is there a is there a remedy? Is there some type of secret, you know, a tip, a trick within the EOS world that can talk to this or can you at least explain it? This episode is brought to you by tapestryhealth.com. Tapestry Health is transforming healthcare. They're using AI technology and human touch and effectively making change in the care that your loved one is getting at a nursing home or at home today. Check out tapestryhealth.com. If I had to sum it up in one place, I want to take it to two two sides of it a second because it's a you problem and a him problem. So, first of all, the question is Oh, I like where this is going. The question is who wants it more? And then go to the Simynic. Why do you want it? Now, let's just say that you picked the point that you know he could do better. Yes. Okay. So, let's say it's a him problem for a second. Okay. Now, you're saying that you're motivating him. I want to take that word and change it a second. You're inspiring him every time he falls to the sideline. Okay. That's going to take a lot of hard work from you. You use the word micromanage. I don't like that word at all. No, I don't. You're not You're not micromanaging. He's a free bird. He's his own guy. He's good what he does. He doesn't have to be. You're not repeating repeating yourself and telling him to do the same thing over and over. You're just re-energizing him. So, you're inspiring him again and you're reminding him of the shiny stuff or the glory or the area that he doesn't go. Exactly. So, you can't want it more than him. That's first. That would be like a you problem. With a him problem, I'm going to go to what I would say if you have to pinpoint it to one thing. Does he really understand where the company is going and how strong of a asset employer he is to this company? Don't answer me. Is there clarity around truly what the long-term goal is for this company? Now, I had this debate with a certain guy. Okay? And I asked him this question and it came very similar. How do I get my guys to hustle? Okay? That was the way he asked it. And I said, let me ask you this question. Okay? In 25 years from now, if you go public, everyone's going to win in your company or only you or only the people on the top. How are you going to set that uh going public up? Or if you sell the business, are you going to share certain profits? So, why should someone that's a part of your organization understand where you're going if you didn't share it with them? So you have to go a little deeper to understand what are the things that are going to really inspire him. Meaning how does he know that he's a great asset for retirement here? That was one of the things that I actually had security at Culinary Depot knowing that if I and and it was actually one of my dreams and I'll go back to that. I have dreams and goals. Okay. So one of my dreams were to retire at Culinary Depot after 35 years going to retirement where I don't have to work 40 hours a week. Okay. I was I don't plan on retiring until they put me in a box. But that was the gut that I said I still have in me that I want to give everything that I can from Colin Depot from a different perspective. Okay. So, does he understand that? Maybe there's a fear factor there that he just looks at it as a shortterm job which could be 5 10 15 years but it's not 35 plus years. So, there's that gray area let's call it. And when you crystallize that for him, then he can get motivated to the point where it doesn't become a you problem anymore. So I have never done that. I have never done that. But what I've the tactic that I've always used was that you have your own franchise within our company because you're a salesp person. You're running your own business at the end of the day. And every time you do another sale, you make more money. And it's also residual. You know, the way we pay here, which is very unique. Not a lot of sales companies do this, is that when you do a sale, uh, you make that money over and over every single year. So, it's in perpetuity and it's residual, which is amazing. So, I I keep telling him like, you just close the deal, you just made a sale, make a second and a third, and you'll make triple the amount of money. So, that's how I always position it for him is the more sales you do, the more money you make. So, if you make one sale for the week, you feel like, "All right, I'm done. I'm going to sleep now for the rest of the week, and I'm not doing anything." I ask him, "Why? Why aren't you doing a second sale so you can make double the amount? So, he has his own goal and his own dream that he should have. My my question is why doesn't he have a dream and a goal? Why does he have to be confused and my dream and my goal if I want aligned where you're going? So, he's going at his own pace in his own style. Yes. And that's irking and that's bothering me. Why do you have that style for yourself? Which, by the way, does affect me? Because if you don't make more sales, I also don't make more money either. Yeah, but but it's okay. I have other ways to to monetize in the company. You're not there. You go that I'm relying on you as leadership. Okay. You get to monetize monetize in many different areas where he doesn't. Correct. Maybe that's bothering him a little bit. Maybe he wants to go into a channel where he wants to get more comfortable. Maybe there's another role that he could take on and he feels more empowered. Maybe he just wants clarity on what's the long picture here? What's the end goal for him? Now, that's one way. Another I don't know if that's all reasonable for him to have as an expectation. It's either that or he doesn't do his full job to his full capacity. No, like it's one or the other. It's it's his capacity, not your capacity. So, you just have to know is the glass half full or half empty. Now, that's one way. Another great way you say that you're inspiring him or energizing him and motivating him. By dynamite speeches, you should hear some of those. Like somebody uh was on the call with me when I did one of it was like an hour long and I really just like I didn't rip into him. It was with love. It was with with TLC, but it was also like really making a lot of, you know, uh uh good points and it was it was it was fire. It was really good and I felt good about it afterwards and I'm like this guy's going to be a top performer now going forward. There's no way like I I revived him. I breathed new life into this person and it works for like you know three, four, five weeks it works and then like a rubber band it just goes right back to where it was. And I've done this now many times over many years. This is somebody who's been here for a while. I've done this many times and it's just like the same old story. He just gets by. He's good enough. Like I I would never get rid of him. I'd be I He's He's good for the company in a lot of ways, but he could be doing so much more. He could be I don't want to get stuck on on on this one guy because we're not going to we're not going to get somebody No, I just want to interject. The concept of someone wanting to do more is just you're not aligned. He's not he doesn't he need to pay tuition like you need to pay tuition today. That's really the reality. So you may have to educate. That's also a good point. But I don't know how much more money he actually His desires are not to make a million dollars a year. Do you know do you know our mind frame like that by the way there? You know that's why one of the most important questions when you ask a salesperson which I'm going to admit that of course they're salespeople by their trade I'm just branding them better right um that if you one of the first questions you ask them why are you doing this to me if one of their answers is not because I want to make a lot of money then you're in the wrong business. Correct. So I always look for that. Maybe ask the question to that guy and see what happens is all I'm gonna say. That's all. Yeah. Yeah. So go back to that and I want to I want to point out one more because if we are bringing up this topic like you said it's such a wide topic. So many people relate to so many different businesses. Yeah. How do I know nursing home operators that have this challenge with their marketers? That's right. You know vendors that have this challenge with their sales reps and you know marketers and many different facets of different businesses that have this. Ask yourself this question but don't answer it out loud. Okay. How often do you really recognize and reward him to his level and his needs, not what you could do or should do? What a great question. But don't answer that. You know what? I appreciate you saying not to answer that. Yeah, because we can go into a podcast of five hours just a rabbit hole of this rabbit hole. Right. One of the best questions I was recently educated to when you go to a review with your boss, you're sitting down with them and you're saying, "I want a raise, right? I have more value to me than I have this year than I had last year." Is the advice that I was given and I give over to a lot of people is how can I get to this path that I want to get to in the next two years. That's the question you should be asking an employer when you're doing a review for yourself. So I think that you should use that in reverse and you ask the guy today give him a call say where do you see yourself in two years what is your goals and aspirations so we could be aligned because then you could follow Reb Ellie's here and I'm calling you Reb already because I learned something from you that's my rule when I learned something from you you're my rebby so Rev Ellie why did I never get the term reb you never learned anything there's a reason for it did you just said not even one thing in all the 20 years that you know you never learned one thing no no I'm just an outsider so he's happy that he gets my time to sit in the seat and learn from you at the same time. I don't know why I have a hard time calling you Reboshi. You've learn you've taught me a lot of things. I swear just the wrong things. I've taught you the wrong things. I've been a bad influencer. I'm just going to say, Reb Ellie, um the process that you're using with EOS and your consultation narrative that you brought to the table from everything that you've done over the past two decades is evident in everything you just said and the way you responded. And I'm I'm actually in awe of the way you're taking this question. I really really appreciate the background and um I actually want to learn more about you and more about uh you know where you're going and a career in 40 for a change to me is a very big deal. Um I know you're not a show watcher but one of the my favorite shows that I started like you know you want to turn your brain off and just watch a good show that keeps moving. It's called The Rookie. Uh, so it's a good show and it just keeps moving and it's about a guy who in his 40s at 40 is like I'm done being a contractor for 20 years. You know, I he was in a situation at a bank and uh he did something brave and he realized I want to be a police officer and as a 40-year-old he's a rookie. So that's what the show is about the premise of it. You're like the rookie. You're you're the guy coming into business consultation. like you know in the beginning I may have thought who who do you think you are to start consulting for businesses but now I'm listening to you and I'm hearing the two decades that you had and Oshi yes thank you for teaching me that term two decades that you had an experience of starting off as a salesman I'm in awe of it and I I wanted to learn more about it I want to understand that process of what you did to get there like you're a salesman and then you went to the next step and now you're doing consultation what was that journey like for you so before I answer I have to go back for a second because I mentioned mentioned the fact of reward and recognition of your employees or your sales people. And I think sales people specifically need it in a whole different way than an average individual needs, especially those that you want to try to get to drive further faster. Okay. Uh Michael touched on it and I want to go with it. That's the one-on-one reviews. I can't put more emphasis on it. how important it is just to get into the room and ask one question. How are you doing? Yeah, we do those here. Right. So, very religiously, as a matter of fact, right? We have our own, by the way, Prime Source, thank God, has our own EOS process. So, we're very big into the regime. To that to that point, every single business is running on a process. The question, do you know it? Do you repeat it? Do you tap into it? Do you review it? Do you change it? Do you update it? Does everybody know what process you run? That's number one. Okay, that's going into the whole part of systems as humans. Okay, the uh PhDs out there, sorry. You say it's 80% psychology and 20% systems. My new philosophy is that it's 80% systems, 20% psychology. So the whole human is a system. Think about it like your rituals in the morning. You get up, you do X, Y, and Z. That's called a system. Okay. So um going back to your part that you know it unravels every single day in a different way and you know I've done many different types of personality test strength test uh thinking uh all these different tests out there Colby Disc MyersBrigg there's many others and I'm getting to learn who I really am and what is it that I really love doing like I studied Simon Cyn clinics start with why and build your why for 24 months every single week until I perfected my why. And I did my research. I spoke to hundreds of people to understand how they reflected and who they thought I was and what parts of me did they really like and even what parts did they not like. Um so you know people people have this uh thought or notion or or concept that I can only learn from someone that has 30 years of experience of that factor. Okay. So if I'm going to become a contractor and I want to learn how to do construction, I'm going to go work for someone that has 30 years of experience. I'm going to learn to trade from him. That's very true. Okay. But then you could also learn from someone that, let's call it, read up about it and is just very curious about it and understands a lot of the systems and processes what it takes to be a very good contractor. He can't teach you how to build, but he can set up the mindset and the framework of what does it take to be a great contractor. Okay? I don't do consulting. So, I'm going to go back on that word. I don't I don't like that word actually. I do coaching. I ask the right questions because I try to put myself in other people's situations and yes I also have two decades of a lot of knowledge and that's why I tell everybody I'm bringing that street smarts and books smarts together and that's why I believe that yeah my ideal client is someone that is in the age of 35 to 55 people that are in the areas that have less experience of what it is that I've done or what I've achieved achieved or what I've overcome. And that's why it ties all back in a sense to my why. And my why is to inspire people to tap into the unique ability to be able to help others to feel fulfilled. Then you ask in what ways do I do that? I can do it through hope. I did it through culinary depot. I'm doing it through coaching. And ultimately when I turn 55, I hope to de dedicate all of my time to the dyslexia world to go out there and change the way of teaching and learning for those that are driven in the traditional classroom. So that's a goal or a dream just to clarify. So that is a vision. Oh, it's a vision. Another category. That's another category. So let's talk about vision and goals and goals. But let's bring it all together. Okay. So what differentiates a vision and a dream? A vision is where it's really obtainable to you. You feel like you just need to it's a matter of time. It's a matter of repetitiveness and just doing those things being consistent and you'll get there that and you have a vision and you see the ending and you you see the destination and you're on that path and every day you're tripping away and you're tripping away. I feel like a dream is more of I don't know if I'm ever going to get that's not really realistic in your mind. I would love to do that. Like, you know, but you're you're still making attempts, but half-hearted attempts. You're not really chasing after it. You're hoping it's going to happen. Ushi, I think you are running on EOS, by the way. We should just give you a couple of those tools and terminology, and then you'll be really in my bubble, but that's exactly what it is. I'm just using my logic to That is the logic, but you're also using your experience. That's why I said to you, I I wasn't joking. And I like that, by the way, the the terminology of coaching. Um, I'm going to use that. I'm going to pick that one up for you. And we don't give advice. Yeah. We spe we share experiences. We share experiences and we only talk from experience. Yeah. No, that's very good. Very very positive outlook. I like I like that a lot. Uh she's interpretation of a vision and a dream is completely aligned with mine. So I love what you just said. So Ushi, you gave a great explanation to that and for me and those that know about us, it's a goal. So the differentiation is one thing. It's a goal. Why? The goal has to be smart. Okay, smart stands for specific, measurable, achievable, realistic, and timebound. So that's exactly everything that you just said in one big word. So it's a long-term goal. It could be anywhere from 5 to 30 years out. And I was a dreamer. Okay. and I moved the needle and understand and tapped into my unique ability and who am I really by doing all these different tests and reading a lot of books and choosing different paths and different directions that I want to take my life in to recognize that this is my goal. So that's it. It's very simple. 55 I want to see myself financially free to be able to dedicate my 40 hours a week to help children and teens with dyslexia. Wow, that's a great goal. Um, I wish I had a goal as uh, you know, as commendable as yours. I don't know if uh, I want to free up my time so I can, you know, help other people. Sure, I love to help and it's a good feeling to help, but not all of us are aiming to get to a certain destination that I can literally just devote all my time to help other people. Well, he's already in the 5% dyslexia. So, he's like he's also 5% of that kind of person that has a goal like this in the next uh, 10 15 years. Amazing. And I was never never goal oriented. I was never time sensitive or time blocking. And I never had any goals. I worked at culinary for 18 plus years, almost 20 years. Okay? And I've never had a goal starting January. There's no such thing. That by the way, that's what I wanted to tap into earlier, which we will in a second. Oshin needs to run. So I know that you have a cut off. So um you can get out of here. It's fine. And we'll finish up. It's okay. No, let's do it. All right. So, uh, Stefan, thanks for filling Oshi's shoes in the last few minutes of this pod. Pleasure. U, you were very vital today in our success with the, uh, searches and the facts. So, um, I I I want to continue and wrap this up, but I want to wrap it up properly in really tapping back into how that transition happened to you. I am so curious because, uh, it's, like I said, the Rookie television show is a unique thing. I'm a big uh uh you know advocate uh towards that opinion of that this is uh this is not a common thing that you don't start changing your career when you're 40 although it happens and KFC was founded and I'm sure there's a thousand other examples I think it's like your dyslexia you're of the 5% or less of people that are embarking on a journey like this so I wish you a lot of luck in it I want to learn from the hardest time that you had in your in your career what you've learned from it when you were doing the time at culinary and you did not have your visions and goals and your schedules and so on. How did that affect you? What looking back now using that tool? What could you have done differently? I want to talk about that journey for a minute before we wrap up because I'm so curious about a guy who's a salesman and a company and he's growing and he's developing and good for you. You've grown over the 20 years there. Obviously, you went from sales to I want to know the titles that you went to real quick. Can you just throw them out to me for that? You did sales, you did. So for that you have to go to LinkedIn because over there it's beautifully telling me though. Yeah, I started off as a salesman. Then I led a sales team. I was a sales manager. How many people? Uh a team I I led a team of five. I oversaw the sales department of about seven at that point. Take me to the next level. And then the next level was business development. So it was about new strategies, new And then you moved your office to Lakewood or something like Lakewood. I was always based out of Lakewood. I always came a retail store. I had nothing to do with retail. Retail was not a division. And then uh uh I was very fortunate to be able to uh being that I had my hands in multiple different uh pieces of the business, different different, you know, from healthcare to retail to supermarkets to other, you know, GC contracts. That's what's amazing. I don't think people realize Culinary Depot touches every single business. Yeah. There's 13 different channels. I'm like, as long as you're making food, you know, as long as you're producing food, we call it from dock to dine. And it used to be so anything that reaches the dock and ends up in the dining room. We do everything. So you had a long career of people underneath you that you were managing and you were leading and you were learning and you were adapting and you were you were sharing and right all that for a number of years. Yeah. All of that and that that if you want you know if you want to sum it up that's a lot of coaching involved not recognizing and not doing who led you then over those two years over those two decades who was your mentor for the most part Michael Lar was my mentor and and he was my backbone. Okay. So he was my he's internal. He's with you every day. He was internal every day and and we used to we used to you know sit down and break bread as they call it once or twice a year and just laugh back and say you know how much less time we're getting to spend and you know as the years went on and we each went you know deeper into the company but in a different area and then you see each other once uh every two days and you smile you catch up for a half an hour. Yeah. All the way to the point where it was almost like every 30 60 or 90 days sometimes. There were times that I went like 90. You're both succeeding in your own ways but growing the company to an enormous uh place together. It's amazing. You know, I have I have one quick question, actually two questions. Um how long is the process um to like do EOS? Like what is what does it take? Is it a uh a six-month process, a year process? Very good. So does it work for everybody? Does it can you do you have cases where it's not gonna not gonna drive? So we we have what's called a target market. Okay. So who are those people that are right in the right spot at the right time? So those are companies that are between 10 and 250 employees. That's our sweet spot. Yes, EOS is being implemented for companies that have well over a thousand employees. And I have friends that are solarreneurs that I give them the book and they self-implement and they pick and choose how to do it on their own speed. Yes, there's a proven process. It takes two years to roll it out for the leadership team and then dependently on each company. Some go faster, some go slower. They push it down throughout each department and throughout all levels of the company. It all depends how deep your company goes. So if you know you have four levels, five levels, three levels. If you have 30 people, 300 people, you could you know it takes longer. So implementing EOS takes a minimum of how long? two years for leadership to be on the mindset. Wow. Comfortable with the tools. That's a very long time. By the way, are you with them throughout their two years? I am with them throughout the two years. We meet quarterly. They're paying a monthly fee for this service. They're paying per No, no, no, no. They pay per session with a guarantee that if they don't get the expected value during that day session, they do not pay. Wow, that's very bold. We provide value first, compensation second. Okay, that's your thing. That's not EOS. That is EOS. No matter which EOS implement you are going to Got it. Who started the EOS? Gina Wickman is the founder. Okay. Dant Tiny is his partner. All right. And from there, what did they do? What's uh were they the contractor or were they the book readers? Uh Dantine I don't know much about so I can't tell you but Gino Wickman was uh the contractor. He was in the weeds. Uh worked was the slice of well driven definitely is got it. The EOS system in general is a coaching system used for businesses that once implemented it takes a minimum of two years to actually affect change within your company and every time you come and you add value you're guaranteeing that there's going to be value added or your money back guarantee so to speak for that session that you paid for. Correct. How many times do you have to meet throughout those two years as a minimum? So it's quarterly. It's once a quarter and at the year end we do twice. Uh going back Gina Wickman is the visionary part of the EOS. Yeah. uh part and uh another thing just to correct that you said because I want to give everybody the right um don't worry you can correct me it's all good you will find value after the very very first time that we spend 30 minutes or 90 minutes what you exactly 30 you said it takes two years to get the value out of it so it takes two years to get the implementation said well you're change you're going to see change after the very first day we meet so what do I need two years for because it's a process in regards to rolling out all 20 tools and becoming really really aligned your leadership team where it's going to get to at the end of the two years is what you're aiming for. Got it. So you're saying that's the two, right? So for me never to come back and for you to be fly solo will require uh four 12 sessions, right? And but each session you will be developing yourself from the level one to 10. You're going to get to two to four to six depending how quickly obviously you implement and so on. You and your team depending on the size of the organization the entire organization. Got it. Are you guys at EOS trained to help throughout that quarter or you let go? Meaning you come in, you say your thing, you rely on leadership to do their thing for the next three months. Every impletor handles that a little bit differently depending on where your journey is. You pay a fee to be part of the EOS uh club? Yes, we do. We have a monthly franchise fee and that's why each imple has to build out his own customer base. Got it. What are they giving you for that? They give us Monday morning calls, coaching, quarterly uh uh collaborations, uh metro collaborations, support materials, guidance, everything that I need. Right. To my point earlier, by the way, you don't call yourself a sales rep, right? I am not a sales rep. That's why it's called a US implement. You're an EOS implement. coach like we have you're a coach, we have expense advisors, right? But ultimately you're selling your service, right? Ultimately, I'm selling my service. Ultimately, people are selling their service and they're marketing it. Yes and no. Because let me tell you something. Yeah. Yes. You always have to go out and engage with new people and continue selling. So, you have to have a little bit of that sales recipe in you. And then hopefully you get to a point where ultimately every salesperson would like to get to is where it's referral-based. Sure. So, if you do a great job, you get your flywheel. And now my point was that even the best surgeon in the world needs someone to promote them. Yes. Right. Yes. You're always going to need some core values of sales people were sales. We're selling. Yeah. I was just uh mocking Ushi when I was saying earlier I still believe that having on a title on a business card, an expense adviser. That's really who you are because you spent two years training under our umbrella. Now you're an adviser. Right. Same with you guys. Takes two years. Correct. Then I love for the sales seat for those that are in leadership. Chief revenue officer. That's Oshi's new title. Oh, that's Oh my god, I wish he was here for that. That is He's going to hear him. You heard that? Look at that. Okay. Not He's not director of sales or Oshi's title is chief revenue officer because he really is responsible for the revenue and is a big piece of of of what happens here. I looked forward to our 90minute review. Uh before I let you go this, you know, I'm going to ask you uh something that we always ask our guests, which is to pick somebody to be a guest on the next none of your business podcast, but I have to ask you and to finish that journey of yours over the 20 years, tell me about a mistake that you made or something looking back what you would implement because knowing everything you know now, the 41-year-old sudden reader coacher, uh you know, uh organized, it's it's fascinating to me that you've done that at, you know, some people have most people, I'm sorry, Stefan, maybe you can Google how many people have mid-age crisis. Most people don't do this. Most people, in my opinion, have the the crisis where they have to buy the convertible or, you know, uh go to an island that they dreamed of. So, I'm fascinated by that and I want to learn from that. Please take you did a you're taking a pause. You're you shifted careers, but in the back of your mind, you kept on you keep on saying culinary depot is still not top of mind, but it's there. I'm eventually going back in some way. I pivoted, but I'm pivoting back eventually. So, I'm not I'm not part of the organization. So, I'll be an outside contractor to them similar to what I'm doing for others. Maybe it won't be the implementation of EOS that because there's a lot of industry knowledge that I have. I'm saying I want to go back to that. You embarked on a new life right now. A whole new life. You're a coach. You're all in. This is what your thing is. 100%. I get it. And if I have to if I have to reflect back and it's a long answer, so I'll try to give it in the short amount of time. Precoid I put 90% of my focus in Manhattan and a out of the ordinary scenario that fell in extraordinary extraordinary out of ordinary. It was it was purely from God. It landed in my lap and I I never forget like the phone call came in at like 6:30 as I'm pulling up which wasn't the norm. Usually I got home like 9:00. Um, I landed with a contractor in the city that outfitted the high-end restaurants and did a tenant fit out and he was known for his speed. So I came in and he brought me into a architect firm and from there we were on track in 2020 to build out eight 84 restaurants together. Get out of here. I promise. Not just that, I actually did eight with him just in January and February of 2020. And I did four in December of 19. I'm sorry. Each buildout is how much? Each buildout was just about $250,000 times 84. Times 84. Over how many years? In one year. In one year. That was a one-year roll out of a new franchise. I feel like I'm at a wedding now trying to figure out how much money you would have made, you know. Exactly. Okay. So, and and and and that journey was rapid because a couple of months later, we had another contract lined up for 164 cafes. Was like a $55,000 budget. Real small cafes and in lobbies and things like that, whatever. And we outed like eight of them, okay? So, I was on a rapid growth with him. It was crazy. And I put all my focus and all my strength there. Matter of fact, I sat in Manhattan with a driver every single Wednesday because I had the weekly meetings with him, weekly meetings with the architect, and then I did all the site surveys that I had to do for the week to understand what's going on. Customer of all customers. This was like my This is the pinnacle. This was like, wow. And then COVID came and everything came crashing down to the point where I'm still owed money. Wow. There are still restaurants that I have leans on their buildings that are still empty today. uh yeah they went out of business because it was a startup. I have to tell you a lot of people listening to this once again. So ask me what did I learn from that what I learned from that now being an EOS implement is I didn't have clarity around my vision in regards to why am I there and how much time should I be focusing there and what diversity am I supposed to be doing? Are you basically saying you were putting too many eggs in one basket? Yeah, I put too many eggs in my vac. I'll tell you in healthcare at one point I had 1,600 nursing homes. Those years it shrunk down to under a thousand. I was letting things go. And as I was building a team, I was building a team for the Manhattan work and I kind of left things to slip away. So going back to it, I wasn't organized. I wasn't managing my time right. There's so many things I did wrong at that point. By the way, that's the sweet spot right there. what you're talking about right now. If anyone's listening and is experiencing this process of scaling, that's what we call it, scaling a company, right? Scaling a company, right? And figuring out all the nuances and the moving parts. Where should I spend my time and prioritize just like life, you're married to your business, right? You want that to work just as well as you want your marriage to work. Prioritize, implement, predict. Yeah. Yeah. Long-term goals, short-term goals, the who's, the hows, the what's, the wins, and the wise. But it starts with the wise though. Don't forget Simon start with why. I'm a big Simon Cynica. I want to I want to leave this with with one point is okay there are people that know what they know. There are people that know what they don't know like what the market is going to be tomorrow right and things that are not dependent on you directly. And then there are things you don't know that you don't know. And as a business owner, I think you have to spend a lot of time in the area of uncovering the unknown unknowns because the more time you spend there, the more fortunate you could be in spending your time wisely and things like that. Very well said, by the way. I've had that feeling and thought for a long time in my life. I think of it spiritually also in talking about the unknown of the unknowns. Hm. I don't know. What do I not know about the afterlife, Evan, Msiach? Should I know about it? Should I not? Is my life better if I start learning about it? Is ignorance bliss? You know, that whole question. But anyways, everybody should go down their own journey. So, we're going to wrap up. Um, so do you want to reflect and uh give us a good give us a good guest before you go? So, a good be a good gu for us on the none of your business. Did you have a good time? I had an awesome time and sorry that you learned something. I learned a lot. We learned a lot. I learned a lot. Ushi and uh Stephan here is definitely uh great. you you filled that seat very nicely asking a couple good questions. I like that. Um anyways, look I you know I learned a lot from this and uh like I was telling Mishi earlier and uh the fact is that we are on this journey together with this podcast. Our hopes is that we're helping people grow in listening and learning from people's journeys and their beginnings and where they are now and where they hope to go in the future. I think we got all that out of you today. We know where you came from. We know where you're at. But we know where you want to go and that is amazing. Congratulations to you on everything you've done and I look forward to big bold great steps from you throughout the next 14 years of your business career for you to be able to have your vision, your dream, and your goal implemented. There was one more I'm missing. There's a fourth. There's a vision, goal, and then there's a dream. And that's it, right? Those those three. Those are three. Three. Okay. Fant. I want you to know, by the way, in closing, I don't have a bucket list. I have a five-year list. I've always had it for years. I don't want to look forward to dying. I want to look forward to living. I want to thank you for joining the podcast. Um, I want to thank uh Prime Source Productions again for uh having such a great team behind us and making this journey so easy to happen. Stefan, wow, Stefan, like I said, uh you fill that uh that chair up very nicely. So, that's a wrap. Thank you for listening, subscribing, commenting, getting involved. Thank you, Prime Source, and see you next