A 7-Stage Growth Strategy That Has Helped Over 100,000 Businesses Scale With Carl Gould

Episode 96: A 7-Stage Growth Strategy That Has Helped Over 100,000 Businesses Scale With Carl Gould

The Profit First REI Podcast

July 18, 2022

David Richter

Summary:

Meet the world’s leading authority on business and entrepreneurship, Carl Gould. Aside from being a serial entrepreneur, he’s also a keynote speaker, a best-selling author, and the CEO and founder of 7 Stage Advisors. A coaching and executive mentoring company with over 100 advisors in more than 15 countries around the world. Today, he’ll be giving a glimpse of his backstory, a comprehensive “how-to” guide for his business strategy, and some ideas behind building a legacy of wealth in the REI world.

Are you ready to take your company to the next level? If so, then we’ve got your back! Hang out with us in this episode. 

Key Takeaways:

[3:44] What is the idea behind seven-stage advisors?

[5:11] The seven stages in real estate are: strategic planning, specialty stage, synergy stage, systems stage, sustainability stage, salability, and succession.

[9:21] Carl’s early lessons about money and his perspectives on money today

[10:48] The importance of value engagement through pricing

[13:27] The closer your cash flow is to your operating expenses, the more attention you pay.

[15:28] How does Carl apply systems to get his cash in order?

[20:54] What’s Carl’s opinion on having a bottom-line profit but running out of cash?

[24:01] If you’re in real estate, you must understand that the deal flow has to be there all the time.

Quotes:

[9:31] “All money is not created equal.”

[9:59] “Certain money is more valuable than other money.”

Links:

Carl Gould’s Websites: carlgould.com, carl360.com, 7stageadvisors.com

Carl’s LinkedIn- www.linkedin.com/in/carlgould

Tired of living deal to deal? 

If you are a real estate investor or business owner who is tired of living deal to deal, and want to double your profits, head over here to book your no-obligation discovery call with me. Either myself or someone from my team will hop on a short call with you to get clear on your business goals, remove any obstacles holding you back, and map out a game plan to help you finally start keeping more of the money you work so hard to make. – David 

Transcript:

Carl Gould:

People sometimes get hung up on the financials. It’s a spreadsheet and it’s this and that. Look when you play any other game, there’s a scoreboard. All it is is a scoreboard and you just want somebody to constantly update the scoreboard. So in real time, how much you’re winning or not winning the game.

Intro:

Welcome to the Profit First REI podcast, where real estate investors, master financial management, eradicate entrepreneurial poverty, and learn to be profitable from day one. Now for your host David Richter,

David Richter:

Hey everyone. It’s David Richter again with the Profit First REI podcast here with another special guest Carl Gould. And I am really excited to have him on I’ve got to see him at some of the masterminds that I’m a part of. And it’s cool because Carl is very well respected in those rooms has done a lot of things. He’s been a keynote speaker. He is a keynote speaker at a lot of different events. One of those events being ProfitCON, which is what Mike Michalowicz puts on for his close group. So he spoke at ProfitCON. So that fits right in with the profit. First I podcast he’s authored and coauthored books. He’s coauthored Blueprint for Success with Stephen R. Covey and Ken Blanchard. He has a best selling book, The 7-Stages of Small-Business Success, and then he’s also done Biz Dev Done Right which was the number one best seller on Amazon. So he’s done a lot of different things. He’s also trained and certified or accredited over 7,000 business coaches and mentors. So this is just, he has done a lot of things. He helps a lot of people in the small business world will break through barriers, get to where they need to be has written books. This is the, the consummate professional. So Carl, thanks for being on today.

Carl Gould:

Hey, thanks so much for having me. I’m really excited to be here.

David Richter:

Yeah. Excited to have you on and love that you’ve got that connection with Profit First, but before that, why don’t we dig into what you’ve done, where you are? Like, what got you started down the road of entrepreneurship? Like what, and like what has lot, sounds like lots has happened since you started, so why don’t you just

Carl Gould:

Elaborate

David Richter:

On what you’ve done?

Carl Gould:

Yeah. I mean, some people will say like stuff happens by accident. This happened literally by injury. I was going to school for accounting and finance at the university of Delaware. And I broke my leg pretty badly in my second year and I had to leave school. And I I was paying my own way, which means I wasn’t going back right away. And, and so I needed a way to make money. So what do you do when you’re broke and you can’t bend your legs in traction and you can’t move well, you start a business. Of course that’s what every logical person would do. So I started my very first company. It was a design build landscape company because I had done that in high school and I knew how to do that. And and I had that business for seven years and grew that business, sold it and started a construction company, grew that business and then sold that 12 years later.

Carl Gould:

But I started coaching in 1990 back when coaching wasn’t really an industry or anything like that. I was coaching with Tony Robbins and Steven Covey and you know, Franklin Covey planning system and, and situational leadership by Ken Blanchard and Dale Carnegie. And that sort of thing. NLP, Disk, you name it. If there’s a coaching system out there, I was learning it. So all through the nineties, I was coaching. And then once I, when I sold my second business in 2004 I right around that time, I started the business that I have today. So I was coaching all through the nineties. And then in 2002, I started 7 Stage Advisors, which is the business that I have today.

David Richter:

Awesome. So then yeah, you’ve done quite a few things there. And what is, so what is that seven, you know, what is, what are you focused on today? What does that do and what does that provide to a lot of the different people out there?

Carl Gould:

Yeah. Well, 7 Stage Advisors is based on our methodology, the 7 Stages of Business Success. And it’s a, it’s a growth methodology and it shows you a very, you know, very clear blueprint for how you go through the stages of development when you’re growing and scaling a business. And and so I latched onto that or very early in my career, cuz at the time there were no real systems for coaches. And so I was writing what would work for me. And we were doing a lot of disc assessments at the time and I realized, wait a minute, there is a personality of a company. It’s got four personality traits, just like we have four personality traits and where the, the personality of a business mirror, the personality its where you’re good. Your business is good where you’re not so good. Your business is not so good. And so you have strengths in blind spots and we created that methodology very early on in the nineties and that’s what we were, I was coaching on in the nineties and then I started certifying all those coaches starting in 2002.

David Richter:

Wow. Okay. So that’s awesome. I love that. And I think with the listening base here, that’s real estate investors. This is something that probably any business owner goes through those seven stages. Right? Doesn’t matter if they’re real estate, doesn’t matter if it’s a buy and pop shop, doesn’t matter if brick and mortar or fortune

Carl Gould:

500 doesn’t matter. Yeah. Everything in between. Cause there’s just search certain natural progressions you make. Yeah. So if you’re a real estate, I mean the seven stages matches, no matter what stage one is strategic planning, you’re a real estate investor. You gotta know what you’re doing. You gotta have a plan. Right. And then stage two is the specialty stage where you pick your niche in your specialty. So do you fix and flip? Are you a wholesaler? Are you do you do tax lean? Are you short sales? Like where is your niche or your expertise? Stage three is the synergy stage where you build your team, right? You need a team, right. Or unless you wanna do everything by yourself, stage four is the system stage. So you got this team to running around like crazy. They’re working their tail off, but do you have any good systems in your, in, you know, in your business?

Carl Gould:

What did Mike write the book clockwork, right, right. Does business work like clockwork? It’s gotta be a stage four company. Stage five is the sustainability stage. And that’s when the systems take over and your business runs with, without you, you can start thinking franchising. So now, now you do fixed and flip. Now you’re into short sales. Now you’re buying hold. Now you are now you’re corporate short term housing. Now you’re on an Airbnb or a luxury home rental business. Now you could do multiple revenue lines because your hub, your administrative hub is really systematized. Then stage six is saleability where you maximize the saleability of your business. Stage seven is succession where you can pass along your business to the next generation or sell it or have your managers buy you out. So it’s very, very relevant for real estate investing as well.

David Richter:

Awesome. Now with those seven stages, do you see that there’s one stage where most people get stuck on or is there, you know, like, or is it all stages like at different levels it’s different, you know? Or do you see something consistently like shoot this stage is just the one where, you know, most people have the hards SL going through this one.

Carl Gould:

Yeah. You picked it. The, the stage between three and four is what we call the graveyard of small business.

David Richter:

Okay.

Carl Gould:

There’s a little, 1%. You’ve gotta go through. The miracle 1% we call it because you’re going from a synergy company to a systems company. In other words, you’re a personality driven business stages. One, two and three are growth stages, stages four through seven are scale stages. So most real estate investors will remain at two and three. You know, they go out, they wholesale, they’ve got the team. But there’s not like a ton of systems. Hey David, every, every project’s different. How can you possibly have a system? Well, you can, but that’s for another day. So stage three is where you go from personality driven, meaning the owner’s involved telling everybody what to do. It’s kind of like a war room, like make this happen, make that happen to systems, right? So when a system’s driven business, you don’t talk directly to the person. You talk to your system, which talks to the person which then talks, you know, then, then which makes things happen. And so that’s a hard change for a lot of business owners to make because they have to give up control and they’re not always willing to do that. So that’s the graveyard. We gotta be very careful. You make it through three to four. You can go anywhere you wanna go.

David Richter:

Huh. That’s awesome. And that’s where we see a lot of businesses too. It’s like, you have to get those systems in place. And that’s what Profit First is. It’s a system for the finances. Like there has to be a change from no system running around like a chicken with your head cut off to something that’s actually helping you get to that place. Well, you are a wealth of knowledge here, especially for what you’ve been doing. Cuz I know that how many businesses so far have you, do you think that you’ve helped get through the stages or that you’ve worked with up to this point?

Carl Gould:

Yeah. Over 100,000 at this point.

That’s since 1990. Yeah.

David Richter:

That’s, that’s incredible.

Carl Gould:

We’ve had the privilege to work with a lot of small businesses.

David Richter:

Yeah. I was gonna say that you’ve whenever we go to these events, it seems like you have helped by either a lot of people in that room or like they’re they have used you and it’s just been incredible for them. So I just wanted to see how many of those businesses that’s a lot of businesses, a lot of lives changed and I love that, you know, like, okay, this is the graveyard between three and four because you gotta know what that is. And that control that you have to give up. So for this podcast, since it’s the Profit First REI, I like talking about money on it and maybe we’ll talk about some of the systems around it. But that’s where I like to ask a lot of people. Just kind of some deeper questions first. So let me ask you this. Carl, what early lessons did you learn about money versus how you think about money today and do they differ and how do you think, you know, like, do you have any different thoughts?

Carl Gould:

Yeah. Well I learned a few lessons. One of ’em was that all money’s not created equal.

David Richter:

Hmm.

Carl Gould:

Right. So if I, if I make money through a transaction a one time transaction, you know, it, it adds a certain amount of enterprise value, not a lot, but it ensures I have a job tomorrow. I made a little bit of profit.

Carl Gould:

If I have recurring revenue, that’s got a lot of enterprise value and almost guarantees that I’m gonna work with that person over and over again. So there’s, I learned that certain money is more valuable than other money. The other thing I learned was I learned was is you can almost, you can proportionately monitor how much your clients are engaged based on how much you’re charging them. In other words, if I charge you a little bit for a service and something goes wrong and I’m the provider, I have a problem. Hey Carl, you screwed that up. I paid you a dollar. You better get moving on it. However, if I charge you for that same service, $5 a premium, something goes wrong. We have a problem. Cause you paid my premium. You’re really invested. You probably have some sort of urgency going on. So you’re gonna help pave the way for me to make sure that I get, I get my work done.

Carl Gould:

So I learned the value of engagement through pricing, but I also learned that you can, you can make a profit and run outta cash. I learned that you can bring in a lot of money and have no profit and no cash. I learned you can have more month at the end of your money. <Laugh> I like to have more money at the end of my month. And I, and I learned, I, you know, it was funny. It came from an odd source cuz I took a business lesson from this movie. There’s a lot of lessons I could have taken from this movie and I did, but there, there was a business lesson. I remember there was a movie years ago called Schindler’s List. Oh yeah. I dunno if you remember that movie, right? Yeah. About Shindler, who saved a lot of Jews during the world war II, but he had a bookkeeper.

Carl Gould:

And I remember during the movie, every Liam Neeson’s character, right? Yeah. Every time Liam Neeson needed something, he had an idea, he’d go straight to his numbers guy and say, can I do it or can I not? Can I do it or can I not? And he would go through the numbers and say, here’s what you could do. And here’s how much of it you do or you can’t do this or you can only do this for a certain period of time. But I, I remember taking it away saying, wow, that person’s the key to my success. Hmm. If I know my numbers, you know, knowing the numbers is the key to my success. But if you’re a business owner that wants to grow beyond you being a stage two business where it’s just all about you you wanna have a team, you wanna have processes, you know, if you wanna continue to grow, you need that numbers person.

Carl Gould:

You need that person where that is gonna, that is gonna take the cash, put it where it goes. And I’m a big fan before, you know, Mike wrote Profit First. I was always a big fan of taking money and putting it in separate accounts because I came from the construction world. Hmm. And what happens in construction is you get a deposit for work. You haven’t done now in the construction world, they call that overbilling never really liked that term. I’m like, it’s not overbilling. You’re billed for this is progressive payment, right? You just didn’t do the work yet. But what happens is construction people companies get caught in this trap where they get their deposit for this job, job B, but they use it to pay off job a right, you know, and then job C pays off B and then they get into this juggling act that just, it’s hard to get out away from. So I learned early on take the money for what it’s intended and put it in an account and name it for what it’s intended, you know, in my system, you know, profit owners, owners pay on and on. So I used to have, and still do always have a bunch of accounts. Money comes in and I learned the lesson I learned was the tighter. My cash was to my cash flow was to my operating expense. The more attention I paid.

David Richter:

Hmm, yep.

Carl Gould:

The more cash I had in the bank. And I was like, oh, I can relax now. No, no, no. So I would always make it. So I just, I just a little bit more in my operating account than what my expenses, what my operating expenses were because I always paid attention. I was always like, all right, I can only use a certain amount. I gotta budget this. And I found out and it’s same thing. We, we work with fortune 500 CEOs and S of the board. And it’s the same thing. Whether you’re a small, mid-size large business. If money’s tight, you pay attention. Money’s not tight. You lay back a little bit. Yeah. So that was a big lesson for me. So I artificially, I still do it to this day. Keep it really tight because I wanna, I want, you know, I read those financials every single time they come in, I go through it once a month without fail because I know it’s tight. I don’t wanna bounce a check. I don’t wanna miss something. I don’t wanna miss a payment. Or I don’t want that phone call where I’m like, oh, we can’t do this until next week or whatever. So I’m always on top of it. So those are some of the major lessons I learned over the years.

David Richter:

That’s that’s awesome. And goes right in line with what we’re, what this podcast is all about. So, and I love what you said to, you know, like that you keep it tight. Now you might have money in other places, but it’s like, that’s already sectioned out for whatever that is. So that way it’s like, like you said, creating that artificial sense of urgency. So you don’t lose that edge because if we see that over and over again, if someone just has one account, it’s just that cash salad that they’re tossing all the time. So

Carl Gould:

The worst idea.

David Richter:

Yeah. Worst it is. It’s, it’s something we see over and over is one of the biggest mistakes. But with it, your seven stages of business. And with that, that model, what do you think it’s after stage two that’s when they start getting either a bookkeeper in place or like systems around the finances, like when would you say like they, Hey, if you’re a business owner, this is when you need this system, you know, like a system to at least get your cash in order.

Carl Gould:

Well, I think you are. I think the bookkeeper is the first hire you make, whether it’s an internal person or it’s outsource bookkeeping service or whomever, it’s the first hire you make because you’re going nowhere, unless your numbers are under control. I don’t care what it is. Your second hire is an executive assistant and you can make those two hires pretty close to each other. Yeah. But first and foremost, you can’t overpay for somebody who’s good at, at managing your numbers. So I’m, I’m looking at stage two is when you’re starting that, because in stage two, you become a special specialist, you become an authority and you could charge the maximum amount, right? Yeah. And so what you wanna do right away is you want that money managed because once you get into stage three, when you’re building a team and stage four and you’re systematizing, you need to have as much price.

Carl Gould:

You you’re, you’re charging the maximum pricing because you’re gonna need room in your profit margin, your gross and net profit margin to afford a layer of management, the problem. And the reason why people get stuck in stage three is they, they charge what they think they can get or what they think they’re worth. Yeah. They’re doing all the work and they’re doing it side by side with their employees. And then they say, oh my gosh, who is really driving the business instead of doing the tactical work. And they say, I need a manager and they realize, wait a minute, I don’t charge enough for the layer for a middle layer of management. And that’s where they get stuck. Right? And so they don’t have enough profit built in to actually separate themselves from the day to day activities. And so I like hiring a bookkeeper right. Outta the gate because now you have control and you know what your numbers are. It’s the best game of fantasy football you’ll ever play in your life. It’s like gamifying business. The, you know, people sometimes get hung up on the financials, like, eh, it’s a spreadsheet and it’s this and that look when you play any other game, there’s a scoreboard. All it is is a scoreboard. And you just want somebody to constantly update the scoreboard. So in real time, how much you’re winning or not winning the game.

David Richter:

That is really good. That is so good because we see that all the time people are in that they think they’re in that stage three or four, you know, or they’re going there. And it’s like, if they don’t have that, it’s like, we gotta take it back a couple steps and just get you to, to ground zero here. Because without those numbers, you, like you said, you’re not gonna be able to go anywhere that you really want to go. So we see that happen all the time. And I think it’s, I, I don’t know if you agree with this, but I think it’s one of the biggest sources of frustration in business owners where they’re like, man, I’ve got these people next to me. And like, we’re doing a lot of things. We’re making a lot of things happen, but I don’t seem to be gaining ground. And usually it’s because they don’t have a handle on that financial side or don’t know the scoreboard. Would you agree with that when you have worked with a hundred thousand businesses?

Carl Gould:

Yeah. The way, the way, the way we see it manifest David is that when we first start working with a company, we look at their pricing structure and they’re often their pricing structure is off. OK. Some, some things where they’re charging too much for some, not enough, they’re not intertwined, not bundling properly. Certain stuff is not recurring when it could be the pricing strategy is usually, you know, way off and, and that results in them not being ever being able to get ahead. Because either the cash, flow’s not there, meaning they’re not getting paid frequently enough. Or they’re not charging enough. So they, you know, I, cause I dealt with this in construction. I used to say that I was rich like four or five days of the year, you know? Cause in the construction world, you get progressive payments, right? Yeah.

Carl Gould:

So we’re doing this big project, progressive payment comes in, you real estate guys know, and what happens? You get this big chunk of money and you’re like, yes, either they get wired, it gets wired into your account or you, you get it in the mail. And you’re like, man. Right. And you’re, and you’re like, we’re going to dinner tonight, everybody. And then the next day you disperse everything. And you’re like, Ugh, I’m broke again. Yeah. You know, so I used to joke. I’m like, today’s our day, you know, we eat good today. And and because I didn’t, you know, I didn’t understand that well, but once I got a handle on it and understood how to spread the payments out more, more frequent payments, how to segregate the cash. I always had the money. I have a set and forget it system where, you know, money comes into the account, it’s automatically dispersed and I’m just dealing with the operating account. And then I wake up a month later after being in the weeds and working my butt off. And I realize, huh, there’s money for the taxes. Oh, we got money for payroll. Oh, we got money for this. Cause it was automatically going out there. So

David Richter:

Yeah, no, I like that. And that’s where I think a lot of people get tripped up. It’s like, yeah. Especially in the real estate world that happens all the time. They’re fixing and flipping and they get a big lump sum and it’s like, okay, feel great today. But we gotta, when when’s the next deal closing, and then that deal doesn’t close when they thought it would. And it’s three weeks later and then all that money’s gone. So yeah, I just, we see it all the time in the real estate investing world. But I, you also said something that I thought was interesting when you were listening on what the, what lessons you had learned that sometimes people have a profit, but they’ve run outta cash or they’ve got a, you know, they’ve got good assets, but there’s no there’s no profitability or, or cash or whatnot. And how do you see that happen and unfold in a business where they may have a bottom line profit, but there’s no actual cash in the accounts. And what do you see trip people up from that perspective?

Carl Gould:

Yeah. So I, I get a call one day from a president, one of our clients and he goes, he goes Carlisle. I don’t understand. He goes, we are selling more for more meaning, more product for higher price. We’re selling more for more, how am I outta cash?

David Richter:

Hmm.

Carl Gould:

And I said, well, let’s, let’s break it down. And what we learned was the he was selling more products and services for more, for more higher price. But what they were doing was over buying on their inventory, number one. And because they got busy, they hired a bunch of employees because they thought they were gonna, they needed them to fulfill the orders. As it turns out, we didn’t need to, we could have automated a few things. We could have dropped shipped. Some other things. There were some, there were areas of efficiency. And so all the money he was bringing on the front end, he was paying more on the back end in higher inventory costs. And higher payroll costs, you know? Okay. And so you know, you, when, when you grow, you have to make sure that the profit, sorry, the growth is profitable. And a lot of companies growth is not profitable. Yeah. Because what they do is they ramp up their expenses as fast as they, as they ramp up their sales. And that doesn’t have to be the case.

David Richter:

That is so good. Cuz we see that in the real estate investing world all the time, like, okay, I wanna do more deals, more marketing’s going out the door and like more deals being closed. But then like you said, they feel busy. So they hired another, you know, acquisitions manager and another dispositions manager and another executive assistant and this person in the transaction coordinator and like, yeah. And then their expenses are exceeding that growth. So if we see that all the time too, and if you don’t have a handle on that, you’re not gonna be able to grow profitably and you don’t know like, okay, do we actually have a margin here? Like then can we oh right. Or do we not have

Carl Gould:

Anything? Yeah. Yeah. And the other thing that happens is they might have, they might do have an intense period where they do a few deals in a row and they’re like, oh, oh, let me catch my breath. And they go a month or two before they do a deal. But guess what? The, the part of their business that didn’t take a break was their overhead. Right. So they made all this profit in the first six months. Then they, then it’s two months where they’re not doing a deal or they’re not closing or they don’t have something going on. And, but all of their overheads are there. And so it just ate into the profit that they just made in those past months. So, you know, so they get on this hamster wheel, feast and famine where they find out at the end of the year, they’re tired. They worked their tail off and they don’t have profit.

David Richter:

Yeah. Yeah. That’s what, that’s what we want to get rid of with profit. First. We want you to get rid of that mentality that you have to wait till the end of the year for hopefully that there’s some profit and being profitable from every deal, every single interaction that you do and scaling as you scale, no matter what you’re wanting to do. So I love that Carl has been incredible. Just have a last couple, few questions here is what since you’ve seen so many things in the business world, what advice would you give to the real estate investors on this? Just your best piece of advice that you give to business owners as you’re working with them?

Carl Gould:

Well, first from a real estate standpoint is the deal flow has to be there all the time, right? Yeah. The, the, the, you know, check with your account and check with your attorney. But the tax laws were written to benefit the, the real estate company that has momentum, that doesn’t stop. You know, you have 10 30, 1 exchanges, you have, you know, you have cost segregation and accelerated depreciation, but you can’t stop. You stop. And tho those things go away and you, you lose some of those things. And so what we find is is that, you know, people get into this business and, and they, and they don’t realize just how intense it is. And so they, they lose, they stop or they give up their momentum and the, and the financial benefits that are built right into the tax law for your benefit go away. And so and so when it comes to business, you know, it’s relentless, it’s merciless and you must stay on track and maintain your momentum, especially in a real estate business. It’s a momentum play. You know, there’s other businesses that are seasonal. You wanna play that game. That’s fine. But it doesn’t fully benefit you in the real estate, in the real estate investment game.

David Richter:

Yeah. No, that’s, that is great advice. I think that’s one of the things that most people realize very quickly if they’re in the real estate game, if they lose that momentum, it’s not only sometimes is it hard to get it back? They understand, like I gotta build this engine and I’ve gotta make sure that this is exactly what we need to do to keep moving forward. Yeah. So, well,

Carl Gould:

Now if I put on my construction hat for just a second, yeah. You real estate people out there, you know, you real estate investors, you have pre-production production and closeout of a, of a project, right? Yeah. So pre-production is all of the identifying the project, negotiating it, getting it in there, lining everything up, you know, getting your, permitting, all that sort of thing. Then there’s production, whatever work you’re doing on the place, then there’s closeout where we have seen the biggest problem is in the closeout. Hmm. When closeout drags on and you don’t get your final payment, you don’t finish off the project. And then you’re into the next project and this job takes a little bit longer, but you don’t get it sold. That’s where the drain seems to happen. So if I, so I would encourage you all to look back at your close out procedures and see how you could tighten those up as much as possible, cuz that’s usually where the creep is. Okay. And that’s usually where the drain of profit goes.

David Richter:

No. Yeah. That’s that’s really good too. So this has been incredible. There’s been a ton of gold nuggets here and you need to pick up Carl’s books. I’m sure. Are they on Amazon? Where can they find the books?

Carl Gould:

Amazon, you go on CarlGould.com and I could sell you right. Outta my private stock either way.

David Richter:

Okay, awesome. So there you go. Carl Gould. That’s G O U L D. So CarlGould.com. And then also, I know we just gave the website there, but I always like asking as my final question. Is there any way the listeners can provide value back to you? Is that connecting with you on a social media or going to your website, picking up the books or tell them how they can work with you if you want, you know, like if you are taking on clients now I know you’re are incredibly busy, so Dylan, that’s just whatever they can do for you.

Carl Gould:

Well, one of the things that I love to do guys, is I like to spread the word I like to do podcasts. And I also like to I speak a lot at conferences. So if any of you have a conference that’s coming up and you want, you wanna rock that concert hook me up and I’d love to be a speaker at your next event.

David Richter:

Awesome. There you go. And can they get ahold of you at carlgould.com and does there contact us or something there or,

Carl Gould:

Yeah, CarlGould.com contact us there or carl360.com. That’s my personal site and you can find me there as well.

David Richter:

Awesome. There you go. That’s how you can get in touch with Carl. As you can tell here, he is an amazing speaker has probably a story for any situation that has ever come up in the history of business cuz of how much he has been in deep dive with business owners. So this is someone that it can provide a lot of value to you and your base. If you’ve got a base out there that, or if you’re a part of a mastermind or something too, it’s gonna be a great speaker. So Carl, thank you so much. Thanks for being on the Profit First REI Podcast.

Carl Gould:

Thanks for having me. I really appreciate it.

Speaker 4:

Thank you so much for listening to today’s show. If you found this episode valuable, could you do me a quick favor? Could you give us an honest rating within iTunes and be honest, you could say whether you liked it or not. And obviously with iTunes, the more reviews and ratings we have, the better it is for other people that are searching for Profit First and a podcast. So we’d love to be ranked on there and that’s thanks to your help. So we would really appreciate that if you would like to go give us a rating. Also, if you’re looking to connect with us further, I would highly recommend checking out our Facebook group Profit First for real estate investors. And that’s literally what it’s called. So you can type in Profit First for real estate investors and you’ll be able to find <laugh>, you’ll be able to find our Facebook group right there.

Speaker 4:

So come join active real estate investors who are supporting each other and growing their businesses and profits together. That’s what that group is all about. The link should be in the description below. And if you’re interested in working with us and implementing Profit First in your real estate business, we offer coaching and guidance. So if you wanna work with someone who’s actually Profit First certified and who works right now currently with real estate businesses, you can actually go start your application process by going to simpleCFO.com forward slash apply, or just go right to simpleCFO.com. And there’s an apply button right on there. If you wanna actually start your Profit First journey with someone who can actually walk you through those step by step and help, you know, and grow your cash flow. Thanks again for joining us for another episode of the Profit First REI Podcast. See you next episode.