Beardy Brandon is a person who started with nothing and now has a $1 Billion-dollar real estate portfolio. He used to be affiliated with Bigger Pockets and now has his own brand, Open Door Capital. He's not affiliated with Ben Hardy to the best of my knowledge, but his message is similar. Find your niche, go all in, 10X - 100X concept, etc. The attachment is from his post on Instagram. I want to share it because in my mind, it addresses a thought that was on our call two weeks ago, is there another way to measure our success besides money?

Curious if anyone is on the Tuesday call?

Here's a direct link to watch.

As I've mentioned on the calls, I've been working on a new book. I'm posting the cover to force myself to start telling the universe what I'm doing. I'm creating illustrations, a landing page and an interactive income analyzer to go along with the book. This is my first attempt at writing a book and creating a sales funnel. I will continue to update my progress.

$1200 to $53k a month in just a few years - and a $50k down payment. A few years ago, I was charging $1,200/month for coaching. And honestly? I thought that was a lot of money. I didn’t even fully believe people would pay it… until a client told me I should be charging that. One year ago, I made a decision: I was no longer going to think of my work as “coaching individuals.” (Some of you remember Ben telling me in Austin in May 2024, to stop doing it) I was going to start helping organizations build better leaders, better cultures, and better systems for growth. That shift changed everything. Because I started asking a different question: What is the monetary value of one or more truly great leaders inside an organization? Not theoretically. Actually. What is it worth when leaders stop avoiding difficult conversations? What is it worth when every employee has a real plan? What is it worth when bad news travels vertically instead of horizontally? What is it worth when people stop trying to be right and start trying to get it right? That became the foundation of my work. I created something I call The Friction Triangle. It teaches leaders the difference between being kind and being nice. Nice is comfortable. Kind is clear. Nice helps both people escape the difficult conversation in the name of comfort. Kind tells the truth and builds trust. That became conflict navigation. Then I started diagnosing cultures through a simple question: “How does bad news travel in your organization?” Does it travel horizontally, through gossip, side conversations, and quiet frustration? Or does it travel vertically, to the people who can actually solve the problem? Organizations that want bad news to travel vertically are organizations that are serious about psychological safety. Then I saw another pattern. A lot of leaders have egos that require them to be right. But great cultures are built by leaders who care more about getting it right. That became ownership and accountability.