Executive TLDR
Success comes from building RVPs through recruiting multiples, not focusing solely on clients.
Multiplication and distribution—not financial services—are the true business model.
Mindset, belief, and consistent recruiting drive explosive growth.
Relationships are built through value, pressure, and overlapping leadership.
Long-term wealth comes from leverage and building an income that grows without daily labor.
Video Summary
The Million Dollar Earner Panel delivers a powerful masterclass on building a legacy through multiplication, mindset, and leadership. The central theme is clear: this is not a financial services business—it is a distribution business built through recruiting multiples and developing leaders. Bill Orender reinforces the Art Williams philosophy of compounding growth, emphasizing that recruiting three who recruit three creates exponential results, while focusing on clients limits long-term leverage. The panel discusses the importance of building RVP factories, creating pressure from underneath through overlapping leadership, and maintaining a relentless recruiting rhythm. They address modern challenges such as social media recruiting, Zoom-based leadership, and inconsistent focus among leaders, reinforcing that the answer is always more recruits. Partnership success depends on defined roles, communication, and shared mental growth. Incentives can drive event attendance, but true motivation comes from vision and belief. Ultimately, sustainable wealth is built through leverage—good money that grows whether you work or not—by continuously developing district leaders and maintaining an excited, disciplined mindset without searching for shortcuts or finish lines.
FAQs
1. What is the core business model discussed in the panel?
The panel emphasizes that the real business is distribution through multiplication, not simply selling financial products.
2. Why is recruiting multiples so important?
Recruiting people who recruit others creates exponential growth, which leads to long-term leverage and leadership depth.
3. What does “RVP factory” mean?
It refers to building systems and teams that consistently produce new Regional Vice Presidents.
4. What is the difference between good money and risky money?
Good money grows whether you work or not through leverage; risky money requires constant personal effort.
5. How do you prevent IBAs from falling through the cracks?
Increase engagement, create communication systems, set performance standards, and focus on producers.
6. How can leaders build relationships on Zoom?
Host pre- and post-meeting breakout sessions, make phone calls with no agenda, and create value through good news and results.
7. What creates pressure that drives promotions?
Building recruits underneath leaders creates fear of missing out and urgency to get licensed and promoted.
8. How do you coach inconsistent focus in leaders?
Anchor them to one proven system and reinforce that recruiting fuels everything else.
9. What role does mindset play in success?
Mindset determines persistence, belief, and long-term commitment more than skill alone.
10. How should partnerships divide responsibilities?
Define and assign roles clearly until you can afford to delegate tasks.
11. Should incentives drive the business?
Incentives can increase engagement, but vision and long-term goals must be the primary motivator.
12. How do you create explosive growth periods?
Stay excited, increase recruiting volume, personally engage with producers, and maintain consistent pressure.
13. Why focus on district leaders instead of clients?
District leaders create duplication and leverage, while clients require ongoing personal service.
14. How important is calling versus texting?
Direct phone calls build stronger relationships and show leadership seriousness.
15. What is overlapping leadership?
It’s personally developing multiple levels deep to ensure stability and continued momentum.
16. What is the long-term wealth goal described?
To reach a point where income grows consistently and direct deposits are no longer a daily concern.
Glossary
RVP
Regional Vice President; a leadership position representing ownership and distribution authority within the hierarchy.
IBA
Independent Business Application; the entry point into the business.
Multiplication
A recruiting strategy where each recruit recruits others, creating exponential growth.
Overlapping Leadership
Developing leaders multiple levels deep to create pressure, stability, and duplication.
Field Training Bonus
Compensation earned for training and helping new recruits produce business.
Distribution Business Model
A system where income is generated through building and expanding networks rather than individual sales alone.
Compound Recruiting
A recruiting approach focused on exponential growth by layering recruits under recruits.
Builder School
An environment or event focused specifically on teaching recruiting, leadership, and
Transcript:
Does anybody have any questions? If you guys have questions, come over here. I mean, if not, we can just shoot the breeze for 16 minutes or stare at each other. I really don’t care. But, you know, I think it’s super awesome that we have the amazing Jim Meyer up here. Give it up for Jim. Right? John is on. John Lavin is on. John Lavente. Where’s Ortiz? Where’s Ortiz at? Where’s that fedora? I thought I saw him earlier. No, Assad, Lois. Brittany. And then, obviously, does anybody know who this guy is right here? So, yeah, I mean, if they’re afraid to ask questions, you know, I’ll start with Bill Orender. We’re so grateful for Bill to be here.
If you guys don’t know, I mean, I’ve told this story a million times, but we found, Brittany and I found an audio in the lore of Soundcloud. It was called compound recruiting by Bill Orender. And were brand new in the business. And Brittany and I listened to that audio. How many times do you think we listened to that audio, babe?
A bazillion.
A bazillion times. So many times that our kids knew Bill O’Render’s not only his voice, but they also knew some of the things he was saying. That’s how many times we’re listening to it. So, you know, Bill, I would say for you, the biggest question is, what would you say for these rvps in here? Number one is that they’re afraid to ask a question. Number two is, what would you say is the biggest, most important thing? They need to be ready to explode the numbers on recruiting because this is very much going to be an actual real builder school. I don’t know. We’re not as old as some of the people in the company. So I don’t know what happened to recruiting in Primerica, but somewhere off down the road, they went off the rails. That’s all we focus on.
So this whole event is going to be all about recruiting multiples mindset and building an actual builder school. Is that okay with you guys? And there is nobody better in the history of the company to talk about the multiples and bill, right? So, Bill, like, when you. What. What did it take for you to really sell out to the multiples? And when you move from Georgia to Texas, how, like, what. What mindset were you in to just explode the compounding?
Well, thank you very much. I want to make a tell a story quickly. In the early days, as you all know, art would say, our chances of making it are this much, and people have no idea. It wasn’t about the insurance industry attacking us. It was about we had to find the funding. And I interviewed art, you know, a lot, four weeks ago, and he said, make sure that you tell them that if you’re an RVP, you got $50 to $100 million in loans available to you without a credit report, without a loan application. What your payroll is, Jimmy, what’s your payroll? 50 million a year. 60 million a year. Five mill, 60 million a year. He’s got a $60 million line of credit. Doesn’t have to pay any interest, doesn’t have to then have the loan can ever be called. Got the point?
And so he would say, our chances of making it are this much. After about a year or so of hearing that, one of the guys said, art, if we don’t make it, what are we going to do? Hetz explains everything. He said, we’re going to find a hotel, get a whiteboard, draw the circles, then find a product to put through the circles, because we’re not the insurance or financial business. We’re in the distribution business. And so most rvps are in the financial services business. I love what Keith Otto says. I’m full time building, distribution, and part time financial services. Most people cannot get out of their head financial services. They want to train and teach financial services. AHRQ built this through multiplication.
And the thing that I came to Dallas for was, because it was two and a half hours from any place in the United States on an airplane, and I could build it and have offices all throughout the United States. That’s where Art Williams built it for. For us to build, every one of us to have a company within his company. You’re not an RVP. You’re a company. And you heard me say this, but I bury a lot of rvps because you’re around long enough. And whenever I call the widow, she doesn’t want clients. She wants rvps. And so the question is, are you here to build an income for the next 100 years, or are you here to build a client base that you can have to service for the next 30 years?
Folks, you do not want to fool with clients for the rest of your life. I have RVP’s, and they never call me. I never call them. The company handles them. So the mindset was, art taught us have seven rvps. We have seven rvps who have seven rvps. The goal at 399 rvps back in 1982, he said this, you’d be making $320,000 a month back then. So can you imagine so, you know, you’re the one that coined it. RVP factory, all that stuff, right? That’s your mindset? Are you here to create rvps or clients? So you. We’re not in the financial services business. That’s just the way we get paid. I kid people, Jimmy. I got a goal of making $250,000 a year on Vivint, $250,000 a year on prepaid legal. Imagine how much I’m making on insurance and securities.
Omar makes 50,000 a year on prepaid legal. Prepaid legal. 50,000 a year. So you gotta be saying, I’m gonna come here. I’m gonna use the art Williams system. I’ve dedicated the rest of my life to make sure art Williams system does not get extinct because of this man here. He’s keeping it alive. He and Brittany. And so that’s. That’s Art Williams. RVP’s. We have RVP’s. Who have RVP. One last thing. I’ll hand it over. You know, I interview art. He just told Brittany andy probably 30 times for various books I’ve written. Every time, Jimmy. Every time. Mossad, about 30 to 40 minutes in, he’ll say. He’ll talk. And I’m interviewing me. He’s giving me answering questions. Bill. Bill. Excuse me. Yeah. Can you believe Bill? This is. He’s 82, and he’s still astounded by this?
If you recruit three people for ten years, you got 30 people. But if you recruit three people, who recruit three people, that’s 59,000. Ain’t that something? He did that four weeks ago. I’m telling you. And our people don’t get that. You’re here to recruit people, to get them trained and get code numbers. Code numbers don’t create rvps. New people coming in create rvps. So art Williams taught us how to do it. The question is, who are we going to listen to? The art Williams way or whoever way is telling us the latest thing out there.
So. Good. Give it up for Bill. So why don’t we. I’ll pass the mic down. We’ll let all the million dollar earners talk. I know you’re about to go, but we got to get a little line up behind you, girl. I see you shining right now. Okay, but, Brittany, what would you say? And then, Lois, you got to talk to Brittany. We’ll pass the mic all the way down. And then what would you say about. Add on to what Bill just said, my angel?
Yeah. I mean, all the recruiting stuff we talk about all the time, but the other thing we always talk about is just your belief level. And, you know, people, we still feel the same. We had a big goal. It was fun. People keep coming up and talking to us, but, like, we hit that goal in our head over and over again. We were not even a year into the business, and we had a retreat, and Shane Perry was the guy talking, and he used to hold the base shop record. And that was over five years ago. And were like, we’re gonna beat that record. And were like, ten by ten at the time. So, I mean, really, you gotta get your mindset right before anything happens. And each level you get to, there’s another level of your mindset you’re gonna have to break through.
And we talk about that all the time. And a lot of times were like, everything’s on mindset. Everything’s on mindset. Like, skill you can learn, you can practice, you go on appointments, you get better as you fail and do things. But, like, if your mindset’s not there, you’re not going to stick around. So.
I think that a lot of times when people speak to people, they think they don’t say yes, they’re not interested, that there’s something wrong with them, and so it shuts them down. And when you go on company trips and you see people that win trips, sometimes I’m surprised. And it’s fun to see them. It’s fun to hear their story, like what they used to do. And I think you need to realize that if they say no, it’s something with them. It has nothing to do, obviously, it has nothing to do with the opportunity. You just have to continue. You have to stay positive. I’ve met so many people in the business that have come from so many different backgrounds, and you just never know. There’s no formula of who it is because of the way they look or the background, age, nothing.
It’s just something inside the person. You just have to ask enough people.
Good job, honey. Yeah, I would say, I love what Bill said, and everyone did a great job, Lois. Thank you. Here’s the thing, you guys. There’s two ways of making money. What we call good money and bad money. Good money comes in whether you work or not. Bad money you have to go work for. And I said that to a guy once. He said, I’m offended. I’m like, what do you mean you’re offended? I was taught by my grandparents, my parents, that it is noble to work hard and make a living. And so let me just change that up. There’s good money and there’s risky money. Okay? Good money comes in whether you work or not. Risky money, you have to go work for it.
So the question you got to ask yourself every day is if one day you’re out there driving and some dumb runs a red light and just, you know, hits you, and now you’re in bed for two or three or four years, or a loved one is, and you really can’t go to work. What happens to your income then? Have you financially crisis proofed your life? There’s people on this stage that whether we work or not, our income is the same, and they’ll just keep on growing. That has to be your destination. Otherwise, you’re living from a life of risky money instead of good money.
Great job, everybody. Stacy, you have a question. Let’s go to the audience and get into these questions. Stacy is one of the great senior vice presidents in this company has over, I guess. What do you got now, Stacey? Ten different leaders that make over 100 grand a year.
Something like that.
Yeah.
You got four or five that make 300. You’re very humble, Stacy.
Thank you, coach. Appreciate you guys so much. And, Asada, we’ve been working with your girls up there in Carolina, but appreciate you guys so much and pouring into all these future million dollar income earners. But I have a quick question. I know you have to change. This is how to coach somebody. I know you have to change with the times. Obviously, us older people fight social media, and we are going to embrace it, and we have embraced it. But I feel that the attitude is a little bit different than what some of us grew up in this business. And I think social media. Easy come, easy go. And when you talk to someone and you say, man, a lot of Ibas, what’s up? Why aren’t they districts? Oh, you know, they’re just not the right people.
They’re just, you know, we just haven’t found the right people. A lot of Ibas, easy come, easy go. What are we doing to our company? Why don’t we have any districts? Where are the licenses? Oh, we just haven’t found the right people. I said, dad, come. How long are you going to keep telling yourself that for me? I don’t know. I heard it on the stage last time, and I even had this conversation with that person. I don’t know that I would be proud to say 1400 ibas to get two people here. I’m not doing that. I don’t care how easy it is to get and how easy it is to go. This business is incredible and I don’t like that attitude we have.
And how do you coach somebody who believes they’re going to be incredible like these guys and do it in a short period of time when I don’t think that’s going to happen for everybody?
Is there a question? Thank you.
That’s my question. I don’t know how to answer it, but I’d love answer.
Yeah. Well, first of all, I would say this bill or bender taught me years ago. We bring them all in and let God sort out why they’re here. I’m going to say that I was an IBA. That was not. I mean, the person who brought me to the office never returned. I could have easily fallen through the cracks, but I stuck around and I made it. And I just want to encourage everybody for a second. Yes, we get Ibas, but yes, Art Williams said, if you want to build a building, you put brick upon brick upon brick. Any windstorm will knock that building down. He said the mortar between the bricks is personal relationships. The people you build, you can get all the IB’s you want, but the people you build a relationship with.
I will even say people will quit on a boss all day long, or they’ll quit on a IBA or 124 charge on their credit card, but they won’t quit on a friend. And I heard also someone else say that once you’ve called somebody 300 times, they’re going to be an RVP. Now, if you call them 300 times in one day, the police will be at your door to serve you a restraining order. But you have to build relationships with people. Bring them all in like God, sort out why they’re here and build relationships with people.
I know that. But how do you change that attitude to help them to understand it outside of it? I appreciate it.
Let me get in here real quick. So one of the things we coach on is not to be an IBA collector because that sucks the life out of me, too. And I completely understand where you’re coming from. Right. And because it’s kind of like that’s, I would say, one of the most trickiest things in the business. Because in the front of your mind, they’re your next RVP. In the back of your mind, they already quit. So the people that aren’t mentally tough enough to realize that they need to have improvement, they’re going to quickly outcast and say, it’s not me, it’s just not the right person. Yada, yada, where there’s tons of gold in there. So one of the things that Brittany and I have done is really step up our engagement.
And in 2024, as far as, like, keeping people from falling through the cracks is, like having platforms. So we have, like, texting platforms and messaging platforms. As the rvps, when people come in, they have to, like, sign them into one of our platforms so we can at least have an engagement touch point, because if the right people will reach up. But the trick is, as an RVP, you need to make sure that you’re present and engaged enough with your people to know that they’re, one, able to reach up, and two, who to reach up to. So that’s super important. The other thing is, I would say one of the things that Brittany and I have done is we come up with an algorithm of what you think is acceptable for a premium to recruit ratio, and that is your minimum standard of excellence.
You know what I mean? So, for us, it’s like 50% premium to recruit ratio. So, yes, with social media, the retention rate, not only for appointments, but for people sticking in the business, it’s going to be going, we’re 100% zoom. So it’s even less because it’s much easier for them to disengage. But those people, they just. It’s. They only know what they’re taught. So if we’re teaching them like, this is, you’re expected. If you’re recruiting ten people a month, you should be doing a minimum of $5,000 a month in premium. And that’s how we gauge. We gauge where people are at, and that’s the expectations. And if they’re not doing it, we would. I’d jump in there and do it for them. And my job is like, and this is RvP, so can I be 100% transparent in this room?
My job is, if you’re not the one, I’m gonna find the one underneath you and make them sideline you inside the base shop, because the system that Brittany and I built is a system where people bring us people. So if we’re not. If we’re not. And I’m gonna use the dirtiest word in the english dictionary, God, Lord, I apologize. We’re in the church. If we’re not managing the M word, if we’re not managing our business well enough and we become disengaged, it’s just a revolving door. So that used to happen to us. So one of the things I did was I really stepped up my engagement with personal touches on people and helping them, and I’m going to recruit them a big old fat team underneath them.
And if they’re not the one, I’m going to help find the one underneath them that’s going to blow past them. And that’s just how it is, because I used to spend all of my time trying to make someone into something they never wanted to be in the first place. You are such a passion for the business. I can sense it on you. But maybe not your people you’re talking about. But what I found is I would do the same thing, and I don’t. I can’t understand how other people don’t see the big picture and how they don’t have that same passion or pride. Like, where are your people at? It’s the same thing. Like, it drives me nuts. We recruit 50 bazillion people a month, and then on a Zoom meeting, we got six people on there. You know something stupid.
I’m like, what is going on? So it’s about having a minimum stand on excellence, but also just knowing that it’s up to us as the leaders. Like, we’ve got to go do it. So I don’t know. Is that person inside the bay shop you’re speaking of? Yeah, yeah. But same. You know what I mean? Like, God bless. Like, our. We came from a miracle shake business. We were slanging the miracle shakes for a minute, but, like, we quickly realized that the person above us had no idea what the f. They were doing. Neither the person above them. Brittany and I went 16 levels above us to find someone to know what they were doing. So we would explode, and we crushed in that business. How many levels above us are you?
Nine.
Nine levels. Case in point, we’ve. We had never met. I found an audio out there and floating around and something like as a catch 22. Like, just have the system built to help keep people from flipping through the cracks, but just all you can do is all you can do, but all you can do is enough. You ever heard that one before? You have. Also, this other old guy I heard one time said, if you’re doing the business the right way, it’s going to feel like you’re throwing people against the wall just to use sticks. Understand? The more people you bring in, the more shit you’re throwing at the wall. Sorry, Lord. I apologize. It’s the truth. Right, Bill?
Oh, thank you. Great question, though. And I think all of us fight that. I think it’s a matter of how do you get code numbers? If you can tell me how to get a code number, how do you get one? Well, you do this. Well, is that going to guarantee a code number? Well, you’re going to hear Laura Armstrong come and speak, and she’s, you know, I’ve heard her speak. And you help them. You get them there on Saturday morning, you buy them breakfast, you take them there and make sure they don’t leave. Blah, blah, all that stuff, right? But a lot of them leave at noon, and because there’s no leverage there to keep them there. That’s one way of doing it. Right or wrong, that’s a way.
The way I choose to do it is the way Art Williams chose to do it, believe it or not. Art Williams at Wad, Allen Reed, it was Hiram and masses put them in classes and fire there, right? Because we’ve always been condemned for recruiting all these people. Well, how do we get sales? Recruits bring in premium. That’s how we get our premium. Get new people in company. If they want 40,000 life apps, they gotta recruit 30,000 people, because we did 40,000 life apps last month with 140,000 code numbers. So a lot of code numbers aren’t doing anything the way I believe and trained. And it’s worked for me that the best way to get people coded, I recruit somebody. Page seven of the locker room notes, recruit somebody. Get somebody for that somebody. Get somebody for that somebody. Get somebody for that somebody.
Get somebody for that somebody that causes pressure on everybody above for fear of fomo, fear of missing out. And he say, listen, you gotta get your license, you gotta get your IBA in, you gotta get your code. Why? Cause you’re gonna miss out on all this. So I don’t know what you do with a person who won’t get coded. Other than I understand, you’re about to lose a lot. And so it’s just a matter of your choice of how to do it. I don’t know any other way to do it. Build something underneath them. Frank Dillon said this, the fastest person to a million and a half dollar income. They’re between me and everybody else. Everyone else gets them three sales, I get them three recruits. Art said get to get a new recruit. Three recruits and them three.
And in that pressure is created, you’re about ready to go district. You better go get your code, better go get your license. You’re missing out on money. You got to get your field training bonus. There’s all these mechanisms that help people and force them to get coded. I don’t. That’s the only way you know either there’s pressure from the top. Get coded because you’re, it’s good versus underneath, fear of missing out.
Who else has a question? Anybody else? Come on, Bill.
I do. They told me to move to the podium.
So you’re doing great. Give it up for the podium move. Give it up for the podium move.
Okay.
One of the comments made was about building relationships. So in a world where everybody is on Zoom, you’re meeting people all over the country. What are some recommendations you have on ways you can build relationships with leaders, build that team spirit where most of us know how to do that with in person get togethers and whatnot. And I’d love to know also some of your top leaders, did you fly out to see them as they were building and growing or not at all?
I’ll take a crack at it, but yeah. So you can definitely do it in an office live and you can do it on Zoom. I grew up my 1st 28 years doing it purely in office. And then every time there’s an office environment, it’s meeting night. What happens every single time? All little teams gather in their little offices or little corners before the meeting starts. And when the meeting ends, what happens? They all gather in the little corners as little teams. You have to, if you’re doing Zoom, you have to duplicate that. The way we do it. If our meeting is Tuesday night at 730 at 07:05 all the RVP or way little regional leader teams meet in a separate Zoom room. They hang out, they talk accountability.
Then we exit that, go to the meeting and then regather after the meeting so that people don’t get lost in the crowd. So it looks exactly on Zoom the way it does in office. Little meetings are happening before and after is how we do it.
Surprised?
It’s definitely new to me and the piece that I’ve learned most recently is just like when I was live with people. I had a Rick Susie gave a great talk many years ago about you got to build a box around you and your prospect and when you’re talking to a computer, at least when I’m talking to a computer, if I got distractions going around. So I’ve worked very hard to make sure where I’m doing that presentation.
I am.
There’s no distractions. I’m not looking left, I’m not looking right. I am acting like I’m with that person. I’m also preparing them for it. The preparation entry is the teachers conduct before, during and after a presentation is very important. So example, the other day I got an appointment and the guy I’m like Tim, I don’t know if I told him to make sure he’s on a computer, because I’m tired of somebody on the phone and there’s no connection. So I thought I was very creative. I said, hey, are you going to be on a laptop or a desktop? And I was proud of that question instead of me asking it another way. It’s a lot of growth going on. And he answers back, goes, I’m driving back from Orange county. This is somebody I know from Arizona, because I’m driving back from Orange county.
I’m like, darn, this is Tuesday. So I call him. I think calling people has become a lost arc. I’m teaching our younger guys to go call somebody.
Call them.
Well, people our age don’t answer. Then call them back. Call them three times, four times. You call them enough, they’ll, this guy, first time answers. I go, dude, ollie, I didn’t know you went home for easter. He said, no, I went home for a doctor’s advice. You go to doctor in orange county. You live in Arizona. So that was a whole nother story. But I think controlling the environment and us taking it serious is, I’ve heard too many people. Yeah, you know, I’m a businessman on top, but I got my pajamas on the bottom. You better put your uniform on every day. Anchor taught us, every day you leave that house, you put your uniform on, whatever that means to you. Okay. I’m casual at 62. At 23. I put a tie on every single day.
I had no money, but I knew I needed to have my uniform on. So if I met that next stud, I was ready to perform, because early on, I was like, darn, I wish I was dressed differently. I would talk to that person. Now. I could talk to anybody with whatever I’m wearing, but I think the mentality of I’m home sitting on my couch and I got my underwear on. Ha ha. Well, I don’t think that’s funny. I think that’s a lackadaisical attitude. What I’ve learned is you don’t become successful being lackadaisical. It’s got to be a focus. It’s got to be intensity. It’s got to be a very serious mindset. If you actually want to develop qualified district leaders.
That’S good. Yeah, I mean, I was going to say we’re 100% remote as well, so, you know, we get that all the time. As far as, like, how do you build relationships with people while you’re on the thing on Zoom doing all this stuff? So the one good thing we’ve taken from Zoom is, like, the time we do spend with people is typically the people that need our time, right? So we always say, if you want us to coach, you give us something to coach. So you end up spending your time with the producers and the people doing things. But this is, like, when we get to spend time with our people. So you asked, like, if you fly out to people, we do events like this, right? That’s why we started doing this stuff. We do quarterly events, we do incentive trips.
And the reason we do that is to see our people, because Zoom is great, but it’s different to be face to face, right? So, like Jimmy said, phone calling is huge. People all the time ask Andy, like, can I just come watch you work? And I always make jokes, like, it’s pretty anticlimactic. Like, he’s just sitting there on the phone all day calling people, right? Like, it’s not as exciting as you think, but that’s how you build the relationships when you’re not at the office or going to Tuesday night and person and then the weekend. Like, we have this event, but it’s jam packed nonstop for three, four days with incentives and dinners and lunches and all the things. And we spend our time with our people there. And you’d be surprised.
Most of our people have never met in person when they come to these things. And the last one, we had, like, seven of them go and get tattoos together. And now every trip they come on and every meeting we do, they go and all get a tattoo together. It’s crazy. And it’s all zoom. None of them live in the same state. So it’s really just engagement, you know, running fun things like this and, you know, managing your time properly when you are in person to just spend as much time with the people that deserve it as possible.
I think, too, one of the things we do is we highly incentivize the big event, right? So, you know, the right people are always here. But it’s crazy because, like, we’ll do, like, have this event, but we’ll have. We’ll book, like, an Airbnb, which doesn’t cost that much money. It’s like a couple hundred bucks in the night. But people that don’t have anything, that’s a big deal. So it’s top seven personal producers get the Airbnb or whatever. But the crazy thing is that you don’t realize people fight tooth and nail for that.
But also when we go and stop by the Airbnb, the time we are spending are with the people that are most deservant of our time, because, like Stacy was saying, we can want the world for people, but if they’re not going to do anything, it literally forces us to spend time with the. With the right people, the winners. Right. The other thing is, I, like Jim said, I don’t know why people don’t call people like I am. Like, power call all day. All day. Where are you at? Where are your numbers at? Where is this? And, like, Brittany always knows when there’s an explosion of the business coming, because I’ll just be, like, hit, running down my list, making phone calls. The other thing I used to tell Dan, and I’m getting up Abby’s.
Abby’s business about, is, you got to call your team with no agenda. Most people, when we go to call our people, it’s because we want something of them, and we don’t realize that they figured it out real quick, and eventually they’re going to stop answering. When I call my people, Icl Dan, I say, you just got to be a person. I call them what’s going on with no agenda. And organically, where they’re at and their life and their business always comes up, and there’s always some coaching. The problem is, most people wanna be the coach, but they don’t know what the hell to coach when they can’t shut their mouth for three minutes and hear what they need. It’s not about us. It’s about what they need.
Right.
So I call through people, and it’s like, whatever. It’s, like, the craziest thing. So anybody have, like, a calendly or a. Some kind of a schedule? What do they call it? I don’t even know what it’s called. I got one of those things. Brittany made it. Okay. I would double dog dare you to put it out on all your chats. Put a five minute phone call section on that, and blast it out in your team. Block off a whole day. Blast it out in teams that, hey, I’d love to connect with everybody.
Sorry.
I’ve been at the big meeting all weekend. I’ve been super busy. But I want to connect with anybody. Anybody that wants to chat for a couple minutes. Here’s a five minute get on my calendar. Five minute phone call, and the right people will get on your damn calendar. We never had to be coaxed into doing anything. The problem is, most people are chasing the wrong people, and they’re missing the right people. Right. So have an environment where people. It’s an open door, and they feel comfortable coming to you. And then I just feel that. The same thing with. I was telling Stacy about our text messaging platform. If I have a texting platform and I blast out a message with a question mark at the end of it, like, hey, what are you doing? What is everybody doing today?
The right people text me back. People are like, how do you handle 400 or 500 recruits a month? I said, I don’t. I handle the right ones. The right ones come back to me, right? And then it’s like tennis. People are busy. We forget that everyone has their own life going on, and we need to stop imposing what we want onto other people and figure out what they really want. And once you clue in on helping people get what they want out of the business, it’s explosive. That’s how you build it.
One last thing. I’ll talk about relationships. There’s two ways to build relationships. Your definition of relationships. One is to invite them over for dinner, ones to go out to coffee with them, get to know them, get to know their family, go to their kids games. But how do you know if that’s what one you should be doing that with? I’m a believer if I take a guy four or five deep, the top guy loves me. I am building a relationship with every recruit below him. I get, I love, and I am addicted to good news. Andy, I got good news for you. What? I talked to Assad Faraj. He is so excited. Assad, guess what? I just talked to Jimmy Meyer. He is so excited. Guess what, Andy? I talked to Jimmy Myers for Asad. This thing is working.
And I got Noah underneath him. Jimmy, this thing’s working. Asad. This thing’s working. Andy, this thing’s working. See? Do you think he loves me? I built relationships with him by bringing him value instead of, you know, trying to get to know him better. I get to know a lot of people better by bringing them value. They love me. They’ll call me. They’ll name their first child after me.
So good. Thank you, Bill. You took a little bit of my. One of my questions was about overlapping leadership that Francis talks often about. My second question was, growing up in the business, I’ve always heard about partnership, and that partnership is really a secret to success. But I’ve got to believe there’s some cheat codes of how to win with partnership faster. What are those cheat codes just for all of you?
Lots. Communicating is one of them. So we always talk about asking for permission. Like, if you’re going to go on a big run, make sure you have people’s buy in. Right, right. But you guys got to be on the same page, and it’ll change over time. So, like, when we first started, were told to sit down with each other and figure out what we each wanted to do. Like, hey, there’s a spot for both of you here. And every partnership’s different, and it changes. Like I said, when we first started, I went on a handful of appointments with him. I wanted to see what this was about. I got licensed within the first two weeks, just like him. But I also wanted to pull my kid out of public school and start homeschooling.
So back in the day, we used to drive to appointments, and I was like, this was fun. I know what we’re doing, but I want to spend my time with them because I had been working two, three jobs their whole life, so that changed. And over time, then we had more kids. Then I got into licensing. Then I got fully securities license and do all the security. So it changes. But the shortcut is just knowing you can’t force what you want the other person to do. You know, you might think, like, this would be a lot easier if you would go run some kts with me, but if they don’t want to do that, they’re not going to do it. So you have to figure out your guys strengths and weaknesses.
And the other thing were just talking about earlier, if I can remember, was what we talking about. Oh, mentally developed. We were talking about partnerships, and your partner can be on your side, but if you’re developing mentally and working on yourself and the other partner is supporting you, but not doing the same thing, you guys at some point are not going to be on the same level. So it’s very important to do that together. That doesn’t mean you have to sit and read the same book to each other at night, but both be working on yourselves and figure out how to go to the next level together. Like we always say, don’t pull. Push your beliefs on them of what you think you want them to do. You guys have to talk it out and figure it out as a couple.
Yeah, I agree that every partnership is very different. When we started out, my husband was, Assad had his father working for him, and he was his partner, and he did all the office work. And everything was by hand and everything. He checked every application, went through his office. He checked everything. And so that wasn’t, you know, office wasn’t where I was going to help. And so, you know, it’s different for everyone. For us, it’s understanding the business has helped me. So he explained it very carefully, and he took me places with him. And so every, you know, I was at training, so I heard, you know, when we had special speakers in, I always, you know, heard them. So. And we would make it fun when we would go, too.
So, you know, we’d go to dinner, we’d talk about it, would have, you know, so I. When, you know, when you understand the business, because he was in the business, he was at, I think, 130 for five years before we got married. And then we got married and, you know, so, you know, but it changed. Everything is always. It’s changed throughout the years, and I just had to find what worked for us. And, I don’t know, for me, in our relationship, I have more of a discernment that’s kind of my gifting. And there have been times when we had an RVP, he actually had a finance degree, and he used to teach. Where did he teach? At West Point. He taught finance at West Point. And he had just moved out. He had gotten an office.
And I said to Assad, I said, I think he’s going to quit. And he said, no way. He bleeds prime Erica.
No way.
You know, and I said, I think. And sure enough, a week later, he resigned without even talking to Assad. And so that different people have different gifts, and so I think a lot of times, partners, they complement each other. And so he never forced me to go on a. Do a kitchen table. He never. I did get licensed. So back when we first got married, I used to deliver. If there was a policy change and we needed a signature, that was something I could always do. And I did that quite often. So we just did what I did, whatever I could do. And it always changed. It changed all the time. It always changed.
Yeah. My little tip about this is, when it comes to partnership, everyone’s different, like Lois said. But here’s what helps to kind of get organized. In every household, stuff’s got to get done right. Someone’s got to make money, someone’s got to write the bill, someone’s got to buy the grocery. Someone makes the meal, someone wash dishes, someone gotta mow the lawn. And every partnership defines and assigns all those roles. You define them, you assign them, you pick them until you can afford to pay people to do the stuff you don’t want to do anymore. And in Primerica, everything’s got to get done. Someone’s got prospects, someone’s got field train, someone’s got to recruit, someone’s got to do the back office stuff. Someone’s got a handle pending business. Someone’s got to run systems and licensing and blah.
So in every partnership, you should kind of define and assign until you can afford to pay people. Do the stuff you don’t want to do. Hope that helps.
Does that cover it?
I like you. Listen to you. Won recruit away from an explosion by billarender when I moved to Florida because I wanted to build a new team. And then you talked about how you used to get names from interviews when you went to Dallas, and your whole thing was to get people underneath them to call them back with good news. I’d love to record how you would do it with somebody on Zoom to get names from them.
And then, well, I’m not the right person because I don’t do any interviews anymore. I used to do a lot of them, but I worked myself out of that job. Thank God. And let me point one thing out about. You asked a question about partnership. Very easy to speed that up. Make money and give her some and win a contest. Take her to Hawaii. That’ll do it. When the diplomat. That’ll do it. Nothing else I found will do it. Just give her. When I started giving Carol $400 a week, four $100 bills on a Monday, she said, when can I go to the next meeting? Once a convention, she became part of it. So don’t try to talk her into it. Just a question. As far as Zoom is concerned, Zoom is a one one.
You don’t treat it any different, as if they’re right across the counter from you or the table from you. Nothing’s different. You know, when I was in the army, Carol and I built a relationship over the phone. You know, that’s something you do because you care and you’re sensitive about all that stuff. So I don’t think it’s anything different. But remember, the thing I did do, and I do it to the purpose of an interview, is to get names from the interview, to call them that day, to call that person back that afternoon with good news, and then the next day, visit with that person, call them back with good news, and call that first person back with good news. Once you get addicted to giving people good news, it’s the most fun thing. You can’t wait to call him. I talked to him.
He’s great. This guy’s going. He’s interested. This thing is working for you see? So.
Yeah, and I know a lot of you guys heard that, but that’s. You guys know our social media play, but that’s. This is where we got it from, because Bill used to get people’s iba on paper, and he would flip it over and he would steam them on the appointment and then call them and with good news. So all we, Brittany and I did was took that and put it into social media because you post and it blows up. You got four or five people interested. I’m gonna message you like, girl, you’re blowing up. This is crazy. It’s working for you. It’s, look at all these people. And I, and I’m gonna get you four or five people. And guess what? I’m gonna recruit them. Four or five people. And then I was, oh, my God, you got a team of 20.
You better get your license. It just breaks my heart. I’m making all these commissions off this because you don’t have your license yet, you know, so it’s just, you know, it’s about just going after it. And I think Bill, too, like Bill said, being on Zoom, it’s only an issue if you think it’s an issue. It’s literally no different outside. You can’t physically touch the person. It’s literally no different. Face down. Ask for the referrals. Face down, pen and the paper, same thing. Anybody else you want to do. The question, first question is about developing qualified district leaders. First, I want to compliment Joe Monty, Hackettstown, New Jersey maniac. Well, thank the panel for the consistent message of pushing up people and building. When we go back, what advice do.
You have to us?
RVP is that Pol is great, but there’s inconsistent messages. You talk to a downline, they’re like.
Well, today I’m only, I’m working on.
Getting directs the next week when they’re not getting directs well, I’m worried about going wide when really they got, I’m focused on getting my license right now, or I’m not getting my license. I got a bill when really it’s all the above. They have to get through the system and lead in every way. So what do we do? When the person says, I’m focusing on the one thing I know my leader doesn’t want me to do at that.
Time.
You got to pick who you’re going to listen to, and you only listen to that person. You know, I tell people, listen to the one who built the biggest hierarchy in the history of our company, Art Williams, and bounce everything off of, what did Art Williams say? And that’s why the locker room notes is so powerful. It’s just right there. The message doesn’t change because it’s locked in. And you just gotta pick and choose and build a, take a look at the hierarchy leader. You want to be like, pick a hierarchy, whatever it is, and follow that person and don’t get on pol. Stop looking for love in the wrong places. Stop looking for tricks of the trade or ways to get quicker. You know, we laugh. Cynthia Greer from Corpus Christi and I laugh.
Everyone’s looking for his secret, and his secret is sheer numbers. That was art Williams secret. But we try to figure out a way to make it easier, faster. But, you know, I pick one person and that’s the only one I listen to. I don’t try to pick a lot of different voices because like he says in the book, outwitting the devil, it’s distraction you get distracted from. You pick one way. I tell James Watkins is here and kind of a game we play after every, like a convention. I said, what are you gonna change, James? He said, nothing. You should not want to change anything. You should try to tweak it a little bit, but not change something.
Get more district leaders. Jim said, thanks for your service, Jim.
All right, quick question. You talked about incentives, dinners, things like that. Can you give me some ideas of things that I can do next October or even at the convention that I can add into this play?
I am the world’s worst incentive giver. I tell you, I have an incentive out there. Nobody does it. Maybe I’m. Maybe I’m the only one. I don’t know what it is, but good luck. I love the company’s incentives, so that’s what I’ll let you know.
Yeah. As far as what I was talking about earlier with dinners and stuff, like Andy mentioned the Airbnb. Like, we’ll rent an Airbnb and then like top personal, you know, top five, six personal producers get to go. And we’ll do wild card spots. Like if you get your license, you get one entry. If you get something else, you get another entry. So we do fun stuff like that, and then we do things like, hey, we’ll get a speaker for a lunch. And if you do so many apps, you get to come and sit in and listen to the speaker. So just little things like that. You can help push people to the event if you have some fun stuff going on.
Yeah, that’s the good stuff. I mean, if you’re trying to get people to event, I would make everything around getting into the van. So it was like a dinner with us. So what was it? What was your name? Who’s who? Just staying up. Who was that? Will, are you coming back here next? In October?
Here?
Yeah. So will I tell you what, for your team, I’ll do an incentive where we’ll go out to, I’ll go out dinner with your team. Is that okay? So whatever you got to do, I would do probably premium based, right? But yeah, something like that. Just talk to people. What, whatever it takes, you know, but get it around. Get into the. Get in the event. Because it’s crazy. Because even we’ll, I tell you what, even if you run it, the people that are here, get them all fired.
Up, drop it afterwards.
And because the crazy people is people will go and fight for that and they’ll forget by October. And some of the people that want it, they won’t even be here. Isn’t that wild? So it’s like Bill said, the incentives are incentives. Like we got away from it for a while. Because if building up dream life for your family isn’t an incentive enough, there ain’t much gonna do it for you. You know what I mean? Our built a business on t shirts, right? But when we started doing it live in person because we’re 100% on Zoom, we had to incentivize getting to an event because like Jim said, look, it’s just wild. We had three rvps and just cross them in. We just got our fourth. And it’s just so nuts to me, Jim, to look over here and see this.
And I’m like, holy sh. Like, this is so cool to see. And, well, Jim and I talked on the phone and he was going to arm wrestle me to make sure you guys got your own section. And he was like, it’s a different primerica because we’re recruiting all these people, but three of them show up and I just don’t get it. So we have to incentivize that. But be careful not to build an incentive based business. So don’t think it’s like the shiny new link or the new thing that everybody’s trying to do or like it’s fall in love with Pol. It’s not that. Just, you just keep doing what you’re doing. And my guy smacked his own butt cheek earlier. I don’t know about this guy. Everything we do is the answer is always recruiting.
It doesn’t matter what crap you got going on. I guarantee you I can drive it back. So you need to get more recruits. And you guys know that arrow? That arrow? The arrow. What’s the word? I’m looking for a slide. They show. It’s a recruit field train license. Promote yes. Y’all ever seen that before? Recruit, field train, license. The craziest thing is what’s at the tip of the spear. That is what brings everything else. So I don’t care what you got going on. Why would I focus on anything outside? The one thing I know is gonna lead to my person that makes 250 grand a year off, Vivint. Right. So that, I mean, that’s how I. Like, I don’t know. God bless. Sorry, go ahead.
Art Williams talks about. Art Williams talks about, you know, you.
Think you’re getting it going, do you?
Get. Get down.
What was that moment in your career where you knew it was like, oh.
It’S about to explode?
Like, what was that? What was that thing that you seen.
That you knew it was about to happen? It hasn’t happened yet. Today, when I met you, Lawan, I said, it’s over. No, it’s a roller coaster. It’s a roller coaster. Two days ago is my 40th anniversary. 40 years doing this. No, I’m not looking for applause, but thank you. And Art Williams said anybody could stay excited for a day, a week, a month. But a winner stays excited however long they gotta stay excited to get the job done. Every one of us in this room have a different definition of what getting the job done means. If somebody would have told me 40 years ago that I’d be this fired up to work with new people, with where my life is, I’d say, you’re crazy. There’s no way I’m going to do that.
But after eight years of not working with new people and see what was going on in this company, I felt like I was missing out. And what’s fun is anytime you want, you could start over again. The mistake most people make, Lawan, is they think small is big. When Bill built it and when I built it, I shouldn’t say when I built it, when it got built for me, because I didn’t build it. Entering Safford, I just plugged in. And you needed a thousand people to make money. The average person who made 100 grand, back in the eighties, we had over 100 people showing up, 200 people, 300 people. Now the average person makes a hundred grand, has 610 people. That is wonderful if you appreciate that opportunity.
But if you think that you’re making 100 grand, by the way, 100 grand today was 30 grand when we made it. I like we still give our rings, but I see people get a ring, and they’re walking around, hey, tonight we’re gonna have all the people that have a ring on stage. Then we’re gonna recognize 203. We’re gonna make people sit down that don’t have it. Some of you wear a ring, you’re not over 100 grand. If I was running a show, we’d sit your butt down. But you can’t do that because we live in this soft world we live in. People’s feelings get hurt. And you don’t make me feel good. Okay, see, winning ain’t about feeling good. Winning is about doing what you don’t want to do but have to do to go win.
So I joke about, I don’t have an exact aha moment, okay? But for me, realizing that what we do is amazing, forget making money. The fun part for me right now, I love recruiting people. I love meeting people. And it amazes me how many people don’t do what they say they’re going to do. That’s very hard for me right now because I’ve been so far out of the game that I’m like, why would you tell me you’re going to call me how many other multimillionaires you got trying to help you to make some money, you dumbass? Okay. But they don’t. So that’s hard for me. But I have to develop my tolerance to accept because we’re all paid in direct proportion to how much crap we could deal with. So let’s not mistake making money for being big. Cause bill remembers very clearly.
I just heard it. How many rvps do you have?
Four.
RVP’s making a million dollars a year. Art had a slide. So and so had 380 rvps when he made a million. So and so had 500 rbs when he made a million, so and so. And I remember, I’m not gonna say the person’s name when he had six. And we all celebrated. Cause it’s awesome. We’re celebrating this. It’s awesome. But don’t. No one’s gonna convince me that having six rvps making a million is better than having 300 rvps making a million. Because I’ve had two die in the last 60 days. I’ve heard Bill talk about for years, his RVP’s died. Andy Young gives an amazing talk about. And I’m like, so morbid. Cause I never had any die. Now I’ve had two in 60 days. So I get fired up about this because we’re all one person away. But we gotta be the example.
We gotta be the person who walks fast, talks loud, smile, and big is always better. And having fourth child here being, I don’t want fourths. I don’t want fish. You don’t get paid on them. Don’t ever forget, a fourth lock’s in a third. Come on. A third locks in a second. Whitney Cooper’s a fifth generation does. She just went over $900,000. Jim, I wish you. I bet you wish she was a first. No, I don’t. Now I work with her like she’s a first. Cause she’s great to be around. She allows me to be around her. Well, you don’t make a lot of money from her. Art Williams said he rather make a little money from a lot than a lot of money from a little. Because leveraged up is also leveraged down.
And everybody in this business, everybody goes up and we go down. We go up, we go down. Not one person has ever gone like this forever. Including art. Look at his track record. But the good news is, if you’re willing to keep going, it’s the greatest place I’ve stayed here. I don’t pinch myself, but I’m rambling like a loony right now. But I love this. But I feel sorry for people that miss it. Cause they think I’m a vp. Answer taught us the higher you go to, closer. You should get to your upline. Yes, I see some people, they get a promotion. All right, great. Bill said it the best. I have a bunch of RP’s that never call me. I wish they. But if they don’t want it, I work myself out of a job. But I’m gonna build some new ones.
So I’ve never had that moment. But the good news is, the moment is now for all of us. If we want it to be.
Everything he said, just real quick. You’re doing it right when you think every single day is that day. Cause when you do an interview, I said that 90% of winning is being excited. And nobody wants to follow a dad gum frustrated, disillusioned, frustrated dad gum crybaby. So if you look like that when you’re talking to that person, it’s not going to work. If you look like you’re talking to the next million dollar earner. Convince people. Convince people. So.
So good. Yeah. And I would tell you too, the other thing is, I know you’re not the guy because you’re that you’re the guy, but be careful because we knew it was coming mentally before it came. And we just. We used to be like, it’s gonna happen eventually. It was like were walking around the house, like, it’s happening. It’s happening. Even, like, the last month I took off engagement with the team, because I’ve been so up their skirts the last getting it done, but, like, it’s crazy to look down. Our base recruited over 350 people last month, and we didn’t even talk about it. Like, that’s when you kind of know what’s happening. But I would caution everyone in this room, and it’s not you, it’s everyone in this room.
Be careful looking for stuff like that, because you’re secretly, subconsciously trying to find a way out to when you’re done, and we’re never gonna be done. I love these guys that get on the business. They start doing all this other shit. That’s not primerica, pardon my french, because we’re just getting started. It’s so nuts to me. It’s. I want you to know, like, we feel like imposter syndrome sitting up here, because it’s so crazy what we’ve been able to do. So, in such a fragment of time, and there’s always the next level and there’s always more. And if you find out you’re trying to wait for it to happen, you don’t realize it, but you’re also finding a finish line, and we’re not going to have a finish line. We’re going to keep going and going and going.
And it’s so wild, because it’s nice that when you make money, but when you start changing the people’s lives around you, that’s when it gets crazy. And that’s when went from 300,000. I stopped working. We went back down to 170,012 months ago. Jimmy, we’re at rolling twelve of 170,000. It’s crazy, because when you stop, the money stops. It’s like pistons on a car. Your people are going to go up and down. And I’m 100% agreeance with them, because if you’ve got 300 pistons in your engine and I’ve got four, you know what I’m saying? It’s only a matter of time. And that’s the thing. Like, you. You almost have to have, like you said, a fomo. You got this. It scares me, you know, so you’ll know when it’s happening. You know what I mean?
When it’s like when people start shocking you, because, like Jim says, you get so burnt out from people not doing what they tell you they’re going to do, the people, you know that could do it, they just won’t do it. There could be players, the people on the fence. It’ll suck the life out of you, bro. What? The biggest thing I found is you recruit so many daggone people that the right people find you and that’s when it’s ever. Listen, you don’t even think about stopping forever, okay? So I love you guys. Great RVP meeting. Here you go. This guy. Here he goes.
One thing, one big thing that we all strive for, in my opinion. Back in the day, we didn’t get money. Direct deposit. I remember when direct deposit came out, we’re like, they’re probably not gonna send it to us. Send me my check, okay? There’s no way. And when you got your checks, Bill will remember this. We used to rip an open mail bag, be filled with policies, and we’d be running to the bank to cover checks we wrote the day before. Okay? You remember it? That’s how it is. Checks used to come in different colors. Three greens, a blue, a yellow, like, let’s rock and roll. Then it went direct deposit. And every day you’re like, oh, man. Okay. Thank God it got direct deposit. You know, when you get the freedom point is when you don’t even know what you got paid.
Jehovah Zedina, who’s in this room right now, he’s called me for so many months, goes, man, great income month. Coach. No clue what I got paid. No clue. Cause when it’s over. When you have so much in that account that it doesn’t matter. I love when the bank calls me mister. Meyer, we’ve checked your account and we’ve noticed you have an extreme balance in your check account. Are you kidding me? I got an extreme balance? How much is in there? Oh, you got $1,437,000 in your checking account. I said, oh, damn. I thought you said I had a lot of money in there. Come on, don’t bother me with that click. But it was like, yesterday. Cause that’s my emergency fund. What’s your emergency fund? Now it’s an emergency when you got nothing in there. But it was yesterday that. That wasn’t like that.
Some of the guys are laughing because I’ve had. Hey, the bankers on the phone.
Come on.
Here, come on. Here. Put them on the speaker. It’s funny today, but it’s not funny when my mother in 1984 said, how’s your business going, honey? I said, it’s going good, ma. It’s going good. Then why did you get this? And this was an envelope that was flat. And they used to send flat envelopes to people that bounced the check, and the bounce check was in the envelope, and I go, why are you opening my mail? Because I didn’t open your mail. But I know what this is, and I.
That hurt.
But I wasn’t doing what I needed to do. See, if you’re not where you want to be, it’s for one reason. You’re not doing what you need to do. This isn’t hard. It’s about recruiting, training, and developing qualified district leaders.
Skeet. So good. Sorry. I didn’t know what were doing there. Got excited. I don’t know what’s about to happen.
Richard.
Lynette, come say something. I’m just up here with a microphone in my hand. Okay, well, God bless. I’m gonna go. Walk away. I love you guys. Go to the bathroom. The actual fun starts in 06:00 p.m. Love.
