Track, measure and adjust. These three words when put into action can solve the lack of sales and problems most companies suffer from. This leadership mindset was developed by business expert Thor Conklin who started his entrepreneurial journey at the age of 18 by selling life insurance door to door. Because of this, Thor has always been going the extra mile to make things work. But more important than looking ahead is committing to micro-commitments that will hold you accountable to the decisions that you make and actions that you take. Learn more of how business leaders can focus on the problem and not the symptom of lacking profit.
The Leadership Mindset: Take Accountability And Be Profitable with Thor Conklin
My next guest says, “The only reason businesses fail is due to a lack of profits. Even worse, only 4% of those in business for ten years or more only produce enough money to break even, pay the owner a modest salary and disappoint shareholders.” He’s an expert at identifying the exact reason why a business can’t make money and guides his clients to a profitable solution either directly or through his amazing podcast called Peak Performers. Thor Conklin, welcome to the show.
Thank you for having me on.
When we first started talking and you told me your story, I absolutely was captivated because you take the same journey as so many of us who have struggled to build a successful company and figured it all out. I want you to share, Thor, the wisdom that you’ve acquired having gone through what you did. Let’s start at the beginning. Tell me the story about how you even became a business person.
I hope I’ve figured it all out, but I think time is going to tell me that I probably haven’t figured it all out. I figured out a bunch and I’ve learned from my mistakes. A smart man learns from his mistakes. I started my entrepreneurial journey at eighteen years old. I decided it would be a great idea to sell life insurance door-to-door. That did not end well. I’ve got a lot of experience from that but not a lot of sales. Then I found myself working in Corporate America working in Wall Street, helping private equity firms buy companies and we were doing the advisory services for them. I said, “There’s got to be a better way.” I was going to take another job within the industry, then one of the private equity firms that I worked with called me up and said, “Before you take that other job, would you come in and talk to us? We’d like to work with you.” This is a top five private equity firm out of New York. I said, “This phone call doesn’t come every day.” I was actually out in Colorado skiing, I said, “I’ll fly in and see it.” I met with the CEO of the organization and they said, “One of our advisors, they’ve retired at 40. They have made enough money. We need somebody to take over all our portfolio companies worldwide. Would you consider doing that?” That’s an interesting offer.
How old were you at the time?
This is eighteen years ago, so 36.
Did they know of you from your work?
I had been working with them for a number of years, so I was a known entity. What’s interesting is they said, “You can do one or two things. You can either set up your own company or you can actually come and work with us. Be one of our employees.” I had known from one of the founders of the company that their 401(k) program used to have vested interest in the deals that they did. They had secretaries retiring after ten years with $20 million in their 401(k)s and retirement plans. I’m like, “Are you still offering the vested interest?” They looked at me and they said, “No. We don’t do that anymore for everybody.” I said, “I’ll set up my own company.” They’re like, “That’s great. Go into the conference room. You’ve got fifteen minutes. I want you to figure out the business strategy and come back and present it.” I said, “I’ve got fifteen minutes to create my first company?” The last company, my life insurance venture did not go so well, so I said, “I’ve got to do better this time.” I did. I started my first company and they bought basically 90% of my time and created my first company.
You were in a position to have been noticed in your industry. You had impressed even the people outside your company to have seen who you are and what you can do. What would you talk about if you were giving somebody a tip as to how to do that?
No matter what you’re doing, make sure you show up your best. I was a middle-level employee within an organization but I stood out because I was always going that extra mile. Whatever it took whether you’re working for yourself or working for someone else, make sure whatever you do, show up and do it great.
I almost think to some degree that if you don’t do that, there’s just no point in trying. If you can’t do your best at the job that you’re being paid for, then how can you expect ever to stay there, let alone advance? The real question is, how do you get other people to notice, particularly outside your own company?
I think it’s really about going the extra mile, doing whatever it takes. These private equity deals, it would buy a company, we would be doing the due diligence on it and we were working until midnight. It wasn’t absolutely required for us to do that but that’s just what we did. We just worked our butts off. We did whatever it took to go that extra mile. When you had the opportunity to get in front of some of the smartest business people in the world, you quickly learned what to say and what not to say. I remember one day, my boss said, “It’s better to sit in a meeting and not say anything and to be perceived as ignorant than open your mouth and remove all doubt.”
Here you are now, you were given fifteen minutes to figure this out, create a company, which you did. They loved it and brought you on-board. What happened next?
I spent the next four years traveling around the world, working with some amazing portfolio companies, multi-billion dollar companies. My first twelve clients had $12.8 billion in revenue. It was really interesting working with some tremendous business leaders. It’s one of the things I quite frankly see nowadays. The lack of leadership within organizations is astounding. Have you ever wanted to take a client and just grab them by the neck and shake them? It’s like, “Wake up. Step up. Become a leader. Start making the tough decisions, not the easy decisions.”
I’ll be totally honest with you, Thor. I was one of those guys. I did not know how to manage a company. I started a company and we grew that company so rapidly that it actually left me behind. Instead of just giving up or hiring somebody to replace me, I said, “I’m going to learn how to do this.” I went and I found the leaders that I could learn from and spent my time understanding what leadership really was. It’s not what you think. One of the key elements of leadership for me was to recognize people better than you and hire them, as opposed to being afraid of hiring somebody smarter or better than you. It’s the opposite. You’ve got to find those people. That sounds obvious today but back then to a 29-year-old, it wasn’t that obvious.
There’s always that insecurity that comes and, “Why do I want to bring people in that are smarter than me?” I’m always looking for those folks.
Here you went and helped these amazing companies. $12.8 billion, it sounds like a lot of money. Today, it’s probably not as much as it used to be. It certainly means that people have mastered the game that they were in. Tell me some of the lessons you learned from them.
One of the things is that they focused on the small things. No matter what they were doing, no matter what the task was, they focused on it, they measured it, they tracked it and they were relentless in the follow-up. I call it TMA: Track, Measure and Adjust. They were constantly doing that to the smallest detail. Regardless of what their profitability was, they were always trying to figure out how to make it just 1% better. The private equity firms drove that process and these CEOs, they were on-board. If they weren’t on-board, they were out.
I ran BBI, Business Breakthroughs International, with Chet Holmes and Tony Robbins. We had a new program that we had just released. It was pretty exciting. It was basically an assessment. We were selling the assessment for a relatively small amount of money. I think it was $1,200. That would lead into much more consulting work. We would go out there and we would do webinars and we would do presentations. Then we would start with the marketing after that. I was having my weekly meeting with Chet and I was very, very excited to share with Chet that we had converted 88% of the people in this one program to purchase the assessment. The phone went quiet and I said, “Chet, are you still there?” He goes, “What happened to the other 12%? Why didn’t they buy?”
That’s what leaders do. One of my biggest clients right now has been working with their entire management team. They are ungodly profitable. They brought me in and said, “We want you to help us figure out how to become more profitable.” I’m like, “Are you talking about this particular company with these profits?” They said, “Yes. We know that if you can make just a 3% change in our profitability, it means millions.” They’re right and they’re smart.
Here you were and you worked with these guys. You loved them, they loved you. There’s got to be an ending to that transition in your life. Why don’t you tell us what it was?
What I did was I actually merged that company with another company, stayed on board for another two years, then actually sold my interest in that company. I started a wholesale operation, then started a retail insurance agency here in town. A buddy of mine called. We started another insurance agency here in town. Then I was like, “Been there, done that. I want to do something completely different,” because right now I’m feeling bulletproof. “Everything that I’m touching, it’s working and it’s turning to gold. This is great. I’m a superstar.” I had a reality check coming because I got into an industry that I knew nothing about. That was the allure of it as well. I got into an industry where my customer’s primary language was not my own. Somebody along the way should have said, “Thor, I understand confidence but I think we might be exceeding that a little bit.”
When you say your language, did you mean they spoke literally a different language or it was a different industry?
My primary language is English and theirs was Vietnamese. That wasn’t going to be a problem because, “I’m a superstar.” I said, “I could start a company from scratch. I’ve done that several times. I think I’m actually going to buy one. I want to see what it’s like to get a little runway going already. I’m going to buy one.” I looked around for about six months and I found it. This is the company. We manufactured equipment that went into nail salons, all the pedicure tubs, the chairs, the furniture, everything that goes into a nail salon. I said, “There are tons of nail salons, so profitability was amazing in this company. I’m in.” I buy the company. This is late 2008. I closed in August and then I wake up in September and it’s like, “We’re in a depression. That’s not part of my business plan.” Now, I have debt on the company. My team would bring me these little widget things. We were actually a manufacturer. They said, “Where do I get more of these?” I’m like, “I don’t even know what that thing is.” It was a big learning event for me. I had that company for eight years and it was like a rollercoaster. “It’s not working, it’s not working. Let’s come up with a different strategy.” We come up with a different strategy, we start to make the profits. All of a sudden five months later, what we just were doing is no longer working. The competition has caught up. They’ve now surpassed us and they’ve leapfrogged over us. Our costs kept going up. This is really what started my interested in, “Why the inconsistency? Why am I not getting consistent results here when in the past I have?”
It’s a little bit humbling after being invincible. All of a sudden now you say, “Here I am. I’m the superstar. I go out and acquire this company.” Next thing you know, it’s not behaving very well.
You look around and you’re like, “Who’s to blame here?” What you need to be is sit in the men’s room looking in the mirror because when it comes down to it, it was me. It was a couple million-dollar business. We had fourteen employees. We had operations and manufacturing outsourced in Taiwan, Vietnam and Mainland China. When it came down to it with a small business like that, it’s you.
The part that makes it even more challenging is being so geographically separated between all elements of your company. In my world, everything was literally inside of one big room. Here you are, thousands of miles away, your products are being built and you’re sourcing parts from other continents. It’s got to be challenging. You also have inventory to manage. I’m sure you had to deal with banks and work with all kinds of financial instruments and loans. To me, that sounds like it was quite a challenge.
It was. I can sell. I understand sales. I like doing sales. Imagine being in a showroom and you’re working with a corporate client to buy equipment for their new salon or for a remodel. They’re having a conversation with their family member and you have no idea what they’re saying. You’re getting no leads, no idea what’s going on because they’re speaking in Vietnamese. My sales team were all Vietnamese. I would get a translation but it was still missing something. In sales, little nuances can mean a lot, so I was at a tremendous disadvantage. I was approaching $1 million loss and I said, “My ego is one thing,” because I always thought I could turn it around. Finally, I was getting to a close to $1 million and I said, “I am selling this company, selling off the assets before I hit $1 million. At least I don’t have a $1 million loss on my portfolio or my resume.” I successfully exited at less than a $1 million loss. It was $987,000.
You ponied up a couple million or more to buy this thing, ran it for eight years, basically lost almost another million disposing of it. Eight years later, how did you feel?
It was a very, very difficult time. I got divorced during the time as well. It was a very devastating time in my life. We had teenage kids. Not only you failing in your business, but you’re also failing in your personal life. I was 30 pounds overweight. Stuff was not going in the right direction. That is really one of the things that I see with so many entrepreneurs is that it’s just not one little silo. It affects all areas of your life.
So many of us have been through these ups and downs like this. When I first sold Timeslips Corp, I had a big, fat payday and then I thought I was invincible. I came back to Boston and I said, “I should be doing this all day long.” I wrote to all of the VC firms in the Boston area and said, “If you’re having a portfolio company with some problems and need a CEO, I just finished doing exactly what you want all your portfolio companies to do. Let’s talk.” Zero people called me after sending out fifteen to twenty of these resumes. I’m thinking to myself, “I can’t imagine I would not be a perfect fit for what they want.” I started following up and making phone calls. At first, people were very polite saying, “We just don’t have anything right now. We’ll keep your resume on file.” Finally, I took a guy to lunch and I said, “I’ve got to ask you. What the heck is going on?” He says, “Mitch, you’re too old.” I said, “What do you mean? I’m 44 years old.” He goes, “A lot of the CEOs these days are in their twenties.” I said, “Really? Seriously? I don’t even have gray hair and I can’t even be the gray hair in the room?” He said, “It’s just not working for us.” I said, “That’s okay. I’ll be back.” That’s when I started my own VC firm.
It’s that moment in time when we feel like we’re invincible that warning bell should go off. For me, what I learned the hard way is that feeling of being invincible, that feeling of confidence, while confidence is wonderful, what it didn’t do was it didn’t prepare me for what really was out there. I think that’s probably what happened to you as well. You sold your company and you have a loss and you’re licking your wounds. Unfortunately now, it sounds like your bright is gone and you probably have a couple of kids as a result of that as well. Am I right?
Yes, they are 19 and 24 now and they’re doing great.
Here’s the next step. Tell us about how you felt, what you went through. How did you pick yourself up, dust yourself off and get started again?
I’m pretty resilient and I realized that I had two paths to go down. One was to lick the wounds and be sorry for myself or get to the bottom of what happened and try to figure out what the recipe, what the formula, what the map was so this never happens to me again and it never happens to anybody that I work with. That’s what really drove me. It was a mission to figure out how to avoid this pain for myself and for others. I lost the 40 pounds and I started doing things that expanded who I was not just in the business world. I trained with Navy SEALs. I climbed up Stratton Mountain twelve times. I’m pushing my body and my mind past what I think is possible. When you do that, there’s no going back. It doesn’t go back to its original form.
I happen to agree with you, but I want to name an exception. What you do is continuous but when you stop, the demons creep back in. The demons will tell you, “That was before and this is now.” I think the point of what you’ve just said is that this is a process that must continue for the rest of your life.
It’s not circumstance that the name of the company is Peak Performance. If you take the word PEAK, it starts with a base of knowledge. We all need to have that base of knowledge. If you’re working from incorrect knowledge, not good. You’ve got to have correct knowledge. What I see so often is people run around saying, “I don’t have enough information. I’ve got to get more information. That’s what I’m missing. I’ve got to get more information.” They run from event to event, seminar to seminar, from book to book. Take what you know, then make sure you’ve got accountability around it. That’s the A. That was something that I was missing because, “I was a superstar. I didn’t need accountability. I knew how to get stuff done.” I was missing that person, that organization in my life, in my business that was keeping me accountable. The E is execution. Once you got the accountability, you start executing. Then, the P is profitability.
I love the word accountability. To stay focused on what you just said here, I think that there’s an element of how a person maps success for themselves. I think for many of us, that map starts with a period of gestation, a period of learning, a period of exploration and research. Then they move to take action. To me, I agree with you 100% that period of time can’t be too long, but imperfect action is better than perfect action because imperfect action is where you learn. Clearly, in the P element of what you’ve described, you’re now at a point where people are taking imperfect action and they’re moving. We need somebody to be bouncing these ideas off of to help keep us accountable and make sure that we are doing what we say we are going to do. If we tell another person and they hold us accountable, then now we feel responsible to achieve what we say. Isn’t that what you mean?
Absolutely. We have an accountability system. We allow two excuses for not doing what you said you were going to do. One, you died. The second, you were incarcerated for more than fourteen days. We all have the stories and life gets in the way. We have more things than just our jobs. There are a ton of things going on and it’s easy to let things get in the way. You just have to make it non-negotiable.
There are many times when I make appointments with people and for one circumstance or another, I have to change them. It’s almost never that I would do that with a client because I believe that’s a reflection of my dedication to my own clients. I’ll give you an example. I actually postponed two client meetings for the first time that I can ever remember doing it because I was so sick with a chest cold that I was afraid I was going to cough all over them. It requires that type of an illness for me to change a commitment that I made. I bet you’re the same way.
One of the things that I really dug into was commitment. It’s like, “Why do some people keep their commitments and some don’t?” I realized that it came down to the length of a commitment in many cases. If I said for you and I, “Let’s make a commitment to each other. For the next five seconds, let’s stop breathing,” we could both do it. We win. It’s only when that commitment becomes an hour or several days that we can’t do that. Every single day, I set in my calendar micro commitments, “For the next sixteen hours, I will do this, I will not do this and that’s my promise. That’s my commitment. I can just keep it for one day. Then tomorrow I can wake up, I can have pizza, I can have beer for breakfast, it doesn’t matter. Today, I’m going to have a salad. Tomorrow is tomorrow, but just today.” We just make these little micro commitments. What happens when we start getting a couple of these days in a row where we’ve made our micro commitments and we’ve kept them? We’re feeling better and they’re stacking.
Listeners, here’s the challenge. I want you to make three micro commitments for yourself. Write down three micro commitments you will make as a result of what Thor described in his incredible but simple system. This is the way people develop and build trust in one another and in themselves. Thor, if you can’t take your own word for something, how can anybody else take your word for something?
It’s the little things that we do consistently that create extraordinary results. I was with Sara Blakely, the founder of Spanx, and she was explaining what she did to create a $1 billion organization. Do you know what she did for the first two and a half years? Literally, they spent no advertising until sixteen years later. She was on the floor of Neiman Marcus every single day, seven days a week for two and a half years, selling her product to customers throughout the country. She didn’t work for Neiman’s but she was there in the trenches, grinding it out.
That’s what great leaders do. That’s what great companies do. They don’t make excuses. They roll up their sleeves and they make it happen. Fred Smith who built Federal Express is an amazing individual. Their entire focus was based on the idea of federal express, meaning accelerating the processing of bank checks. Did you know about that?
No, I did not know about his bank checks.
Fred Smith goes into his thesis advisor with his final thesis and the advisor gives him a C+ on it. He goes back and says, “Why am I getting a C+?” The advisor sits him down and says, “Your idea says basically it takes seven days for banks to process checks. Your brilliant strategy is to load up planes with bank check processing equipment, fly them to a central location after they’ve been processed midair. Then drive them to all these banks and distribute them, saving five of those seven days?” He goes, “That’s right.” He goes, “Did you ever realize that the equipment that you’re about to put on those planes would prevent the planes from ever lifting off the ground?” That’s why he got the C. At that point, he goes back and he thinks about what was really the core element of a great idea, which was the hub.
My premise is that if you have a great idea, know that it’s probably not going to be the final form of whatever evolves from it. You must be willing to keep polishing it and working on it and researching it until you’re at a point where you could start trying it and making mistakes to see if it works. That was what Fred Smith did. When I built my software company in the ‘80s and ‘90s, I was using UPS. The sales guy from FedEx came to me and said, “We want you to switch to FedEx.” I said, “Your rates are a little bit higher. Even if you dropped your rates, we’re doing pretty good with UPS.” He said, “How about I put three people full-time in your shipping department to ship all of your packages and I will supply all of the boxes, all of the stuffing, all of the labels, all of the equipment and I will tie it into your electronic systems?” I said, “You’re in.” They became one of the greatest business partners I ever had. It taught me what it means to be committed to a customer relationship.
Because once you’re there, how difficult would it have been to remove them?
It would have been impossible. We want our clients to think it would be impossible to eliminate us and replace us with somebody else. I think, Thor, that’s really the entire theme of what you do and how you help people become and stay profitable. I’m going to ask you to tell me exactly how you make a company profitable. Open the kimono and share your process exactly how you do it.
First of all, it starts off with a massive amount of questions; question after question after question. I want to understand what’s going on at the company. I want to know what’s going on with the employees. I want to know everything I can about the company and I keep drilling down deeper and deeper. I obviously want to see the financials. What’s going on? Are they pimping out their business? Are they spending money in areas that they should not? That’s really just a small area. Here’s what I’m looking for. They give me their goal of where they want to go and we find out why they’re not getting there. So often, as business leaders, they think that they have to apply more fuel. Something’s not going right and they’ve got to apply more, do more and do it faster. Most of the time, it’s about eliminating something. It’s removing the obstacles. Sometimes it’s the process. Sometimes it’s the people. Sometimes it’s just simply the mindset. Or they’re going in the wrong direction and their customer wants something different.
I’m always looking for those things that are slowing it down. It’s like driving a race car, one foot on the gas pedal and one foot on the brake. The leaders don’t sense that they’ve got their foot on the brake, but they do. I want to figure out what’s going on there. It’s very little about me telling them my observations or what I saw in the beginning. It’s about asking, asking, asking. If there was an onion, it’s almost continuing to peel it back to see what’s at its core. So often, business leaders spend so much time trying to fix the symptoms and not the problem. If you told me that your number one problem is lack of sales, that’s BS. That’s not your problem. That’s a symptom. What’s at the root cause? What’s the problem?
What really is the problem for most people who are experiencing a lack of sales?
They may not be doing enough of a grinding. They may not have the right email campaigns in place. They may have ineffective salespeople. If I had to drill down on everything and I got all the different symptoms of what gets in the way of sales, I’ll bring it back to one thing. They’re not tracking, they’re not measuring, and they’re not pivoting or adjusting. Plain and simple. You’ve got an organization that sets targets for people, no one’s following up. No one’s holding them accountable. Nobody knows in the organization that if I hit these targets, this is going to happen. If I don’t hit these targets for a sustained period of time, this is what’s going to happen.
I have to agree with you on every single front. You said something once but it’s so important. It’s really the mindset of the leader. I’ll give you another example of that. I have a client who is absolutely a transformational leader in every respect. She is an incredible individual. When she brought me on-board, she was really a little family business. They were making a few hundred thousand dollars and living fine and all that. I challenged her. I said, “Why aren’t you on the world stage? Why aren’t you sharing your gift with women all over the world? Why are you limiting this to a little Facebook group here and there?” It really changed her perspective and it changed her mindset. The first thing I found is that she stepped out of herself and then she got scared. That’s when working together and having that accountability type of a partnership made a huge difference in where she went next. Do you find that to be true with your clients as well?
1,000%. I have one firm that they bring me in to work with their entire management team and they pay me six figures just to basically track, measure and keep their team on track. This is a highly-profitable organization and these are highly-paid executives.
Every dollar they spend on you is worth three times that because you’re doing exactly that. Imagine if everybody had somebody to keep them accountable. Wouldn’t that be cool?
It has to happen if you want the results. Because there are a lot of people just interested in the success, interested in a great relationship, interested in a great body, but if you’re truly committed, you’ve got to be held accountable.
Whether it’s diet, whether it’s goals, whether it’s business success, whether it’s communication, marriage, relationships, it doesn’t matter. Having an accountability partner can change your life if you are dedicated and if you have the ethics, the culture that you’ve developed between two people to stay accountable. Thor, I love what you’re doing. I love how you’re doing it. I love how you show up and I love your name. I have two questions I ask all my guests. Here’s the first one. If I gave you the chance to spend one hour with anyone in all of space and time to enjoy a walk in the park, a quick lunch or an intense conversation with, who would that be?
That would be my dad who has passed. I lost him twenty years ago.
Your dad taught you some incredible lessons. He held himself as an example to you in so many ways. Would you want to share one of those stories?
It’s interesting because growing up, he was an entrepreneur as well and he had gotten laid off during a downturn. I was the helper and it was just nice to work alongside him and see how he did his craft and how he took care of his customers.
It set the tone for just about everything else in life, didn’t it?
That’s what a great dad is for. A great dad lives beyond his life in the hearts and minds of everyone he touched. Obviously, Thor, he’s still right there with you. Thank you for sharing that. These really are the stories of our lives. I’m blessed to have you on this show and sharing this with me. The other question is called the grand finale question and it’s the change the world question. It’s simple. What is it that you’re doing or would like to do that truly has the potential to literally change the world?
I have a value system that I try to leave every interaction that I’m involved in better than I found it. Whether it’s a friend, whether it’s the checkout girl at the grocery story, to leave every interaction with every person, to leave them in a better state than they are currently. If everybody did that, it would change the world overnight.
Thor, how about we challenge listeners to do that just once? How about once, you find a way to make another person smile and leave them a little bit better than you did when you met them? Is that a fair micro commitment challenge do you think?
Listeners, write me and tell me what you did. I want to hear your story. If it’s good enough, I might invite you on the show to share it. Thor, do you mind if I tell you a little bit about my business and what I’m doing because I think listeners might be interested?
What I have done, and it has a lot to do with some of the words you used and some of the concepts that you ascribe to, I am building a system to keep people accountable. I am building a software platform that will allow two people to be matched who have either taken the same training program, internet training or any kind of training program, and simply find each other on my platform, keep each other accountable, keep track of their results and celebrate their wins. The reason I wanted to share this with you is because you stand for so much of what I do when it comes to keeping people accountable. Thor, when the ResultsBreakthrough.com site is live and I have my community, can I invite you into my community to spend an hour with us and share your wisdom with my group?
I would be honored.
Thor has made a micro commitment to me. He is going to show up and he is going to teach and share his wisdom inside of ResultsBreakthrough.com and I want you in there as well. Thor, this has been an extraordinary experience for me being with you, talking to you, learning from you. I want to invite everybody to go to ThorConklin.com. I want you to look around that site. Thor, you said that you had something for my listeners. What was that?
If you send me an email, 50 words or less, to Thor@ThorConklin.com, and you describe the biggest business issue that you have, I will write back and I will give you a four-step process that will absolutely eliminate that issue or at the very worst, greatly move it forward.
I am just thrilled that you would make that offer because what I’m hearing is that you’re going to read every email that they’re going to send.
There’s no auto-respond to this. There’s none of that. I read every single one that comes in, so just bear with me. I get a lot of these coming in. I’m not only going to give you the four-step process, but if there’s something specific there, I will address that as well.
Thor Conklin, you have been a joy and a delight to be with. I can’t wait until we get a chance to talk again soon.
It has been absolutely a pleasure.
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