How Great Entrepreneurs Find Huge Business Opportunities With Rick Raddatz

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FTC Rick Raddatz | Business Opportunities

 

We’ve all known entrepreneurs that have not only achieved a stable business but managed to grow them – and keep on growing on a remarkably huge level! How do they do it? How did these entrepreneurs recognize these huge opportunities? How do these great minds think? That’s what we’ll talk about in today’s episode with Rick Raddatz. Rick was a product designer, developer, and marketer at Microsoft for twelve years and has been a serial tech entrepreneur and CEO of MEETN for another twelve years. Join us as Rick shares his thought process and decision journey in finding the opportunity to build a huge business!

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How Great Entrepreneurs Find Huge Business Opportunities With Rick Raddatz

Welcome to this moment in time when you get to chill out, read, and extract wisdom you could use to grow your business with your first thousand clients. If you’re reading and you are a coach, you’re going to love what I have for you. I have a software platform for coaches. It’s called Clientfol.io. It has been helping hundreds of coaches save time and get better results from their clients while generating powerful client testimonials for the work that you’ve done together. How? It’s by tracking and holding people accountable.

Nobody seems to do this. I know that there’s some software that does things like this, but this is the first platform that integrates entire session management with goal tracking and accountability. I want you to have it for $1. How’s that? All you got to do is go to GetClientfolio.com. Have a credit card ready for your $1 payment, and give it a world. See how it works for you. Start coaching clients. It takes about twenty minutes to learn. You could start that very day with sessions with your clients. Watch what happens next. Go to GetClientfolio.com and give it a spin. Now on to my amazing guest and his incredible story.

As you know, I like entrepreneurs. I actually think entrepreneurs can save the world. In fact, this entrepreneur you’ll meet is one of those rare individuals who had employees in the second grade. In high school, he started a software company. He was later recruited by Microsoft while still a sophomore in college and did three internships with them back when BASIC was a programming language.

Next, he started building companies of his own, four multimillion-dollar companies in four years. What did he do next? He retired. What kind of an entrepreneur retires? You’re going to find out. I told you he was an entrepreneur, but what do we know about this kind of folk? He actually never retire. What did he do? He did it again. This time, he founded a new software company. In fact, he decided to take on Zoom directly. Welcome, Rick Raddatz, to the show.

Thank you. It’s nice to be here.

Rick, how did this all start for you? This whole world of yours, when you started in school, you had your second-grade first employee. You clearly had this idea as a little boy that you wanted to have a business of your own. Why is that?

It wasn’t so much that I knew what entrepreneurship was in the second grade. I just knew that there was this thing called money, and I wanted more of it. I came up with this idea of selling little printed games on my dad’s Xerox machine or whatever he had going on back in 1970 something. He had a laser etching template system. It was like a little mini printer. It was very cool back then for his business. I figured out how that thing worked and thought, “I can make up these little TicTacToe and Nim and the little box games.” There are all kinds of little paper games you can play. This was before computers were a thing, at least in the home. That was high technology. The idea was I could sell these pieces of paper for $0.2. I sell a whole stack of them for a buck or whatever.

I thought, “Why should I do all that work?” I hired my younger sister, who was in first grade. She made one penny. I made the other penny. I gave her a 50% commission, which is a great commission. She didn’t have to do any of the work to set up the idea, the copying, and the production. She was a salesperson, so she got her fair commission. She went door to door. It was a cute little first-grader selling things. She sold better than I would’ve sold, probably. I don’t know how much we made. I invented the concept of employees or reinvented it. People are reinventing the wheel all the time. That was my start as an entrepreneur. I didn’t realize it at the time, but that was my start.

Who paid the cost of goods on your paper game?

Another thing I learned is that my dad paid for the paper and the laser-engraved template-based copy machine. I had a little investor, donor, or patron. That’s second grade, so we can forgive that a little bit.

I love it. That’s good to know. This happened when you were a little boy and got a little bit older and made it through school. Tell us a little bit about your experience with Microsoft. What was going on with that?

We got to put ourselves back in time to 1988. People have been using PCs or the equivalent for roughly a decade or so. The TRS-80 came out in ’79. The IBM PC came out in ’81, approximately. We’re talking 6, 7, or 8 years of experience with PCs. Windows 1 was just coming out, which was bundled with Excel. No one was using Windows. You bought Excel, and that installed this weird thing called Windows. A lot of people were using Windows to have a couple of different DOS Windows open at one time. It’s a very early technology compared to what we have nowadays.

There’s no networking. None of that is going on. It’s just individual computers, yet Microsoft was the clear leader already because of their deal with IBM. They were in charge of the operating system. They had this huge cashflow coming in, which they had to do almost no work for. They used that cashflow to invest in all these other products, which are things that became Microsoft Word, Microsoft Excel, Microsoft Office, and the rest. Microsoft was a cool place to be. There was no Google. There was Apple, but Apple was struggling then.

FTC Rick Raddatz | Business Opportunities
Business Opportunities: Microsoft was a cool place to be. There was no Google, and Apple was struggling then.

 

I was at the University of Wisconsin-Madison. I heard from someone that there were companies doing internships. I went to the recruiting office and signed up for all the tech companies coming through. I ended up getting job offers as a sophomore from Hewlett-Packard, IBM, Intel, Apple, Cray, which is the old supercomputer company, and Microsoft. There might have been another one. I forget. I had a choice, and I picked Microsoft because that was the cool place. The funny thing is IBM called me two weeks into my summer internship with Microsoft and offered me a summer internship. They were just a little late in the bureaucracy. I said, “I’m sorry, but I’m already at my internship with Microsoft.” They said, “How about a fall co-op?” I said, “Sure.” I end up being an intern or co-op employee at IBM too.

It is just pure luck. I was working at the Microsoft Languages Division. The employee who was supposed to be in charge of Macintosh QuickBASIC, which is the least important language in the whole suite of Microsoft languages, was so insulted by being given the least important product in the division that he quit. They didn’t know who else to give this product to. They gave it to the intern. I got to be in charge of Microsoft QuickBASIC as an intern. It’s a great opportunity. I helped drive the team to launch, and they offered me a full-time job as a sophomore. That was cool. I turned them down because I wanted to finish my college degree.

That’s interesting. I had a similar situation. Rick, you and I already have spoken. We know how similar our life paths have been. I left school in my third year in school because the opportunity presented to me was so huge that I couldn’t pass it up. I became a college dropout and simultaneously a computer hardware engineer for a digital equipment corporation. I felt like, “I can’t turn this down to be on the launch team.” I had designed the dynamic RAM board along with the senior engineer, and our board made it into the final production of the machine as opposed to core magnetic-core memory. I figured, “This is too big a deal. I can’t walk away from this.” I chose at that time to leave. You ended up graduating college, which is great. Tell us the story about starting your first of four multimillion-dollar companies. What was that about?

I left Microsoft in 2000. For the first two years or so, I worked for my dad and helped him out with his internet strategy for his company. He owned Fundraising.com at the time. We came out with some internet-based fundraising options for the churches and school groups that were doing fundraising. I then was like, “What do I do next in my life?” My wife said, “Why don’t you start your own business?” It was her idea. I thought about it a little bit and thought, “Maybe I’ll do that.” I don’t know what to do. I just started a business. I had been divorced. Here’s my first business idea, and this is not the million-dollar business idea.

I came up with the idea of creating a communication tool for divorcing couples because couples who are getting divorced or have been divorced may still have kids. They have to keep talking to each other, but it’s hard, so I came up with a universal communication system for divorcing couples or divorced couples. They had email and voicemail. It was all in one place, separate from your work, personal email, and voicemail. It had cool little features like a psychology checker.

You know about a spell checker. This would look for phrases like, “You money-grubbing jerk,” and those common phrases you might use in a divorce. It would flag those. It was a psychology checker. Instead of calling each other, which can get intense, you leave voicemails for each other on the system. The voicemail doesn’t get released for X number of minutes. You can choose. Let’s say five minutes later, you wish you hadn’t sent that. You could bring it back because it hasn’t been delivered yet. It had some unique features, and it’s still, to this day, the world’s best divorced couple communication service.

Is it still around?

I say, “To this day,” because there is no divorced couple communication service. Who would go into that stupid business? That’s the rest of the story. That’s why this isn’t the first business I launched. I was smart enough to get to have a mentor and care coach. I was part of Dan Kennedy’s silver-level membership. With that, I got to have two of my marketing pieces critiqued by Dan Kennedy. I had written a sales letter for this service and had him review my sales letter. Two months later, I got a fax back from him. I bought a fax machine just to receive the fax from Dan Kennedy because he was refusing to use email. It was one paragraph, and it said, “Rick, I read your sales letter. It’s a great sales letter. I really liked it.” I’m thinking, “Dan Kennedy, my copywriting mentor, loved my sales letter.” I am thrilled.

Be smart enough to have a mentor and care coach. Click To Tweet

The next sentence, “But I don’t think you have a business here.” He said, “You’re selling to consumers, and consumers don’t like to pay a lot of money. These divorcing couples are going to get better. You have a customer base that’s not going to pay you much money for not long. How are you going to find these customers who aren’t going to pay you much money for not long? Who can be your affiliates? The only people who know have a reach into this audience would be divorce lawyers and therapists. Both of whom might have real or perceived ethical, legal, or practical reasons to be concerned about promoting your service. They’re not normally affiliates anyway. They may not feel comfortable promoting a service and making a profit. How are you going to make a business out of this?”

He destroyed my business idea in a paragraph. I was faced with the classic entrepreneur decision, “Do you take the sage advice of the mentor? Do you go for it like an entrepreneur?” That’s the choice. I decided to take the sage advice of my mentor. I still needed a business, and I’d already coded all of this. I got an email from Ken McCarthy. It was in Dan Kennedy’s little circle. Ken said, “The future of the internet is voice testimonials.” He said, “Click on this link and check out the voice testimonials on this page.” This is 2002, before YouTube and all this stuff. This old technology called Flash could let you play audio. I went to his sales letter.

He wanted me to go there because he wanted me to view the sales letter and sign up for his service or get to go to his seminar or whatever it was. I was going there to check out this voice testimonial thing. I’m thinking, “These are very powerful.” I thought, “I need voice testimonials for my service if I do it.” I then thought, “How am I going to get voice testimonials? How do I even do that?” I thought, “I should have a phone number. People can call in and record their voice.” I already have the technology that plays audio on the web. That’s Flash. I had that already built into my service too. I then thought, “Other entrepreneurs need a way to record testimonials for their websites. I want to record my own voice. I want to make a sales pitch on my website. It’s not just about testimonials.”

That became my first product. I took all the technology I had already built for the universal voicemail box and email box for divorcing couples. I repurposed it into a record by phone play on web service for the web. It became known as InstantAudio.com. Later, I did a partnership and rebranded it as AudioGenerator.com. Business owners ate it up. We got thousands of customers using affiliates. It kept on growing. We made $10 million from that product alone. It was still going strong in 2016 when I shut it down because it slowly faded away. I shouldn’t say it was still going strong, but it was still marginally profitable in 2016, even though nothing had changed. It’s still the same product. The arc of profit that came from that all came from me pivoting my idea in response to the advice of my mentor.

Readers, we are talking to the amazing Rick Raddatz. He has been an entrepreneur all his life and has shared with us some amazing stories and more to come. Rick, you talked about this arc of product viability. I’m wondering if you’d like to chat a little bit more about that. I’m interested in understanding how an entrepreneur knows how big that arc might be or when it’s time to get it to the point where it has its highest value and sell the company. Can you chat a little bit about that?

I can certainly talk about the mistakes I’ve made in that area. I thought it was a fundamental truth that you want to be diversified. That’s not quite right. When you’re investing in other people’s businesses, like the stock market, you want to be diversified because who knows what those people are doing? It is out of your control and out of your purview. You don’t know. That’s when you want to be diversified. I’ve come to learn that when you are investing in your own business, it’s just the opposite. You want to focus like a laser on that one thing and keep making that one thing bigger, better, and so on.

When investing in your own business, focus like a laser on that one thing and keep making that bigger and better. When investing in other people's businesses, be diversified because who knows what those people are doing? It is out of… Click To Tweet

This is discussed a little bit in a book called Inside the Tornado by Geoffrey A. Moore. His analogy with the way he describes it is he says business owners always see all the possibilities, “These people can use my product, and these people can use my product.” Those are different niches. Different niches require different little tweaks to the product. They require different sales pitches. They required different affiliate relationships or entry points into the marketplace and different marketing campaigns that had to be tested differently.

Everything’s different. The entrepreneur is seeing what’s similar, “They can use my product.” Yes, with all of these changes and with the marketing change to boot. What Geoffrey A. Moore says is, “Think of it as you’re bowling, and you’re trying to get a strike.” He says, “If you’re trying to get a strike, at least knock the headpin down.” That’s his analogy. To apply the analogy back to business, what he says is to resist the temptation to essentially diversify or replicate yourself in other niches, especially. First, conquer your own niche.

After you’re the big leader and are dominating in your niche, then invest in the adjacent niche or whatever. I didn’t have that advice, and I’m thinking diversification is the big thing. No, not when you’re talking about your own business. What I should have done is I should have constantly reinvented and improved my audio hosting business. I could have invented SoundCloud. I didn’t. From my point of view, it was making great money. I bought a big house. I bought another big house. I bought a cool car. I started all the businesses.

That’s the thing. I started other businesses. I then got into the video hosting business, which is pretty related. I then got into the opt-in page hosting business and then the conference call hosting business. These are all adjacent marketplaces and so on. I leveraged a lot of the same code in terms of the member’s area, the hosting infrastructure, and all that stuff. What I was doing was I was now forced to divide my company’s resources into four ways. I created four multimillion-dollar companies in the process, but I could have created a $1 billion company.

Geoffrey talks about this a little bit more in his first book, Crossing the Chasm, where he talks about lasering in on one particular vertical market. He talked about it from the standpoint of how a company would start a product or build a product and approach the market with it. I loved that book. That book came out after I had started TimeSlips Corporation. Reading that book, I thought to myself, “We made every single mistake in the book.” At least we got most of it. At the end of the day, we got it right. Clearly, you did something right.

While your first company did not end up being a billion-dollar company, it gave you two things. It gave you runway, lots of room to build these other opportunities, and it gave you priceless experience. Everything you learn failing is worth ten times what you’d learn winning. All that seems to work well, at least in my world. Now you build all these other businesses. Let’s go on beyond those. How do you resolve those? You’re a CEO. You’re a Founder, basically having multiple businesses. Did you at one point say to yourself, “I got to sell one of these businesses or merge these things?” Talk a little bit about the decision-making in that space.

That was another mistake I made related to going after four different product spaces instead of just one. Because I was leveraging my core code, the database, and the infrastructure, these four businesses operationally were not separable. I would’ve had to almost redo the whole thing to separate one of them. I did not end up building anything that could be sold because no one would want all four things. They would know that they want to focus. None of them are separable.

I ended up creating businesses that what they did do for me is profit margins were amazing, which is 93% profit margins. The cashflow was incredible. I was able to cashflow my retirement. As you said in the intro, I didn’t actually retire. I didn’t play golf. What I personally did was I happened to have a passion for political philosophy, and I gave myself a mission in retirement. My mission was to solve our political divide, at least intellectually.

That might seem impossible, but that’s the thing about entrepreneurship. You’re trying to invent something new. You’re trying to make it better. There’s no proof you can do it. You believe you can do it, or you hope you can do it, then you go for it and see what you can do. I gave myself a Good to Great, the book that talks about the big, hairy, audacious goal. That’s a philosophical BHAG, solving our political divide intellectually. I spent sixteen years doing that, and that was all funded by my businesses.

For the readers, BHAG stands for Big, Hairy, Audacious Goal, to make sure that everyone understands the terminology. Here’s the other thing I was going to ask you. Here’s what comes to mind when I hear about spending sixteen years in this one particular area. Were you able to develop products or systems by which politicians or governments can model their current situation, maybe get a score, and compare it to what you would consider the ideal model? Was it simply philosophy?

Yes, but not quite in the way you or the audience are probably thinking about it. Here’s a quick summary of what I discovered. I’m about to launch a nonprofit movement around this. What I’ve discovered is that the laws of economics do more than govern the private economy. Meaning they do more than govern private action. It turns out that the laws of economics also govern public action, political action, foreign action, and governing action. That’s everything.

Once you understand this, you learn how to fix the incentives in every way in and out of government and economize everything. Meaning you’re putting everything to its best possible use over time. Not because you have all the answers ahead of time but because you fixed the incentives and let freedom play out over time.

Let me see if I could restate this in a simple way. By finding and understanding the incentives to move in the right direction politically, you are able to create a natural motivation for people to understand the philosophy and follow it because, economically, it pays off for everyone. If I’m a corrupt government official, how do I play in this game? You left me out, it seems.

This echoes what Milton Friedman used to say. He used to say that it doesn’t really matter who you elect because if the incentives are bad, even good people can’t do the right thing politically. What he said is you need to fix the incentives. The way he phrased it was, “You need to make it politically profitable for even the wrong people that are corrupt to do the right thing.” If even wrong people are incentivized to do the right thing, on average, things are going to happen. That gets us moving in the right direction.

Now I completely agree with him. He didn’t know how to fix the incentives. My work, by extending the laws, does. That’s the movement I’m launching as an education movement to help people understand this five-economy framework. That reveals the ideal, and that becomes the checklist or template you compare it to. When you do that, what we’re missing is we’re not capping and prioritizing our social spending.

That’s the big one. We’re not capped, and so we’re spending too much hurting the future. We’re not prioritized, so we’re not spending it the best we can. Instead, we’ve made big promises. That’s natural and understandable, but that locks in a certain amount of help. It doesn’t constantly improve it. If we constantly are prioritized, we’re constantly improving. The point is, if we want social justice, we need to cap and prioritize. If we have social justice, we can relax on all these private economy interventions and free that up even more. Suddenly, it’s all positive movements in every direction.

If we want social justice, we need to cap and prioritize. If we have social justice, we can relax on all these private economy interventions and free that up even more. Click To Tweet

If someone wants to learn more about it, is there a website that they can go to?

As of this interview, I’m just starting to build the website, so you can see it is in progress. Depending on when you’re reading it, it might be done. The movement’s going to be called the Win+Win Revolution. Go to WinWinRevolution.org. Now there’s a twelve-minute video and some testimonials. Below the video are 187 text testimonials from an early pilot we did. This is real. It’s called the Win+Win Revolution because the Right gets the limited government economic freedom they’ve been fighting for, and the Left gets the maximum social justice they’ve been fighting for. There’s no conflict because all we’re doing is economizing. We’re doing better. That falls out almost like a happy accident.

Readers, it might be worthwhile checking that out if you’re interested in what Rick is working on. For somebody to take sixteen years of his life and be dedicated to this idea, it might be worth a minute or two of your time to check this out. Go ahead and take a look there. Rick, we have a little bit more to cover when it comes back to business. I understand that you’re involved in a very exciting new venture. You decided to take on a little company called Zoom. Explain to me what you have. It’s called Meetn. What does it do? Who is it for? Why would I be interested?

It does an online meeting. Everyone’s doing online meetings nowadays. We have to. Even though COVID is winding down or has wound down largely, people are still doing video meetings because it’s so efficient. Even though we might do fewer of them compared to the peak of COVID, everyone is still going to need to have a video meeting service account of one type or another. The marketplace is still open. What we’re finding is that even though people are familiar with Zoom and use Zoom, they’re not necessarily in love with Zoom. They’re open to a new solution. This is an important key point here. All we have to do is make something that’s 10% better than Zoom.

In my past examples, I was inventing new product categories, like audio hosting before there was audio hosting, video hosting before there was video hosting, opt-in page hosting before there was opt-in page hosting, and mass of teleseminar events with a web presence for slide sharing in parallel before that was ever done. In the past, I was inventing whole new categories. Now, the category is already there. The challenge is simpler. I just have to make it 10% better than Zoom, and people will switch. We know this.

Why is it 10% better?

Let’s go through the quick list. It’s simpler and easier. It’s just designed better. That’s hard to sell. You have to kind of experience it. Anyone can claim that, but everybody who experiences it calls us up and say, “I love this experience.” That’s what we wanted to do, and that’s what we did. We wanted to pick a niche. One way a small business can compete against a big, established behemoth is we’re going to focus on a niche. Our niche is anyone who has something to sell, which includes every small business owner, pretty much, and all the MLMers, business opportunity seekers, all the salespeople, and all the independent professionals. Lots of people have something to sell.

How can we make Meetn a better sales tool than Zoom? Let’s say you want to promote your link in Zoom. How do you do it? You paste it into chat and scroll away. That’s state-of-the-art? We can do better than that. In Meetn, we have something called a call to action widget. You type in a headline and a sub-headline, upload a product image or logo, and type in a button caption and where you want the button to go. You pick your colors. It’s a very simple little form, but you can pop that up with one click, and it goes wherever you want on the screen and stays there for as long or as short as you want. You can tell people, “That popup is going to go away in ten seconds, so click now.” That’s compelling.

Chat is there forever. You just have to scroll up. Now you have control over the fear of loss. You have your brand colors, and it looks right for you and what you’re doing. It’s still just promoting a link, but it’s the right way to promote a link. There’s an even better way. What if you could pop up your order form that you want people to fill out right inside the meeting room? They don’t even have to go outside of the meeting to fill it out. We have what you call the webpage popper widget. It pops up a webpage, which could be your order page, to fill out the form right inside Meetn. It reduces friction. That helps sales.

Not every link you want to promote deserves a featured popup. Sometimes you want to have little extra resources like get the slides, get the handouts, get the PDF or something like that. We also have what we call the button bar. It’s as simple as it sounds. It’s a little row of buttons. You name each button, the caption, and where it goes to. It helps you have these supportive links promoted as well without taking away from your presence on stage as it worked.

We also have what we call the media sharing widget, which allows you to upload ahead of time videos, audio, slide decks, images, or any file. With one click, you can play the video, the audio, and the slide, show the slide, and go next. If you interleave these, you can go slide, video, audio, and slide. You can create your presentation for your meeting and store it in a little folder. It’s the way. If you want to sell something in a meeting, you want to use MEETN. For this niche, we are 110% better than Zoom.

If you want to sell something in a meeting, you want to use MEETN. Click To Tweet

What I like about this whole explanation, besides your energy and enthusiasm part, which I love, is you decided to take something that most people accept the way it is and radically improve it. Ninety-eight percent of the experience in Zoom is the video between people and the conversation, but that extra 2% is difficult if you’re trying to sell or present something. Running a webinar in Zoom is a nightmare. That’s why all these other webinar companies have tried to grab that market. Even those don’t work that well. Honestly, I’ve done webinars with the ones I don’t want to name products, but my slides don’t work half the time, or one screen’s on one side of one monitor. It’s a mess sometimes. I welcome this product. Let’s make sure people understand that the URL is Meetn.com.

We are going to have a special offer for you because there’s a version of the product that you cannot get on our homepage, but you can get it with the special link. We’ll talk about that at the end.

We’re going to segue now to a different part of the show, where we get to ask you a couple of questions that tell us a little bit more about you. Given the example you already gave us about some of the philosophical work you’ve been doing, you’re going to enjoy these questions. Here’s the first one. Who in all of space and time would you like to have one hour to enjoy a walk in the park, a quick lunch, or an intense conversation with?

There’s got to be a tie because you didn’t limit it to intellectual conversations. There could be other purposes here. It could be a tie between Aristotle and Uma Thurman.

There you go. That’s interesting. First of all, I have a connection to Uma Thurman. Her father is probably the preeminent American Buddhist in this country, Robert Thurman. He happens to live in Woodstock, New York, where his daughter visits regularly. My sister lives in Woodstock. I used to visit her a lot less now that I’m in Florida. She knows Uma. Tell us about Aristotle.

The reason I pick Aristotle is not because of what opinions he holds but because of how much he advanced the thinking of the time. That’s where Aristotle gets my immense respect. To be even clearer, I would want Aristotle plus having him also learn everything that we’ve learned so far beyond what he knew in his day. That would be the ultimate combination. If you take the apparent brain power of Aristotle to move the bar that much, he did work that stood as the preeminent work for over 1,000 years in some areas. No one’s ever perfectly right, but he’s at the bar that lasted that long. That’s amazing. I would love to have Aristotle’s mind with the current state of knowledge wherever state we’re in. That would be an amazing walk in the park.

It sure would be. The other thing I would want to find out is how he handled the social resistance to his ideas at the time he presented them. I don’t know that they were very well accepted when he first started talking about his way of thinking.

There’s a parallel story with Socrates because the lineage goes Socrates was with Aristotle. Socrates’s opinions were certainly such that they got him killed in part because he wouldn’t compromise. He said, “No, I’m not going to say that. Kill me,” and they killed him. I don’t know enough about the history of that time to know if Aristotle faced a similar resistance or not. I have a feeling that it was less intense with Aristotle. There’s no doubt in my mind that there was resistance because it is philosophy. People are going to have other thoughts and complaints. I am not a scholar in that area, so I can’t speak to that. Since he wasn’t put to death, to my knowledge, in that way, I imagine it was less than Socrates.

It would be a fascinating conversation. The second question I have for you is, in this case, possibly an obvious question. It’s not for everybody, but I think it is for you. Here’s the question. We call this the change the world question. What is it that you are doing or would like to do that truly has the potential to literally change the world?

WinWinRevolution.org. Let’s capture the possibility here. You can think of what we’re doing in two ways. We are finally understanding how to economize all human actions. Meaning we’re creating the best possible world, not the best utopian dream, but the best possible world. We can’t do better than that. Another way of looking at it is that we are healing our divide in the process. We’re getting economic freedom and social justice, no compromise. Every moment in time is a compromise, but the trend is toward our ideal without compromise. Imagine a world full of nations where each nation has a healthy majority of people who get this.

FTC Rick Raddatz | Business Opportunities
Business Opportunities: Every moment in time is a compromise, but the trend is toward our ideal without compromise.

 

That is a world where the entire world would have the political power to defend itself against those who still disagreed, and yet they wouldn’t be claiming to have all the answers. It would be a world of maximum freedom, too, because the philosophy says, “Here are the incentives,” and then we have to argue it out over time. With the right incentives, we accelerate our progress. It’s a free world and yet also the best world, the maximum justice world to boot. That is a world-changing vision. That’s all at WinWinRevolution.org.

When you talk about it that way, it sounds a lot like capitalism.

Capitalism is the private economy. We have four other economies that all have the same structure.

I’m going to leave a little bit of mystery around this. I want people to go to WinWinRevolution.org and learn for themselves. This is a business show, and we’ve talked a lot about everything, which was great. I know that we’ve probably got a couple of people here who have been intrigued by your description of Meetn. You then talked about this teaser about something special. Tell us what that is. What would that be?

On our homepage now, you cannot get a free version of our product. Let’s talk about that for a second. You might think, “Everyone else is giving away free versions of their meeting software. Why isn’t Meetn? Don’t we need to do that?” It all depends on where we are in our launch progression. When we’re marketing to our own house list, me and my partners, we already have the list. We don’t need to offer a free version. Spell the paid version. After we launch our house list and get all of our numbers up and so on, then we’re going to be launching to our affiliate list. It’s the same thing. They’re launching to their house lists. They don’t want to give us their opt-ins. Those are their opt-ins. They want some money. They want to go for the sale.

After we exhaust our house list and our close affiliate network, we will add the free version back in. Our free version will be better than Zoom. Zoom right now offers 40-minute meetings, just enough to embarrass you for using the free version because you can’t afford more. On our homepage, we’re going to offer 60-minute free meetings. Why? Because it’s more than 10%, but 10% better than Zoom. What I’d like to offer everyone reading is exclusive access to this free version of Meetn. We’re going to bump it up even more. We’re going to give you 90-minute free meetings.

FTC Rick Raddatz | Business Opportunities
Business Opportunities: MEETN’s free version will be better than Zoom. Zoom right now offers 40-minute meetings, just enough to embarrass you for using the free version because you can’t afford more. MEETN offers 60-minute free meetings.

 

That’s enough to do your meeting. It’s a usable product for you. It’s not going to have all the sales widgets. With the sales widgets, you’re going to want to upgrade until you have that option. We want to give you at least a free experience. You can see how we’re going to beat Zoom. It’s a better free version than Zoom’s free version. The special link you want to use is Meetn.com/mitchspecial because this is special for everyone in Mitch’s sphere of influence.

That’s a fantastic offer, Rick. I appreciate it. Rick, it’s been a pleasure. I have so many multiple levels of interest in all the things that you and I are doing together. I’m not going to reveal that Rick and I are also entering into a business relationship as well as it relates to our respective products. Sometime in the future, you’ll see the merger of some of the things we’re both working on, which will be very exciting. Rick, thank you for your time. Thank you for showing up with everything. It’s guns blazing. I enjoyed the conversation. Readers, if you enjoyed the conversation, I urge you to go to YourFirstThousandClients.com or Your First Thousand Clients on Apple iTunes, rate the show, give us five stars, and leave a few comments for Rick and me. Thank you, guys.

 

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