Winning Big in the Market: Gary Garth's Journey and Lessons

Welcome to the newest episode of "The Small Business Show". Today, we are thrilled to host Gary Garth, a unique entrepreneurial figure who has founded and successfully exited a string of six companies. Gary leverages his entrepreneurial journey and marketing prowess in his book, Zero to 100 Million Sales Blueprint, and his company, elev8.io , a venture dedicated to providing support for mental healthcare facilities.

In this riveting conversation, Gary walks us through the fascinating entrepreneurial journey that took him from Denmark to the world stage. He speaks on the Danish government’s initiative that propelled him to use his business proposition to remarkably impact the lives of many in Nicaragua. He delves into his previous project’s overwhelming success, leading to 300 employees managing 300 million under the accounts of 5,000 advertisers. He also touches on his current undertaking  elev8.io, deriving from his passion for healthcare and marketing

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Transcript

0:17

Business. The Small Business Show is the official podcast of Garuda promo and branding solutions. Hello everyone. You're listening to the Small Business show. My name is Suya Ho. You can also call me the Promo Guy. Today. My guest, Gary Graff, founder and CEO of elevated eight IO, author of the zero to 100 million sales, blueprint book, and the go host, grits and greatness planner. A serial entrepreneur since 2002, Gary has started and successfully exist six companies, including large outbound sales call center, radio, advertising networks, and an award winning egg fragrance digital marketing agency. Born in Denmark, Gary now lives in Medellin, Colombia. How are you doing, Gary? I'm doing great. Thanks for promo dive in. But before that, I really do want to learn more about, your know so you started from Denmark and you started a few businesses. Can you walk us through the process? And why do you enjoy doing what you do? Yeah, no, absolutely. My journey is I worked the last 2025 years in sales and marketing hand in hand. I was an entrepreneur since 19 years old and kind of a coincidence, learned the significance of putting sales first, right? Surviving by never having a revenue problem. So I learned that by working in some hardcore outbound sales call centers where you learn all the principles of persuasion and how to really push all the right buttons. Not necessarily having the best products at hand, admittedly, but I learned a lot about sales and I was able to then develop and build that by adding high value add products that contribute, make an impact for companies and combining that with affordable pricing. Then you really got a winning combo if you know how to sell and position. So, as you mentioned in your intro, I've done a couple of different projects. About 15 years ago, the Danish government had a program that quote unquote, successful companies could apply for investment subsidy up to a million dollars if you would export your services to third world countries. For example, Nicaragua was where I went. As long as you had a business case that would create a job impact, help create innovation. And we certainly succeeded in doing all of the criteria because we basically grew to 5000 Advertisers 300 million under management and employed 300 people at its peak, but employed thousands of people that then went on to work at Silicon Valley and big companies subsequently. So very proud of that venture. Sold that agency back in 2020 and just tried to figure out what I wanted to be when I grew up next. Right. I want to say, how can I use all these blessings in terms of learnings? I've worked with thousands of companies, know what kind of works, look under the hood in terms of what is required to really create a winning sales formula. And that's what gave birth to my newest project, which is Elevate IO, where we work a lot with addiction treatment center mental health care. Because for me, it's a vertical where that's in high demand, there's a lot of people suffering. So I wanted to make sure that whoever I'm helping with generating leads, getting patients at a profitable rate, that their solution, their service can help a lot of people in great need. For me, helping people out, suffering mental health, that's a staggering problem. That was for me a priority instead of not to necessarily just help tech companies that are paying zero taxes or personal or injured lawyers, just to name a few examples of companies I've worked, big industries I worked with in the past. For me, it was very important to strategically choose some industries that I can indirectly make an impact. Thank you for sharing. And if listeners wondering, gary actually mentioned that experience in chapter I think it's chapter one in his book, like why he decided to drop everything in Denmark and go to a foreign country and really to set up a new company there. So, very interesting story. Gary, I do want to ask you, and I think you brought to this concept, to me for MVP, which in your case stands for Minimal Viable Product. Do you in the camp that believe that if you have a system and then once you find an MVP, you are able to create basically any business, and if you like to scale it to a million or even 10 million, if you wish to get into it, I agree. I think that's why it's so critical. And obviously it's a popularized concept by Eric Reese, the minimum viable product. But what a lot of folks that I've spoken with, they fail is that they're not deploying enough MVPs to kind of prove the concept before they're starting to expand or they target too big of a geo, they're targeting too many verticals. They're not really proving the concept at a small scale before they start doubling down on product development, process automation, tools, technology, all the needed investments to really scale things up. And I learned that the hard way. Like, you talked about a few successes that I've had, I've had at least three to four times the failures. So my book is very much accumulation of learnings what not to do, seeing what the smartest people that I've worked with, what they do perfectly, and trying to identify those patterns and then just doubling down on it. And one thing is to just very quickly, when you go to market with a product or solution, is putting sales first. It's talking with prospective customers. It's asking for their money. Elaborating on the pitch, the solution the next step. Elaborating on the roadmap of what they can expect if they are to sign up and they get some real feedback before you start saying we should develop this feature or we just have this solution, or we added that extra service level, then all the clients will come running to us. That's the typical pitch that entrepreneurs typically say when they're out raising money or they're trying to expand, or they're trying to justify why they haven't yet succeeded. There's always a good reason excuse, well, the best way to eradicate that is just go out and pitch, get some signatures, and then the proof is in the pudding. Now it's just executing on what people actually are willing to buy and pay for. That's actually a good advice there. Even if you're a small company or if you're a major company, sometimes they will spend years to develop what they would think is the perfect product. But once they introduce to the market, no one likes that anymore. We move on to another cycle. Versus if you have a minimal viable product, maybe not everyone will get into it, but at least you have customer and customer, once you actually have it running, you have errors or you have improvement. You have upgrades, right? In the digital world, then if you're smart, make those upgrades and it becomes better and better. Amen. So talk to us a little bit. For some of us who just started out right, we may be in our backyard playing out a product or in a business quenching our product. How would you advise us to create a sales plan to hit a first million? That's a great question. It's a great question. Well, first and foremost, the statistics are you're up against the wall, right? What if 97% of businesses cease to exist and only a small percentage of that remaining folks that actually succeed ever make it beyond annual recurring revenue? So what do you need to do is, again, put your sales plan first. What does that look like? Is very quickly identifying are you the person that can execute it? Yes or no? If you're not, again, like I put in chapter five of my book, one thing that I've been good at is very quickly identifying what makes me happy. What am I good at? What can I double down on and then delegate the rest? Like, I'm no financial guru, I need a CFO for that. I'm certainly not an operational wizard. I need a CEO to do that. But there's nobody that could do the chief sales officer role better than I, so I can craft that sales plan. So if you're an entrepreneur, I won't say introverted means being a sales bad sales, actually, I find a lot of introverted profiles being phenomenal, data driven, concise, eloquently speaking sales individual. But as a founder, if you don't have that in your DNA, if everything is resistant, you're like, oh, I don't like to do all this sales and create it, then find a partner that can complement you on your skill set. Obviously, finding the right partner is key, and it's not easy. Partnerships is also something that can go very sour. So be very diligent about who you partner up with. If you can't find that, then go to find some consultant, because it's a little bit like you do want to shorten your learning curve. You want to stand on the shoulders of giant, somebody who's proven the approach before, so that you can deploy. So there's no need to go into a learning process where you spend years in determining how many emails should be in a sequence. What is the ideal length? Which time range should you do it? Can you add attachments or not? How lengthy should they be? What should be the expected open rate be? How do I structure discovery, call, demo, call, all of that. There's a playbook for if you've done that elsewhere to some success, you can replicate and adjust it. So again, go out and find that needed expertise so that you can build that sales plan. But it should be put as one of the first priorities. And I would say if you're the founder also, like the chief Sales officer and lack of a better terminology, obviously you don't want to create a sales playbook. A blueprint right out of the gate. You want to prove the concepts. And as you start experimenting, A, B, testing what's working and so forth, and you crack the code and something, this pitch works, these Snippets works. Here's the best process. Here's the next three emails we always send out in this sequence. Now you document it, right? And then you put it into your playbook next, so that when you add the next sales rep, there's no question it's like, here's what's expected. I did it like this. With your full dedication, you should be in this range. All the guesswork is left out of the equation because what many founders do, and my firm belief is that's why the percentage of failure rates are so high is because they go out and say, great product, there's some buy in and so forth. Let's go out, let's hire a sales rep from another company, potentially a competitor. Put him on, go do your thing. There's a big difference in a good sales rep or sales manager, VPs sales, have they followed an already existing playbook that was created? There's a difference of being an architect or being an executor. Not everybody has the same skill set. So if you create the playbook and it's well executed, you can put people in to follow it, right? And it's so mission critical because this failure rate in sales is astronomic, right? What is it? Two out of three reps across all industries never hit the quota, right? It's like one out of three that you hire will be you're hitting quota, not even necessarily even making you profitable. The tenure rate, the cost of hiring and so forth, really impact your bottom line. So if you create a sales onboarding plan, like, here's what to expect. The first 30 days we're going to train you in the industry, the market, the product, the competition. Here's all the scripts, the emails you send out. Here's all our value proposition. Here's an elevator pitch. You give them a robust playbook on what to do. You're going to increase the likelihood of them becoming successful and that feeds off onto the next ones. Right. Because they come on board. You're basically enabling to grow your team because other people will feed off that success. Then you create mentor programs and career development plans. And that's why for me, most people, they put the sales plan at the end. I think it should be the very first thing you do. And that's just a few of the elements. You go to my book, there's a whole chapter on how to create a sales playbook. Yeah, that's a lot of good point. I think you're know, Gary. There are more than one guess now on the small positions that tell know, do what you do best in your company and list out things that you don't like to do or you hate to do or you're not good at and find someone else, either a partner or you hire a company to do it. For example, think about how much time people spend on creating an accounting system or creating their accounting software. There are software that do that? Yes, they charge money. Yes, if you hire accountant, they also charge you money. But then the money that you spend can save you hours, if not tens of hours, for a certain process. There are a lot of tools out there that make your job a lot easier. You might have to pay a cost for it, but you have to think about the rewards that you'd be getting that free up so much of your time. Maybe you hire a virtual assistant who handles all the data entry work that you hate to do that you have to do. So that could save you a lot of time to do what you do best and really do like the system that you have in place. And I think it's the first I've heard since doing the show. You actually have to have a cell system in place. If you don't mind to tell me more a little bit, Jerry. So what if we're developing a product or maybe we develop a service? At what point do you think that we should go out and test the market? Is it completely ready or do we have a concept that we know that we have a customer for? When would you suggest people to start approaching potential prospect? It depends on obviously your domain expertise, right. If you're entering a new industry, a new domain, it can be difficult to go out and pitch because there's going to be a lot of unknown factors that you don't know. But if you're somewhat already experienced in that industry, maybe you've been working for another company or running a similar product with your own company, then deploying it. I would say already conceptualization, that's when you go out and pitch it, because that's how you can adjust whatever the service level agreement or the features that include it. Like, a very good example I put in my book too, was like when I ran my old agency and we were direct sales. We were selling to small businesses. Actually we had thousands of small business clients and at one point we came to a position where we had to pivot and start selling channel sales. So we didn't sell to the direct advertiser. We would go to other marketing agencies and then sell them on a solution that they could resell to their advertisers, their small business. So we didn't have that product in place and so forth. So I basically out of my corner office, start calling out. I had obviously outlined in terms of what I envisioned the product of the solution to be. But I started pitching and the first couple of calls were brutal, right? And I got a lot of input. I took learning, took notes. Every call was a little bit slightly improved until I think it was call maybe 15 or 16 to one agency and it's like here's how it is. And then it dropped down. It's like this is just what I've been looking for. Great, because now I had refined the pitched right? And instead of going to my fulfillment department and say we need all these different features in a solution and service level agreement, I could come and say this is what the market needs. Matter of fact, I got a signed contract that I went down and delivered to the department. That didn't make me the most popular person in the company, but anyhow, I could come and say there's revenue on the table here, if we can do this now, can we do that? Right? And we found a solution to it, but I would rather do that instead of going into an R and D process where you're like figuring out creating something. And then obviously the sales guy said nobody in the market wants that. I'd rather get that approval at Conceptualization already. If you can pull that off, of. Course, yeah, you made it sound easy. But there's a lot of important pointer before spending all the money to create something. Ultimately no one will buy. You actually start going to people and you are brave enough. Right? It's hard for us to be in sales when customer don't give us feedback. Even if customer give you not so good feedback, that actually is very helpful. Sometimes they tell me no, ask them. I will actually ask the question why did you decide not to work with us? And if they open up, I keep my mouth shut and I just write down notes. Those are really important factor. Sometimes they will tell me competitive analysis, your competitor is cheaper, your competitor is better. I like that coffee better, or whatever that it is. So can you actually make that work in your product and services so that next time when you pitch to Prospect B, then you be better, be better. Maybe like you said, Gary, ten times, 15 times better. You actually create a solid plan that people would love to get into, correct. You'Re right on the money. Once we have a process in place, how would you advise us to create a framework so when we bring on additional salesforce, they're able to jump on it and know the process quickly instead of spending months, sometimes years, to learn what the company actually do? Yeah, great. So obviously a sales playbook is an ever evolving document, right, that keeps getting optimized, approved, adjusted a very good way. As a rule of thumb, I typically tell companies is like, if you don't have a 90 day onboarding plan for your new reps, then you're basically not in position to hire somebody, right. So within that first 90 days, they should be able to work towards code attainment, right. And everything you can do to minimize that learning curve, all those things should you have in checkboxes. Simple stuff that sometimes entrepreneurs or business owners forget, including yours truly in the past. Many times, it's like you have a set of technology, you invest tens of thousands of dollars in a CRM and you configure it. Or sales enablement technology, or lead enrichment or proposal tools. How the heck do you use it? Create manuals for that, right? Make sure if the adoption is not good on the old technology, you're wasting the money. Right. It's just like having an 80 foot yacht in the harbor. If you don't know how to freaking sail it out of the harbor, it's worthless. Right. It's a very high cost of real estate. You have to be sure that the CRM technology is adopted. Say it goes for pitching, goes for email templates, goes for collateral sharing. Understand all this information that you as a business owner, it's your passion project, it's your baby. You know all the ins and outs, but you can't just transfer all that knowledge out of your head. You need to document it all in a system in chronological, alphabetical order so that it can be easily adopted by your reps. For them, too. You're giving them the tools. If you build that 90 day sales onboarding plan and check off all those boxes of what's needed, then you come a long way, because then the rest is just optimizing the process. But you'll make sure that once the people you get to that success rate, they'll start figuring out a lot of the answers by themselves and be self driven to that extent. It's that initial curve. That's where a lot most companies fail. And you got to think about the optics, right? If you have a company and you hire sales reps and you say, hey, great, now we're taking off and we got people, and you've provided equity to some key players and now it's going to take off or investment, and you bring on sales reps and five out of five, they fail. How does that look? Right? So you want to do everything in your power. You're hiring five sales reps, you better have three or four of them sitting there after a couple of months, right? That would be my two cent, because everybody else is looking, assessing investors, all your stakeholders, your employees, everybody who's giving up their job for joining that opportunity is, can sales be followed through? And that's again, why I would put a sales plan first. So I work with a lot of clients and I'm just baffled because they come aboard. It's like, what's your cost per lead? What's your closing rate? How do you follow up on that, which system you have placed? And they're basically like, I would need to talk with my sales guy about finding how the heck are you running your business without those metrics and so forth. So basically you're giving a full control to what kind of revenue. You're setting some expectations, but you're not measuring the activities of the metrics that are supposed to give you those desired KPIs. So you got to flip it the other way around and say, okay, we got to have all the processes, activities and documentation in place, lay out a set of metrics in terms of how many calls, emails, conversations need to be done, the conversion rate from MQL to SQL, all that information. You got to have fully understanding that's the only way you go out and set targets. Yeah, that good stuff. Nowadays with technology, one click of a button, you see all the report and if you plan it correctly, then you can see who is performing what actually works for the company. So if you like, you could double down on that or you could balance it out maybe with your non performing sectors. It's easier than ever. The most difficult thing is getting the technologies integrated and seamlessly working with the other and getting people to adopt. That's the key thing. So it's a lot about configuring it. So it's user friendly, right? It's all about it's just like you go to a website, UIUX is the most important thing because people don't know how to navigate. If it's slow to load and if it's not seeking the right information, it's not doing its purpose. The same goes for Sales Process and sales tool. It's got to make the sales reps job easier so that they can perform better, they can do less administrative tasks and focus on speaking with prospects, enabling customers to become happy, et cetera. Yeah, Gary, thanks for sharing and I really do wanted to I think you're the perfect person to answer this, and I've heard it so many times where it's a larger company, they have a marketing department where they do social media, maybe they do Google Ads, maybe they do other channel that brings in the leads, right? And then the sales team takes on after they capture the leads. But sometimes they don't talk to each other. I don't know why. Like marketing people do not talk to salespeople and vice versa. And then their salespeople pushing back. Say you're not bringing in good leads, that's why we're not closing them. And somehow they got into arguments and fights. How would you suggest you balance and make the team collaborate better so we can improve the process? Fantastic question. That's probably one of the single most high revenue impact initiatives you can roll out is just making sure that those two things are aligned with a unified strategy. You're measuring the same metrics, you're focused on the same KPIs. So it's not two different entities operating in siloed, not speaking with the other. You're never going to get the desired results unless you cultivate that. Now how can you do that? There's a lot of different shapes and form depending on your size of the company. Are you hiring a marketing agency, external marketing agency, which many companies do? How are they collaborating? Are they just having a monthly call with the chief marketing officer, your marketing director? Or is your VP of sales included in those calls? Is there a lead management feedback loop? Like in terms of say, what determines a qualified lead? Do we have a lead scoring system in place? Are we just hoping to get a lot of leads and we're burning through a lot of them and wasting our time essentially talking with unqualified prospects that doesn't fit ideal customer profile. That's number one. If you do it internally right, make sure that you have strong collaboration. So you mentioned social media or paid search or content. Like very often a marketing team sits and talks about, okay, how can we capture demand? There's certain impression share volume that we can capture on social media, google, whatever it may be. Let's focus on these keywords and create some content for it. Failing to never go down to the sales rep and asking like if there's top three questions you get from your prospects, like why don't they move forward or what's the key piece of information they would like more intelligence on? Gather those insights and then start creating some content that can serve twofold. One, it can generate leads, it can actually capture impressions. But secondly, the sales team can all of a sudden use it in the sales process where the customers say, hey, I have this question, how do you go about expert? That's a great question. Let me just share with you this article that I found that wrote on the topic. So for that may be able to one, it fuels authority, credibility and it just enables them to close deals at a higher rate. So collaboration in short term aligning metrics, KPIs, getting people in the same room, having smarting meetings, I call it where it's right, it's unified metrics. It's not hey, did we hit this sales quarter? Did we hit this amount of leads? It's like, did we hit this revenue and how can we help each other? Now all of a sudden, you get everybody on the same page. That goes a long way. Yeah, I think there's a lot of important points in there, Gary. I think first you got to talk to each other. Like, if you don't talk to each other, if you feel like you're working at different department, then you're working at different department. And to your point too, salesperson, it's ultimately interacting with the client and close them, get the revenue in. If you work in sales long enough, then you could probably feel it. There are things that the clients would say that you know that they're ready to order. And also, you know that when they say certain things that you know that you will not get the order from them. So if you give the feedback actually to the marketing team, so when they write the content, so they can actually, if they're smart to jump up and cater to those who are ready to answer the question, then when you go through the leads, I'm sure that you could probably help plan it. Gary is to. These are the hot clients that are ready to buy these people. Maybe this in the market for looking right? So you might build relationships so you actually develop different piles of client that these are ready to buy. These are in the market. And these third sectors, they're never going to buy. They just want to look around. Is that true? That's absolutely on point, gathering that intelligence, then you can just answer sometimes, as you pointed out earlier, I would way rather have a prospect that says no and gives me the reason why. Because at least I know what to work with, right? And I can adjust my pitch or I can rebuttal that the worst things are the people you never speak to that detract you because you just didn't answer the questions before they even submit the form or the lead. Like, the very first thing we do, typically when we take over client campaigns, we typically always install. We work a lot with direct response driven campaigns. So it's a lot of phone calls, a lot of leads that come through phone calls. The best thing you could do is just sit and listen to the calls, just like you'll get all the information you need to. Like, what's the most common rebuttals? What's the main concerns? How is your reps position pricing? How are they addressing how you stack up against your competition? What are the concerns from contractual terms and services of your agreement? All that information is revealed in your calls if you sit down, listen, and if marketing does that, collaborates with sales and then enables to address all those questions, you can address the concerns before they even get raised. And the. Best sales process is when you're just addressing everything that they're like before they can start checking out. Like, you're probably wondering how we do that great. And you're like, Why the heck is that? What's the reason? Well, here's how it works, and you elaborate in the process the next steps. Here's what it looks like. If you become a client, basically, you're eradicating all concerns. You're fueling them with trust, and you're making the decision making process way easier because we don't want to force products down a throat. That's an old school mentality. I tried that 20 years ago. Probably go to jail for some of the things that I sold, right? But nowadays you can only sell to people. But they have all the information at their fingertips. They can do a quick Google search and they can do price comparisons or feature analysis, whatever. They can see reviews. The only way you can be a good salesperson is enabling people to get to the right decision faster, the decision they would make otherwise if they had all the right information in front of them so that they can make a smart decision that can make the biggest impact and add value to the business. That's a good sales rep. I think if people do as you just said, Gary, they probably save money on marketing too. So maybe your sales force identified three concerns, right? If you hit those three concerns, then you have a customer. Then what they could do is they can actually tell the marketing people, these are the three main concerns that will close the deal. And all you have to focus on is answering questions. With this concern, you don't need to focus on the rest of the people because they're not really our ideal client. So that in turn, you're doing it backwards. You could determine the channel that you need to be on, the COVID ad or media that you need to be peer on, and what is not relevant, you don't have to be on. So you actually save money doing that 100%. That's a very good point. A very good point indeed. To the degree. Again, if you don't have a unified strategy and alignment between sales and marketing, typically your marketing department, if you hire a marketing agency in nine out of ten scenarios, and I know this because I sold marketing services to marketing agencies. Hundreds of them. Very often. Not everybody. But they will go out and say, okay, what's the targeted cost per lead and what's the lead volume you're looking for? Let's turn on all the bells and whistles and button and try to get that rate. Instead of saying, okay, let's go back to sales and understand what are the qualifying criteria in more detail, what are the things that we can maybe detract people from even clicking on ad, right? Why don't we waste money? Maybe we're going to put in some copy, some words in the copy that could detract people from clicking on it and wasting our time on that. Driving a cost. The cost per lead may look favorable, but the cost per acquisition, the cost per client, the cost per patient, whatever industry you're in, is impacted by that. So I would way rather make my budget more efficient by saying, okay, let's make sure to detract and attract the right people as good as possible from a marketing standpoint so that sales are enabled with sales qualified leads at the highest rate possible, save you a ton of money. Also, frustration, human resources focus. We only have X amount of hours in a day and mental capacity to focus on so many things. So just making sure that marketing predominantly sends over qualified leads, it's hard to quantify the impact because it's not just about you improving and closing at a higher rate. It's the level of confidence that rep jumps into the next call. It's the excitement. Right. It's knowing that here's a prospect that has a need, they have a pain point, and you have a solution that can add value to them that just puts you in a whole different state. As a person, as a business owner. Sales walking into that conversation, I think. You'Re talking about really laser focused. And do you know who your clients are talking to? Enough. Small business entrepreneur. The common mistakes is we wanted to target everybody. But as you know, Gary, even the biggest, the most resourceful company, they don't target everyone. Like, if you talk about luxury brand, they only showcase their product in certain industry. If they're a car manufacturer, they only showcase on a certain area. They know exactly where they need to go. Versus for a small business owner. We want to be everywhere. Yeah. Verticalization niche is one of the best marketing sales strategies you can do. Because you can own a domain, you can easily scale it. You have more insights in the industry. You can deploy it way more efficiently across the board. And again, it's hard to be a jack of all trades, but you can be a master of one or two subjects. That's what people essentially want. They don't care about all your success. What you've done is like, have you helped anybody like me? My situation, my pain point, tell me something that I can resonate with. So very powerful to hone in on. And that's not just a vertical. It's also the size of companies you're targeting. If it's B to B, if it's a consumer, certain GEOS or Sipcos household income levels really drill down on detail of what your ideal customer profile is. Don't look to expand before you're penetrated at a satisfactory level. Right? Yeah. That's key to success. Like, if all your ideal client are at the golf course, for example, you go to the golf course. If all your ideal clients at the soccer field, you go to the soccer field, go wherever they are, and then if you know that none of your ideal clients are there, you don't have to spend really effort there until, like Gary said, maybe you own that space. Then you're looking to explore, grow your business, then you start looking at other sectors. So focus, I think, is one of the key to success. So, Gary, I know that we're getting to individual questions that people would love to ask you about in their business. If listener wanted to get in touch with you, what would be the best way to reach out? Yeah, you can go to my company website is Elevate IO. You can also go to my personal website, Garygarth.com, Instagram, LinkedIn, YouTube, Profile, whatever you feel. I check all my messages myself and happy to reply if anybody wants to apply some of these concepts, but maybe in doubt of how to execute them, or how to find the right resource, or how to craft that winning sales plan, anything of these topics that we have covered today, I would say go to Elevate IO, go to the Resources tab. I see you have it in the footnotes. You can pick up a copy of my book. I will give it away for the first 50 listeners of the show. Just go to my website, type in the coupon code, all small letters, small business show. That's small business show and you'll get the book discounted from thirty dollars to zero dollars for the first 50 listeners. I hope to get everybody's feedback. I hope to get some testimonials of the reply, one two concept, whatever it is that work for you, I'll be more than very happy to hear that. Thank you so much for generally gift gary and I'll also put the link in the show notes. Thank you so much for coming on today. I learned a lot from you. Thank you so much for having me. This was fun. Thank you for listening to the show. If you enjoyed this episode, please subscribe to the podcast and share with your friends or colleagues who might benefit from the conversation. Any questions or feedback, feel free to reach out to me on LinkedIn. I'd love to connect with you.

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