#362 Gene King | Engineering Access, Building 22 Companies, and the Wealth of Awkward Conversations

Welcome to the speaking podcast. You can find all our episodes on speakingpodcast.com. Today's guest is Gene King, an Axis architect and founder of Atlas Strategic Axis based in Mount Pleasant, South Carolina. With over 50 years in business, Gene has founded and scaled and successfully exited 10 companies and currently operates six active businesses, including Sequence Real Estate, Invest America, an EB5 immigration investment firm, and Twist Elbow, his specialty is engineering axis, positioning companies into enterprise government and investor opportunities they couldn't reach on their own.

(0:48 - 1:10)
Gene is also an entrepreneur in residence at the Harbor Entrepreneur Center in Mount Pleasant, home to over 100 early stage businesses and has extensive experience training sales teams and CPAs on structured deals. And I can also say that I've met this gentleman over 12 years ago at a darn hardy event. We stayed friends.

(1:10 - 1:20)
We were peak performance partners, which meant we were doing a weekly call helping each other. He's a gentleman and I'm happy to call a good friend. And welcome to the show, Gene.

(1:21 - 1:29)
Roy, thank you very much for this opportunity to just be one on one with you, man. This is awesome. Yeah, I mean, that's that's an impressive.

(1:31 - 1:57)
History of what you've done, but I know that from kind of knowing you, but obviously the listeners wouldn't. So I suppose what's this entrepreneur kind of voice inside you from a young age? Where did you start? What was your kind of first thing that you got into? Oh, I remember it distinctly. I was a sophomore at the military school in South Carolina by the name of the Citadel, and I needed some spending money for the weekends and my father wouldn't give it to me.

(1:58 - 2:13)
And I got horribly hazed in military schools. There's hazing where they beat the young freshman and make them do crazy stuff and trying to harden them up or run them out of school, one or the other. And I got horribly hazed as a freshman.

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So as a sophomore, I really wanted to try to protect some of these younger guys that were getting horribly hazed. So I needed money. I wanted to protect.

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So I went in and figured out if I could start a shoe shining, brass shining business for the upperclassmen and I could get the freshmen to shine the brass in the shoes for me, I'd protect them from the upperclassmen hazing them. And then I could make money. So I literally would find in my battalion and in our company area and battalion, I'd find young freshmen that were getting hazed.

(2:46 - 2:56)
I'd go find out who was hazing them. I'd go into their rooms and I was six, five, had a 28 inch waist. I was rolling on the crew team, 250 pound.

(2:57 - 3:12)
I mean, it was just incredible how good a shape I was in. So I would go into the upperclassmen's rooms and just basically say, don't ever haze this guy again or I'll come in and see you at night and it'll be a bad night. Then I'd get the freshmen to shine shoes and brass for me.

(3:12 - 3:23)
And that's how I got my money, because the upperclassmen would pay me so they wouldn't have to shine shoes and brass. So that was my first business. And I learned scale because I didn't have time to scale it.

(3:23 - 3:49)
I was finishing my sophomore year at the Citadel and couldn't do it anymore. So I learned quickly about scale, but that was my first business to actually make money. And like because you said, like the military school, how often, how long were you in there? Because what I've seen is anybody that's going to be in the military they're very systemized.

(3:50 - 4:28)
And I think it controls, were you always systemized or did that make you systemized that you've been so successful in business? I learned one thing and probably the most important thing in my life at the Citadel while I was attending the Citadel. When I got really, really hazed my freshman year, one morning I was I had to jump up and grab pipes in the ceiling and a M16 rifle was hung on my legs while the guy beat me on my butt, screaming at me. And finally, I'd had enough and I just dropped and I stood at attention and he came in front of me and started screaming at me.

(4:28 - 4:38)
And I said, you can't kill me, sir. He said, what are you talking about? You can't kill me. I'm getting goosebumps right now thinking about this.

(4:38 - 4:54)
When I realized if somebody can intimidate you, bully you, do everything in the world to you, but they can't kill you, then you can get past anything. So I took that with me the rest of my life. Now, if somebody pulls a gun out, all the rules change.

(4:54 - 5:14)
But if it's a bully, if it's somebody trying to threaten you, if it's somebody trying to out-negotiate you, out-position you, as long as they can't kill you, you're in the game. And I've taken that with me in every company I've ever been in. I suppose like with like if we look at, you know, you've had 10 exits.

(5:15 - 5:25)
What lessons have you learned? I suppose partners, first of all, because I've had a lot of company, I think 22 now at this stage. And yeah, some have been brilliant. No contracts.

(5:25 - 5:31)
We've done 15 years together, parted everything with Sunky Dory. There's others. And people didn't bring their A game.

(5:32 - 5:48)
How did you navigate having partners and did you have bad partners as well? My wife will tell you, Gene doesn't move without a partner. I believe in Thinking Grow Rich, Napoleon Hill's mastermind group. Two people less than 10 can accomplish anything.

(5:48 - 5:56)
Never ask anybody to do anything for nothing. The universe always brings opportunities for me to me. I don't ever seek anything out.

(5:57 - 6:15)
My exits came from the fact that I found out when I was 65 years old, I had advanced ADHD. And what I figured out over the years was once I figured out how to get a company going, once I figured out the revenues, once I figured out how to make it profitable, I got bored. And that was a mistake.

(6:16 - 6:39)
If I had been taking Adderall since I was 21 years old, my life would be totally different because I left a lot of companies and sold them for a very undervalued price because I just and once I wanted to get out, I didn't ever pressure partners to get out. I just said, I don't like I don't want to do this anymore. We got to do something else.

(6:40 - 6:46)
So we would sell the company. And I've got several companies. I started that are still in existence and doing real well.

(6:46 - 7:14)
I just got out too early. So if I had to do all over again, I probably would have been on Adderall. And I wouldn't have had 10 exits and I wouldn't be involved in five companies right now.

I'd probably been singularly focused and had one or two or three businesses. And like we'd even know, you know, you have five or six. How would you structure your day? Because I mean, I have the same and I love it because everybody's got their own different angle.

(7:14 - 7:27)
And sometimes people got their secret sauce. What way do you manage the five or six companies? No different than anybody else manages their day. I know every day what I'm trying to do.

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Sometimes one of the companies I don't touch. Sometimes I touch it most of the day. I just know I'm always on the access revenue producing side of businesses.

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I always have a partner that's responsible for operations. Maybe the same partner is responsible for finance. I don't like to get into the mundane processes of income statements and balance sheets.

(7:55 - 8:08)
I don't like to get into the mundane processes to me of operations. I like to go figure out how to get the revenue. What do you have to do to close to get the revenue, bring the revenue in and let other people handle that revenue.

(8:09 - 8:32)
So day to day, I'm just purely I've got my I use Zoho, which is a contact management system, and I put every project in Google Sheets. So I know what I'm trying to accomplish in this month, this quarter, this semiannual, this annual with a five year goal to exit. I'm always trying to figure out how to exit.

(8:33 - 8:53)
Now that I'm on this Adderall, I don't know if it's because of my age or because I'm starting to think differently. Now I'm thinking more about residual income. How can I move this forward and continue to have residual income coming in? That's why we're building this government platform to access government contracts.

(8:54 - 9:12)
I have a company, a securities and exchange commission, federal broker dealer in the United States. And we got involved about 10 years ago in EB5, which is an immigration program to bring families, immigrate an entire family into the United States on permanent green card. We're doing really well.

(9:12 - 9:38)
We needed to open a couple of countries. I went to my partners, what can I do to help? And they said, well, can you go open Canada and Nigeria? Well, I don't know the last time somebody told Roy Cawthon, you need to go open Canada and Nigeria to do what you're doing. Well, you got to go.

You got to put the team together. You got to go figure it out. So I went to the ambassador of Canada to the United States and work with their folks to figure out who people are.

(9:38 - 9:55)
And I'm networking with some of our folks in CLA and Nigeria. So I'm just having the day to day, put it in a Google sheet, go track it and go move it forward. And so whether it's five companies or one company, people say you got to be singularly focused.

(9:55 - 10:09)
I'm singularly focused on access. Oh, who do I need to call and how do I get to this person? For what reason tomorrow? So that's what I'm singularly focused on. And the revenues just come in from different areas.

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It's kind of like having a business that has a bunch of SKUs, a bunch of products. My businesses are like different products and I just manage them that way. If that makes sense.

(10:20 - 10:33)
Absolutely. Absolutely. And I made a mistake at one stage, and I'm wondering, did this ever happen? You I had a lot of different things and I would feed the one that was doing very well to the one that I thought would be doing very well.

(10:33 - 10:46)
And then I'm taking my eye off the good one. And the other one doesn't actually isn't as successful because and I've learned that unless it's feeding itself, that cut the ties. If that makes sense, that is.

(10:47 - 11:10)
I couldn't tell you how many times I would say I've not made that mistake. That's why I have to track everything, because if you don't have it in front of you, if you're not looking at it and seeing it and feeling what's happening. You you will forget about especially things that are difficult because we humans want to go to those things that are comfortable, that are fun.

(11:11 - 11:24)
And when you're in the access world, it's hard today to get to people. It's really hard to get to people. So one one company I'm working with can be a lot easier than another company.

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So I kind of forget about that one because I know how hard it's going to be. But I've written it down. I want to get to Roy by the second week of August, and I've got to be able to do it.

(11:35 - 11:47)
And I've got to be able to find out what pathways I got to do to get to Roy. Therefore, writing it down in the old written plan. I mean, what you and I learned with Darren years ago, write it and do it.

(11:48 - 11:57)
You know, and that's one of the main things I learned back then. What's measured improves. What's measured improves.

(11:59 - 12:20)
And all the time, I mean, I learned this 15 years ago. Our wealth comes from the number of awkward conversations we're willing to have. Right.

So let's get awkward. So I have to make myself get awkward all the time in what I'm doing to manage all these different things. And it's fun to me.

(12:20 - 12:34)
You know, I guess this is how many people want to try to get involved in operating. I don't run. I am in the revenue production of five different companies, and I just happen to be a partner in all of them.

(12:34 - 12:48)
I don't work for any of them. I'm not a W2 in the United States. I'm not an employee.

I'm an owner. So my job is to go help us be successful. So I can't get behind on it.

(12:48 - 13:05)
I got to stick with it. And yesterday I signed up what's called a foreign finder out of Nigeria, and it happened so fast. I wasn't even ready for them to have the contract because I've only been doing this a couple of months to get into Nigeria.

(13:05 - 13:22)
And I just couldn't believe how fast it happened. So I impressed myself. With the different partners, then how do you deal with conflict? Because obviously you can have comfortable situations where you're like with me.

(13:22 - 13:31)
I prefer having it that you say it straight away as opposed to letting it fester. But you don't linger on it a month later. Like if it's thrown out there, it's done.

(13:32 - 13:53)
With you having so many different partners, how do you navigate it? I'm looking for some wood in the tap on. I don't remember having ever in my life of. To 16 different companies now, I don't remember ever having a verbal argument with any partner.

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I try to almost kind of like a I try not to judge. We're all humans. You're my partner.

(14:03 - 14:18)
We decided to be in business together. It's simple. Do you want to continue to go forward? Yes.

OK. Then there's nothing to argue about. You got your things to do.

I got my things to do. A lot of trust. You got to have a lot of trust that people will do what they say they're going to do.

(14:19 - 14:34)
I've learned to select partners over the year. My newest partner is a naval intelligence retired officer, and he is so much different from me because I want to talk all the time and he wants to listen. So two different types.

(14:34 - 14:57)
I've got a partner that was a full time, built a large CPA firm, became a specialist in helping people with tax advantaged investments in the United States to reduce taxes and very good programs. And he trusted that I would figure out how to find the investors. And I trusted that he knew what the hell he was doing to go figure out how to do the business.

(14:57 - 15:07)
The same with the immigration. I went in to the immigration world, to the EB5 world, to the EB5 magazine. This is 10 years ago.

(15:08 - 15:13)
I studied the industry. I studied the people. I picked four or five people that I thought I might want to do business with.

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I accessed them. I communicated with them. And one of them rose above all the rest of them.

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And that's Mike Zinnick. And he's my partner today in this wonderful partnership. So I don't, I steer away.

(15:27 - 15:36)
Now at home, I can get in an argument with my wife. You know, that's, man, I haven't figured out. I guess you got, I try to let her win most of the time.

(15:36 - 15:45)
And she would hate me if she heard me saying this. So I got to make sure she never sees this podcast. But I just stay away from conflict because it does no good.

(15:45 - 15:50)
It's negative energy. It's negative environment. You're not moving forward.

(15:50 - 16:05)
I just try to keep doing my thing. And I'm telling you, when revenues are coming in, everything kind of fixes itself when revenues aren't coming in. The first thing you do is blame the salespeople, then blame the president, then blame, blame, blame.

(16:06 - 16:22)
So all you got to do is make sure you've got revenues coming in and you're positive cash flowing and you don't have a lot of conflict. And that's been my responsibility all my life is go figure out how to get the revenues. Yeah, my VA partner never had an argument with her.

(16:22 - 16:28)
There's clients as well. Like 15 years. Never.

Not once. Yeah. There's other times I got it wrong.

(16:29 - 16:38)
And my mother's very good with intuition. She was after telling me, no, don't trust this person. And I thought, you know, I knew a person five years before I went into business with them and they didn't bring their A game.

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You know, they just I learned it. So no, I'm very selective. I have to make sure I really like this person.

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I trust this person. And it's going to be right. Which are dead right.

(16:46 - 16:59)
I think that's brilliant advice, what you've just said there, because the blame game, you just keep doing what you're doing. And it'll start as one person said to me when I went through a lot of turmoil. You know, money solves all problems.

(16:59 - 17:13)
So don't be thinking about what you've lost. Think about how to make money. And it was a mentor, a mentor I had years ago who was one of the members that started the Chicago Board of Options Exchange, worked on Wall Street for years.

(17:13 - 17:23)
He said, there's two things, Gene, most importantly. What's measured improves. Don't argue, trust.

(17:25 - 17:43)
If you've got a partner, if you've got an employee and it's not working out, I would say 95% of the time terminating them is best for them, not for you, because if it's not working out, they don't have their heart in it. They aren't passionate about it. They're just doing a job.

(17:43 - 18:09)
And you can't have people in an organization that are just there to do a job because they need the money. They got to be they got to be incentivized to be great as they possibly can be to help you accomplish what everybody's trying to accomplish. And when it comes to partners, the tricky thing is if your partner is going to be involved, if it's a finance partner and they're not involved, that's totally different.

(18:10 - 18:27)
They're going to be on a call every month or every other week or whatever to see what's going on. But if you got a partner that's working, you just got to make sure they know what the hell they're doing and then you got to trust them to do it. And I've never had a partner that I felt.

(18:28 - 18:55)
I had a partner years ago who, by the way, is one of my best friends in my life, that the company asked me to terminate him because he was literally no longer needed and it was a financial burden. And I don't know why I'm always asked to be the guy to go be the hatchet guy to terminate people, but I try to make it a humanistic value to terminate somebody. Let's go find what it is you want to do with your life.

(18:55 - 19:08)
And let me help you because this isn't working. OK, so that's just so important. When I need to let people go, I always try to help them find something else.

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They just weren't suitable for my team. I try to find different roles for them because sometimes it's just whatever position they are, but yeah, you'd usually see it, you know, like they're, you know, if they're working, say, nine to five at quarter to, you know, five, they're putting on their coat, they're just ready to run out the door. And it's like, whereas the others, they're head down.

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They don't even look at the time and they're just they're hapless in it. And yeah, it's a difference. You know, my AP's, you know, patience, persistence.

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These these P's are so important. People, process, planning, prayer, passion. Just talking to somebody the other day about passion.

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And I was reminded when I used to do some sales training in the employee leasing business and I'd get up in front of a room full of people that I've been asked to come in to help them be better at what they do. And I would say none of you have to raise your hand because I know the answer when I ask the question. These are all mature adults.

(20:05 - 20:19)
How many of you in here have ever had sexual relations with another human? You don't have to raise your hand. I know the answer. So if you can figure out how to go have sexual relations with another human, you can figure out how to sell whatever it is you want to sell.

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You just got to have passion. So with Think and Grow Rich, Napoleon Hill transmute that sexual desire into that thing you want most in life works. You got to be all in.

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You know, if you want to have a compassionate partner for a day, a week, a month or a lifetime, you got to be all in. The same with your business. You got to be all in and passionate about it happening and doing your part to help make sure that thing is successful.

(20:50 - 21:18)
And it's just so important and patience and persistence. And they're all all these key words are just so important to make it happen. Persistence is the tough one for me because I get the idea and I'm ready to go.

I'm passionate. I'm persistent as hell. But how do I slow down and let it come to me? How do I make it happen over time? And that patience thing is tough for me.

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Being patient. I learned I'm constantly on my patience pathway. With one of my businesses now, like we're moving fast on on everything and we're equal partners.

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And what we've decided is if we have a situation where one wants one go one way and the other has the other way, and whatever we're deciding to do with the business, that it's like you've got the card now so you can you get the vote. But then it passes to me. So then the next time we've got something that we're both disagreeing with, I get the card.

(21:56 - 22:24)
And I'm just wondering when you've got equal partnerships, how do you resolve it if you want to do X and they want to do Y? Damn, that is such a great question, because I hear this all the time, especially in this entrepreneurial facility I reside in with over 100 companies are all early stage and they have 50 50 partners. And I'm I'm kind of the guy here when things aren't going right. They come see me to figure it out.

(22:24 - 22:44)
And I promise you with the 10 companies behind me and the ones I'm in now, if you can make the mistake, I probably made it. But. I don't remember ever coming up in a in a conflicting situation to where somebody had more percentage of the company, therefore they had a stronger vote.

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Like a 60 40 or I got a partnership right now. One partner has 20 percent and my other partner and I have 40 percent of the company. But the 20 percent guy is really, really, really important.

(23:00 - 23:34)
And when he comes to the table and here's what he thinks needs to happen, we listen, we don't go, hey, hey, hey, hey, we don't want to do that and we outvote you. So I don't I don't remember in my life ever coming to a room where we had a serious vote and the percentage won because they wanted their way. Now, I don't know if I got lucky.

I don't know. I don't know. I'm telling you a lot has to do with revenues when the revenues are there, when the cash is king, as my mentor used to say, cash is king.

(23:34 - 23:45)
He was the one that told me. Now, here's an investment banker that lives and dies on income statements and balance sheets and forecasting. He said, know how much cash you got at all times.

(23:45 - 24:08)
So we were about five years into our investment banking firm, and I called my partner one day and I said, how much cash do we have? And he said, all you got to do is look at the income statement. Now, I'm not interested in accounts receivables and payables and tracking all that. How much cash is in the bank? And his question and his question back to me was, and I remember, why is that important? We have cash.

(24:09 - 24:26)
I just want to know. I just want to know how much cash we got because my mentor said, know your cash at all times. I don't care if it's hundreds of millions, if it's millions, if it's a million, if it's $5,000, just know what you got.

(24:26 - 24:37)
So I got in a real big habit of just looking at the checking accounts. By the way, most partnerships I have, I'm not even on the checking account. I don't want to write check.

(24:37 - 24:47)
I don't want to be responsible for the money. Except I'll bring it in. I mean, I get a financial statement every month.

(24:47 - 24:59)
I know what's going on. I don't have to worry about, oh, a lot of people when they're setting up a new account, they go to the bank and they want to make sure they're on the check, writing checks and so forth. I don't care about that.

(25:00 - 25:09)
I care about access and making revenues. Have you noticed that, Roy? Yes, absolutely. And I think the states are still the only ones using checkbooks.

(25:09 - 25:33)
I think we stopped that about 10 years ago in Ireland or even more. So when you're determining which business to get into, like you've done so many, and just kind of what goes on in your head to say, I want to go down this avenue or I want to try something, because they're all different. It's not as if you're staying in one lane.

(25:33 - 25:47)
You've kind of done so many different things. How do you navigate what's your next project? It's as simple as, and I've told this to I don't know how many people, and I don't know how many people believe it. I don't look for anything.

(25:48 - 25:58)
The universe brings it to me. I mean, I hate to eat by myself. One of my businesses started years ago because I was in a restaurant and the guy was sitting by himself.

(25:59 - 26:06)
And I said, do you mind if I sit down with you? And it was a God thing, a universe thing, whatever. Yeah, sit down with me. Next thing you know, we're in business together.

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And if I hadn't gone into that restaurant at that time and asked the guy, could I sit with him and eat? How many people do that? We've never been in business. So the universe brings opportunities to me. It's almost frightening.

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And now at this point in my life, I got enough on my plate and the universe is still bringing things. And I'm having to learn to say no faster than I ever have in my life. And sometimes I hate to say no, because first of all, I know I can do it.

(26:37 - 26:44)
I know I can do it. It's exciting. I would enjoy working with the person.

(26:45 - 27:02)
But I got to say no, because 20 minutes ago, you said, how do you handle all these businesses? I don't need to take on anymore. I just need what I have to work. And if I'm 75 years old and I've sold one of them, I might bring another one on.

(27:03 - 27:09)
It's fun. If it's not fun, I wouldn't be doing any of this. It's fun.

(27:12 - 27:28)
You mentioned Napoleon's Hill, think and grow rich. So obviously, you know, the law of attraction and it's working for you just by listening to the conversation today. When did that book land on your lap? I was 20.

(27:29 - 27:36)
Hold on now. I got to think I was early, early 20s. I was selling annuities for a bank.

(27:36 - 27:58)
I was driving from Hilton Head, South Carolina to Charleston, South Carolina, listening to The Psychology of Winning by Dennis Whiteley, which was a life changer for me. Self-esteem, self-confidence, all the selves. And he mentioned Napoleon Hill's think and grow rich in that tape.

(27:58 - 28:08)
Remember the old cassette tapes we used to have and we plug them in after the VHS? And I went to a bookstore. I got the book. I read it.

(28:09 - 28:18)
I had read Psychology of Winning by Dennis Whiteley. I hadn't been introduced yet to Rhinoceros Success by Scott Alexander. Those are my three primary books.

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And after I read think and grow rich, it was just, my God, you need whatever the Christians use the Bible, whatever religion you are. You need that religion book and you need think and grow rich. And there's not much else you need for life.

(28:37 - 28:46)
I mean, those two books propel you. Everything else is a backup to it. And I don't read much non or any fiction.

(28:46 - 28:59)
Everything I read, if I'm reading it, I'm learning from it. But it started in my 20s. Because there was different versions of that.

(29:00 - 29:14)
Perhaps you've got the better one, because I think they've watered it down, because they don't want that information to be out there. Do you still reread it or have you still got it? Think and grow rich? Yeah. It's in my phone right now.

(29:14 - 29:23)
And I'm listening to it right now for probably the 20 something time. And I learn from it every time I listen to it. Some of the chapters, I got them completely.

(29:24 - 29:34)
I know it almost word for word. But I was struggling with the concept of mastermind group in today's world. Two people less than 10 can accomplish anything.

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Never ask anybody to do anything for nothing. And I don't. I don't ask for favors.

(29:41 - 29:49)
I don't ask. If I'm asking somebody to do something, it's a purpose to get somewhere. I need help and I expect to compensate you.

(29:50 - 30:07)
And people appreciate that. They don't normally, when a friend or an associate calls and says, can you help me with such and such, that their first response isn't, well, let me figure out how I'm going to charge you for this. You normally go, OK, I'll help you.

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That's what humans do. We help each other. But I just like to make sure I appreciate it enough to whatever.

(30:13 - 30:20)
It doesn't have to be money. Come stay at my lake house. Come do something in the form of compensation for them.

(30:21 - 30:43)
So I learned that very, very young and have applied that all my life. I think that's something as well, that if somebody is doing something for me, even if they don't want money or whatever, I'll always make sure that I'm giving them something. But there's times that I have done that with people and that I've done multimillion pounds and I didn't get a sausage.

(30:43 - 30:56)
And you're thinking, you know, it's just it'd be nice to kind of if they just, you know, send you a hamper or do something just to kind of say, hey, this wouldn't have happened without you putting this together. Yeah. So I've learned my kind of value as well.

(30:56 - 31:05)
And you kind of know the people that, you know, you surround yourself with. And, you know, the ones that, you know, they're never looking for something. They're always got each other's backs as well without kind of with the hand out.

(31:05 - 31:11)
So there's different levels that you meet over the years. Oh, boy. Absolutely.

(31:13 - 31:24)
Well, I know I'll have to get you back again because you're a wealth of knowledge. There's so many different things you're doing. Because, yeah, I mean, I know you well.

(31:24 - 31:36)
I've had fantastic conversations with you. And so what I'll do is definitely we have to book in another one. And but you might let the listeners know where they can find you.

(31:37 - 31:47)
I think it's pretty simple on LinkedIn. It's Gene King three. On a website, my new company is Atlas.

(31:47 - 32:23)
Atlas, the world strategic access. So we strategically access revenues for companies around the world. And that's atlasstrategicaccess.com. And email as simple as Gene at to shorten it as asaccess.com. Gene at asaccess.com. So I've got several companies sequenceholdings.com gets you access to my investment banking firm and my real estate firm and my immigration firm.

(32:25 - 32:32)
But I'm a simple guy to get to, Roy. You got to me. I'm glad I did.

(32:32 - 32:41)
I cherish our friendship. And yeah, I look forward to having you back. And I mean, you've shared a lot of very valuable information and the secrets to your success.

(32:41 - 32:45)
So thank you very much. Thank you, my friend. Very much.

(32:46 - 33:00)
So that's all for the speaking podcast. You'll find all our episodes on speakingpodcast.com. You'll find everything about me. Scan the QR code or go to roycoughlan.com. And if you're looking for virtual assistance, go to va.world. Until next week, take care.