Daniel Priestley

Yeah, but mind you let's not let's not throw a pity party It's for the billionaires of the world. Yeah, exactly You know, here's the here's the cool thing These days, it's totally possible for really normal people to start a business that is a lifestyle business that does six and seven figure revenue, six figure, maybe seven figure profit,

Yeah, but mind you let's not let's not throw a pity party It's for the billionaires of the world. Yeah, exactly You know, here's the here's the cool thing These days, it's totally possible for really normal people to start a business that is a lifestyle business that does six and seven figure revenue, six figure, maybe seven figure profit,

and you have fun, freedom, and flexibility, and it becomes a vehicle for being able to live and work from anywhere. Let's not discount the real opportunity at the moment. The biggest opportunity at the moment is that small dynamic teams of less than 10 people can have a really significant impact in business. We live in a time where small teams have infinite leverage.

and you have fun, freedom, and flexibility, and it becomes a vehicle for being able to live and work from anywhere. Let's not discount the real opportunity at the moment. The biggest opportunity at the moment is that small dynamic teams of less than 10 people can have a really significant impact in business. We live in a time where small teams have infinite leverage.

They can have a YouTube channel, they can use AI tools, they can have a software stack, and that whole team can live and work from anywhere and be earning incredible money. I have countless examples of people who are doing one to five million of revenue, half a million of profit to a million of profit, and they don't have to be anywhere in particular at any given time.

They can have a YouTube channel, they can use AI tools, they can have a software stack, and that whole team can live and work from anywhere and be earning incredible money. I have countless examples of people who are doing one to five million of revenue, half a million of profit to a million of profit, and they don't have to be anywhere in particular at any given time.

No one's disappointed with that. Right, right. It's a good lifestyle. That's a good lifestyle. On this entrepreneur journey here, we talk about one person to three people is the wilderness. This is a really tough time in business where you're figuring things out, figuring out your value. Three to 12 people is the lifestyle boutique.

No one's disappointed with that. Right, right. It's a good lifestyle. That's a good lifestyle. On this entrepreneur journey here, we talk about one person to three people is the wilderness. This is a really tough time in business where you're figuring things out, figuring out your value. Three to 12 people is the lifestyle boutique.

And then 12 to 30 is the desert, too big to be small, too small to be big. And 30 to 250 people is your performance zone. So 12 to 30 is the worst place to be in terms of that? That's a hard one. Having 12 employees to 30 employees. 12 to 30 people on a team is too big to be small, too small to be big. Why is it so hard?

And then 12 to 30 is the desert, too big to be small, too small to be big. And 30 to 250 people is your performance zone. So 12 to 30 is the worst place to be in terms of that? That's a hard one. Having 12 employees to 30 employees. 12 to 30 people on a team is too big to be small, too small to be big. Why is it so hard?

Well, if you want a lifestyle business, then it's the three to 12 person team. That's where you want to be because it's a self-organizing team. You've got a core team of about 10.

Well, if you want a lifestyle business, then it's the three to 12 person team. That's where you want to be because it's a self-organizing team. You've got a core team of about 10.

Yeah, that core team. I bet you find that it's just very self-organizing. People just figure out what needs to be done and they're doing it and all that sort of stuff. What's weird is about 13 people splits the team into two or three sub-teams. So when you hire the 13th person, now you've got a sales team who don't talk to the finance team, who don't talk to the ops team. And now there's dramas.

Yeah, that core team. I bet you find that it's just very self-organizing. People just figure out what needs to be done and they're doing it and all that sort of stuff. What's weird is about 13 people splits the team into two or three sub-teams. So when you hire the 13th person, now you've got a sales team who don't talk to the finance team, who don't talk to the ops team. And now there's dramas.

When you get 17 people, two of them start dating and it gets weird. Has that ever happened?

When you get 17 people, two of them start dating and it gets weird. Has that ever happened?

Yeah, well, that happens too. Right, right. Sometimes in your boardroom, right? Right, right. So you get 17, 18, 19, 20. You really are. You're too big to be small. You're too small to be big. You're in this awkward zone. When you get to 30, you've got typically a four or five person leadership team who can then lead the teams of teams. And now you've got a proper business.

Yeah, well, that happens too. Right, right. Sometimes in your boardroom, right? Right, right. So you get 17, 18, 19, 20. You really are. You're too big to be small. You're too small to be big. You're in this awkward zone. When you get to 30, you've got typically a four or five person leadership team who can then lead the teams of teams. And now you've got a proper business.

You're in the zone of being able to sell that business for tens of millions.

You're in the zone of being able to sell that business for tens of millions.