Daniel Priestley

And it was like this beautiful big house. And I knock on the door, I've got 30 minute meeting and I end up talking to him for three hours and he becomes my mentor. And basically I was employee number three or something like that. We're in the kitchen. We ended up building 60 employees. We built, you know, multimillion revenue.

And it was like this beautiful big house. And I knock on the door, I've got 30 minute meeting and I end up talking to him for three hours and he becomes my mentor. And basically I was employee number three or something like that. We're in the kitchen. We ended up building 60 employees. We built, you know, multimillion revenue.

And those two years taught me so much about myself and about the realities of business and how to access resources. And I got all of that. And then at the end of two years, I went to John and I said, John, I'd really like to get equity in this business. And he said, you know what he said? He said, if you want equity in a business, you go start your own.

And those two years taught me so much about myself and about the realities of business and how to access resources. And I got all of that. And then at the end of two years, I went to John and I said, John, I'd really like to get equity in this business. And he said, you know what he said? He said, if you want equity in a business, you go start your own.

So what was funny- Is there something wrong with that mentality from him? Nothing wrong. No, it's totally his prerogative. He was trying to sort of like say, hey, not yet. That was his way of saying not yet. But what I heard as a 21-year-old is, oh, go start your own. So I actually did. So at 21, I went and launched.

So what was funny- Is there something wrong with that mentality from him? Nothing wrong. No, it's totally his prerogative. He was trying to sort of like say, hey, not yet. That was his way of saying not yet. But what I heard as a 21-year-old is, oh, go start your own. So I actually did. So at 21, I went and launched.

And because he had mentored me so well, we did 1.3 million in the first 12 months. We did 10.7 million in the third year. So it was just amazing. Yeah, I built my own team and I learned a lot. I learned about how to generate leads and how to make sales and all of those sorts of things and how to build a team. So from being part of that small team, that set me up.

And because he had mentored me so well, we did 1.3 million in the first 12 months. We did 10.7 million in the third year. So it was just amazing. Yeah, I built my own team and I learned a lot. I learned about how to generate leads and how to make sales and all of those sorts of things and how to build a team. So from being part of that small team, that set me up.

The problem with being part of a large corporate is often you have no idea what that whole company does. I don't know if you ever, you've never worked in a large corporate. Never have. No.

The problem with being part of a large corporate is often you have no idea what that whole company does. I don't know if you ever, you've never worked in a large corporate. Never have. No.

Me neither, right? I've not done it, but I hear consistently that you work for a large corporate, they shove you in a corner, they get you working on some spreadsheets. You have no idea. how much you're charged out at or whether the company's making profit or how they won that client. None of that. It's just go do this little component.

Me neither, right? I've not done it, but I hear consistently that you work for a large corporate, they shove you in a corner, they get you working on some spreadsheets. You have no idea. how much you're charged out at or whether the company's making profit or how they won that client. None of that. It's just go do this little component.

So being part of a small business, an entrepreneurial business, gives you this complete picture. It's so much better.

So being part of a small business, an entrepreneurial business, gives you this complete picture. It's so much better.

Yes. You become more entrepreneurial when you're in a smaller team. That's it. Yeah, you have to. You gain self-awareness. You gain commercial awareness. And you gain resources. So those are good reasons.

Yes. You become more entrepreneurial when you're in a smaller team. That's it. Yeah, you have to. You gain self-awareness. You gain commercial awareness. And you gain resources. So those are good reasons.

It's like a sports team. It is. And it's crazy how transparent small teams are. It's often the case that you know the revenues, you know the profits, you know how many customers are coming through each month. All of that stuff tends to be in full display in small businesses or a lot of it.

It's like a sports team. It is. And it's crazy how transparent small teams are. It's often the case that you know the revenues, you know the profits, you know how many customers are coming through each month. All of that stuff tends to be in full display in small businesses or a lot of it.

Yeah, that's true. There's two things that really change the game. One is having a key person of influence at the front of the business. So this is someone who is going to be the voice of the business, the face of the business, and obviously that should be the founder. Why is having a key person of interest so important for a business?

Yeah, that's true. There's two things that really change the game. One is having a key person of influence at the front of the business. So this is someone who is going to be the voice of the business, the face of the business, and obviously that should be the founder. Why is having a key person of interest so important for a business?