Daniel Priestley

So we brought together a team of 30 in three days and it was amazing. We put up the org chart, we got people to sign on to which roles they wanted, and by the end of three days we'd organize them into a team and they're ready to go. So it doesn't have to necessarily take too long. You also need the money to do that too. Yeah, or you just need the agreements.

So we brought together a team of 30 in three days and it was amazing. We put up the org chart, we got people to sign on to which roles they wanted, and by the end of three days we'd organize them into a team and they're ready to go. So it doesn't have to necessarily take too long. You also need the money to do that too. Yeah, or you just need the agreements.

Look, a performance business is a more advanced business. And when you hear Silicon Valley startups, they go out and they secure that first three to five million worth of capital to go and put together that first 30 people team, right? So they put together their leadership team and then their developers and their customer success team and their... sales representatives.

Look, a performance business is a more advanced business. And when you hear Silicon Valley startups, they go out and they secure that first three to five million worth of capital to go and put together that first 30 people team, right? So they put together their leadership team and then their developers and their customer success team and their... sales representatives.

So they kind of like recruit. That's like part of the founding story in the first 12 months. They put together that team and that's why they get the three to five million. But it only works if you intend to sell that business for a lot of money. If you're trying to get an exit in five, seven, 10 years, that's what you need to be doing. It's a little bit like sport.

So they kind of like recruit. That's like part of the founding story in the first 12 months. They put together that team and that's why they get the three to five million. But it only works if you intend to sell that business for a lot of money. If you're trying to get an exit in five, seven, 10 years, that's what you need to be doing. It's a little bit like sport.

There are plenty of people who love playing tennis, but lifestyle tennis. And then there are people who want to tour professionally and it's very different. It's a whole nother level. Different life. Yeah, it's a different life.

There are plenty of people who love playing tennis, but lifestyle tennis. And then there are people who want to tour professionally and it's very different. It's a whole nother level. Different life. Yeah, it's a different life.

So we got two that are in performance and we got five that are coming up through that process of going from their boutique to getting ready for their performance jump. Interesting.

So we got two that are in performance and we got five that are coming up through that process of going from their boutique to getting ready for their performance jump. Interesting.

They're all intending to go big. Yeah, for me, where I'm at is that pretty much on day one, I want a team of about eight. So if I'm launching anything, it's, well, I work on this two person scout team to scout the opportunity. Can we sell it? Can we build it?

They're all intending to go big. Yeah, for me, where I'm at is that pretty much on day one, I want a team of about eight. So if I'm launching anything, it's, well, I work on this two person scout team to scout the opportunity. Can we sell it? Can we build it?

four person fire starting team, which is just an initial team to run the launch campaigns and to get those first customers, figure out how this business works. Eight person boutique core team, which is here. And then when we get the signal that the business is ready, we then jump to our performance team. Got it, to 30. To 30, yeah.

four person fire starting team, which is just an initial team to run the launch campaigns and to get those first customers, figure out how this business works. Eight person boutique core team, which is here. And then when we get the signal that the business is ready, we then jump to our performance team. Got it, to 30. To 30, yeah.

I learned it from the Army. Really? Yeah, the Army, they never send one person off on their own. They call it a scout team, two-person scout team. Then they have a four-person fire team. They have an eight-person section and then a 30-person platoon. So I've just modeled that straight off the military. It's 2, 4, 8, 20, sorry, 2, 4, 8, 30. Wow. How many companies have you exited now? Four. Four.

I learned it from the Army. Really? Yeah, the Army, they never send one person off on their own. They call it a scout team, two-person scout team. Then they have a four-person fire team. They have an eight-person section and then a 30-person platoon. So I've just modeled that straight off the military. It's 2, 4, 8, 20, sorry, 2, 4, 8, 30. Wow. How many companies have you exited now? Four. Four.

Yeah, so four proper exit exits. When you know it's the right time to exit? There's three things that the business has. You know that it's the right time when you don't actually want to sell it. When you want to sell a business, that's actually because it's not saleable. There's this horrible point. How do I get rid of this and then trick someone that this is valuable?

Yeah, so four proper exit exits. When you know it's the right time to exit? There's three things that the business has. You know that it's the right time when you don't actually want to sell it. When you want to sell a business, that's actually because it's not saleable. There's this horrible point. How do I get rid of this and then trick someone that this is valuable?

And that's definitely not the time to sell it. The feeling of a company, what a company feels like when it's saleable, it's like, why would I sell this? This is a great company. Because that's the maximum point where people are going to feel the same way about it. But there's three big things that companies have when they sell. So number one is recurring revenue contracts.

And that's definitely not the time to sell it. The feeling of a company, what a company feels like when it's saleable, it's like, why would I sell this? This is a great company. Because that's the maximum point where people are going to feel the same way about it. But there's three big things that companies have when they sell. So number one is recurring revenue contracts.