Donald Miller

Too much.

Too much.

Too much.

Too much.

Too much.

Well, the problem is your business isn't worth anything. You know, if somebody comes to buy your business, one of the first questions they ask is what happens when you leave?

Well, the problem is your business isn't worth anything. You know, if somebody comes to buy your business, one of the first questions they ask is what happens when you leave?

Well, the problem is your business isn't worth anything. You know, if somebody comes to buy your business, one of the first questions they ask is what happens when you leave?

Well, the problem is your business isn't worth anything. You know, if somebody comes to buy your business, one of the first questions they ask is what happens when you leave?

Well, the problem is your business isn't worth anything. You know, if somebody comes to buy your business, one of the first questions they ask is what happens when you leave?

What somebody wants to see if you want to value your business at 4, 5, 6, 7, 8x EBITDA is they want to know that you can go to Turks and Caicos and lay on a beach for two months and never answer your phone and the business gets stronger. That's what they want to know. So the problem in my life at that time was this business depended completely and totally on me.

What somebody wants to see if you want to value your business at 4, 5, 6, 7, 8x EBITDA is they want to know that you can go to Turks and Caicos and lay on a beach for two months and never answer your phone and the business gets stronger. That's what they want to know. So the problem in my life at that time was this business depended completely and totally on me.

What somebody wants to see if you want to value your business at 4, 5, 6, 7, 8x EBITDA is they want to know that you can go to Turks and Caicos and lay on a beach for two months and never answer your phone and the business gets stronger. That's what they want to know. So the problem in my life at that time was this business depended completely and totally on me.

What somebody wants to see if you want to value your business at 4, 5, 6, 7, 8x EBITDA is they want to know that you can go to Turks and Caicos and lay on a beach for two months and never answer your phone and the business gets stronger. That's what they want to know. So the problem in my life at that time was this business depended completely and totally on me.

What somebody wants to see if you want to value your business at 4, 5, 6, 7, 8x EBITDA is they want to know that you can go to Turks and Caicos and lay on a beach for two months and never answer your phone and the business gets stronger. That's what they want to know. So the problem in my life at that time was this business depended completely and totally on me.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.