Dustin Van Orman
speaker
125 appearances
1 recordings
1 series
first heard May 2025
last heard May 2025
Dustin Van Orman’s voice in public audio — every appearance, attributed to the second.
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Appearances
That's right. And then the other thing, too, is you're observing what these larger businesses are doing. Well, you tell me one of them that's not in a group of one form or another where they have coaching and training opportunity. They're all in something. I think that greatness.
I think one of the reasons why we've had so much success with the trades, with different businesses right now in 2025 is we don't suffer from a lack of information problem. We've got tons of info. It's free now. YouTube. Literally, you can go to some of these Ivy League schools for free. You just don't get the certification. It's crazy. The amount of information out there is available worldwide.
What really sets us apart and where we've been able to find a lot of success is the level of accountability that we hold because we do one-on-one coaching with our guys, like actually look over their numbers. Like that's where guys need their freaking feet held to the fire to make sure that they're implementing the real information because knowing information is one thing.
We all know how to get skinny. We all know how to look good and everything else, but that doesn't keep us from eating the cookies, right? right? And so like we need somebody that keeps us from eating the cookies and that makes us show up at the shop accountable to certain KPIs, right? Like that is absolutely imperative in 2025.
On top of that, what we found is that works incredible is in-person workshops, right? Because what happens is we get stuck in that day-to-day as a technical operator, right? Where we're head down, doing the thing. We're down here on ground level. We have to get to 30,000 foot.
And what I found the best cadence is, is once a quarter, you remove yourself from the business, you go spend time with other entrepreneurs that are working on the same exact thing, and you actually work on the business from 30,000 feet. And that's where we found just a ton of success with these workshops is these guys are forced to be in the room, right? They paid the money.
They're forced to be in the room. They remove themselves from their, from their location. They come in, we work with them. We spent a couple of days working on the things that actually drive growth. Like I think more than anything, whether you're a part of our group or anything else, like those are the two things you need in 2025 accountability and forced to take action and create.
And so that's, that's where I'm finding, finding value. I agree.
Yeah, I mean, dude, for me, I'm a visionary. And the thing that always drives me is a mission. And so I think about this consistently and constantly, right? And, you know, I've always known that money isn't the driver. Money is a derivative. It's points on the scoreboard and whatnot.
And so, you know, in building businesses, the thing I love is the things that put points on the scoreboard, the dribbling, the shooting, the... you know, the passing, the catching. And so, like, for me, it's what really drives and gives me that satisfaction. You know, I tried retirement for six weeks and it was terrible.
You're right. And, you know, society has lied to each one of us as far as like that there is an accomplishment that will get you completely fulfilled. There won't. Right. Like we literally the name the reason we named our company Next Level is that happiness is found in trajectory, in the trends that we're going and going to the next level.
And as long as you're leveling up, that's where true happiness comes from. And so our mission at Next Level is designing lives that impact the world. And what I've always thought about is like, okay, how can I really leave my fingerprint on humanity and really change the world? You know, I can go and try to be the president of the United States. I can go and be a governor.
I can go and be a church leader. I can go and do all these different things. But at the end of the day, I think as entrepreneurs, we have a greater level of impact across the world than anything else. And the reason is because initially when employees and customers come to us, they think it's all about a transaction, all about money, right? Paycheck, those type of things, right?
But when we teach them that, hey, look, I can help you level up your whole life, your physical, your economic, your association, your spirituality. Now you have real impact on a business on and it's a ripple effect that impacts communities, that impacts. And so for me, when I was thinking about those six weeks of like, dude, I got to have purpose, I got to have something else going.
It was like, okay, how can I have the greatest impact? And ultimately, it was working with entrepreneurs and helping them design lives that impact the world, which really drives our five-year mission of Impact 125, which is to bring an additional $125 billion in annualized revenue through our community. And that's our five-year roadmap that we're pushing and we're grinding towards.
It's literally all community-driven because we know that if our community –
creates 125 billion in revenue we know we're going to be running at 20 to 25 margins and because we've taught these people how to change lives that dollar amount is going to drastically change the world and so like when you when you ask like what drives me dude that's it man that gets me excited gets me pumped get me out of bed in the morning every single day gives me height let me i would love to hear what you uh what drives you
So I love it. That's awesome. What's driving you? I mean, all those things you guys have said. And then just one more thing that comes to mind. There's people counting on us. Amen. I have an accountability to my family, to my co-workers, to my friends, to. the people in my business. And I hope whoever is listening to this realizes how many people, how many lives are affected by just your group.
I mean, if you figure the average employee has got a family of four, any our services, any our group as a whole, we have over 2000 employees times four. So we have close to 10,000 mouths to feed people that are accounting on us every single day to show up to work and not just show up and break even. We have to be profitable.
And we have to grow. If we're not growing, we're moving backwards. And so for me, it's just a drive to the accountability that's on my shoulders to perform for the people that
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