Rudi Riekstins

I identified that the people selling the products, they didn't believe that anyone could afford what they were selling because they themselves couldn't afford what they were selling. I did a handful of trainings on reminding them that they may not be in a position to buy what they're selling, but every person coming to them has the power, the potential to do that.

I identified that the people selling the products, they didn't believe that anyone could afford what they were selling because they themselves couldn't afford what they were selling. I did a handful of trainings on reminding them that they may not be in a position to buy what they're selling, but every person coming to them has the power, the potential to do that.

They started going from $7,500 sales quotas all of a sudden to $100,000 sales quotas. Then they went to $150,000 sales quotas. I'm talking about per person. Yeah. The only change, the one common denominator was every person in that business really had a dominant way of thinking and feeling. And that was that no one can afford this. Like, how am I going to sell this product?

They started going from $7,500 sales quotas all of a sudden to $100,000 sales quotas. Then they went to $150,000 sales quotas. I'm talking about per person. Yeah. The only change, the one common denominator was every person in that business really had a dominant way of thinking and feeling. And that was that no one can afford this. Like, how am I going to sell this product?

They started going from $7,500 sales quotas all of a sudden to $100,000 sales quotas. Then they went to $150,000 sales quotas. I'm talking about per person. Yeah. The only change, the one common denominator was every person in that business really had a dominant way of thinking and feeling. And that was that no one can afford this. Like, how am I going to sell this product?

Who's going to be able to buy that? I mean, I can't even buy that. And that was the energy that they brought into what they were doing. And that translated into their sales. The last example I'm going to give you is I went into a business in New York City. They sat down with the owner of the company and he was like, we're at 300 something million dollars. We want to get to a billion.

Who's going to be able to buy that? I mean, I can't even buy that. And that was the energy that they brought into what they were doing. And that translated into their sales. The last example I'm going to give you is I went into a business in New York City. They sat down with the owner of the company and he was like, we're at 300 something million dollars. We want to get to a billion.

Who's going to be able to buy that? I mean, I can't even buy that. And that was the energy that they brought into what they were doing. And that translated into their sales. The last example I'm going to give you is I went into a business in New York City. They sat down with the owner of the company and he was like, we're at 300 something million dollars. We want to get to a billion.

We've never been able to hit the billion dollar mark. You know, what can you do? And I said, I'm going to touch the people, not the product, not the marketing. Let's go in and touch the people. And I can't give you the growth, but we're past the billion. And I've been working with this company for years.

We've never been able to hit the billion dollar mark. You know, what can you do? And I said, I'm going to touch the people, not the product, not the marketing. Let's go in and touch the people. And I can't give you the growth, but we're past the billion. And I've been working with this company for years.

We've never been able to hit the billion dollar mark. You know, what can you do? And I said, I'm going to touch the people, not the product, not the marketing. Let's go in and touch the people. And I can't give you the growth, but we're past the billion. And I've been working with this company for years.

You know, the company in itself is going to double and then it's going to triple in the next three years. Markets have opened up for them that would never have been available to them in the past. The reason all of this happened, the reason they had such profound growth, and the growth really truly is that profound, is not because I came into the business and saved the day.

You know, the company in itself is going to double and then it's going to triple in the next three years. Markets have opened up for them that would never have been available to them in the past. The reason all of this happened, the reason they had such profound growth, and the growth really truly is that profound, is not because I came into the business and saved the day.

You know, the company in itself is going to double and then it's going to triple in the next three years. Markets have opened up for them that would never have been available to them in the past. The reason all of this happened, the reason they had such profound growth, and the growth really truly is that profound, is not because I came into the business and saved the day.

It's that I went in and I supported the individuals who are the brilliance behind the company, the geniuses that are phenomenal at what they do. I just helped them get back into brain coherence. I helped them tap back into inspiration. I helped them wake up and feel confident, eager, and excited about what they do. Man, when you can do that for an individual...

It's that I went in and I supported the individuals who are the brilliance behind the company, the geniuses that are phenomenal at what they do. I just helped them get back into brain coherence. I helped them tap back into inspiration. I helped them wake up and feel confident, eager, and excited about what they do. Man, when you can do that for an individual...

It's that I went in and I supported the individuals who are the brilliance behind the company, the geniuses that are phenomenal at what they do. I just helped them get back into brain coherence. I helped them tap back into inspiration. I helped them wake up and feel confident, eager, and excited about what they do. Man, when you can do that for an individual...

a team, or an entire organization, people show up very, very differently. And then all of a sudden, you start to see that trajectory where the revenue goes through the roof, the morale goes through the roof, people are eager, they're excited, they're showing up, and they're really revving to show up at work. Then all of a sudden, you start to stack evidence.

a team, or an entire organization, people show up very, very differently. And then all of a sudden, you start to see that trajectory where the revenue goes through the roof, the morale goes through the roof, people are eager, they're excited, they're showing up, and they're really revving to show up at work. Then all of a sudden, you start to stack evidence.

a team, or an entire organization, people show up very, very differently. And then all of a sudden, you start to see that trajectory where the revenue goes through the roof, the morale goes through the roof, people are eager, they're excited, they're showing up, and they're really revving to show up at work. Then all of a sudden, you start to stack evidence.