Ryan Daniel Moran

So we can flip the whole order. Of course, you can do both. But by prioritizing enterprise value, we think about the business differently. When you are thinking about how I'm going to maximize and increase my cash flows six months from now, the approach is going to be different than how do I build enterprise value over the next four, five, six years. Very different paths.

So we can flip the whole order. Of course, you can do both. But by prioritizing enterprise value, we think about the business differently. When you are thinking about how I'm going to maximize and increase my cash flows six months from now, the approach is going to be different than how do I build enterprise value over the next four, five, six years. Very different paths.

So we can flip the whole order. Of course, you can do both. But by prioritizing enterprise value, we think about the business differently. When you are thinking about how I'm going to maximize and increase my cash flows six months from now, the approach is going to be different than how do I build enterprise value over the next four, five, six years. Very different paths.

Both are fine, but if you want to build something you sell, you think about enterprise value, you think about the person who's going to be buying the company, you think about where there is value different than the other businesses in your sector. When you start looking at that, then the guiding principles start to be a little bit different.

Both are fine, but if you want to build something you sell, you think about enterprise value, you think about the person who's going to be buying the company, you think about where there is value different than the other businesses in your sector. When you start looking at that, then the guiding principles start to be a little bit different.

Both are fine, but if you want to build something you sell, you think about enterprise value, you think about the person who's going to be buying the company, you think about where there is value different than the other businesses in your sector. When you start looking at that, then the guiding principles start to be a little bit different.

It's a great analogy.

It's a great analogy.

It's a great analogy.

And to that point, Rudy, I don't know that I could have focused on building enterprise value until I had satisfied the cash flow part of my life. And I did that by having clients on the side. I did that by leveraging the skill set that I built previously. I did that as an affiliate marketer. Today, I have two businesses. One is capitalism.com. That is more of a cash flow business.

And to that point, Rudy, I don't know that I could have focused on building enterprise value until I had satisfied the cash flow part of my life. And I did that by having clients on the side. I did that by leveraging the skill set that I built previously. I did that as an affiliate marketer. Today, I have two businesses. One is capitalism.com. That is more of a cash flow business.

And to that point, Rudy, I don't know that I could have focused on building enterprise value until I had satisfied the cash flow part of my life. And I did that by having clients on the side. I did that by leveraging the skill set that I built previously. I did that as an affiliate marketer. Today, I have two businesses. One is capitalism.com. That is more of a cash flow business.

And that gives me the space to be able to roll everything profit-wise back into the companies that I invest in and the brands that I hope to exit and sell or borrow against tax-free someday. And having that separation allows me to just let that ride, allows me to just keep compounding that. So I don't know that I could have done that and I not had my cash flow satisfied in a different way.

And that gives me the space to be able to roll everything profit-wise back into the companies that I invest in and the brands that I hope to exit and sell or borrow against tax-free someday. And having that separation allows me to just let that ride, allows me to just keep compounding that. So I don't know that I could have done that and I not had my cash flow satisfied in a different way.

And that gives me the space to be able to roll everything profit-wise back into the companies that I invest in and the brands that I hope to exit and sell or borrow against tax-free someday. And having that separation allows me to just let that ride, allows me to just keep compounding that. So I don't know that I could have done that and I not had my cash flow satisfied in a different way.

So in some cases... It's okay to just say, this is my cash flow business. I don't need to scale this to 100 million. Let it pay for my life. Now let me put my attention into the thing that can compound over the next four or five years. And if we let all that ride, the enterprise value compounds very, very quickly.

So in some cases... It's okay to just say, this is my cash flow business. I don't need to scale this to 100 million. Let it pay for my life. Now let me put my attention into the thing that can compound over the next four or five years. And if we let all that ride, the enterprise value compounds very, very quickly.

So in some cases... It's okay to just say, this is my cash flow business. I don't need to scale this to 100 million. Let it pay for my life. Now let me put my attention into the thing that can compound over the next four or five years. And if we let all that ride, the enterprise value compounds very, very quickly.

Well, one of the things I learned, but I learned this the hard way, is that as the controller of a very profitable company, I have the asset that everybody wants. So at 29, when I'm selling a company and people are dangling eight-figure checks in front of me, I'm sitting here going, oh... Oh, these people, there's this big checks. Yes, what do you want me to do, Mr. So-and-so?

Well, one of the things I learned, but I learned this the hard way, is that as the controller of a very profitable company, I have the asset that everybody wants. So at 29, when I'm selling a company and people are dangling eight-figure checks in front of me, I'm sitting here going, oh... Oh, these people, there's this big checks. Yes, what do you want me to do, Mr. So-and-so?