Sam Parr

He's not here anymore.

He's kind of retired now.

He's younger than me.

He goes, you would pay me two grand one week and then not pay me for two weeks and then give me like 1200 bucks the next time.

He's like, we didn't even have any type of payroll worked out the first year.

I was like, yeah, dude, but 2017, we got on the right software.

And man, all of a sudden we were doing 17 million, but keeping hardly any of it.

Next year, we did $30 million.

Next year, we did $50 million.

And we've never lost money in profit or revenue, well, basically since the beginning.

But 2017, we were just on a rocket ship.

Revenue was $17 million, and that was out of grit.

That was just like working nights, weekends, and holidays, just overworking.

And I remember Al came in and said, let me tell you something, buddy.

I'm looking at your P&L.

I'm looking at your balance of your income statement.

Revenue is for vanity and profit is for sanity.

You're not making any money.

You're just a squirrel running around in circles.

He goes, we need to figure out how to make serious profits.