I Was In a Coma For 2 Weeks - How Curiosity Built Million-Dollar Brands | Vandana Puranik | MMP #023

I Was In a Coma For 2 Weeks - How Curiosity Built Million-Dollar Brands | Vandana Puranik | MMP #023 Speaker 1: I was in a coma for two weeks and I have to tell you guys, people always laugh when I say this, but I had the best coma ever. I was flying. It was the best trip, honestly. Unknown Speaker: You're watching The Marketing Misfits with Norm Farrar and Kevin King. Kevin King: Mr. Norm Farrar. Fancy seeing you again. I think we've been both living out of a suitcase for a while. Norm Farrar: Yeah, or I kind of felt separated. You know, I thought we were in legal separation or something. I don't know why but it's nice to be back in the studio. Kevin King: Yeah, I know. You're back at my house for like a week. We went to a conference here in Austin and before that we were in Nashville and before that we were, I don't know, somewhere else in Austin again. Norm Farrar: Yep, that's right. Kevin King: You started missing me so much. I noticed like when you flew back last week, You know, on the plane, like, I felt like, you know, I just lost my my partner or something because you're like, getting on the plane about to take off, just landed on the way to the house, going night night. Unknown Speaker: So I was having a cigar. Kevin King: This is like when I used to date my my ex wife, you know, like a little check hands. I'm like, Norm's already missing me. Norm Farrar: Yeah, look it. I was at your house. Unknown Speaker: Who knows? Who knows where this will go, Kev? And look it. Norm Farrar: Have you noticed? Kevin King: Have I noticed? Norm Farrar: Yeah, just have you noticed? One guess, one guess. Kevin King: You combed your beard. Norm Farrar: I always comb my beard. Kevin King: Look at it. Norm Farrar: I'm not fuzzy. Kevin King: You don't have food in it anymore. Norm Farrar: Or small children. Kevin King: There's no small children. There's no goats. Norm Farrar: No, I have not seen any of those recently. But look at it. Kevin King: Yeah, you gotta, you, you gotta, uh, Connie must have gone to town on you. Norm Farrar: So I don't know this is what episode this is, but it took this long to get that stupid fuzziness off of my background. Kevin King: Yeah, you don't have the, uh, the green screen halo effect. You know, I can't call you an angel anymore. Norm Farrar: Well, you can, you know, if you want. Kevin King: Can't call you an angel because, you know, it's don't have the halo effect. Norm Farrar: Well, uh, y'all, you know, you know, I am, but Hey, we've got a great guest today. And you know what? Uh, I got to sit down with our guest at, uh, a Canadian, uh, e-commerce conference, which was fantastic. It was called, uh, e-comm North. And it just so happened, we were able to meet up and, uh, and she told me her story. Now, if this isn't a misfit story, I don't know what is. But I came back, I was, you know, kind of called you right away and I said, look it, we've got to have Vandana on. And so we talked to her, she's on, she's agreed, and wait. Listen to the whole podcast. Anybody who's listening, listen to the end of this podcast. You will be amazed. So without further ado, let's bring in our guest Vandana Puranik. Unknown Speaker: There, did I say it right? Norm Farrar: Did I? Did I? Speaker 1: Vandana. Emphasis on the first syllable. Kevin King: Vandana. Speaker 1: Vandana. Just in one of these. Kevin King: I have to forgive him. He's a little slow sometimes. Norm Farrar: I've known her. How long have we known each other? Speaker 1: Years. Norm Farrar: Years. And every time, because you know, it's like Canadians sing about, I can't hear about, it sounds like an American saying about, but everybody that I meet says, oh, and it's like Vandana. And no, it's Vandana. It's Vandana. And every time you say it, it's me. It's me. It's me. I apologize. And you know what? Throughout this podcast, I'm going to say Vandana. Speaker 1: No, you're not. You're going to say Wanda-na. Norm Farrar: Wanda-na. Speaker 1: Wanda-na. Kevin King: Wanda-na. Unknown Speaker: Wanda-na. Kevin King: Wanda-na. Norm Farrar: All right. Unknown Speaker: All right. Speaker 1: I don't know how many times we've gone through this. Kevin King: Wanda-na. Norm Farrar: Yeah. Okay. I'll just call you V. Speaker 1: Okay. Norm Farrar: Or we. Okay. Unknown Speaker: All right. Norm Farrar: Kevin. Kevin King: Yes. It's good to see you, Wandana. How are you doing? Speaker 1: Rub it in, rub it in. Norm Farrar: Oh my God. Kevin King: You came to BDSS a while back. Is it one or two that you've been to? Speaker 1: Oh, I've been to more. Just a virtual, I think. Kevin King: Oh, just a virtual, but you bought a ticket to the in-person and then we had to... So to roll it over, is that what I thought you had been to? So you have not been to the in-person one? Speaker 1: I have not been to the in-person. I'm stoked to go to Iceland. I can't wait. Kevin King: Yeah, Iceland is going to be amazing. But yeah, I know we had to roll it over. You had some issues, some things that came up. And so we had to, you weren't able to make it a couple of times. I was like, damn it. Norm keeps talking about this, uh, this, uh, Wanda, one Donna. Speaker 1: No, no, no. You're messing it up. Kevin King: I had to say it like Norm. Speaker 1: I have a lot of people that call me V. Kevin King: It's good to, good to see you. Good to, uh, good to chat. Speaker 1: Thank you, Kevin. I appreciate it. Kevin King: So Norm was telling me that like he just said at Econ North, he sat down and I know a little bit of the backstory you shared a little bit with me. On some of the stuff that you've been through, but Norm said, oh, he's got to hear this amazing story. So fill us in. What's going on? What's happening? Speaker 1: Well, I am. It is quite a story, if I say so myself. But I'm a marketer and strategist by profession. So I build brands and I build businesses. That's what I do for a living. I started my career at P&G, Kellogg's, Royal Bank, which is now RBC. I was on the transition team of the branding for RBC. So that's a big one as well. Kevin King: That's Royal Bank of Canada. Is that what they're saying? Speaker 1: Royal Bank of Canada, but in the US it's known and in Canada now as RBC. Kevin King: Okay. Speaker 1: And you'll hear me take a breath every now and then I'll tell you why in a minute. But I, from there, I ended up doing a lot of consulting and a lot of freelance work for a number of different companies in a number of different industries, anywhere from entrepreneurs to multimillion dollar organizations. And I I kept doing that for about 15, 20 years and then I got bored. I tend to get bored pretty quickly. It seems like I was seeing the same problems over and over again. One of the things that really struck me as I was going through this is number one, people's definition of success was really quite odd. And I'll tell you about that in a moment. But the other thing that I noticed is that people don't know how to think through things enough to get to a solution or at least make options for themselves. So it was very frustrating. And this is something that I've been thinking about for years. And I thought, okay, I'm going to forge into that area. So I had the opportunity to be part of a We did an anthology which went on to become a Wall Street Journal and USA Today bestseller. I talked about the success cycle that I've developed. It's a model. I also talked about the world of creative problem solving because it's the one skill that we're never taught but literally can change absolutely everything. I talked about that as well. Then I had the opportunity to speak at Harvard and Stanford. I grew up in Cambridge and Oxford and Toronto and Miami and then in the midst of all this, I was also writing books. I've got eight books in the works and in the middle of all this, I got diagnosed with breast cancer. So I'm up against breast cancer right now but after having surgery, I just ended my treatment actually in terms of all the invasive portions. I've got another five to seven years to go. Um, but after all, after, uh, going through surgery and oncotyping and, uh, chemo and, and, uh, everything else that goes along with it. Um, I, I woke up after my last treatment, uh, 10 days after roughly on February 14th. So Valentine's day. And, um, I was just, I knew I had an infection because I had a cracked tooth. And that's a no-no when you have chemo and when you have cancer. So you got to get to the ER. Norm Farrar: So if you have, can you explain that? I don't get it. Speaker 1: Yeah, so when you have a cracked tooth, you mean how that's related? Norm Farrar: Yeah. Speaker 1: Oh, yeah. Because what happens is there's an infection if it's cracked and, you know, you get an infection, it goes up into your gums, right? And you're in agony, like your tooth is just in agony. And so I knew that I was coming down with an infection and any kind of infection was not an option. So I went to the ER, celebrated our 36th wedding anniversary that night in the ER. Overnight. And I know you're probably thinking like, wow, 36 years. I got married when I was 12. It's an Indian thing, right? Yeah. I was just gonna say it's part of our culture. We were betrothed together. Anyway, no, not really. I better clarify that. It's like, no, not really. I'm going to start a TikTok channel that's called that, by the way. No, not really. Kevin King: 12 and married. Speaker 1: Yeah. Yeah, that's even better. But I ended up in the ER, I was triaged, went through the whole sort of discussion about what I could have and immediately out of nowhere, like, honestly, like grease lightning, everything just started to happen. You know, it was like I was, they checked my vitals, they were, which is normal. I was undressed. I was put in a gown. I was, you know, everything like I, they started giving me oxygen. They started giving me IVs, antibiotics, as well as fluids. And I was like, wow, that's really good. They're moving pretty fast. But then they put this mask on me and for oxygen and it was too tight and it freaked me out. So I threw it off. And after that, I don't remember anything. And so all I have now is the stories and the messages that have come my way, especially the texts that my husband sent every day, twice a day to everyone. So I just, I haven't even read through those yet because I'm, I'm still mentally preparing for that. But what happened was I got worse and they, they didn't know what it was, which happens in a lot of respiratory illness cases. Most of them, we don't know what they are, but we know how to control them. And they learned a lot during COVID, which I'm thankful for. And I ended up in a coma. Unknown Speaker: So I was on a tooth, toothache to a tooth. Speaker 1: Thank God I had that because I was getting I was having a really hard time breathing. Kevin King: Before the tooth, before the tooth. Speaker 1: Before the tooth, but it was even like it just kept getting progressively worse, but because I hadn't been through chemo before, I didn't know what was normal and what was not. I just said, oh, this is just part of chemo. I'm just going to have a hard time breathing. I don't complain about anything. So it's one of those things where I was like, okay, you just have to live through it. And I had finished my last chemo 10 days before I went to the hospital. So I was thinking, okay, I just have to ride this out for another couple of weeks and then I'm done. It's gonna be magical. So I really wasn't expecting to be in the hospital at all. But because I had my tooth infection, it pushed me to go to the hospital because if I hadn't gone, I probably wouldn't be here today. Let's just put it that way. Norm Farrar: When the mask came off, there was a time period before they put you into the coma or was it right at that point? Speaker 1: No, there was a time period, but I don't remember anything. I had tons of visitors. Don't remember those. Don't know eating, drinking, nothing. I remember nothing, but I was getting worse. They clearly weren't going to let me go. I was in a fantastic hospital in Toronto. So I was in a coma for two weeks. And I have to tell you, people always laugh when I say this. But I had the best coma ever. I was flying. It was the best trip, honestly. I was flying through galaxies and realms and Different dimensions and you know there were a lot of messages interestingly enough that kind of came through that doubt that you download that you don't realize at the time. But one of them was and I thought I was thinking big. I got to think way beyond where I am today and where I was thinking. The opportunity to go big is sitting right in front of you. That was one of the lessons. Also learned that all we have is now. Norm Farrar: Sounds like you were traveling with Jerry Garcia and Timothy Leary. Speaker 1: I was on drugs. I was on barbiturates. So, you know, me and all the neighborhood, local drug addicts were hanging out at the hospital. So, but I had the best time and it was very confusing coming out of the coma because I was like, Wait, that's it? I want to go back in my company. Kevin King: What did you end up getting, a respiratory infection or what did it end up being? Speaker 1: Yeah, I ended up getting something called ARDS, which is acute respiratory distress syndrome. Doesn't have a really great survival rate. And plus I had cancer, plus I had chemo, plus I had an infection. So everybody, first of all, I fell off the face of the earth. Nobody heard from me. So everybody was freaking out trying to figure out what's going on. And then It's one of those things where everybody was thinking that this is it, you know, it's not looking good. So I'm really happy to be here. Norm Farrar: Now, a quick word from our sponsor, LaVanta. Hey, Kevin, tell us a little bit about it. Kevin King: That's right, Amazon sellers. Do you want to skyrocket your sales and boost your organic rankings? Meet Levanta, Norm and I's secret weapon for driving high-quality external traffic straight to our Amazon storefronts using affiliate marketing. That's right. It's achieved through direct partnerships with leading media outlets like CNN, Wirecutter, and BuzzFeed, just to name a few, as well as top affiliates, influencers, bloggers, and media buyers, All in Levante's Marketplace, which is home to over 5,000 different creators that you get to choose from. Norm Farrar: So are you ready to elevate your business? Visit get.levanta.io slash misfits. That's get.levanta.io slash misfits and book a call and you'll get up to 20% off Levanta's gold plan today. That's get.levanta.io slash misfits. Speaker 1: Moving on, three days after I, so I was in a coma for two weeks and I was very close to having a tracheotomy, but I didn't want to have a trach. Well, it's not that I was making a choice. I wasn't even awake. But my husband was, you know, let's try to keep out of that if we can. And so I, last day, my very last day, I ended up passing a breathing test that allowed me to come out. And not have a trach. And I was in the hospital for two months. Came out in April. Three days after I came out, I did a TEDx talk. Note to self, not do a TEDx talk when you can't really breathe properly. I have to tell you, I'm giving the editor a run for his money. I'm telling you. Then I came out. One of the things that I've been working on is Building women and the strength of women. We're in an interesting, we're in the age of Aquarius. I don't know if you believe in all this metaphysical stuff, spiritual stuff, but, and from the looks on your faces, it doesn't sound like it. Unknown Speaker: We're in the age of Aquarius. Speaker 1: And we're in a situation where the next 20 years are going to be the years of the women. So I wanted, starting in 2024, so I very much wanted to launch my idea for women. So now I've launched something called What She Said, which is a posse of bad bitches doing great things. And that site just went live, just went live actually. This is WhatSheSaid.com. And it really is about lifting, you know, catapulting the business that the woman is in. So it doesn't matter if it's if you're an entrepreneur, or if you're a corporate person, or if you have a philanthropy, or if you're a team coach, or, you know, whatever it is, sports, doesn't matter artist. It's about whatever, you know, lifting whatever business you're in. But I'm lifting the woman behind the business as well. And there's some really cool ways. And it's not that men can't join. Men can join because quite frankly, this is their target group as well, right? But we're really flipping the script on how we grow businesses. And haven't seen this ever done before. So I'm kind of excited about that. And what we're essentially doing We're offering a lot, but we're flipping the script in a way that instead of being concerned about yourself and only yourself and trying to grow your business and just, you know, how can I expand? How can I get more income? I can get more clients, whatever it is. You become, instead of self-absorbed, you become absorbed in other people's businesses. And so we're building these many boards of directors. And those boards are responsible for growing your business. So all of a sudden you have all these creative ideas, all these, you know, people with different kinds of expertise, people who, you know, We're looking for honesty. We're not looking for lip service. Tell me the honest to goodness truth, but be nice about it too. Looking for visibility, looking for people to be part of this sisterhood where we've got each other's back. These are important things that are happening and there's a lot of stats about women, but the reason I'm doing this, I feel like I'm talking for a while. Should I just keep going? Kevin King: Sure. Norm Farrar: Yeah. Keep going. Actually, I just want to ask you a question about these board of directors or advisors. Speaker 1: Yeah. Norm Farrar: Are you taking that role from EO or YPO where they have the forms? Speaker 1: You know, it's funny. I've been asked this question before and it is kind of like YPO. So you're right. But the difference will be in how we Execute it. So that'll be a little bit different. Norm Farrar: Okay, tell me about that. Speaker 1: Well, the the idea is It's not like a mastermind. So in a mastermind, we all get together, we solve each other's issues and try to move forward, right? You will actually be responsible for improving someone else's business, for growing someone else's business. So there will be sort of, I don't want to call it- Like a mentorship? It is like a mentorship, but let's say, okay, let's say for example, I'm, you know, I'm really good at branding. Like that's one thing I'm really good at. I mean, I've done it my whole life. So we're forming lists of who's good at what and who needs what, right? That's pretty basic. But let's say I'm known to be good at branding. So I have the option of joining any of these groups or being called to any of these groups and being asked to build brands or the brand strategy. And so I will work with a person to build a very, very strong brand strategy. And there is a science to it, just so you know. So how do we go about that? And what do we need? And what are they supposed to do? So having our own critical path for our area. That is going to help you build your brand as an example. Somebody else may be really an expert in manufacturing. Somebody else may be an expert in finance. But together, we're going to build these groups of people who are going to help you in each category and form a critical path. And then the person whose business it is, is going to be responsible for making sure they all work together at the right time. So I'm going to be teaching about that. Norm Farrar: So it sounds like it's an inventory of skills. So you're taking inventory? Speaker 1: Definitely an inventory of skills. But it's, it's really about, it's, it's not enough to suggest you have to do it with a person because one of the biggest frustrating things is that when you go from corporate and you come into entrepreneurship, Guess what? You don't know everything. There's nobody telling you what to do anymore. And you have no expertise in all these different areas. And you don't know where to go. So it gets scary. It gets lonely, gets depressing at times. And so this is a place where, you know, you can go and you're going to get results. Kevin King: So what is it that makes it different for women in business than men in business? I know it's been a male dominated, but coming from a man's point of view, it's a lot of men at the top. A lot of men are CEOs and there's these glass ceilings and all these other things where it's been a struggle for women. But what is it that And we're going to talk a little bit about women empowerment. And we're going to talk a little bit about what it is that's going to differentiate. I mean, there's a lot of women's groups out there. There's a lot of different women's organizations where they empower each other. And it's all women power and boss power. What's the, I know you said the accountability and like you're responsible for someone, but what's the true, Differentiating factor from a marketing point of view, what's your USP on this? What's your unique thing? And why do women, why is this important for women? You really see this in men. I mean, maybe they call it something different, you know, men's groups or the Cigar Club or something, you know, but what is it about forming these groups and why do women need this? Why do they want this? Try to help us understand this so we can empathize or the mental side behind it because you hear this a lot and there's a lot of guys that they just don't get it. Speaker 1: So I'm going to answer that two ways, maybe even three. The whole premise is getting results. So we're not a networking group. We're a group about getting results and many, many, many, I don't know of a lot of women's groups at all who are focused on getting results. Kevin King: So it's just more about bonding and camaraderie and stuff. Speaker 1: And this is not about that. Kevin King: Sharing each other's pains and crying and commiserizing with each other rather than actually getting results. So that's what you're, you're like results oriented. Speaker 1: I'm totally results oriented. So if we're not getting results, if we're not helping you grow, then there's something wrong and we have to pivot. Norm Farrar: And I guess you're doing, part of this is accountability on the person, right? You've got this board of directors. If they're giving you information, providing you this information, you're accountable of doing this. Is that correct? Speaker 1: Yeah. But the problem is, is that, and this happens in a lot of coaching circles as well, where you're told what to do, but you never actually do it because they say, okay, here's all the information now go do it. And you never go do it. I don't know how many thousands of dollars, millions and millions of dollars have been spent by people individually. We're on the coaching circuit. And that's the one frustration that I had. So these groups will be oriented about doing stuff on the spot. Like we're going to do it right now. We're not going to, we're not going to dilly dally around. So it might be, you know, a full day that we get together and we work through all these issues. We point out, we figure out what it is that you need to do, because even I can do that from a strategic standpoint pretty quickly. And then or what information you need and then you go and you actually do it while you're in the room. So it's not good. It's not good enough to teach someone because that's not the way you get results. Kevin King: I mean, it just happened. I mean, that's a perfect example that Norm and I are working on a new venture right now. And we've been getting together quite a bit. I went up to his house. It's been a weekend. He's down here in Austin a couple of times. We've gotten together some other things. And sometimes we're sitting there brainstorming for six, eight hours, you know, discussing what we're going to do. And it's like, oh, you should do this. And it's like, all right, I'll do it right now. It's like, no, no, no, just put it on your list to do. You know, we need to take more advantage of the time. It's like, no, if we don't do, this is important. If we don't make this step right now and do it right now, it's not going to be done. And sometimes it's a small thing and it could have potentially waited. But other times it's like, no, because we did that, the next two hours actually changed. Norm Farrar: You know, he's trying to put that in the back of my, he's trying to put a message in my head, right? Right, Kevin? Kevin King: Am I? I don't know. It's a lot of times it's me. It's like, because I'm super busy. I'm like, if this needs to get done, I got to do it right now. Otherwise, it's going to get pushed. And it's the implementation. It's like when you go to an event, we just went to events and we got tons of notes and tons of things. And it's like, all right, which are the Two things or three things that we're going to implement off of this and the rest of it's all cool and sounds great, but it's just, you can't do it all. And a lot of times what happens is people don't do anything. They learn and like, that was good, great advice, awesome event that I wanted to not put on, but nothing happens. So that's cool that you're doing that. Speaker 1: Yeah. I mean, it's the frustrations that I've had that have driven me too, right? I don't wanna spend another cent on another coaching course or another coach without. knowing exactly what I have to do and doing it on the spot. You have to just do it right there. I remember back in 2007 when I was like three. I went to a course in Utah because a lot of web development happens in Utah. Anyway, so I went to a course and I was petrified because I knew nothing about the internet at that point really, I mean other than to surf. And it was the best course I ever took. And it was simple. It was clear, at least for me it was. And we did everything right on the spot. So I walked out of there with something I had like that was tangible, that was, you know, operable. And it was the most rewarding feeling. I told you I'd tell you two, three things. The second thing is, is that when our kids were young, Our first two kids, they were six and seven. They were really young. Our son was having some behavioral issues going to school. And his teacher, who was a teaching veteran of 31 years, had said, you got to get him out of here. So he was six and math was a high school level and reading comprehension was university level. It was crazy. But people would look at him weird. They wouldn't want to befriend him. He wouldn't want to go back to school when he came home for lunch, like all kinds of stuff. So we knew we had to do something. Hired a psychologist. We thought, oh, the two kids are really similar. Let's just find out what the situation is. And I didn't really care what the results said, other than allowing us, enabling us to get the right kind of help for him. So we went, we threw our daughter in there too and he comes back and that psychologist comes back, very, very well-known psychologist, comes back and he says, I can count on one hand kids as bright as yours. And we honestly thought he looked at the wrong results, because it was just so hard to believe because they were so similar, right? Like, we didn't know any different. And anyway, so he said, What are you gonna do for your son? It's like, Oh, my God, this is great. We have finally have a documentation that we can take and, you know, take them and get him fast tracked into whatever program is right for him. That's what the school board needed. He said, what are you going to do for your daughter? I said, you know what? She is so happy. She makes happiness. She's all smiles. She's doing extremely well in school. She's got tons of friends. She finds a way to make things work. She's always looking for solutions. I said, why try to fix something that ain't broke? And he said to us, and I honestly felt like a slap in the face, like that is exactly why you need to push for her because this is what happens to women all the time. They get in a situation where nobody pushes for them. And they don't advance as quickly as they should or as far as they can. And so that to me was, you know, something has to be done for women. And I'm not, I'm not like some super huge feminist or anything like that. I just and I want you to know that I really like men. That's not an issue. But, but for me, it was just a big realization. And the third thing, I teach about solving for the impossible. So when you have an impossible problem, come to me because I will show you how to do it. And when I spoke at TED, one of the things that I did was use my own case as a case study for the, you know, using it as an example for the principles that I teach. And I taught about three different principles. Number one is solving for the outcome, not the problem. The whole story behind that. Number two, suspend yourself in a state of curiosity. The reason for that. And the third thing I talked about was intellectual humility. Because we learn a lot through each of those three things. But that's just the beginning. So the book that I'm writing, which is called Might, will play out soon. It has a double entendre, power of the mind and possibility. How might we solve this? And it talks about the different steps that you can take to find where you need to go. But the most amazing thing about it is that it creates options. And I think a lot of people, especially women, get into this thing where it's like, okay, now what? I've kind of been there, done that. I've kind of done this career. I'm kind of tired of it. Now what? They don't make options. They don't create options for themselves. And so what I'm really interested in doing is working with women who are Ambitious, audacious entrepreneurs, or I wouldn't even say entrepreneurs. I don't think it's a fair statement. Ambitious, audacious women who are nonconformists, who are curious, and they're creative, and they're builders, and they're progressive, and they're declaring independence from the status quo, and they want that camaraderie and that sisterhood. And some of that has their back and is going to be honest. I did, I actually interviewed about 200 women very recently. And I took a look at what they were looking for and built the whole program about what she said around that. So, you know, it's, it's, it's not something that was just coming through in my head. It's based on my experience, the interviews and what I thought was achievable. That I could hang my hat on. Norm Farrar: Are you setting this up? Is it an event that people are coming to? Speaker 1: We just had a launch event just here locally in Toronto. I had rented out the whole restaurant. We had about 85 women and we had to handpick because there was just not enough space. Otherwise, and this... Kevin King: It's like $250 or something to join, right? Speaker 1: Yes, $250 to join, which is like... Kevin King: I'm looking at the site right now. Speaker 1: Oh, are you? Yeah, and it's like $50. It's $50 a month or $500 a year to be part of it. $250 is just registration. And I wanted to keep it pretty cheap because, first of all, it's a founders launch, so it'll be cheap until mid-December and that'll be it. And I'm closing it. And I don't want money to ever be a factor as to why you can't be part of something like this. So I wanted to make it pretty affordable and accessible. Kevin King: Something interesting you said earlier, though, that kind of ties into all this is, is, I mean, you're, you're developing outcomes for people, like people, when people dive wrong into a problem, and they like, well, we're, we're We're suppressed because we're women or we don't have the opportunities or we don't have this and they, or, you know, we have to raise the kids and balance this and balance of life and all this. And they come up with all these excuses. And it's not just women, it's men, it's across everything. Instead of actually like, what is the outcome you want? And how do you call for that outcome? And you just get logged, you get so overwhelmed and oh, so just buried and Life is not fair to me or whatever, however you want to call it. What is the outcome I want and what do I need to achieve? I mean, it's just like in business. Norm and I, I mean, here's a perfect example. We're working on this big project. It's like five businesses in one that we'll be announcing soon. And we got all excited with all the marketing and all the little pieces and like, okay, this one's going to do this and this one's going to do this and we need to hire this people. And then we sat down with someone last week and they're like, well, what's your goal here? What's your end goal? And we're like, well, it's to exit it for $100 million in three to five years. That's the goal. We're like, who's going to buy that? And I go, well, they asked some questions where we couldn't answer those questions. And I go, how do you, what are these, where are your cells to be to achieve this? And so we actually like, wait a second, we're approaching this. I told Norm, it's like, whatever we need to talk about today, we need to shift it because we need to sit down and spend the next six hours actually doing the numbers, you know, guesstimating the numbers. To have $100 million exit, that's about a $10 million bottom line at a 10x roughly in this space, 10 to 15, somewhere in that range. What do we have to do to do that? And which is all these great ideas that we've have, what are they actually going to make in money? And so we sat down and spent like six hours going through every one of these little things line by line. Some of it's guesswork. It's just we're just guessing. But at the end of the day, we're like, all right, we have a concrete this is now we know the path to the outcome. We know which ones are these to focus on, which ones can be a little bit secondary, instead of just like having this cool big idea and And that outcome approach, I think that's kind of similar to what you're saying, is what a lot of people miss. They do forecasting or they do this, but it's just, it's not with, this is the goal. What are we, what we're creating? Will it achieve that goal? And what do we need to shift to do that? And by the way, even came back like, OK, Kevin, these numbers are awesome. Now let's go through and cut everything. What did you say? Like 75%? 50%? 75%? Norm Farrar: I said let's do another version at 50% and you could even go back and do another 25% to be very conservative. But what shocked me doing this There was two specific out of these five groups that we're working with. The one was unbelievable. We had no idea the power of this one group, this one division of the company. We thought we knew, but at the end of the day, we're looking at it going, this is the one we should be focusing on. And again, it's something you should be doing in business anyways when you're either, whether you're doing a marketing strategy, sales strategy, whatever type of strategy, you got to know your numbers, you got to put together a business plan. But just by laying that out, I thought I knew. Kevin King: The outcome in mind, the end goal in mind and working it backwards. Norm Farrar: Yeah. Kevin King: A lot of people, they don't do that in marketing. Speaker 1: No, they don't. Kevin King: I'm teaching now. It's a presentation. I did it a week, a month ago at Accelerate and I'm doing it again in Singapore. I'm doing a webinar on it, December 11th, actually, on the psychology of marketing. And it's about how you should actually, what I'm telling is in this Amazon space that Norm and I come from, most people look for opportunities for a product. They find a product, they source it, and then they sell it, and then they figure out how to market it. I'm saying, no, that's backwards. Actually, do the ad first and then find the product. And so that's a whole different approach. And that's something that's opened some eyes. And I show a bunch of examples and some videos and stuff, and people are like, oh, wow, this is totally different way of thinking. It's like, this is how you have to think. Speaker 1: Yeah. Kevin King: And it's so many people are teaching it the wrong way or doing it the backward way. Speaker 1: Yep. So sounds very similar. I mean, to me, the one big mental shift that happens when you solve for the outcome versus the problem Is when you're solving a problem, you're in victim mode. When you're solving for an outcome. Kevin King: Like it's the examples of the excuses I was giving earlier. Speaker 1: Yeah, that's right. You become a victim. Whereas when you're when you're working on the outcome, you're in the driver's seat. Kevin King: How do you get people to shift when you teach that, when you do your think influencing? How do you shift that mindset among your clients and your students and when you're talking to people? Speaker 1: In all honesty, it's repetition. It sounds crazy, but it's like, it's just because so many people constantly say, okay, so, but then this happens. It's like, okay, but that's not the problem. That's not. Yeah. And, and what happens is if they, if we set up and this is why I want to do stuff while, while I teach it, because I don't think it's good enough to teach. Um, although I'd really love to come to your webinar, Kevin. Um, cause I think it's fascinating. Kevin King: You're welcome to. Speaker 1: Yeah. Yeah. I'd love that. Um, First, I'm hearing about it. Otherwise, I would have signed up sooner perhaps. Kevin King: No, it's not until December. I haven't even announced it yet. You can't even sign up yet. Speaker 1: Okay, good. Norm Farrar: I tried. He wouldn't let me. Speaker 1: That's understandable. Kevin King: I want Norm to copy me. Speaker 1: Please do not copy me. Unknown Speaker: All right, Vandana. Norm Farrar: And I said that intentionally, by the way. Speaker 1: Yeah. Okay, sure. Kevin King: Norm's actually seen it. He's seen a rough go through of it. Oh, nice. It has Norm's stamp of approval. Speaker 1: All right. Well, what I was going to say is that when you're solving for a problem, oftentimes what happens is you become problem centric. So, you know, and that's basically, you know, like you have a cognitive block. Because any new information that comes in is, yeah, but that's not going to solve the problem. That's not what I'm working on. But when you solve for the outcome, all of a sudden, you change the way the game is being played. Kevin King: And now a word from one of our sponsors, one of Norm and I's favorite tools, Stack Influence. Norm Farrar: Are you looking to quickly boost new Amazon product launches or scale up existing listings to reach first page positioning? The influencer platform Stack Influence can help. Stack Influence pushes high-volume external traffic sales to Amazon listings using micro-influencers. And guess what? You only have to pay with your products. They've helped up-and-coming brands like Magic Spoon compete with Cheerios for top category positioning, while also helping Fortune 500 brands like Unilever launch their new products. Right now is the best time to get started with Stack Influence to crush it during this holiday season. Kevin King: That's right, Norm. Sign up today at stackinfluence.com or click the link in the video below and mention Misfits, that's right, Misfits, M-I-S-F-I-T-S, to get 10% off your first campaign. Head over to stackinfluence.com right now. Speaker 1: It could be actions that you need to take. It could be information that you need. It could be problems that you need to solve. It could be people that you need to get involved. It takes you down a path of questions that you may never have asked yourself. This happens to entrepreneurs a lot. This is why the way I build my business is the opposite of the way I think Traditional entrepreneurs do, I don't know. And to me, it doesn't really bother me. I think there's a lot I've learned from other entrepreneurs, but one thing I strongly believe in is what are you trying to achieve at the end? What does it actually look like? Draw a picture, figure it out, figure out the numbers. What does it really actually look like? And then solve for it backwards in terms of what it is that you need to do. And there's a whole path that I have, but that's just one of the big things. And curiosity is a big one. It's one of the things that drives my success cycle, the model that I've developed. And the third thing was intellectual humility, which is incredible because the Dunning-Kruger effect is when you think you know more than you do. And we don't want people like that. We want people who are open-minded. You want people to come to the table where they're, so I'm gonna get into a little bit of science here, but the thing is is that there's really two kinds of intelligence. People think there's IQ and EQ and it's like, that's not what it is. So there's fluid and there's crystallized. I did a post on this on LinkedIn actually. The best way to look at it is fluid is what you're born with, which maxes around the age of 20, 21. And crystallized is what you do with it. That's the best way to look at it. But you're born with a certain innate ability and capability to do things. But it's everything that happens in your world that enables you to take that information and leverage it. So if you if you talk to people who are about 20 or 21, Yeah. Kevin King: That's the foundational and then whatever experiences and whatever you did, if you so eliminate on the side of the road, that's going to influence how you're an entrepreneur when you're 30 or whatever. Speaker 1: Right. And this is all just part of neuroscience. It's not, it's not, it's not, I'm not making this up. These are, there are studies done on it and they're pretty recent studies. So like in the, from the sixties and seventies. But it's just a different way of thinking of intelligence because everybody can be intelligent. Everybody can be as intelligent as they want to be. It's just a lot of times people say, okay, I have this IQ or I'm not good at math or I don't know what strategy means. And then it stops us. And instead, if you use the experiences that you've had, so similarly, if you have somebody in your group that is not cognitively rigid, if they are looking for an outcome, if they are curious, if they do have intellectual humility, then you know that they're gonna take whatever they're hearing and cross-pollinate. They're going to take whatever they see as gleaming sort of little insights that come to their mind. They're going to say, have you thought about this? This is what happened during my coma stint. I had a group of 10 specialists from all over the world. And because of that one thing, I'm alive today. It's just weird to think that six months ago I was in a coma. That could have gone either way. So here I am. Kevin King: The curiosity side of that fascinates me. Can you teach curiosity? Because curiosity is like, I'm one of these guys, I'll be watching TV and I just want to know how does FedEx actually, how does their hub work? How do they unload these planes in Memphis? I want to know. It has no impact on my business, really. It's not going to make me any money, but how do they all land between 11 and 2 and offload and reload? What's the conveyor belt look like? I'm just curious. I do that on tons and tons of things. It's the same thing in our space in e-com and events. So many people, they get in these fishbowls, like you're an Amazon seller, so they only go to Amazon events or only focus on Amazon, or they're only email marketers, so they only go to email marketing type of things, or they're only webinar people. But the best value I get is when I get outside of this. Norm and I just went to a show called DealCon, and it's all range of people. We went to a podcast show. We went to a YouTube show. We went to a skill show. None of these have anything to do really with Amazon. But a lot of the stuff that we applied there, we learned like, this is cool. This can be, now when we're talking, we can apply this discipline or this thing or this thing to what we do, and it can blow it up. And we get this whole different perspective that most people don't get and aren't willing to get or spend the time. Speaker 1: Very, very smart. Very smart. Kevin King: People ask me all the time, like, how do you stay on the top of things? How do you always, you know, we were at CMS, our train thing, and at the last day, people were going around the table saying, positive things like, what do you think about this person? What's their skill set? What's their superpower? And a lot of people were like, one of them that came up with me like three or four times on people was like, you're always a trailblazer on the cutting edge of things. And like, how do I do that? It's because I have curiosity. And because I experienced all these different things, and I bring them cross modal, however you would say that, across platform, across a mixed wine and beer, or whatever. Speaker 1: Chocolate and peanut butter. Kevin King: Exactly. That's what so many people in business and in marketing don't do and they don't have empathy for their audience. They don't have empathy for the people. They're just trying to sell. These three pillars are awesome, but what do you do to help foster, create a curiosity? I mean, you can foster and creativity for that matter. How do you foster that or how do you help people do that that aren't innate, didn't come with them when they were born? Speaker 1: There's a few strategies you can use, but the simplest one is brainstorming. So getting used to brainstorming for somebody else's problem or somebody else's goal or somebody else's. Kevin King: Not your own, but helping. So you get benefit by helping others. Speaker 1: Yeah. Kevin King: What you're saying. This makes sense. I just did a think tank in Austin. Norm was part of this about a month ago. This is not a mastermind. This is not a conference, but we had 12 people come in and sit on a hot seat. For two to two and a half hours, one business person, I would curate eight different experts based on their pain points and their needs. Two to two and a half hours, we worked on their specific problem. But what happened out of it is a lot of the experts said they got as much if not more than the person sitting in the hot seat. I was worried at the beginning because some of the experts were on three or four or five panels. I can't work them to death. They need to go relax and do their things, but several of them are coming up to put me on another one, put me on another one, put me on another one. I want to do another one. Because they were getting exactly what you just said, it was sparking them. Speaker 1: Yeah, it's exactly what happens. Kevin King: By giving to others, you help yourself. Speaker 1: That's right. Well, I mean, that's the premise of a mastermind too, right? So the idea is we help solve each other's problems, but hopefully what we see as things are moving along is that, hey, I'm going to learn something and I can use it. Now, it's never talked about that way in terms of the whole cross-pollination idea, but it's definitely a big idea in terms of what I'm doing. With this women's group. Norm Farrar: That's got to be in you, doesn't it? Like when I was growing up, smartest guy I knew, most creative guy I knew, ended up working at Seagram's as a tow truck driver. Nothing against that. But that's what he wanted to do. He wanted to make his money. He wanted to get his 20 years in. He retired. He started his own company after that, and he could not care less. But he was the brightest. I know that he has a couple of patents, but he didn't do anything with them. He was just, you know, just had no curiosity about trying to develop it. Although he could, he could have been an incredible entrepreneur. Speaker 1: You know, it's interesting because not everybody is inclined the same way, right? So somebody can be super intelligent, but just may not want to use it. Norm Farrar: He dropped out of school too because he was so bored. Speaker 1: I was bored too. I remember, and that's why I quit the whole consulting and freelancing. I was making great money, but it's not really doing anything for me at this point. A few years ago, I decided to completely change the way my mind works in the sense that I was going to really ramp up and treat everything with curiosity. And here's why. Number one, when you're curious about whatever it is, and if you approach any situation that way, You never get bored because you work on stuff that you're really curious about or you're really curious about how to help someone else. So you get rid of boredom. The second thing is, is that when you're curious, Nothing bothers you because let's say you're in a conflict with someone, right? And totally opposite sides. They're really angry. They come at you saying, you know, got to do it this way. And if you just approach it with curiosity, it's like, you know what, that's a really good point. I didn't think of that. Why? What makes you say that? And it totally changes the way your rapport, your negotiation with that person goes. So that's a huge deal. Curiosity changes that. It changes the idea of just being positive all the time. I'm a super positive person. I thought I was before this, but now it's like I have nothing but positive energy in me and I won't associate with negative people. It's not that if somebody has an issue, I won't, like obviously I'm going to help them, but if they live in a victim mentality, that's just not where I'm going to be. And that's not where I want any of my people to be. So, you know, it's so funny, because in the book, I talk about a few different things. I talk about, you know, if you're solving, first of all, what motivated me to write this thing was, People are brilliantly solving the wrong problem all the time and it drove me crazy. So how do we stop that? Because if we were not doing that, imagine what a different place we'd be in, right? But you go down this path and you're just doing one path and then that's it, but it may not even be the right path. How do you know it's the right problem? Who told you? What data do you have to support that? Norm Farrar: Can you give us an example of that? Speaker 1: Yeah, I'll give you a really, a funny example. So there was a factory that was producing, let's call it toothpaste. Tell me if you've heard this before, this example. So the problem was, is when the toothpaste cases, the cases like boxes of 12 or 24 or whatever they packed them in, we're getting to the retail level. Many of the boxes were empty. And they couldn't figure that out. So they were saying, okay, we've got to stop this. It's a loss of revenue. It's creating a lot of issues. You know, this is not the way to do business. So we've got to solve it. So what they did is they Focused on only one way of dealing with the issue. And so they spent, they looked at the lines. They said, why is this happening? Manufacturing lines. And it turns out that, you know, there was a problem with the manufacturing line, but nothing significant. Yet they spend millions of dollars on getting that fixed. And guess what? Nothing changed. So then, one day, one of the supervisors is walking along because they finally found, they finally ended up in a situation where the cartons were no longer empty. And so the supervisor goes over to one of his guys, who's just chilling, you know, in the back. It's a hot day, chilling in the back. And he's like, how are we doing this? Like, how come there's no empty boxes anymore? It's like, oh, I just turned the fan on. And then the boxes fly off. So all you have is full boxes actually going into the cases. So it's, it's like such a small thing, right? Like it was such a basic, like, we don't even look at like that kind of stuff. Instead, we look at the big, big, you know, this is a major problem and loss of realization. And, you know, how are we going to get the money back? And how are we going to, you know, save face? It's like, it's, it's just not even about that, really, you know, and, and so it's one of those situations where The simplest things are really what tell the story and that you can do. Kevin King: Hey, Kevin King and Norm Farrar here. If you've been enjoying this episode of Marketing Misfits, thanks for listening this far. Continue listening. We've got some more valuable stuff coming up. Be sure to hit that subscribe button if you're listening to this on your favorite podcast player or if you're watching this on YouTube or Spotify, make sure you subscribe to our channel because you don't want to miss a single episode of The Marketing Misfits. Have you subscribed yet, Norm? Norm Farrar: Well, this is an old guy alert. Should I subscribe to my own podcast? Kevin King: Yeah, but what if you forget to show up one time and it's just me on here? You're not gonna know what I say. Norm Farrar: I'll buy you a beard and you can sit in my chair too. You can go back and forth with one another. Unknown Speaker: Yikes! Norm Farrar: But that being said, don't forget to subscribe, share it. Oh, and if you really like this content, somewhere up there, there's a banner. Click on it and you'll go to another episode of The Marketing Misfits. Kevin King: Make sure you don't miss a single episode because you don't want to be like Norm. Speaker 1: Do you guys know, um, one of my favorite stories and I love military stories, um, is about Abraham Wald. Have you guys heard of Abraham Wald? Norm Farrar: No. Kevin King: No. Speaker 1: Okay. So you can look up the story at any point in time, but, um, he was, uh, one of the, so in the U S in world war II in New York, they had the strategic I want to say strategic alliance group, but somehow that sounds a little bit off. And these were like the brainiest people that you would ever meet, but the most incredible thinkers as well. So Abraham Wald, who had been born in Austria, came over to California, and then ended up in Columbia, was one of these people. And he was like, just one of those super smart guys. And like, this is where a lot of the like, heads of MIT and, you know, Harvard and, you know, Caltech, like, you know, all those people. Anyway. They had a problem in that a lot of the planes that were coming back from war were getting hit all over like the nose. They came back with a ton of holes in the nose. And they said, okay, we have to solve this. Like, what are we going to do? The problem was, is that if you cover the nose, it changes the balance of the plane. If you add too much equipment, protection equipment, it makes the plane heavy and less agile. And not only that, but it adds costs. And so, you know, there's a balance between all of that. So they go to the research team, says, okay, you know what? Well, the best thing we can do is cover their noses because they're coming back with so many bullet holes in them that we have to find a way to protect that. So they go to Abraham Wald and they say, You know, this is our solution. Do you approve? Or do you, what do you think of this? Or do you have anything to add? And he's like, we should be thinking about, you know, covering the noses. And he's like, no, you shouldn't. Because you have to look at what's not coming back. So the noses can handle it all, but the fuselage cannot. The body of the plane cannot. So it's just about looking at what you don't see as well. And, you know, like there's a lot of these kinds of techniques that I talk about, but just so, so smart, right? And even like, even if you're looking at like Moneyball, for example, they're talking about, you know, how do you solve, you guys like listen to baseball or anything? Kevin King: Yeah, baseball. Yeah. Speaker 1: Okay. Kevin King: Now you have analytics and NFL, all the analytics and everything that's kind of like based on the money ball principles. Speaker 1: Yeah. So, so exactly. And you know, when Billy Bean was in there, he was saying like, you know, it's not, it's, it's not about what you see readily. It's the fact that we have to do a better job of hiring who we need. Without having money be a factor. So there's a whole dialogue in the movie which talks about that and talks about that is not, no, that is not the problem. No, that is not the problem. This is the problem. The problem is, is we have a fixed budget. We're not signing one star player and then the rest of the team takes a nosedive. We have to find a way to make this work with the money that we've got. And so they focused on that as the problem, instead of what they originally thought. So the outcome that they wanted was, was still the same, but they were different approaches to it. So you're always going to get that too, right? Like when you have, when you're solving for the outcome, there's a number of routes that you could take. And there's reasons why you would or would not take them. Norm Farrar: We're coming close to the end of the podcast. Speaker 1: Yeah. Norm Farrar: And I've got one question. I don't know, Kev, if you have any, but how do you get your head around eight books? How do you write eight books at a time? Speaker 1: Okay. So I have to tell you, I love the idea of writing. I loved the idea of writing and I still do. But I was like, I'm so not getting involved in the publishing industry. I still have no interest in that whatsoever. And then I started writing and it was like, wow, this is really awesome. I gotta help people with this. I gotta make a difference. So that's Might. The second book is on the fascinating histories of Hollywood. And it has nothing to do with the first book. Kevin King: It's a curiosity thing. Speaker 1: It's a curiosity thing. And so here's a real I just have to tell you the story because it's really cool. So there's a guy by the name of Louis Laplance, who's a Frenchman. He's in New York. He's trying to get a patent for what he has developed as the kinetoscope, which later became the motion picture camera. So he goes to get the patent, doesn't get it, goes back to France, says he's going to work on it a little bit more, works on it for a couple of years, shows his friends and family, gets on a train. He said, I'm going to go back for the patent. So gets on a train from his little small town, on a train and going to Paris and is never heard from or seen again. Immediately after that, Thomas Edison starts patenting everything. So, okay. But the kids get wind of all of this and they say like, well, hang on a second, our father is the one who developed this. He deserves some credit. You got to, you know, you got to make good on that. So the case goes to court. And the day before Adolf, his son is going to testify, he's killed. And so, Louis Leprince's family never got anything. It all went to Thomas Edison. So, it's about stories like that that I just, that are just so curious, you know, that you just want to find out more. So, it's, you know, it's a lot of stuff that you would not expect in the book. Norm Farrar: You know, Universal Pictures? Speaker 1: Yeah. Norm Farrar: I'm just kind of, this is just another rabbit hole. How did it get its name? Speaker 1: I have no idea. No. Norm Farrar: Couldn't figure it out. They were sitting in their office and there was a plumbing truck outside the movie studio called Universal. Speaker 1: Yeah. Norm Farrar: And that was the name. That's what they did to get the name of their movie studio. Speaker 1: Oh, I love it. There's so many like there's so many stories like that, Norm, in terms of just, you know, we saw it on the outside of a building. There was a band like that. I actually had bands. So my company is Active Ingredients Inc. I've had so many bands ask me if they could buy my name. But it's like you just don't know where the great idea is going to come from, right? But I was just reading about a band who did the same thing and that's why they named themselves the way they did. I have to find out who that is now. I can't remember off the top of my head. But yeah, so and the next three books are a trilogy. It's about a grandmother and granddaughter escaping evil. And they are, while they're escaping, the grandmother is teaching the granddaughter all these stories. That will save her. But she's teaching them at the opportune time. And these are stories that have really strong women and what they did in those similar situations. So it's, it's kind of a it's kind of a cool trilogy. And then the next three are cozy mystery series. But I kind of I'm kind of my reading these days is like, thought leadership. We're Billionaire Mafia Romance. Now I'm thinking, maybe I want to write that. Unknown Speaker: Something new. Speaker 1: But they're all very close to being published. I want to try to get the Hollywood one into the Oscars and do maybe an LA signing tour or something like that. Norm Farrar: And this is all before you speak at the Billion Dollar Seller Summit in Iceland. Speaker 1: That's right. It actually is. Wait for it. Yeah. Kevin King: There's going to be eight books on your chair when you walk into the room. Norm Farrar: Hey, it's the end of the podcast. We could have gone on for another hour and hopefully you can come back and do another Misfits podcast with us. But at the end of every podcast, we always ask our guests if they know another misfit. Speaker 1: I can think of... I think I can. And the only reason I say that is because I haven't really met that person yet who... So intelligence for me is somebody who can make you look at things very differently. And I haven't met Sort of that top-level person who is who's so radical I know misfits, but if if if I was gonna recommend someone I would want to recommend somebody really great and I haven't come across that yet. Norm Farrar: You just let us know when you do I will Perfect honored to do that. Well, thank you so much Wanda Wanda Wanda I just want to thank you, even though I, you know, for the last five years, I can't pronounce your name. And I think I am. I think I am. It's like about, but just thank you so much for coming on the podcast. This was awesome. Speaker 1: Oh, I hope so. Thank you. Thank you. So great seeing you guys, Kevin. I haven't seen you in a little while. But you know, coma. So it happens. Unknown Speaker: Yeah, I was totally on a different journey. Kevin King: You're on a different journey for a while there. Unknown Speaker: Thank you so much, guys. So good, so good. Kevin King: Better than ever. Speaker 1: Norm, you know, I loved always. I always love talking to you. Norm Farrar: Oh, it's always great. And this information that you provided us today, your journey, everything that you're doing, I think so many people are going to get so much out of it. And once again, the event and the group, the organization that you're trying to put together, how do people get in contact with you for that? Speaker 1: So there's a link on the website. The website is thisiswhatshesaid.com. And they can do that or they can get in touch with me via LinkedIn or I mean Instagram too, but LinkedIn or the website are probably the better ones. Norm Farrar: Perfect. And we'll have that available for everybody. All right, lady. Well, thank you so much for coming on. Speaker 1: Thank you guys. Kevin King: Appreciate it. Speaker 1: Loved it. Kevin King: Thanks. Speaker 1: Bye. Norm Farrar: Bye. All right, Kev, was that fantastic? Kevin King: That was awesome. Good stuff. You know, you never know what we're going to be talking about here on Marketing Misfits. And sometimes it just it goes into these areas that are just just incredible and get you thinking in a totally different way. So sometimes it's an actual technique or a tactic. Other times it's how to think differently and how to be differently and how to apply that to your life and to your business. And this is great stuff today. Norm Farrar: Yeah. So Comes to an end. Kevin King: That's right. But you know what? We'll have to do it again next week. So make sure you guys hit that subscribe button. Share this with a friend. If you like this episode, hit the share. Share this with a friend. Text it to somebody. Share it on social media. That always helps get the word out. And make sure you subscribe to the channel so that you don't miss a single episode. Every Tuesday, a brand new episode comes out with Norm, myself, and a lot of times, sometimes it's just Norm and me. Shooting the shooting the bull other times. It's a great guest like we had today. So looking forward to seeing you again next time and Anything else you got to add? Mr. Mr. Farrar? Marketing misfits dot-co Not that's right website marketing misfits dot co not calm. Norm Farrar: All right, everybody See you later. Kevin King: Peace.