BHC Alejandro & Luis Camejo & Eduar Fernandez

Alejandro and Luis Camejo, RVPs in Primerica, share their recruiting tips. They emphasize the importance of recruiting in building a successful business. They believe that recruiting is the key to freedom and success in Primerica. They talk about the mindset of thinking big and setting high recruiting goals. They also discuss the importance of generating activity and teaching new agents how to prospect and message potential recruits. They highlight the need to sell the dream and lead by example. They share their own success in recruiting and encourage others to focus on recruiting as well. They mention following a 90-day cycle for tasks and activities to ensure consistent recruitment. Good morning. Adam, and it's Camejo, right? Yeah, Camejo, yep. Camejo, Camejo. Fantastic. Glad to have you guys on this morning. Where are you guys this morning? We are from Florida, but we were born in Cuba. Yes, yes. I knew that, but I didn't know if you were actually in Florida today or not. Yeah, yeah. We're in Florida. We're here in Tampa. Fantastic. I'm down here in West Palm today. A little cool today. Yeah, no, yeah. Today, yesterday and today, it was a little chilly. Saturday was amazing though. Yeah, yeah. Well, good. We're looking forward to hearing your recruiting tips this morning. I'll do a countdown here in just a minute, and then let you guys give your best recruiting tips. We'll let that run for about 12 minutes, and then we will switch over to the main call with Edouard. And then we'll have you guys on the main call as well to jump in at some point with some questions for Edouard. Is that my brother, Adam? Edouard. What's up? Good to hear you, man. What's going on, man? Good morning. I was up at the gym this morning thinking about you. I was like, I got to get like Adam, you know? So I got a long ways to go, but you know, I'm hanging in there. Well, I was talking to Andrea Burks yesterday, and I was like, I got to get my day's job like Edouard. Oh, man. It's time for me to rebuild. Let's go, baby. Time for me to rebuild. All right. Well, we are excited to have Alejandro and Luis this morning for our recruiting tips. Guys, I'll count down. We'll go for about 12 minutes. You guys give your best recruiting tips. And if I need to, I'll jump in with a question, and then we will all three switch over to the main call with Edouard. I'll count that down, and we'll keep going there and have you jump in on the main call with some questions there. But looking forward to a great call this morning, and I will go ahead and get this thing going. Five, four, three, two, one. Welcome to our free call recruiting tips segment with RVPs Alejandro and Luis Camejo. Both brothers are previous college athletes from Cuba. They've become RVPs in 2022 and will get their second diamond this month and are running a triple-digit recruiting-based shop and a $50,000 plus-based shop. Alejandro and Luis, good morning. What recruiting tips do you have for us today? Hey, good morning. Good morning. Hopefully, everyone on this call is doing amazing. Thank you so much for inviting us on this call. It's been an absolute honor. We've been listening to this call for a really, really long time, since the beginning, that we're brand-new recruits, and it's always showed us exactly what was possible in Primerica. And not only that, but that helping people, and especially in our business, make sure that they advance our business is super, super important, right? So we just want to thank you guys so much for giving us the honor of doing this. But since the beginning, we've always, always seen recruiting as the only way, right? We've seen it as that is the freedom of the business, right? It's through recruiting. We got started here, right, because the bigness of Primerica when it comes to the importance of the services, the crusade, but what has showed us freedom here is what recruiting can do. All the biggest leaders in our company, right, they've always led everything with recruiting, right? So for us, since the beginning, the main objective has always been to recruit large numbers. There has never been a month here in Primerica, I can gladly say, that Alejandra and I haven't double-digit recruited, right? Like, that is the biggest and most important thing since the beginning in our field training bonus, right, we actually even double-digit recruited then. So it's always been a mindset for us, right, you know, that Eduard bled into us that, hey, you got to have recruiting. Recruiting is your inventory, that is the lifeblood of the business, and as you mentioned, we were ex-athletes, right? So we've always played soccer here in the United States at the highest level, so we knew the power of recruiting, right, because we got recruited into our teams, right? So we always understood that, man, recruiting is so important. All recruiting is, is looking for people just as talented as you are or that want to win just as bad as you want to win, right? So that was always been our biggest thing is, like, man, we come in here, like, we want to build an awesome, awesome team, right, we want to have the best of the best, right? We already are part of the number one organization, Primerica, and I was like, okay, can I, can we build the number one organization, right, in Primerica, right, you know, that has always been, you know, our focus is understanding that, man, recruiting is one of the biggest things here in our company. Yeah, no, that's good, Louis, and whether you think, whether you believe that you can triple-digit recruit or not, really, you know, whatever you think, it's right. You know, if you believe that you can recruit 100 people a month, you can recruit 100 people a month, and if you think that you can't, you can't, right, so it all starts with a mindset and thinking big, right, and from the beginning, Edward has always talked big, you know, 50 recruits a month, 100 recruits a month, 200 recruits a month, and, you know, at first, it was very hard to believe, you know, because we only heard it once or twice, but one of the main important things when it comes to, you know, recruiting this business is you've got to keep talking about recruiting big. You've got to keep saying 100. Even if you're doing 20 or 30 recruits, you've got to keep saying 100, triple-digit recruiting because that's when your team starts believing in it, right. The moment your team stops believing in it, that's the moment you stop talking about it, right, so you've got to make sure that you're setting that recruiting environment, right, and it all starts, honestly, with PDR, right. You've got to make sure that we're teaching people how to generate activity, right, so we have calls three days a week, a week where they're about 30 minutes, and it's practice drill in reverse. The first thing that we teach our new agents is how to generate activity because without activity, what's the point of learning a recruiting presentation, right? Without activity, what's the point of making phone calls? Without activity, what's the point of going out and writing sales? You can't without the activity coming in, right, so we've got to make sure we're teaching our people how to generate activity, and then comes everything else, right, teaching people how to message 100 people a day, going out and prospecting, right, and then remember, guys, your new people do not need a license to recruit, right, so recruiting should be like the main focus. Whenever you get people tasked, right, they feel like they have a purpose in Primerica, right, so you've got to make sure you're giving your people tasks of sending out messages, going out and prospecting, generating activity, not just you doing everything on your own because when people feel like they have tasks, they stick around. They feel like they have purpose in Primerica, right, and of course, right, the next thing is selling the dream, you know, if you want to have a big team, if you want people to follow you, then at the end of the day, they've got to see what they want to follow, right, so are you living the life that you want to live, right, because at the end of the day, this is a monkey see monkey do business, right, people see you driving that nice car, traveling, dressing nice, you know, going out and talking good, people are going to go ahead and follow you, right, so you've got to make sure that you're selling the dream and I'll have my brother here talk about the cycle that we followed since day one in the business and I believe it's completely changed the way we view Primerica. Yeah, of course, and you know, 100 is 100% correct, you know, we have to make recruiting look sexy, right, that's the way I like to say, you know, you have to make it look attractive and for that, at first, people won't necessarily buy into it, so you have to be 100% sold out, they got to see that it's working, they got to see, man, with these recruits, Alejandro and Luis, what are they doing, man, they're going out there, they're, you know, they're getting big bonuses for these people, right, they're getting them licensed, people are having a more focus on wanting to become self-producers, right, producing by themselves, right, and what that does is it creates an environment where everyone is buying into recruiting, right, you know, at first, we had people in our teams that really weren't buying into recruiting, they were so focused on making sales that they would sometimes tell us, hey, you know, but, you know, recruiting doesn't pay me money, you know, I can make money without having to recruit, but the unfortunate part about it is you're going to be a salesperson your whole entire life, right, you know, so we made sure that we made it look attractive and now to this point, this month, we're sitting at 180 recruits in our base shop, right, and last year, the most we had ever done, I think, was around 140 recruits, right, so all it's done is it's been a big mindset shift for us, man, we got to stop playing, you know, now that we're not playing small, but Primericus is getting bigger, right, you know, now there's base shops doing 200, 300, right, you know, so there's no limiting mindset, there's no limiting beliefs that, man, we can also do it as well, but one of the biggest changes for us is having our people really understand what they have to do, right, you know, what is the point of recruiting, what do we have to do on a daily basis, right, you know, so when Alejandro's talking about tasks, this is a task that we've been following for a very long time, and I'm sure it's no stranger to anyone on this call, and it's Miguel Eilish's 90-day cycle, right, you know, that's one of the things that we focus on, the JAR, right, we have completely, 100% sold out to the JAR in our hierarchy, right, all the way through, across through Edouard and some other leaders that we have as well, because all it does is it gives us a visual representation of what we have to do every single day. The biggest fear with people coming into Primericus is they don't know what they have to do, right, you know, they come on board, right, they think it's just a place to say, okay, but how do I do it, what do I have to do, what do I have to focus on every single day, right, so the JAR, all it is, right, you know, every single day, we want to focus on getting one or more papers in the JAR, what's the paper, right, you want to get one new recruit, right, one IBA submitted, you got to get one lifestyle, right, you either got to get a new person licensed, and you do either get 10 names and numbers, right, prospecting, and you also have to do three presentations, right, kitchen table presentations, recruiting presentations, that's all that JAR cycle is, and we have a lot of leaders buying into it, right, so what it does is it makes sure people are accountable on a daily basis, right, we've all heard the cheesy saying, right, you know, accountability gives you accountability, which it is true, right, because as your leaders start getting more accountable, what would they start doing, their production is going to go up, and as their production gets up, guess what, there will be some more dollars in your account, right, you know, so that's the cool thing of that, you know, selling out to the JAR has done for our team and for our base shop. Yeah, well, definitely, that's good, Luis, and, you know, I hear, sometimes I hear a lot of people say, you know, more recruits, more problems, you know, how Luis and I see it is more recruits, more problems solved, right, because at the end of the day, if Edward would have told us at the beginning, hey, look, what you're going to do, you're going to come into this business, you're going to sell life insurance for the rest of your life, I would have never got started, right, because at the end of the day, we came to build a business where five, ten years from now, we don't have to show up, right, because we have 100, 200, 400, 500 licensed agents, several offices that are out there building a business and making a lot of money, right, so another thing that we focused on is we focused on focused incentives around DDR. DDR is a double-digit recruiting, right, focused incentives, so what does that mean? Whatever your business is lacking, right, let's say your team is lacking double-digit recruiters, then sell out to focused incentives around double-digit recruiting. Let's say your team is lacking showing up on Zoom calls, right, getting 50, 100 people on a Zoom call, do focused incentives around getting people on a Zoom call, right, so whatever you're lacking, whatever you're lacking in your business, do focused incentives, right, because at the end of the day, people like winning things, especially if you're building a competitive atmosphere or competitive environment. People like competing for things, and at the end of the day, we compete to unite, not to divide, you know. We see that whenever we throw out competitions, whenever we throw out these focused incentives, people go out and break records, right, not just do they go out and break records, but they set standards, right, and we focus on that next expectation. We focus on that next standard, right, and getting people to post, right, get people to post flyers for you, because at the end of the day, even though they might not be in the business, they can still go out and share the business for you guys, right. Send out messages, right. Our company's expanding. We're looking for a few more people this month. Who do you know out there that's keeping their options open to make an extra income? A simple message like that, a simple conversation like that, you would be surprised how many people, they might not be interested in it, but they might send you somebody, and at the end of the day, that is doing the business, right. That is doing the business. So, remember, think big. Focus on fitting your guys' team's vision within yours. Even though your team has a small vision of 10, 20 recruits, then set your expectations larger, right, 200. Fit their small thinking inside your big thinking. Yeah, and I mean, one of the biggest things that recruiting does, actually, like in our eyes here, is it locks people into the system. It locks people into Primerica. When we have new teammates come on board, right, you know, and they're probably not super excited, right, you know, they're not 100% sold out, but guess what? Let's say they get up, they find a rabbit on their team, right. Let's say that, you know, we, they put us in front of somebody, and we just provide like an absolute stud for them, well, that's going to get that person on top of them, right, that hasn't been really moving as quick, that's not as fired up, moving faster, right. So, we've always seen in our teams that, man, we always stress big, big recruiting, because you never know who you're going to find, or who you're never going to know, who your, one of your teammates is going to lead you to, right. You know, we have, we have a guy on our team when we first got promoted to regional vice president. He came with us to the convention last year, I believe, two years ago, right, so it's going to be two years of summer, and, you know, this gentleman, he was awesome, right, great guy. You wouldn't necessarily see him, you're like, man, this is a, you know, a hundred by hundred, you know, bait shop person, right, you know, but guess what, he did bring, right, you know, through his leg four deep, crazy power of going four deep. We went four deep with this gentleman, and our first regional vice president came out of that, right. He was averaging 100 recruits a month, right, and 50,000 in premium, all because, right, we had a gentleman that wasn't the sharpest, right, that led us to someone who was sharper, someone who was a little bit sharper, and that led us to that stud that was four deep, right, and his name is Ryan Sias. He just crossed his $50,000 watch, amongst his two, his vice president contract, right, and he's the number one for Hawaii. He's going to be speaking there, right, in phase two, so we're super excited, and all it was is because someone came in, and we continued talking about massive recruiting, not everyone at first sold out to it, but guess what, there was a gentleman named Ryan that did, right. You know, he saw the vision that we were passing. He saw the vision of Primerica, and he wanted to do the same thing that we were going after, right, so we started with him brewing a culture, right, of triple-digit recruiting, right. We started buying and telling everybody, hey, triple-digit recruiting, look, we're going to triple-digit recruit, and slowly, people started jumping on the train, right. You know, we started going from 50 recruits a month to 70 to 90 to up to 120, and then it was consistently triple-digit recruiting, right. You know, so now, we've been kind of stuck in this land of 100 recruits a month, so I'm so happy that and grateful that we have the team. After promoting our first vice president, right, in this month, we've already broken our all-time recruiting record, right, before we even gave up, right, and we promoted that vice president, meaning that, guys, it's a limiting belief, right, you know, all sometimes we have to do is just have to teach our people how to do more, right. We know that there's people on our team that who aren't giving it 100%, right, and you always have to focus on the, you know, the Pareto principle, the 80-20 rule. It's so important in all aspects of your business, right. Eighty percent of the people will do 20% of the recruiting, right. Twenty percent of the recruiting or of the people will do 80%, right, of the recruiting, right, so sometimes we just have to make sure that we get with our biggest guys and have them sell out to massive, massive recruiting, right, and it'll be like a little trickle effect, right. You have to understand, guys, that us as RVPs, there's RVPs here in our call, right, you know, we're seen from our teammates, from our leaders, right, as I could say like the top guy, right, you know, so your biggest connect from vice president to your base shop is your regional leaders, okay. Those are the people that you may have to make sure, right, that they are 100% in sync with your vision, right, as a vice president, what you're casting, and they have to also be 100% sold out to your system. All you've got to make sure you do is relay the message to your regionals, and you're going to see that the base shop is going to grow, it's going to flourish, and everything, so it's a lot better. Yeah, most definitely. You know, I definitely agree with Louis. I believe we do, it's not talked about enough. We do have to sell out to these events, right, like convention and all these company trips because at the end of the day, people stick around, right, people stay around a lot longer, and it is also true. You know, Primerica, it's not about having one or two guys that do big numbers. It's about having a lot of people doing a little bit because at the end of the day, we're at 180 recruits per month, but we just have 10 leaders that are each at double-digit recruit, and then Louis is at double-digit recruit. I am too, and there you go. You have almost 200 recruiting base shop right there, right, so just remember, you've got to find, you know, you have to recruit quantity to find quality, right. You just have to find, the person that recruits the most people is always going to find the most people, and you have to identify which of your leaders are willing to want to be cut and polished, you know, because at the end of the day, they all want to be diamonds, but some are scared, right. Some don't want to be trained the right way. Some don't want to be cut and polished, so you've got to identify the leaders within your business that want to get trained, right. Hey, Adam, I don't, I don't need to, I'm going to have to cut you off. Unfortunately, I'm going to have to cut you off. You guys are doing a fantastic job. We're going to have to jump over to the main call, but thanks so much. Unbelievable job, Alejandro and Luis. To download Alejandro and Luis's recruiting tips and more, visit our website at wydellonwinning.com. Just click on the big hitter link at the top of the website and enter username PRIUSER and the password GOGOGO, both all lowercase. All right. Edouard, are you ready to go? Yes, sir. All right. And I believe Larry is listening as well. He's just got out to Colorado. Yeah, I just got out of Butte. Just got out of Butte. Great job this morning. I'm with you. We will jump right into the main call here. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the big hitter call. This is Adam Wydell. This is Monday, January 29th, 2024. Let's say hello to our speakers. Good morning, Edouard. Hey, good morning, my brother. Good morning, Alejandro and Luis. Hey, good morning. Good morning. Cool. And good morning to Larry. Hello, everybody. As of this morning, there are over 100 RVPs and above with 30 or more in recruits and over 100 RVPs and above with 30,000 or more in premium. There are over 100 below RVP with 30 more recruits and 39 below RVP with 30,000 or more in premium. The top five base shops are five, the Gomez's, five, the Gomez's, 97 by 135. Four, Miguel Elledge, 255 by 154. Three, the Edwards, 93 by 147. Two, the Coakley's, 240 by 160. And number one, the Finals with 340 by 195. On today's call, we are with SVP Edouard Fernandez. Edouard is the youngest SVP in the company. His personal base shop is 130 by 40 right now. And he is currently three RVPs who will all triple digit recruit this month. All right, let's get the call started. Larry, I'll turn it over to you for just a minute. Yes, Adam. And Adam, what I'm excited about Edouard is, you know, he's a symbol of the new upcoming young generation, new leaders in the company, bringing energy, excitement. And I like to point out, congratulations to all the leaders that are racing out of the chute, you know, kicking off 2024 with a bang. We haven't even got the last flood of business that always comes in the last two, three days of the month. And already over a hundred at 30,000, a hundred over 30 recruits. I mean, you look for some amazing numbers when this month's final's out. And it just shows how strong the company is and how strong our new leaders are and how hungry people are to do something great with their lives. Now, Adam, you know, we've talked about Edouard. You know, we've been, you know, looked at him as an example. And you know Edouard very well. What are you excited about and what do you see in terms of leadership that makes Edouard special? Well, there's a lot of things. First of all, this guy, Edouard is always constantly full of excitement, you know, full of positivity, full of a level of excitement. When you get around him, you just want to be around him. And it's not just hype. He's backing it up with his business. He's living the dream. He is literally living the dream. He's a young guy getting started, making things happen, getting a family started. You know, he's got a good looking wife helping him with the business. They're expecting a child to come in. He just bought his dream car. He's selling the vision for his future dreams. And he's recruiting nonstop. And he's got a lot of guys in his office that are also young guys that are backing up what they're talking about. You know, it's not just a bunch of hype. They're actually doing the numbers and getting things done. And he's creating a good energy in the office. You know, he's got a good looking crew in there. Everybody's dressed sharp. Everybody looks the part. A lot of times you think you have a younger generation. Some of those guys in there are 18, 19 years old. But you walk in and everybody's dressed to the nines. Everybody's professional. Everybody looks sharp. So there's no question if you walk in and see them that they're not playing around. They're there to get things done and they are serious about it. So everything about his organization and his group there is sharp and organized and looking like they are ready to go. If you walk in off the street, there's no monkey business in there. And no half butted situations going on. Everybody's shooting for that next goal in their business. And everybody is seeing the dream happen right in front of them. So it's just a constant spinning wheel of excitement in there. It's a really, I mean, he just really nailed it. So I'm excited to watch him all the time. Edouard, did that happen all by itself? Were you naturally that way? How did you evolve from, you know, we all come in scared. We all come in weak. We all come in not knowing anything. And, you know, we have to learn it step by step and overcome our weaknesses. You know, you have to fill those weaknesses with strength. How did you go through that transition, would you say? All right. All right. Well, first of all, Larry, I just want to say good morning, everybody listening to this. I just want to thank God for putting me in front of all you guys here. And Larry and Adam, I just want to thank you guys for having me on. Adam is my brother from another mother. So love you, big guy. And thank you, Mr. Larry, for having me on and just for calling me and keeping me accountable. And, you know, I really, really appreciate everything you've done for the company. So, but yeah, Larry, so to answer your questions, I'm just fired up, man. I'm so excited. Every time I get on here, I just even more excited. I'm so thrilled, you know, growing up listening to this and being on it, man. Like, I'm so excited. But, Larry, can you ask your question one more time? Because I'm just, I'm ready to rip this thing, man. Yeah. Well, well, you know, Adam has been around and he's seen your office. And, you know, he talks about the professionalism, the energy, the focus. And you and I both know that doesn't happen by itself. And, you know, that's the dream of the RVPs in the country that are pretty much in a sales mode. And they've got one or two people around. And they try to get, you know, a spurt going, but they can't get a spurt going. And they wind up recruiting a couple of knuckleheads, you know, people who look great. And then they turn into knuckleheads because they're scared too. And the RVPs kind of scared. And he does not really know what to do with them to get them fired up and doesn't know to over, you know, push them too hard or not push them enough. And so they, you know, it's just a sea of weakness and, you know, indecision and going around in circles. But to go from that, where everybody starts at, to where, you know, you're driving forward. You learn how to lead. You learn how to make things happen. You learn how to get competent, professional. And, you know, you go through that transition where you wind up finding your own style. And I mean, you've traveled a thousand miles in this business to get to where you are today. And I'm just really curious about that transition, you know, from where, what was in your mind and your confidence level in the beginning to where you are today and how you made, how you made that transition, you know, to becoming a pro and building a pro operation. Yeah. Well, first of all, Larry, I'm humbled for you speaking about me like that. But I mean, Larry, we've run a tight ship, man. We run a tight ship here. You know, I believe that, you know, a lot of people don't want to do the work. You know, they want to be a pharaoh. You know, pharaoh sits on top of the kingdom and tells their organization what to do. You know, a leader is out there doing it from the front. So, I mean, Larry, even right now, year to date, you know, my, Gabby and I, we're at 14 personal recruits by almost $14,000 in personal premium. And, you know, last year, we averaged over 18 personal recruits a month and we averaged over $15,000 in personal premium, you know. And Larry, like, man, that's really what it is, man. You know, just doing the work and keeping that energy, you know, growing those people skills. And again, I told my team, I said, look, the way that we build a business here is through, you know, a love of discipline, you know. My father, and I'll talk a little bit about him, but my dad always gave me, you know, showed me what, you know, the discipline of a father was, you know. And it's like, hey, listen, I'm going to love you, but if you do something wrong, there's going to be consequences. So, that's how I've built my business, Larry. Like, look, I love you. We're best. Like, we're doing something special together. However, if you ever don't do what you're not supposed to, there's going to be consequences, right? So, I believe keeping that standard so high, Larry. Like, even, you know, at the office, we always say, look, we date to marry in this office, you know. And we just keep the standards very, very high, Larry. And then when somebody crosses that, you know, sometimes you got to make an example of one person for the goodness of the rest of the organization. So, you know, we've decided that we're going to build a strong business. I've decided that we were not going to build a business on eggshells. And my team has bought into that. I mean, my guys are so awesome, Larry. Like, man, I got a phenomenal RVP down in South Florida, Laney Brown, over $250,000 in income. He's at $76,000 this month in his base shop premium. Allie and Louis, like, they'll recruit probably 250 people this month. You know, Ryan, a brand new RVP. He's 20 years old, Larry. You know, he's going to make over $15,000 this month. He's already over 70 recruits for the month. And our base shop is just absolutely killing it, over 130 recruits a month. Like, Larry, man, we all bought in. And what happens is, you know, I always tell people, like, you got to have your philosophies and then you got to hold the line. You know, you got to hold the line. It's kind of like a war. You know, you're out there and you're fighting. And look, and sometimes it looks like you're going to get beat. But, you know, you don't break that line. You hold it, you know. So, Larry, you know, I stick to my guns and I keep it moving, man. I keep it moving. I show the team, look, I'm going to show you what to do. I'm not going to tell you what to do. And I know right now, Larry, that I'm building our story. You know, Gabby's and I and my soon-to-be-born son, by the way, if everybody could pray for that, he's coming here in February. And I'm so excited about that. And, man, I just want to make sure that, you know, even my team, my company, Larry, I named it Legacy because I believe inheritance is what you leave around people and legacy is what you leave inside of them. And I just want to make sure that everybody knows, like, what to do just by watching me, Larry. I don't want to be a leader that I say one thing and I do the other. You know, there's a lot of leaders like that and there's a lot of people like that, right, because those people are not leaders. I want to make sure that I always keep my people's, you know, my people's best interests at heart. I want to make sure that I'm leading people to the next level. And I want to do the best to make sure that my guys, they do it faster than me. They do it bigger than me. Right now, Larry, we're at $465,000 in income. We're going for the fifth diamond before this pay cycle ends. And we're going to get that ruby done this year. You know, I'm 28. My fiance, Gabby, she's 27. And, man, and I'm already talking to the team. Look, it's not even about, you know, becoming the youngest million-dollar earner. Yes, that's awesome. You know, and I have the privilege of getting mentored by the incredible, you know, Mario and Franny Arizon, which are, like, close friends of mine. They're teaching me how they did it. You know, you know, the Ortiz is obviously my upline. So, you know, some of the best people I ever have in my life, even the godparents of my not-yet-born baby and, you know, and the great Miguel Illich, man, and he's just so special. But, you know, those are the people I have in my corner. But, you know, again, like, I just talk to my team, like, man, we're going to make it. Like, if I get this thing done, you know, if we get this thing done at 28, when we get these things done at 28, 27, we're going to have our team do it at 27 and 26, and then eventually have them do it at 25 and 24, and then 23 and 22. And, Larry, we just want to keep raising the standards, because you guys did the hard work. You guys built the foundation. So, Larry, my commitment to the company and to the rest of the leadership team is we're going to build up. We're going to keep this thing going another 50 years. So, hopefully, that answers your question, Larry. LARRY COOPER Well, let me clarify one thing and then encourage you in another. As far as the 18-person recruit, so this, you know, that would be with you on the line, but recruiting through your people. Would you say is that correct? EDUARDO FIGUEROA Absolutely. Absolutely, Larry. I want to make sure of that. LARRY COOPER The thing is, the thing is, some people look at that and they say, oh, Lord, they can't get past. You know, I can't even get one recruit, much less, you know, 18 month after month after month. But the deal is this. Eduardo, I'll tell you this. I'll promise you, you've actually recruited more than 18 people a month because you were, one way or another, you were involved in talking to people, encouraging people on them getting recruits, you know, and you might have been face-to-face actually taking a new recruit and helping them get a recruit and doing that interview. But I promise you, even when you're recruiting 100 a month in your base shop, you're involved in all of them. You know what I'm saying? When you look at it, you've got an influence on all of those recruits. But you could, you earn the right, just by getting, you know, going out there and fighting the battle to get, you know, I'm talking to all the smaller RVPs, you know, I'm talking to smaller recruiting RVPs right now. You earn the right to get up there to where you can do like Pony Narain 30 a month for a decade by recruiting because they bring in their markets. And in your training, the new recruits, you're getting double power. You're training a recruit and you're getting a new recruit for them. And, you know, you're multiplying your effectiveness and you have places to go. You don't have to waste your time, you know, running around town and talking, you know, trying to get an appointment. You've got people who can get appointments for you. So now you can spend your time doing what you do best, getting to know people, making them at home, inspiring them, getting to know, let them talk to you, making friends with them, you know, getting them started and getting your new recruit core team put together. Then, you know, you have, you know, 10, 18, 20, 30 or maybe 100 personal recruits in a month because you're involved in everybody's recruiting one way or the other. And so I wanted to make that point. You know, Eduardo, it's a smart thing to do. It's really the only way to do because they don't know how to recruit. And if you go out there and say to them, recruit, recruit, recruit, go get recruits, they won't know how to do it. You've got to hold their hand. You've got to tag team. And two are stronger than one. And yet do the bird dog hunter type thing. They're like the, you know, they're like the bird dogs pointing people out, flushing out the game and then, you know, you know how to hunt. You know how to talk. And so they've got the market. You've got the knowledge of how to get the market in. But the thing about pushing, Eduardo, what's so smart about that is grow or die. And we unfortunately have people that will qualify for this contest and never qualify again. You know, they're going to go to Hawaii and they're never going to go to another, you know, another game. We have people that are going to go over the $100,000 and then, you know, they'll go over $100,000. The next year they'll be at $70,000, $65,000. And some of them never go over $100,000 again. Most of them will. You know, it'll be a slump. We have people go over a million. And they get sidetracked. It's not that they're not working. They're working like dogs, but they get sidetracked. They don't keep pushing forward on recruiting and growth. And so as a result, you get these great people, even a million-dollar earner will slide back down, you know. And then they have to regroup and make that charge again. Because what goes up, here's the law of nature. What goes up will come down if you let it. And so what you're saying and what's so smart, and I want to encourage you right now, here's a little coaching for you. It's like I do with Mario. It's like what goes up will come down if you let it. It'll go, you know, you have a great month. You know, all these people that have right now, you know, 30-30 this month, 100 by 100, that's going to come down if you let it. But if you stay on the attack, you can multiply that thing and keep on growing. Because what you've created is momentum. And so the great thing about creating momentum and breaking records is you can, you know, you can double and triple the response, you know, the results down the road if you stay on track. So I just wanted to congratulate you on staying intense and let you know that if you want to go, see, that's why you don't have to overcome slumps. You'll either keep pressing forward or you'll have to double your efforts and overcome a slump. And to me, Edward, I don't know if it makes sense to you, I always thought, you know, an ounce of prevention is worth a pound of cure. And it was much easier for me to keep momentum going, keep people moving forward than it was for me to have to go in and recover from a slump. Does that make sense? Absolutely. Much easier to stay up than catch up, Larry. Absolutely. But you have to, I mean, we're running a training factory and all of these things that make such incredible sense, still people don't know it and they won't do it. They'll get beat by it if we let them. So it's our job to look out for them. And so how do you keep that forward pressure going? How do you keep yourself moving forward? What do you focus on? That's really good. I actually have, you know, a few points here, Larry. But man, I think like, you know, we just, we want to buy into doing something that's bigger than ourselves, Larry. All my RVPs, we have one thing in common. We're all immigrants from another country. Every single one of my, all four of them, all four of us, we were all born in a third world country, you know? So like one of the things, one of my, you know, one of our brands, Larry, that I put on the back of my t-shirts, you know, everybody's got their slogan. You know, ours is, you know, it says on the back of our shirts, it says, I will be the first millionaire in my family. And Larry, like when, like these guys, man, we just like, you know, we work in niches. Those are, that's our niche, man. We have a lot of, a lot of young guys, young girls that come from another country that just grew up with absolutely little to no resources, Larry. So when we come here, like, you know, the drive is already there, you know, leader, you know, Larry, I heard a long time ago, Bill Whittle said that leaders are half born, half made, you know? So Larry, I don't want to take all the credit from my team. Like, man, they really are special. Like they're already coming to the table with the wanting. Like the type of people that we, that we want to move to the next level, the type of people that we want to attract, you know, are going to be people like that. So again, like our leaders, man, we work so much with immigrants and people from other countries, like that's, that's us, man. You know, all of us, you know, English is a second language. And Larry, like, there's just something like, I don't know, like, I don't know if I can teach that, you know, all I know is that we can attract it. So Larry, I just want to continue, like you said, like, you know, right now, my hierarchy right now for the month, we're a little, right under 450 in recruits for the month through first, you know, our goal this year, the hierarchy is to end up the year at 2,000 recruits a month through, you know, through our hierarchy. And Larry, I believe that we can do that. But again, my guys are so driven. Only thing I know what to do, Larry, I just know how to do the work, you know, I just put my head down, I keep doing it. And like you said, just like be involved in as many transactions as possible. And, you know, and I heard, I read, I read the story a while back, Larry, and it's basically, you know, there's these monks and they're, they're, people were committing genocide against them and they had no way to speak up. So what they started doing is they started going into the, you know, some of the main lands of China and lighting themselves on fire in the middle of the street. And what started happening is people started taking pictures and posting it all over. They started going all over the world and it was these pictures of these monks on fire and people started asking questions, right? Because Larry, you know, basically by them setting them on fire, they got the attention that they needed and when people started looking into why they were setting themselves on fire, they were able to stop the genocide of their generation. So Larry, you know, that just goes to show that if you set yourself on fire, people are going to come watch you burn. So Larry, that, that, that's, man, that, that's the thing. We just want to set ourselves on fire and continue to, to, to burn. And I mean, and you guys, guys, like, you know, like one person does it and then the next person follows. It's a system, Larry. You know, it's a system. Like I got promoted to regional vice president, obviously got my ring. You know, my replacement, Brandon Rivera, and he's, he's a son, Brandon Rivera, you know, they got their ring and then came, uh, Lien, you know, and he got their ring. And then Alec came, got his ring. Louis came, got his ring. And it's just a system, Larry. And then what happens is when, when you stick with things, you give yourself credibility. And now I have these guys, like, man, they're just on fire. You know, like they're on the call as well, if you want to ask them some questions, but almost 200 recruits for the month. Like, you know what I'm saying, Larry? Is this, is this a system, man? We, we, I get it done and then I show them how to do it. You know, you said, Hey, let me, Dad, Dad, before, before he covers that. And why I just want to clarify that you said y'all got 450 recruits right now and you want to have 2000 by the end of the year. Is that right? Yes. Yes, sir. Cause it's January, right? Man, if, if, if three RVs produce 450, you know, why, why not another six more? We should definitely do that. Well, well, so what I'm saying is if you're at 450 now going for 2000 by the end of the year, and Dad, correct me if I'm wrong. In January, Dad, of the, uh, I think it was 79, you had 50 recruits and by the end of that year, you had 1800. Is that right? I had seven recruits in January, seven recruits in January, Edouard and 1800 by the end of the year, Larry Waddell. So I'm just saying, if you already got 450, Edouard, you need to, y'all need to be shooting for like, yeah, 10,000 or 5,000. Well, that's, that's for the month, Adam. That's for the month. That's our, 2000 a month by December. Oh, per month, per month, per month. Okay. Okay. I thought you were, I thought you were wildly underselling yourself. Okay, perfect. I'm glad I clarified cause that's a way better goal. I didn't, I didn't understand that either. Okay, good. Yeah, that's awesome. Sorry. Well, good. I was like, you're selling yourself short. Perfect. Perfect. All right. Well, I just want to, all right. Back on that to the points you wanted to make. I just want to make sure I wasn't hearing that wrong. Uh, gotta love Adam. Always takes me to the next level. Uh, by the way, he comes to Tampa and I teach him how to work out there. You know, I'm five, eight, one 60. I showed this guy how it's done. But you know, that's, that's the story for later. He's my underground personal trainer. But Edward, you said you had a few points you wanted to make. So jump back in on those. Yeah, absolutely. Like, um, you know, Larry, just like, just want to give some, like coaching to some of the folks listening and I'll have Allen Lewis jump in on this as well. But, um, you know, like building team culture is so important, but I have a few, few points. One of the points that I want to make Larry is that you got to be prospecting new people every single day. You know, like every single day, Larry, I want to add, you know, I, my goal is to add, you know, 10 plus names and numbers to my, um, you know, to my, um, contact list. Right. I want to add 10 new content because what happens Larry is if we're not, you know, if we don't continue to, you know, to look for more people and grow, then like you said, it's going to die out. And Larry, I just have this fear, man, Larry, I've worked so hard to get this thing going. You know, I've worked so hard to get my income towards that. I've worked so hard to build the organization that we're building right now. We've worked so hard. I apologize. Um, you know, and, uh, and Larry, like I'm just scared to death for that to be, to go away, man. Like you said, you know, I'm, I'm scared to death of that. So again, like we're just so freaking, you know, committed to just getting that Larry so that one day, you know, I don't have to continue to put anything myself and it just continues and grow and grow. And I don't believe we're there yet. So again, uh, Larry, we want to add 10 new numbers a day. Look, I don't care how you do it. Like, I don't care if you do it through social media. I don't care if you do it through in person. I don't care if you do it through, you know, through referrals. I don't do it. So it's 25 years, but you are like you personally, guys, if you're listening to this call, you got to grow by 10 plus contacts direct a month, especially, and if you have nothing going on, you need to grow by more than that. Right. Um, you know, another thing that we, that I always focus on, um, you know, Larry's, um, I want to have five to 10 appointments scheduled for, um, you know, for the following day, every single day. Like sometimes, yes, you want to do more than that, but again, like five to 10 appointments scheduled for the next day. If you get to your office, guys, if you get to the day, like for example, today's Monday, you're listening to this call and you don't have anything on your appointment, that's a mistake. You know, that's a mistake. You have to take care of that yesterday, you know? Um, so I always want to make sure, Larry, that, you know, I want to teach my team. You want to have five to 10 schedules for the next day and you want to have your next 24 to 48 hours booked out. Larry, I know back in the day, you used to be able to schedule set appointments, you know, uh, seven days ahead, seven days in advance. Larry, I'll tell you this people nowadays, man, they can barely keep a commitment of 24 to 48 hours. So I teach my team, we want to pack out the next two days. That is absolutely our schedule. The next two days we need to have it, pack it out. You know, uh, five to 10 appointments, you know, in those things, um, you know, uh, or more and, and, uh, just creating activity. Another big point, Larry, is licensing. You know, we grow in recruiting. We grow, grow, grow, grow. However, you know, my, my mentors, um, you know, uh, Miguel Illich, he teaches me that as I increase my licenses, that solidifies my income. You know, he says, dude, you got to keep doing personal production. You got to keep showing the front. However, it's so important that you grow licensing because when you stop doing that personal production, if you just recruited a bunch of people, but nobody got through the ranks, nobody got promoted, nobody, you know, um, nobody grew. What happens is it, you know, it's, you poured the concrete wrong. You know, I want to think of people like, like they're like concrete, you know, you pour concrete and you can mold it while it, while it's, um, while it's before it's stuck. Right. You can mold it when it's done. However, when it solidifies, you know, ain't nothing moving. So I want to make sure, Larry, that I continue as I get the people or recruit them, we want to license them so that we can build that support system and go from there. Because if not, what happens is, man, we're building a house of cards. You know, if some wind comes by, it gets blown out. So we want to make sure, uh, we, we increase a lot of licensing, you know, a lot, a lot of big licensing, uh, focus, you know, um, next point is like, you've got a personal recruit. You have to personally recruit. You know, I believe Larry, you know, back in the day, you guys used to be able to, you know, recruit three to five direct a month. But I tell people this, man, if a dollar in 1977, you know, is the equivalent, uh, right now to four or five, you know, that's how recruiting works is back in the day, you used to go and get three to five directs. You know, nowadays you got to do, you know, 10 to 20 directs so that you can start getting some traction. Right. Because we, they come in much, much, much faster. It's different, right. We got to keep up, uh, for, um, for inflation, you know, um, next point is like most of your sales should come into field training. You know, uh, ideally a hundred percent of sales come into the field training, but Hey, if you get a referral, call you for some life insurance, you know, you better write it. But, uh, again, Larry, like, you know, um, field training, man, we want to make sure we're, we're developing our people. We don't just want to be, there's a difference between a field seller and a field trainer. And when you develop field trainers, that's really how you grow. Um, Allen Lewis, I know they do an incredible job of this. Do you guys want to tap in on that note? Yeah, most definitely coach. So yeah, I appreciate it. Let me, let me, let me just, let me, let me just say this, uh, so we don't lose this point. Uh, Edouard back in the day, it was the same thing about making appointments. We used to say an appointment you make for today or tomorrow is a good appointment. An appointment you make for the day after tomorrow is a joke. Yeah, I love that. I love that. It was always the same way. You had to remind people, you know, if you had set it up, you know, you set them up in advance, but you got to confirm, you know, that type thing. Okay. You guys can run. All right. Awesome. Yeah. I appreciate you guys. Thank you so much for giving us, uh, you know, the, the pleasure to, to be on here and speaking with, with you guys. But, um, you know, I, I truly believe that, um, you know, here in Primerica, you know, it's all about being an example. You know, if you want to lead people, you got to be the first one on the, on the front line, willing to, to go out and do what others won't so you can get what others don't, you know? So we got to make sure that, that, you know, we're, we're out there, you know, personally recruiting, we're out there personally producing and, and licensing new people and, and, and few training people, because at the end of the day, um, you know, a new rap, if you have a team of people that are just staying around, not doing much, uh, the best way to motivate these people is to get new rabbits, you know, get new rabbits and, and, and take those new rabbits to go out and double digit recruit. Because that's what that does for other people is that that shows them that like, man, this thing could be possible. Yeah. And, um, to add on top of that, Larry, I mean, what is like a big, a good example I can give you is during the month of December, we started off kind of slow. Um, it wasn't going to be how you want it to. And we found this, this new, uh, girl, right. Her name is Ashley. She's an absolute beast. She's so good in the business. And, um, she just started recruiting left and right. When I tell you, I think she was one week into the business, already had over 15 recruits, uh, through her. And she ended a month of December, her first month. She got licensed in four days. She hit district leader in three days. And she ended up recruiting over 25 people. And we had a lot of people who were stagnant and had a whole bunch of division leaders, right. And they're looking at us like, like, what? Oh my God. How is this? How is she doing this? How is she going? We're like, Hey, because look, you guys aren't moving. You guys aren't getting it done. Guess what? We're going to show you how you get it done. Right. You know, so we got a new example, right. We developed a new example and look, what did that do? Right now in the month of January, every single person that that month of December had a low month. This month is having a great month. Why? Because they saw that man, Alejandra and Louis, they don't really need us. Right. You know, they, we, they want us, right. You know, they want to have us, right. But they don't need us, right. You know, to win. So, you know, we've just focused on making sure that constantly that we are the biggest examples of our team. Right. You know, and through our example, we're going to make sure that our team also has a good example for them to follow so that they can keep creating examples. Right. That's the biggest way. And all we've always focused on doing is getting three that get three. Right. We focus on getting four deep. We found our first vice president for deep. Right. You know, so we know the power of massive recruiting and that's what we're going to keep focusing on because it's working. Right. You know, why change? Right. What is working? You don't change the hundred year old, you know, a pizza recipe that, you know, that that grandma gave. You don't change it. Right. You just keep it the same exact way because if it's working and it's the best, then there's no way to change it. Right. There's no way. Right. So that's one of the biggest things that we always focus on is massive, massive, good training, massive recruiting. All right. He may be on mute. Edouard, you want to jump? Actually, I'm going to jump in here with the mid-call announcements. And then we'll get back to it. There's a fine line between mediocrity and greatness. Here are three tools to give you that extra boost this week. First, check out Larry's latest blog, Goal Setting Unlocks Your Power. Second, check out Larry's podcast. This week's episode features Bill George, who served on the board of Goldman Sachs and is the CEO of Hewlett Packard and Lytton Industries. He has a wealth of insight on the principles of winning that work even at the biggest corporations in the world. Three, listen to this week's call on our replay line or download the call on whybillonwinning.com. Click on the big hitter link at the top of the page and enter username P-R-I-U-S-E-R and the password go, go, go, both all lowercase. The replay number for this call is 667-771-7907 and the pin is 982755-POW-ED. To stay in touch with Larry Weidel, follow on Instagram, Twitter, and Facebook, and be sure to follow at Big Hitter Club on Twitter for all your big hitter updates. And be sure to leave your thoughts and comments on this week's call. All right. All right. Larry, are you unmuted? Yes. Yes, I'm unmuted. All right, go ahead, Edwin. Yes, yes, sir. Yes. Okay, awesome. You know, next point, you got to have structure. You know, I've learned that the same thing that will build your company will be the same thing that destroys it. You know, there is a point in time where you just want to do things all over the place and all the time you want to get in, in, in, in, but you don't want to do that. All the time you want to get in, in, in, in, but you know what? If you want to take things to the next level, so if you want to be duplicatable, you got to have something that's transferable. So, you know, I want to add anybody listening to this call that wants to create some type of duplication, you got to add some structure. You need some meetings in there. You know, you need some meetings to talk about licensing. You need some meetings to talk about field training. You need some meetings to talk about back office. You know, all these things structure. Structural is transferable, you know. You know, in my example, we do a manager's meeting every Monday, you know, at 12 to 1 because our part-timers can get on, you know, that's their, during their lunch break, right? So, you know, we do those manager meetings and those are accountability meetings. We also do a licensing meeting. We do a back office meeting because we want to make sure we grow, right? Larry, like you were talking about, there's a lot of people that come here, you know, and they get to, you know, whatever number, 500 million, 2 million, whatever the case might be, and they grow backwards, Larry, and that's one thing, that's a commitment that I've made to myself and my team that that is not going to happen to us. That we're going to build a company on structure. We're going to build a company on principles. We're going to build a company on putting our people first. We're going to build a company on putting our clients' best interest at first because, Larry, I know that if I do it that way, I'm going to do it right. You know, I've heard people say one time, oh, I build it once or twice and then this happened and then another time this happened. This is like my fourth time rebuilding. Look, you didn't build it right in the first place. It's the first time you did it, it didn't work, right? So, we want to make sure that we have the right structure, Larry, all the way across from our values, our beliefs, our leadership teams to make sure that it doesn't go backwards. And then, Larry, I have another set of points I want to make, but to wrap up this one, the last one is you need a back office assistant, especially if you're a new IRP listening to this call. Man, you need an assistant. You need somebody to do the work that's worth 15, 20 bucks an hour. Some folks will tell me, man, I just have to do this and that in my back office. I said, listen, man, you know, you need to get a back office person. You need to get, you know, I have one of the best assistants, I believe, in the business. Her name is Ysabella. She's incredible at what we do. She treats our business like it's ours, you know, and that's part of your team right there, Larry, you know, like your back office team. I know that you have an amazing assistant because she's always, you know, she's always reminding and texting and she's just absolutely on it, you know, and man, that is needed for back office, you know. You got to keep your money. Sometimes people say, I don't have the money to pay somebody for back office and I say, well, you don't have the money because you don't have the money in your back office, right, because, you know, the most profitable thing for an RVP to be doing or a leader to be doing is out on the field making sales, recruiting, training, making sales, recruiting, training, making sales, recruiting. That's the point of the leader. That's why we get paid the big bucks here. However, if you want to be, you know, a jack of all trades, you're going to be a master of none. So again, put a system down, get somebody, find a good person, learn how to make your money, how to keep it, you know, and focus on the main thing. So, but yeah, do you want me to keep going, Larry, or do you have any questions? Yeah, keep going. Okay, awesome, awesome, awesome. Perfect. So, Larry, these are, you know, as I love preparing, you know, I love, I do, you know, I believe one of the, you know, one of the traits that God has given me is to be a great speaker. I can't just speak from my heart for hours and hours, but, you know, I, you know, part of leadership, John Maxwell says, is planning ahead. So because I was playing this call, I wanted to make sure I was respectful to everybody listening. And I got 10 points, Larry, as I looked at my business, and I said, what are 10 things that, you know, that have really made keys? Because, you know, some people say, how, how, how? Look, you've never heard an audio of Art Williams telling you how to do it. Art Williams always told you, hey, this is your thought process, this is how you should do it, fire you up, burning you up, man. So these are 10 points on how to do it because, again, like all the systems work, you just got to work it. So point number one, Larry, you got to become super determined. You got to become determined and say, look, like if it's got to be, it's up to me, like I'm going to do it no matter what. Look, one of the best traits a human being can develop, Larry, is being unbeatable. If you wake up every single morning and say, look, no matter what happens to me, I'm unbeatable. You know, if I wake up and my car gets towed, it doesn't matter, I'm unbeatable. If I get up and I don't feel good, I'm unbeatable. If somebody in my family is ill, you know, I'm unbeatable. You know, Larry, you know, unfortunately, you know this, you know, I've had the, you know, the personal experience, unfortunately, of both of my parents going through cancer in the last, you know, two years. And it's been a lot. But you know what, Larry? Even when my mom, when I was there, I saw my mom lose, you know, 50 pounds. I saw her lose all her hair. Even her eyebrows were gone, Larry. You know, and my mom, she was 42 years old when she was first diagnosed. By the way, my mom had me when she was 15. You know, and a lot of people were saying, hey, you shouldn't have a baby at that age. And I just, I love my mom so much, right? She had me when she was 15 and we're only 15 years apart. And Larry, you know, my mom at 42 diagnosed with breast cancer. And like, it was so different. But you know what, Larry? Even going through that, I'm unbeatable. You know, I would take my mom, I would go to chemo, I wake up. You know, even now, if I'm being transparent, I'm outside of a cancer treatment center right now with my father, you know? But again, like, it doesn't matter because I'm unbeatable. It doesn't matter what the world gives me. It doesn't matter because one of the things that I've learned is that Mario taught me this. You know, the devil's going to say, look, I got to stop this guy because, you know, he's going to do something big. I've learned that people is God's biggest possession, Larry. And I want to make sure that I'm an example to my team, even through my dad. Larry, even going through Arizona, coming back, you know, going to other places, taking my dad to treatment centers, you know, doing all these things, having a baby, all these things, Larry, we're still at 14 directs and 13,000 and almost 13.5 in personal production. Like, what's your excuse, right? Because I'm unbeatable, Larry. So again, guys, if you're listening to this call, you have to be unbeatable because what happens is even though times get tough, you get tougher and the problems don't become any smaller. You just become bigger. So again, Larry, like that type of mindset, like, man, I just can't be stopped. It doesn't matter if that's how I perform when things are going bad. Imagine how my business, if I'm going through all this, Larry, right now we're recruiting almost, I know this month we'll recruit over 500 people through FIRST, right? Larry, if I'm going through this, can you imagine what's going to happen when my father heals? Can you imagine when my baby is born, when my mom is done with post-treatment? Can you imagine? Like, man, I'm just so excited. But again, it doesn't matter what happens to my life. I am unbeatable, right? Because this business takes care of everything else. I could, you know, feel sad and this and do nothing. And guess what? And then what will that do for my family? Right? This business takes care of everything. This business pays my mom's mortgage. This business has my dad at home. This business takes care of the car note. This business pays my house. This business pays my office. This business pays the incentives. This business takes care of my family in Cuba. You see that, Larry? Like, man, like, I'm unbeatable. You understand? I tell everybody, like, if you're listening to this call, look, you know, I didn't have the pleasure, you know, of where my parents were big, successful business people. They weren't, I grew up, my parents together made $40,000 a year all the way growing up, you know, and it's not just some story that I'm telling just to, you know, so that it sells, like, man, you could, you could fact check all those things. You know, I came to this country on an immigration visa. My dad worked at a factory. My mom worked at a restaurant. They cleaned bathrooms and all these things. Larry, like, I have nothing, like, man, like, that's what I saw growing up. So no matter what happens to me, I'm unbeatable. So if you're taking this call, the best attitude that you can take as a man or woman, you know, of strong character is to be unbeatable, right? Be determined, right? Point number two, self-discipline. Larry, like, you got to become a self-disciplined person. You know, it pays to be disciplined, man. It pays, and big dividends. So, like, Larry, like, one of the best things that I know is that if you can get a coach in every area of your life, you're going to do something special. You get a chance to just go to the next level. So in this business, like, you become self-disciplined by learning how to do it, right? Like, man, like, for example, I was struggling for a little bit in my fitness jury, and you know what? I hired a coach, Larry, and you know what that coach did me? That even when that coach is no longer there, now I have the self-discipline to do it. It works the same way in this business, guys. Like, you got to be the example for your team. You got to be self-disciplined, and then you'll see that people respect that, and they admire that. You know, I wake up every single day, Larry, at 5.30 a.m. My team knows that. I'm blowing them up on the telegram. I'm sending a, you know, inspirational video, motivational video. You know, I learned that from one of my mentors, Miguel Iles. Every single day, you want to be, you want to set your, you want to put them to bed, and you want to wake them up. So every single morning, you know, I wake up 5.30 a.m., boom, hey, good morning, man, and I'm out, and I'm showing them, hey, look, this is how you do it, right? So again, Larry, like, being self-disciplined in as many, I mean, the idea is to be self-disciplined in everything in life, but you just want to continue to just be disciplined, man. So if that is, hey, I got to go into the office every single day, and I got to make, you know, 20 calls, boom, let that be that. Hey, every single day, I have to do, you know, five presentations, boom, let it be that. No matter what happens, like, that is my commitment. I told, you know, I had one of my guys, Larry, he wasn't doing what he was supposed to do, and he's just hanging out all day, and I said, dude, you have no self-discipline, bro. Like, you're going to be beat in life if you don't have any self-discipline. You need to have some type of commitment to yourself that you do daily so that you can test if you're going to, if you're doing what you're supposed to or not, right? You know, point number three, like, always learning, right? You always got to be learning, man. Like, if somebody ever, I teach my team, if somebody ever asks you on a scale of one to ten, how good are you, how strong is your business, how committed are you, right? Or whatever it is, hey, look, you better say nine because there always has to be space for improvement. The worst room to be in, Larry, is a room for no improvement. So we want to make sure we have an attitude that we are always learning. I never want to get above the world. I never get above the rest. I always want to make sure that I stay humble, Larry, and I have to understand as a leader that I can always get better, right? So again, guys, like, you always have to be learning. If you're listening to this call, you know, don't have that attitude of I've arrived. There's always going to be somebody doing, you know, that has done something bigger than you, right? And, you know, you got to humble yourself so that you can always learning. If you're above everybody else, you know, how are you going to learn anything, right? Point number four, you got to increase your time management, guys. You got to increase your time management. Time management is everything. And I tell people, look, you don't have a time problem. You have a priority problem because everybody's got 24 hours in a day. Everybody. The only thing that's different is how you use yours. Does that make sense? Like, make sure, guys, you are prioritizing, like, your priorities. You know, set a list of the things you need. You know, one thing that I learned, Larry, is I do two boxes. And on one box, I put all the things that I can control. And then on the other box, Larry, I put all the things that God controls. You with me? And I'm going to do everything that I can in my power to control what I can because I know God is going to do everything in his power to control what he can, right? So, I always want to make sure, like, man, I understand, like, priorities. Like, okay, I got them. I got them. Like, what is my priority? My priority for my family, you know, for my organization, you know, for my legacy is, man, is this business, Larry. So, I treat it like that. I take care of it, man. I don't let nobody talk bad about it. You know, if I have somebody talk bad about it, you know, just know there's going to be some consequences, right, and I'm never going to speak to that person again, right, at least until they change their attitude. Like, this business is my priority. Priority number one, you know. I heard, I had heard Jeff Bezos say one day, he said, dude, if my house gets on fire, I'm going to still show up for training. Why? Because what am I going to do? Like, I can't put the fire out, right, Larry? So, I remember listening to that. And now, no matter what happens in my life, like, you know, like, oh, you know, my dad's got treatment today. Like, okay, well, I'm not applying to treatment. I go, I hang out, I'm there, I'm support, and then I got to get busy, right, because that's what I can control, what I can control, and God will control what he has to control, right? So, again, if I prioritize the right things, then the right things will prioritize me, right? Point number five, like, build relationships, Larry. You got to build relationships, you know. What happens is that if you don't build relationships with your people, you know, that's, you know, that commonality, that synergy of like, man, like, you know, like, you have to be close enough to people to know what's wrong in their life, but you have to be far enough to be able to inspire them, right? So, as a leader and as a coach, you guys want to build strong relationships with people, again, close enough to know what's wrong, but far enough to be able to coach them on how to fix it, right? You know, I always tell my team, like, man, like, look, the relationship that we want is the relationship of a coach. Like, I'm going to teach you how to win in this business, you know, and if we become best friends in the process, like, great, then we both won, right? However, goal number one is, man, I'm going to build a strong relationship here as a coach, right? Because when you continue to stay as a coach, Larry, people will let you coach them, right? So, again, I build strong relationships with people. I want to get to know my team. I want to get to know, you know, you know, I never want to be a leader, Larry. Like, I used to, and I know this is probably impossible, right? Larry, I've heard stories of people that they say they're in a cab and they're talking to somebody or they just get out of a cab and they get to a Primerix event and they get shook and they say, hey, my name is so-and-so. I'm one of your RVPs. Wow, Larry, I never want that to happen, Larry. I know that maybe this is a long shot, but I want to get to know each and every single one of my RVPs. You know, no matter how big my hierarchy gets, I want to get to know all of my leaders, man. I want to get to know them on a first-name basis. I want to get to know on a last-name basis, right? So, you know, point number six. Can you hear me, Larry, or is it kind of messed up? There's a plane going up above me. No, we can hear you loud and clear. Yeah, okay. Perfect, perfect. You know, Larry, you got to develop, you know, guys, you got to develop confidence. You got to develop confidence, and the way you develop confidence is by just doing it and doing it and doing it. You know, you got to be a person that says there's a difference between cocky Larry and there's a difference between somebody that's confident. See, like we serve a God that is very confident. We don't serve a God that's very cocky, right? So, as a leader, as a coach, right, you want to be confident, right? Not cocky. You want to show your people, hey, listen, if you work with me, we're going to make this thing happen, right? Not in a braggadocious way, but you instill confidence in your people, and when you, you know, some people, Larry, see what they say and live confidence with people, but the actions that they do, you know what it is? So, if you say, your team doesn't listen to what you say. They do what you do, Larry. So, again, by me being able to do it and being on the field and showing them how it's done, you know, I'm not just telling them the right things, but I'm showing them how to do it, and then they'll see that, you know, they develop that confidence, like, hey, I can do it too. My coach is doing it too, and man, I think that's super, super big, right? Point number seven, right, adaptability. Like, man, like, you got to be adaptable, guys. No matter what happens in your life, look, if all of a sudden you got to move, you got to be adaptable. If you have a lead or quit, like, you got to be adaptable. Like, no matter what, you have to be adaptable to everything in life. You can't just be like, you know, I played baseball my whole life, right, all the way up. I had gotten some scholarship, but I decided to do Primerica, right, because that's right when I was recruited, when I was in a weight room in college, and, you know, and man, like, Larry, like, when I was training baseball, like, we couldn't just train to hit a fastball. You know, you had to train to hit a curveball. You had to, you need to train how to hit an outside slider. You know, you need to learn how to turn a fundamental double play, but you also need to learn how to sort of take a barehanded double play. Like, you need to learn how to sidearm. You need to learn how to overarm. You need to learn how to, like, you know, you got to be adaptable, guys. There's so many different situations that are going to come up in your business, and if you're a person like, look, one of the best things that I've learned, Larry, to build a business with A-type personality people, A-type personality, you tell them, this is what we do, and we run right through it, right? Not that the other ones won't win, but, guys, you got to develop that characteristic. Every personality has this key characteristic. I believe for A-types, it's just, hey, show me, tell me what to do, and I'm going to do it, you know, and again, and when people are adaptable, you know, Larry, people, when people are adaptable, man, it's just like, it doesn't matter what happens in their life, boom, they're just going to get to it, right? So, again, guys, be adaptable, right? And point number eight, okay, Larry, is you got to have, you know, the right goals, man, and you have an incredible segment on that, right? Goal setting, you know, goal setting, yes, yes, we want to do, you know, like, Mike, our goal this year is before the year ends, we want to be recruiting over 2,000 people through our hierarchy, Larry, but you know what? Before we get to 2,000, we got to get to 500, man, and you know what? After we get to 500, we got to get to 750, and what you get from 750, you want to get to 1,000, so when it comes to goal setting, if you're listening to this call, look, you need a couple types of goals. Point, goal number one, you need that big, audacious goal that keeps you going, right? You need to have that long-term goal. Look, I'm going to be a millionaire. Look, I'm going to be a million-dollar earner. I'm going to build a massive hierarchy. I'm going to be, you know, thanks to William and Emma, right? Now you want to be a six-million-dollar, seven, whatever the case might be, but you need that long goal so that when you get beat up, when you get a chargeback today, it doesn't matter because you're focused on the long-term goal. However, you also need short-term goals because that's what keeps you going. Some people, Larry, you know, they are always thinking about, hey, it's going to be like this, it's going to be like that, but they don't even do the work daily. So how are you going to say, I'm going to be an RVP, I'm going to be an owner here, I'm going to be a million-dollar earner, I'm going to be a three-million-dollar, whatever the case might be, but you're not doing the work daily because you're so parked in your vision, right? And then some people, Larry, they just focus on the day, and they just work, right? And they just work and say, oh, I submit a recruitment, but man, but they don't have the bigger picture. And in the Bible, it says people without vision, right? People perish, right? A man without vision, people perish. So you want to make sure that, again, you work daily to make it happen, but you keep that long-term goal. Not just focus on the long-term goal, but not just focus on what to do today. That's what works. You need those long-term goals and those short-term goals to continue to keep you going, right? Point number nine, Larry, you got to have a positive attitude. You got to have a positive attitude, right? Man, like, I'm not saying that, look, if you have a positive attitude, I'm not saying, like, you know, you're going to be able to move, you know, trees or whatever the case might be. Man, but I promise you that when you have a positive attitude, you're going to be able to do a lot of things versus somebody that doesn't, right? When, you know, always look at the glass half full, man. Like, hey, look, if you're an RVP and maybe you're not where you want to be right now, you should think, man, I'm an RVP, right? Man, if you're a region, if you're below RVP, you're brand new, you're saying, man, like, I have nothing going on, man. What a blessing that you ran into this opportunity that you can do something about it. You know, no matter what happens in your life, like, you know, like you got to look at the, you got to look at the glass, you know, half full. And Larry, I'll tell you something that happened to me in my personal experience. You know, my father, you know, if everybody can pray for him, he's got a big exam tomorrow and that's going to be like a really, really big exam. He's fighting a really aggressive cancer, but basically one of the treatments, Larry, that he was going through, it was so painful. It was so painful. And my dad's always been a very, very tough man his whole life. And one of the things he told my mom, he said, look, if they're going to be like this, I rather just not do it. And my mom came to me and she's like, Edward, look, you got to talk to him. Like, you know, he can't, he can't do this. He's doing so good in his treatment. And, you know, my dad always been a man, Larry, you know, those tough guys, like they're not afraid to die. You know what I'm talking about? Like that's my dad. He's like one of the toughest guys I've ever met. Right. You know what I'm talking about, right, Larry? Yeah, right, right. And right, Adam. Yeah. And, you know, so I went and talked to him and I said, dad, listen, right now, man, like I finally worked this business to where I need to, where, you know, we're not really, we're not struggling with our finances. We're able to travel. You got your first grandson on the way, you know, like you've been married to my mom for 30 years. They've been together since, since high school. And I, and I told them, I said, I said, um, what is more dangerous that I know you're not scared of death, but what is more dangerous? A man that is not afraid to die or a person that's got everything to live for. Right. And I was like, told him that, you know, I left and, uh, and my mom, you know, she's like, man, like, uh, next day she's like, Hey, I don't know what you told your dad, but, but, um, you know, he's, he's like back on it. You know, and Larry, like I saw everybody, I want to ask that question to everybody listening, you know, what, what is more powerful, you know, a person that's not afraid to die or a person that's got everything to live for. And this business, uh, Larry, you know, it doesn't give us everything, but it gives us a lot of things. You with me and man, like Larry, we're just bought into doing something special, man. And, and, uh, just really want to appreciate you guys for, for your friendship and your mentorship always. Fantastic job, Adam. Take it away. All right. Yeah. We are right here at the end, Edouard, man. That was, uh, now, Edouard, are you in Tampa? Are you in Arizona right now? I'm, I'm in Tampa currently, brother. Okay. Uh, all right. I'm just curious. Well, man, what a mind blowing call this morning, guys. We're going to, uh, right here at the end. So I'm going to have Alejandro and Luis give your final word. And then Edouard give your final word and we'll put a wrapper on this thing. And then I'll put the, uh, I'll leave one more time, the replay number for the call at the end. But, uh, Alejandro, Luis, you want to give your final word? Yes, of course. Thank you so much. Thank you for the blessing of letting us do this. Adam, Barry, um, also to, uh, Edouard for having us, you know, be his, his additional speakers, but guys, it's just, I was doing something incredible. It's, I was doing something huge. Um, I mean, Primerica is amazing opportunity. And sometimes I feel like we're not taking a hundred percent advantage of what we have, man, you know? So, um, I, I keep encouraging you guys to continue to fight. I'm excited to see a lot of the winners here and meet you guys in Hawaii. If you guys see us, right, we're the, the, the short Hispanic kids, right? You got to say hi to us. Okay. Um, do you want me to go to wrap it up, uh, uh, Adam? I don't know if you can call anybody else. Yeah. What was that? Was that Ali Adler or Luis? That was Luis. So Ali, you got anything you want to add on to it? Yeah, no. Um, thank you guys so much. You know, we're, we're committed to doing something big and, and, uh, we're committed to taking our coaches to be the youngest million dollar earners and, and this company this year. Um, and for us to be able to do that, you know, we got to go out and push and lead by example and do something big. You know, we're at 180 recruits for the month. Our focus is to, to finish over 250 with over a hundred thousand dollar base shop and premium. And, um, and we're committed, man. We're, we're bought into this thing. We love Primerica and, and we love what it's so far, what it's done for, for our family and, and for all the people that are surrounded by us. So, you know, thank you guys so much and, and, and let's keep continuing to win and see you guys at the top. Thank you guys so much. All right. And, uh, go ahead, Edward. Uh, man, and I, and Adam, I just, I have some special guys on my team that, and some special people on my team that I got to get a shout out to man. Megan, Jocelyn, they're killing it. Um, Adam, they just went regional leaders. They're recruiting over 60 people a month. Like these, this couple is going to do something special. I have another amazing leader. Her name's Airball. She's just, uh, killing it. And Adam, like I can sit here and name everybody, but I can't do that. But there's a couple of guys that I know are working super hard. Johnny's killing it. Like man, Deshawn, there's so many, uh, special people, Carl, you know, and, uh, and, and Adam, man, I'm just blessed to, to, to have an organization that we're doing. I'm blessed for my beautiful fiance. She's about nine months pregnant, man. I can't get her out of the office. She's there all the time, man. And I'm blessed to have friends like, um, like you, Adam. So I love you, brother. Just so you know. I love you too, brother. Uh, excited to have you on the call today. I'm going to leave the replay number, uh, one more time before we get off. Great job guys. Unbelievable. And the fact that this is our call and not the company call, I'm going to take a minute and go ahead and do this because we do what we want on our call. And that is to say, uh, if everybody could just kind of join in with me here, Lord, we just pray that you would put your hands around, uh, Edouard's father and around his family and around this treatment and around his test he's got tomorrow. And Lord, just pray that whatever outcome comes, that it will be the best for you and Edouard and his family. Uh, and it will be something that Edouard can use for the rest of his life. And hopefully that his father will come out on top and beat this thing and have an incredible story to tell and be with him and his family during this time and be with his, uh, wife as they're expecting the new child. But Lord, we just pray that you would put your hands around him and his family and his father, uh, through these next treatments and, uh, that you would be able to use this to the best of your glory. Jesus name we pray. Amen. And one more time. I'm going to, yes, a hundred percent. And I'll continue to be praying for him, Edouard. But the replay number for the call is 667-771-7907. And the pin is 982755 pounds. Thanks so much, everybody. Have a great rest of your week. And Edouard, we'll all be praying for you, for your dad, brother. Have a good, have a good day. See you. Thanks so much. Bye-bye.