BHC Art Martinez & Gary Kornegay

Art Martinez shares five recruiting tips that have helped him achieve success. The first tip is to speak with vision and take others on a journey. The second tip is to talk with conviction and avoid using uncertain language. The third tip is to challenge and break down a person's perception of what is considered good. The fourth tip is to defend your vision and not let others discourage you. The fifth tip is to love recruiting and have a passion for the business. Art also emphasizes the importance of setting the right mindset with new recruits. Good morning, Adam. Good morning. Art Martinez is on. Hey, Adam. Hey, good morning, Art. How are you doing? I'm doing amazing, man. How about yourself? Very good. Glad to have you on this morning. Thanks for having us, man. Yes, sir. Looking forward to your recruiting tips. We'll get going here in a couple of minutes, and then we'll keep you on with Gary to let you jump in with a couple of questions on the main call. Okay. Good morning, everybody. This is Larry. Larry, how are you? Good, good. Art Martinez. Excited to have you on. Yes, thanks for having us, man. Things going well? Yes, things are going well. Things are going well. I just got an email the other day. We're speaking on the main stage at the convention, so excited about it. That's very exciting. Yes. I wonder who's going to be your warm-up act. I think we're the warm-up act. We've got four new millionaires this weekend or something like that. It's crazy. Yes, four of them. Unbelievable. All right. Well, I will count us down, get started, and you can run there, Art, with your best recruiting tips for about 12 minutes. I'll jump in with a question if I need to, and then we'll switch over to our speaker sound check and jump into the main call. Will you introduce me, or you just go, Art, you're on? Yes, and then I'll count it down and introduce you. Okay, cool. All right, here we go. Five, four, three, two, one. Welcome to our pre-call recruiting tip segment with Art Martinez. Art's a million-dollar earner, 16 RVPs in three different states, on the wall of fame and has averaged 100 by 100 base shots in the last eight years. Art, good morning. What recruiting tips do you have for us today? All right. Thank you, Adam, for having us. It's definitely always a pleasure to be here. I've got five recruiting tips, guys, right, five recruiting tips that have helped me go from zero to where we're at today, right? And the first is, you know, you've got to speak business, right? You've got to speak business, not just have business, but you've got to speak it to individuals, to groups, right, to anybody that will listen, right? You've got to speak your vision. You know, one of the things that, you know, people can look at you today and, you know, whether you're rich or you're broke, right, it doesn't matter where you're at today. It matters where you're going, right? That's the excitement. You know, the number one emotional books, right, the emotional books are fiction, right? They're fiction. So people want to be somewhere else. So when I sit with you, right, and you're doing a presentation, right, take me somewhere else. Take my mind somewhere else, right? So speak with vision, number one. Number two, right, talk with conviction, right? Talk with conviction. Most people use these words like try, I'm hoping for, I'm shooting for, right? Don't use words like that. You know, speak with conviction. It's the easiest way to win, believe it or not, right? When you have certainty, like I'm going to be an RVP, I'm going to be big, when you start talking like that, people listen more, right, the energy. You know, I'm sure you, I think we've all held a baby at one point, you know, and the baby started crying, right, because maybe our energy was off, right, or maybe a baby was crying and then you picked the baby up and they stopped crying, right, because your energy, right, was there or your energy was off, right? So speak with conviction, right, would be the number two tip. The number three tip would be break down what a person's perception of good is, right? Break down what a person's perception of good is. You know, when I met Gary Kornegay, who you guys are going to hear on the main call today, that's what he did, right? He sat down with me and my wife and he asked us, you know, Art, are you doing good? And I'm like, yeah, I'm doing good. He said, compared to who? And I'm like, I don't know, that's a good question. He said, yeah, if you can compare it to your circle of friends and the people you hang out with, I'm sure you're doing great, which we all do. He said, if you compare it to me, no disrespect, like I will go broke in what you make. What it takes you 12 months to make, I make in one month. What it takes you 12 years to make, I make in one year. Does that make sense? So he was able to break down, right, what my perception of good was. Yeah, and I learned that, right? I started doing that. You know, I remember this waiter, you know, obviously when you sit down and you go eat somewhere, you know, you have to talk to the waiter. You don't have to talk. I chose to talk to the waiter. And, you know, I ordered a steak. If you know me, I'm a big guy, right? So I ordered a steak and they brought the steak. And I asked the guy, I said, hey, you know, do you keep your income options open? And he was like, no, I don't. And I was like, okay. You know, can I talk to you like a brother real quick? And he was like, yeah. And I said, do you realize that that steak that you served me, that piece of meat that's dead, is worth more than one hour of your time? Do you realize that? So when you say you're doing good, like this steak is worth more than one hour of your time. And he was like, dang, no one's ever talked to me like that before. I need to get your number, right? And we ended up recruiting the guy. But if I don't talk to him straight or break down what his perception of good was, right, he'd be walking this earth thinking I'm doing great, I'm doing fine, right? So number three is break down what a person's perception of good is. The number four tip is you have to defend your vision. You know, you have to defend, right, what you say and what you're going to do. You know, I watch people all the time. You know, they might write it down, their vision, they might speak it for a second, but they don't defend it, you know, and they let people, right, make fun of them. They let people punk them around, right, and they eventually stop talking about their vision. They eventually stop chasing and pursuing, right, their vision, right? If your vision and what you have and what's going to take place here in business and in your life, you've got to be prepared to defend it. You know, no one today really challenges us no more because, you know, we got it done, we've made it happen, you know, but even at going and pursuing the two million, you know, we have to defend that, you know, pursuing the circle of champions or just things in life you have to defend, you know, and I remember being brand new and, you know, going to my job and, you know, people are like, man, you know, are you a millionaire yet, you know, and you have to defend that because I spoke it, right, and I go, are you ever going to be a millionaire, right? At least I'm trying. You know, don't knock me for trying, you know, to pursue, you know, something that this opportunity is going to give me, right, or that I want to happen for my life, right? So you have to defend, right, what you're going to say and what you're going to do. You know, don't punk out, you know, during the process, right? So defend your future. Defend what you say you're going to do, right? And the fifth thing is you've got to love it. You know, we're talking about recruiting. You've got to love it. And I know there's different feelings about recruiting. You know, you're never going to be big, right, never going to be big. If you hate recruiting, you're never going to be big, you know, and maybe you hate it because some people quit, you know, maybe you hate it because, you know, you don't understand it, you know, but if you hate it, you're never going to be big. Maybe you like it. You know, I know there's people that like recruiting, you know, there's people that are, you know, I'll recruit some people, you know, just because, you know, I'll recruit them for the points for the trip, you know, if I get the double credit or triple credit, whatever they're given, you know, so they like it. They like what they can do for them. But, guys, let me tell you something. This is a big hitter call. You don't marry something you like, right? You marry something you love. And so because you love it, you're going to go to the good, the bad, and the ugly, all right? So the good, the bad, and the ugly. You got to love recruiting. You know, my kids, right? My son is just crazy. You know, he's five years old. You know, he'll punch me in the face, right, because he's in boxing, right, and then I'll ask him to get him something to eat. And I'm like, bro, are you serious? Like, no, you don't do that, right? But what do you think I'm going to do? I'm going to go get this boy something to eat or I'm going to make him something to eat because I love him. Does that make sense? So you got to love recruiting, right? And you got to love this business because the people that love recruiting, the people that love this business are the ones that take off and become big. And, Larry, those are my five recruiting tips, right, that have helped me go from zero to a million. I'm going to turn it back over to you guys. All right. Art, also talk about the importance of and what you do with your new recruits as soon as you get them to make sure they have the same mindset right out of the gate. Yeah, yeah. One of the things that, you know, we like to explain to every single recruit, you know, that comes on board is, you know, you have a shot to make the most money, you know, than you've ever made in your life, right, just because you're in business number one and number two, right, you're working with Primerica. But how much money you make is not as important as how you make your money. Does that make sense? So, you know, if you have to do it, we call it do it money, right, so it's do it money, which means you have to do it, right, you clock in a job, you have to do it. If you're a barber, you have to do it. So that means you're going to have to do it. But the minute you stop doing it or the minute you can't do it no more is when your money stops. Then there's did it money. Did it money is doing a business. Pay me because I already did it. You know, Steve Jobs still gets paid. You know, God bless his soul, right, he's the founder of Apple, still gets paid because he did it, he built a business. So that family still gets paid, right, because business doesn't go away. You know, so not only are we going to fix how much money you're going to make, but we're going to fix how you make your money. Going from 100% of one to 1% of a hundred people's efforts, right, that's the freedom ticket, that's the wealth ticket, and that's one of the things that we share with every single recruit, you know, that comes on board the team. So they come in with the mindset of like, okay, building a team is good. You know, recruiting people is good versus they don't understand the mindset. If they don't understand the mindset because it's not traditional, then they're not going to do it. They're not going to build teams, they're not going to love recruiting, and eventually, you know, they'll probably leave the business. So we want to get them indoctrinated early. You know, I've learned that people, when they come into business, they're going to get indoctrinated into something, right, and it better be recruiting, right, that's the freedom ticket. Art, are you all running any kind of push going into the convention for recruiting with your guys there in your base shop, any contests or anything? You know, we always have contests. And, you know, these next 30 days we're really going to buckle down, you know, and, you know, put together some incentives, you know, with regards to the convention because that's where, you know, that's where all the big hitters are at. You know, proximity is important. You all hang out with and, you know, so the answer is yes, we're going to be running some incentives. We run incentives on a regular basis, but the focus is the next 30 days is to get as many people to see, you know, the greatness. People have to be exposed to things, you know, and I remember John Addison would always talk about, you know, is this going to be a phase in your life or is this going to be a way of life? And the people that, you know, win the trips, the people that, you know, go to the convention, it just becomes a way of life, you know. What better place to plant your flag, you know, than this business, right? But people have to see that, and it's up to us as the leaders, right, to make sure that we get yourself there and you bring some people with you. So, yeah, to answer your question, yes. All right. Thanks, Art. To download Art's recruiting tips and more, visit our website at wydellonwinning.com. Click on the big data link at the top of the website and enter user name, P-R-I-U-S-E-R, and the password, go, go, go, both, all, lowercase. All right. We'll do our sound check with our speakers. Good morning to Gary. Good morning, good morning, good morning, Larry. How are you? Good morning, Gary. This is Adam, and we have Larry on as well. Good morning to Larry. Good morning, good morning, Adam. How are you? Good, good. Hello, everybody. This is Larry, and appreciate that, Art, this morning. Good stuff, great stuff. Thank you, man. Good morning, Art. Hey, good morning, Gary D. Appreciate the lob. Absolutely, man. Duck it. You already know. You're going to get it done. We already know that. Yes, sir. All right. Well, we will get going here in just a couple minutes. We'll get a – Gary is our main speaker. We'll have Art on as well to jump in with some questions during the main call. I'll kick it off here in another minute or so and get it rolling, but we are excited to have Gary on this morning to hear what he has to talk about as far as going into the convention, going into the summer, this second six months of the year, see where his mind at and his team is going. But it's going to be an exciting call this morning. Definitely looking forward to it. Now, Gary, where are you at this morning? Are you at home or are you out of town? I'm at home in Beverly Hills, yes. So I'm not at the Atlanta house. I'm out here in LA. Out there in LA paying the high gas prices. Exactly. Exactly. I don't even look at it anymore, Larry. I don't even look up at the gas price. I just call. That's right. I won't change my attitude. If I look up, I'll be like, what? All right. Well, count us down, and we will get rolling this morning on our main call. Here we go. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the big intercall. This is Adam Weindell. It is Monday, June 10th, 2024. Let's say hello to our speakers this morning. Good morning, Gary. Good morning. Good morning, everybody. Good morning, Art. Hey, good morning, guys. And good morning to Larry. Good morning. Good morning. Exciting to start the week off with big hitters and fresh excitement about doing a dig. So, thanks, you guys, for being on. No problem. As of today, there are over 100 RVPs and above with 30 more in recruits, and over 100 RVPs and above with 30,000 or more in premium. There are over 100 below RVP with 30 or more in recruits, and 81 below RVP with 30,000 or more in premium. And unfortunately, I don't have their names with me right now, but we did have four more million-dollar earners go over a million dollars this past week. I'll have to try to get their names for the next call. The top five base shops as of this morning, five, the Naranjos with 182 by 191, the Finals with 286 by 213, Deanna Macias and Maria Luna, 248 by 219, Miguel Elledge, 282 by 256, and number one, Lorenzo Carrion and Daniela Alvarez, 162 by 302. On today's call, we're spotlighting million-dollar earner Gary Kornegay. Gary is a Circle of Champions, AALC member, million-dollar earner member with 40 RVPs, one of only two who holds the record for the most diamonds jumped in a single year. All right, Larry, I'll turn it over to you. Are you on mute, Larry? Oh, yeah, I was. That's all right, go ahead. Anyway, we need to lobby the company to start showing on the top 100 scoreboard, top 250 or something, just so we know how many, we start getting an idea of really how many 30 by 30 RVPs and below RVPs there are. But I know Gary and you remember back when it was a big deal for RVPs to do 100 by 100, and now to have so many below RVPs doing that, it just talks about the health of the company and the new leadership coming up. And some people look at that and say, well, they're being held back. No, they're not. They're getting insane elite advanced builder training before they go to RVP. They're getting lessons without the pressure of the RVP contract and auditing and all of the stuff that RVPs, extra burden of expenses and responsibilities that RVPs have. Without that, they're getting that experience inside the base shop where they can just focus on recruiting, training, building, and developing their management philosophy and building their team that they're going to take with them after replacement for the rest of their lives. And so this just speaks so strongly for the future of the company, and it speaks strongly about our current leadership that they're doing such a good job of, you know, keeping their minds on business, which is the base shop and the training centers and doing the right thing. So, you know, congratulations to all of you all. And Art and Gary have been leaders in this thing for a long time, and it's just a thrill to have them on. And Art kicked us off with the recruiting tips, and looking forward to what kind of questions he can help us out with with Gary because, you know, he knows Gary so well. But, you know, it's a time for greatness, and it's a time to look for special advantages, and it's a time to squash weakness in your thinking and, you know, look at your hierarchy, look at your leadership team, and any sign of weakness, attack that thing. Confront it. Bring it to the surface. And right now we have some people that are, you know, weak about the convention. They're weaseling. You know, it's a long way. It costs a lot of money, yada, yada, yada. Yeah. And, say, the thing is, who's going to take that in our area? You know, if we're in Canada, we're in the western part of the United States, we're a long way. But, you know, there's going to be people in Atlanta that only get like 10% of their hierarchy to the convention because it's so soft, they're so spoiled. You know, they don't want to be inconvenient, so they can stay at home. So this is not just something that people have to deal with that are long distance, but it's a matter of challenging your team to take advantage of this to set yourself up for the rest of your life. And so, anyway, you're going to hear insights on being strong, being bold, being definite in going about your business when you listen to Gary Carnegie. And just folks, the people who he's inspired, the lives he's responsible for impacting in a positive way are just without number, really, and going to continue to compound and multiply as he continues to go forward. So I want to congratulate Gary for staying fresh, staying motivated, taking charge of his life and his business to keep himself at his, you know, fever pitch, and for pushing himself to have extra development beyond just the normal growth and everything. So, Gary, thanks so much for being on. Thanks for your leadership, your example, and I'm really looking forward to hearing what you have to say to kind of update us on what's going on in your life, what you're learning, what you're excited about. And so, take it away, Gary. Well, thank you, thank you, thank you so much, Adam. Thank you so much, Larry. Thank you, Art and Martina. Thank you so much to everyone that's listened to this call this morning. I just love being on the big hitters call, whatever we're asked to be on. We never say no because the fact that we are even considered to be a big hitter, you know, it's pretty amazing, you know, especially after me doing this now for 37 years. And, you know, it's very easy to slip into the member of the nameless, faceless people, you know, as the primary continues to grow and produce million-dollar earners like the $100,000 earners. So, thank you so much, Larry, for having me. I appreciate it. I want to say, Art and Martina, first of all, thank you so much also for your recruiting tips. Obviously, you're a major part of our hierarchy, so when I got a chance to tag team with you, this morning, thank you for taking the invitation. Because I'm telling you, in today's world, today's world, I was talking to my team, Larry, on Saturday, where I did my daily Zooms and my live trainings, and we talked about the state of the economy, the state of where America as a whole is. And more and more people are jumping into entrepreneurship in the history of the United States. And these people are looking for opportunity. When I say opportunity, I don't mean that loosely. I mean people are looking to quit their jobs, have already quit their jobs. Some were forced out of the job market pre- and post-pandemic, and they refused to go back to the traditional workplace. You know, I live in Beverly Hills here, and I drive through, you know, the beautiful, sprawling landscape of Beverly Hills and all the cities that are surrounded, and you see huge skyscrapers, and you drive past them, and all you see is for lease, for lease, for lease, for lease, for lease, for lease. And this is amazing. People are not coming back to the traditional jobs. If you look at those corporations' books, annual reports, quarter reports, their profit margins are going through the roof. How could that be? How could that be? Because people are working remotely, and companies are starting to figure out that it's better to maybe do that than to pay a million dollars a month to lease, you know, a ten-story suite, you know, in some fancy building downtown or lay up Beverly Hills. So the public shows, I was running some numbers on Saturday, and I was like, how many people are driving for Uber? You know, how many people are driving for Lyft? How many people are driving for Postmates? And it was staggering. Seven million people worldwide, okay, are driving for Uber and Uber Eats. Seven million people are using their own cars, taking on their own expenses, my brother being one of them at 62 years old, okay, because they want, and he just loves it. He says, Gary, I love it, man. I should have known about this years ago. He quit his stable job at FedEx, okay, because he just wanted to be his own boss, and he loves picking people up from the airport. I don't want to do that, but guess what? Seven million people put an IVA in with Uber. I think there's like another three or four million with Postmates, and many other independent contractor type of deals are out there, and I want to tell you that people are looking, and people are willing to put the money up, including buying a new car, getting their car registered, getting their car inspected, and having to submit to the authority of the Uber, of Lyft, of Instacart, of Postmates, and all these different entities. I could talk about barbers. People are going back to become mechanics. I mean, people are saying, I want to call my own shot, and here we are with an opportunity for $124 and got a major new stock exchange company backing us and saying if you go find the people, we will take care of all the logistics that you would have had to take care of if this was more of a traditional where you put your own $300,000 up, your own million dollars up, and you start your own general agency, and you pay your own payroll, and you deal with your own lawsuits if one of your agents go rogue. And when you start to think about how awesome this is, if for $124, Larry, and $25 a month for, I call it your merchant account, because in traditional business you have to have your POS system, not POL, but POS point of sale, and we have this website you pay $20 a month for for the average agent, and you can put as many transactions through that for $25 a month. Now, if you go to a restaurant, you go to a valet parking guy is using a POS system to park their car today, because most people don't want cash, but every transaction, money going in and money coming out, that merchant, that bank, charges a fee on the front end and the back end to the actual vendor or independent contractor. And Primerica says for $25 a month, you just send one life app through here for the entire month, one IDA for the entire month, or you can send 1,000 apps through here, 1,000 recruits through our system, and we will not charge you per transaction. Do you understand the words that are coming out of my mouth? And the thinking that I have about Primerica, I always compare it to traditional business, because I've owned a few of those. I've been out there in the murky waters. I jumped in the shark tank of traditional business, and I noticed like one of your employees will get you a lawsuit, and you fire the employee, right, and he's going to another job, probably a competitor, but then you're in court lawyering up to deal with something that one of your stupid employees did. And Primerica says we don't have to worry about that. You just do the right thing. You recruit people. They recruit people. Every now and then you get a bad app. We'll take care of it for you. You don't have to worry about web development. Every state has different state laws, regulations. Every county has different county laws, regulations, and we take care of all of that for you. You've just got to show up and show out. So I loved this business. Thirty-seven years ago, fell into this business, off to a meeting, didn't know where the heck I was going, and I went to about 40, 50 people. It wasn't some massive convention. It was 40, 50 people. And I was 24 years old, and I was looking for something. Just know what it was going to be. And I ended up in the right company, okay, under some great leadership of Rick Suzy, Hector Martin, Mike Sharp, and all the other folks that are bigger than me, massive guys, big figures times 10, the great H. And I was able to be mentored and tutored under these great leaders. And I saw big, and I wanted to be big. And I eventually grew and grew and grew, and I never mistake the beginning for the end. And when other people told me I was big, I knew that wasn't big, because I had bigness all around me. And so we just kept growing, kept growing, kept growing, kept growing, and kept praying, too, Lord, send us somebody. Lord, send us somebody. Because I noticed that every big figure in America, they didn't have 1,000 first-generation S&MDs. They didn't have 50 first-generation S&MDs. Today we're having three, maybe five back in the 80s, okay, maybe five or six S&MDs direct to them. And I look at today and I go, how many S&MDs have more than three S&MDs direct to them? And I go, wow, what an opportunity that you become a multi-multi-millionaire and still not max out the top one. I'm earning about $130,000 to about $170,000 a month average. And I'm sitting there going, I haven't even got a fourth generation yet. I've been in the business 37 years. We just got three third generations in the last, what, 24 months or three years thanks to Art Martinez that we now have third generations. It took me 33 years to get a third. What kind of opportunity is this? What is the potential of this? I got three other legs to fill. I got a fourth, a fifth, and a sixth generation to fill up. And I've already been paid over $23 million trying to fill up every single leg I have and every single empty block that's under the fourth, under the third, fourth, fifth, and sixth has to fill that up still. What is the potential of this business? And when you're 37 years in, but you're as excited as I am, as though I just got involved 37 days ago, it's because of what I'm experiencing, what you're experiencing. This is not like I'm sitting there watching a movie that's about an old company called Primerica that was once big. I mean, this is in 2024. You're paying $90 to $98 million a month in payroll, over a billion dollars, third year in a row. This is going to be our fourth year paying over a billion dollars in payroll as a company. You think I'm going to sit back and be average and ordinary? Not me. I'm not going to sit back and just watch. I'm not going to be telling old stories of how good I was back in the day. I want to create a new story. And the way you create new stories is you change people's lives in 2024. You find new Art Martinez's. You find new Larry Waddell's. You find new Willard Aronoff's. You find new Miguel Ilias'. And all the many others that came before us, you go look for them, because they're out there looking for love in all the wrong places. And they're being bamboozled by these bad actors on different podcasts. Today I forgot how many podcasters there are. It's a crazy number now of people out with a microphone, a good Wi-Fi, a good camera, and a fake background, and they get bamboozled the entire world into buying their course. And people are doing this because that means people are looking. People are looking. But are you out there? Is your stores open for business? Are you out there preaching the gospel of entrepreneurship? Not the gospel of financial services. The gospel of entrepreneurship is bigger than the opportunity for financial services. People are looking. And we have a policy in the companies that look for $124, you come in here, we do a background check on you, we pay for your licenses, more than one. You'll be fully licensed in the industry. All your agents, you can recruit as many as you want. We have no limit on what you can hire or recruit, and we'll pay for them too. And you can go get it on and go do something big in today's world. You know, I was looking at my numbers. I'm always inspired by anybody who's doing well. You know, I'm not a hater. You know, I've never been that kind of person. I always tell people, you got now, I got next. You got now, I got next. And I look at Willie, you know, what Willie is doing and his hierarchy, and I look at his numbers and I go, well, I want to do a deep dive into his numbers. Because I know what if one man could do it, another man or woman could do better. So I'm inspired by what's happening in this company. Not just Willie, but we just produced $4 million earners in the same week. We've got to figure out which one we put at 133. Who do we put at 134? Who's number 135? Who's 136? Who went first? This guy went at 10 o'clock at night. This guy went at 10.15 p.m. on the same night. Oh, my gosh, this guy went at 8 p.m. Easter time. Did we count him as number 133? I mean, think about that issue that they have to have today. So it's not just the models, many people. But I'm looking at obviously the highest paid, $642,000 in pay last month. I'm inspired by that. I said, well, let me see what the difference between his business and my business is. He has a one through third. I have one through third. He has 8,157 licensed agents. I have 1,682. I go, okay, well, that's a big difference there. There's got to be a huge difference in the production, right? And so I did his number, did $3 million in premium through third. I did 635,000 through third. And I took that number. What is the average sale of his policies? Maybe it's because he's in Florida. Maybe because there's a thousand things you can think, right? Maybe because they just speak Spanish or they speak English and Spanish. I don't know. I'm going to find it out, right? Hold on a second. If I take 8,100 agents, divide the $3 million in premium, the average agent does $375 in premium. Now, of course, everybody's not a producer. We know that. But I'm just taking the numbers just like Prime Rec and do it on top. And they take a billion dollars and divide it into 141,000 people. And that's where you get that low number. Folks, that's not bad news. Wall Street buys it. Wall Street bought it. They understand scaling. So I ran my number, 1,682 agents, divide 637,000 in premium. You know what you get? $377 in premium average transaction. Will's at $375. Mine's at $377. And then I took his income. I said, well, let me see. We know he's not writing $3 million in personal, right? I'm not writing $635,000 in personal. All this is overrides, passive income. So I took $642,000. I divided it into 8,157 licensed agents under Willie. This is what does Willie make per override. You know what he makes? $78. $78 is what he makes per override. I said, well, let me see what I make. I ran the number, 1,682 licensed agents, 637,000 in premium, two-thirds. I don't like personal production. I haven't in years. So my income is overrides. So I just took that, divided it into 1682 agents, and I get $74 in overrides. Willie gets $78 in overrides. So now guess what I get to get off the computer and get work? I'm done. I don't have to do a slide of Willie and spend time with him and see what he's saying. We got a presentation. Is he doing? Is he having three meetings? Is it on Zoom? Is it live? Is it all the one-offs, DevOps, all across? You just figure that out. You look at the numbers, and you deal with it. And you deal with it, and you suck it up. And you go, damn, I got to sign 7,000 more agents. 7,000 more agents pays me $642,000 a month, two-thirds. Are you willing to do that, Gary Cornier? Yes. Then get off the Zoom. Get off the computer. Stop analyzing. Stop starting to think about what the next man is doing you're not doing. Stop comparing yourself and go to work. Do you have a business model that can take you from 1,600 to 8,000? And the answer is yes. And if you want to get that big, then you got to put a main focus on what? By the way, that's 8,000 code numbers, by the way, not IBAs. That's 8,100 code numbers. I have 1,600 code numbers. So you now, Gary Cornier, got to figure out how are you going to put another 6,000 people into the state licensing system and they pass. Are you willing to do that work, Gary? Yes, I am. Or no, I'm not. You got to come to a conclusion. Here's a fork in the road. Get out of the gray area. Do you want to be bigger than big, Gary? Yes. Do you want to do what he's doing? Absolutely. Then go to work. And that means that you're going to have to start with the main product, which is recruiting. You're not going to get 8,100 agents insurance license in 50 states or one state unless you recruit them first. You got to come into business first and go through the licensing process and the field training process and whatever your state requirements are. But then you have to go on a massive campaign to do that. And that's what we have made a decision, Larry, to do that. Are we willing to take on that challenge? And the answer is absolutely yes. We are inspired, not defeated, not depressed, not saying, I should have been up and going. If I would have, should have, could have, don't work. That doesn't pay the bills. It's having an attitude of gratitude that you are here in 2024 witnessing this with your own eyes, experiencing this with yourself, and you are here today. And all you have to do is have a made-up mind that I'm going to become a big hitter. I'm going to become a builder. I am not going to mess around anymore. And then wake up every day and go after it. Do not, do not get distracted. A lot of people chase cash over size. I've been accused of that. I'm glad I wasn't accused of that. I'm glad I didn't listen. All flash, no cash. All flash, no cash. And I get paid another way. I'm not going to listen. I'm building a business right now. It's just between doing business and building a business. And thank God we can do both simultaneously as we grow. But I want to build a massive hierarchy that even in my death, it will continue to grow past anything I could take it to when I was alive. I want to build a business where if I want to take off a month or two or a year or two or three or four or five or six or 18 years like Hector did when his wife was battling cancer, made $54 million, others $100 million, and he wasn't even near a primary committee. So what kind of foundation did they lay in the beginning? He didn't know 40 years ago that Jan was going to get cancer. Nobody knows that. But 40 years ago he built his model to do what? To be able to sustain any type of natural disaster in his business. And you have to build your business to sustain in case something do happen to you or your best producer, your top producer. It doesn't have to happen to you or your family. It can happen to one of your major players. So what you do, you position yourself to say, I have to create a system where recruiting never stops. And that's exactly what many leaders are doing and have done. But I want you, if you listen to me, and maybe you're sitting on the bench, you're watching a game go on, get off the bench. Get off the bench. Do you have a uniform? That means are you licensed? Yes, and get off the bench and go build this thing because your cousin, your brother, your neighbor, your coworker, your church member, your fraternity brother, your sorority sister, all the people that you know, they're looking for an opportunity. And please don't tell me that they're not because Uber is saying, I got seven million people driving their own car, putting their own gas in it, getting flats, parking tickets, accidents, are you with me, engine blowing out, and they've got to cover it themselves. And Uber says, I don't own one vehicle, but I'm the largest transportation company in the world. Airbnb says, I don't own one piece of real estate, but I'm the largest hospitality company in the world. Because people are looking. The question is, are you out there hunting for the entrepreneur? Because they're looking for you. What's that saying? It says, who are you looking for? You're looking for people that are looking for you. You know, when I met David Chavez at the Cleaners 2003, I was doing what I normally do, which is taking my clothes to the Cleaners. He was taking his clothes to the Cleaners. But I prospected David. I could have said, I sort of kept walking. But I didn't say, excuse me, sir, can I get my business card? And he took my business card, he stared at it, and he says, I'm not interested. He wouldn't even take my card. Most people take my card and throw it in their ashtray, throw it in the trash, bottle it up, put it in their pocket, and never call me. This guy was so anti-Primerica that he wouldn't even take my card. And I was offended by that. I said, excuse me? Not interested. I already tried that. You tried what? You said I tried Primerica before. No, I tried it once. I tried it twice. Never made any money. And so because he had such a cocky attitude, I responded on the same frequency. And I said, were you under me? He says, no, that's probably why you didn't make any money. I know that was rude or probably cocky, but he came at me on that frequency, so I responded that way. He said, what's the difference between you and the other two people I was under? And he dropped some big names in Primerica that he was under. I said, well, let me ask you a question. When they prospected you and when you were in the business twice before and never made you money, what were you offering? What were you selling? He goes, I was selling insurance. I go, oh, my God, bro, you were with Primerica Financial Services. He goes, what do you mean? I said, oh, I'm sorry, sir, I'm with Primerica. He goes, what's the difference? I go, you were on the agent side. I'm on the owner side. He goes, what? I go, yeah, there's an agent side where you sell financial products and you go home. You make a little money and you go home. You sell, sell, sell, sell, sell for the actual broker, the RBD. I go, oh, no, sir, I'm the guy that recruits the guy that recruited you. I'm not a franchisor. I'm just a franchisee. I don't live where people want to sell french fries. I sell franchises. He said, well, I might as well take a look at that company. The same guy told me no and 15 minutes later he said, I might as well take a look at that company. Well, guess what? That's the guy that joined the business on the spot, by the way, in the parking lot. He joins the business literally at the Clems parking lot under me, third time in the business. Guess what happened? He takes this guy named Art Martinez, Sr. And Art Martinez, Sr. replaced his policy and his son, Matt Martinez, happened to be home when I was writing him up, and Matt joins the business to take his big brother, Art Martinez, Jr., who you just heard from, who's a million-dollar earner. Not a bad conversation in the cleaners. How many millions of dollars I've been paid since I said hello just to David? Now, I have many stories like that. And you probably have stories like that, too. I know Larry do. I know a bunch of the big ears do. But it all started with, excuse me, sir. I'm going to have to write a book on this and be called, excuse me, sir. And I'm going to call it, I'm supposed to be called, excuse me, sir. That's the title in small print. How to take a person to the cleaners. Get it? Take them to the cleaners? How to take a person to the cleaners. How to take a company to the cleaners. So I'm here to let you know, are you inspired by what you're experiencing today? Are you sitting on a violin going, man, I missed the moment? Are you getting ready to get ready? Folks, there's no time to get ready to get ready. If you stay ready, you ain't got to get ready. Let's go make this thing happen, and let's dominate. Because remember, you got now, I got next. Or maybe I got now and you got next. But it's an attitude of this is going to happen for me. It is going to happen for me versus will it happen for me. So, Larry, thank you for the opportunity. Thank you for the platform. Thanks for the chance to tell, you know, my experience and my thinking about what's happening today. I want to turn it back over to you, Adam. All right. I'm going to jump in. This is Adam with the mid-call announcements. First, check out Larry's podcast. This week's episode features the founder of one of the fastest-growing podcast companies who has reached $3.7 million in annual recurring revenue in a company that he self-funded. Second, listen to this week's call on our replay line or download the call on wydellonwinning.com. Just click on the big hitter link at the top of the page and enter username PRIUSER and the password GOGOGO, both all lowercase. The replay number for this call is 667-771-7907, and the PIN is 982755-POUND. To stay in touch with Larry Wydell, follow on Instagram, Twitter, and Facebook, and be sure to follow at Big Theater Club on Twitter for all your big theater updates, and be sure to leave your thoughts and comments on this week's call. Art, if you're off mute, you want to jump in and ask Gary a question? Yeah, absolutely. Gary, that's fire as always, man. I love hearing that story, man, about you and David Chavez. I talked about that in one of my beginning segments, how you have to speak with conviction, and that's the easiest way to win. So the question I have for you is, obviously, when you look at our business, it's equal opportunity, right? You look at the Financial Independence Council book, you're going to see all different walk of life, all age groups, right? So the opportunity is equal opportunity for everybody, but the outcome is not going to be equal for everybody, right? So can you speak on that? I think you did a great job of it already, but the outcome is going to be different based on how you see things differently, you know? So can you talk on that, what a great opportunity to have, that it's equal opportunity, but the outcome is going to be different for everybody? Well, that's when you know it. The word opportunity is such a loosely used word, Art, you know? And my definition of true opportunity is something that everybody can do, but everybody won't do, okay? We have a true opportunity in primary, because everybody can do primary, but everybody won't do primary. Even the ones that actually said, I'm going to do primary, once they put that uniform on, most people take the path of least resistance, and they fall into that club I talked about, a member of the neighborhood faces people, they become mediocre. And so guess what? And the compensation plan, in my opinion, is unforgiving. Our comp plan is unforgiving. You know what that means? It means we pay the right person. We pay the right person. So if a person decides that they just want to be mediocre, we give you mediocre income. You want to be tiny, we got tiny income for you. You want to be big, we got big income. Or you want to be a giant, you want to be huge, right? Then we have huge income for you. So we don't discriminate when it comes to that, Art. If you put the numbers in in the right holes, okay, in our comp plan, and most people don't even understand the comp plan, Art. How about that? I'm talking about people that have been in the company for years. They don't study the entire comp plan in the areas that matter. But if a person studies our comp plan, you will be – I got hair standing up on my arm right now thinking about the future, my future, the potential exciting more than my reality right now. And my reality is pretty damn good. So I think the answer to your question is that we have an equal opportunity employer, we have an equal opportunity compensation plan, do this, get that. You know, when I had a job, when I was a paramedic, they didn't tell me the first day when I got hired what I got to do to become a supervisor or a dispatcher or the owner. They never told me. It was spectative. It was what they test. You're going to get a raise when we tell you. You're going to get promoted when we tell you. When I got involved in L. Williams of Primerica, this company is crazy. They told me the day I joined what I got to do to them. So all I got to do is go do this, and I'm going to get that? You sure? This can't be true. So guess what I did, Art? I tested Primerica's comp plan. Eight months later, I was the vice president. Eight months earlier, I was making $5.90 an hour at the EMT. Eight months later, I'm a regional vice president. My mother said, how big is this company? You're a vice president eight months already. Hey, Mom, I don't know. I just can't wait to get my cards ordered, because I want to see my name on a card that says regional vice president. I couldn't wait to get my cards. But then I took it serious, Art. That makes sense. I took it like this is my own company. And I still feel this way to this day, even though we get ridiculed on Primerica's not your own. Oh, no, it's not. That's not yours. You got to have your own. I don't need to see my name in lights. Get it? I want the profit margins from it. I don't care whose name is on the building. Can I make a profit from it? Hope that answers your question. Amazing, amazing. Thank you. I think Larry is going to jump in with a question here as well. He's off mute. Okay, I'm off. I'm off mute. By the way, regarding the podcast, we've undersold Tom Hunt. He started four years ago with Scratch. And decided he was going to start a company from nothing. And he's already up at a highly competitive world of podcasting, already up to 3.4 million in climbing in revenue. And he started this year, went on LinkedIn, and he's already at 120,000 followers basically in six months. And so the guy is, he's a sharp guy, lots of insight, and so I wanted to make sure I did a proper job of, we didn't undersell him. I'm very particular who I get on an interview because I pretty much do the podcast for Primerica people to listen and pick the brains of people from other walks of life and hear, just so you can hear their thinking and how they approach things, which is what we're learning from Gary. Now, Gary, I want you to speak to this. You can build a business, you know, really the only way you're going to build it big is to build a business that suits you. But a lot of people don't have the freedom to build a business that they can run and fit in for a long time, you know, that suits them, takes advantage of their strengths. And let me give you an example. As a result of trying to copy somebody else, you can't copy somebody else. You've got to find a way to build it big that suits you, and you'll pick up ideas, thinking, techniques from other people, but it's going to look like you. And all the businesses out here, you know, from Bill Whittle to Frank Dillon to you to, you know, Mike Sharp to Hector Lamarck, you know, to mine in the beginning. And we have different attitudes about different aspects of the business. A lot of it has to do with where we're from, our skill set, the part of the country we're expanding into, and, you know, where the company is. And I know early on I could never make a big office work. You know, right now Willie has got like, I don't know, 80,000 square foot facility or something huge, and, you know, he keeps everybody together. I could never make that work. I could never get more than 20,000 production out of any one location. So what I did was open up a lot of satellite locations. Right now you have that duplicated in the country where people are doing a lot of the Zoom type, you know, virtual office. And you see that in business too. You know, I interview people in the business thing. They've got some that have got, you know, 200, 300 people. They're all in one office. And then you have people that have got 200 or 300 people, and they're all virtual. You know, they don't have an office. And so it's a matter of building something that fits you and speak to that because you're never going to be great trying to be somebody else. You know, you can only be yourself. But if you allow yourself to trust and grow and develop, you can find out, you know, we're all unique. But you might find out you can't be great unless you're yourself because you're always going to be doubting yourself. Am I doing it right? Am I doing it right? And rather than just blow it and go on forward. So do you have any insight on that? Can you help me get that idea across to people that you're going to have to build something that fits you long term. And we've got enough models out there for you to pick and choose your ideas from. And you grow into it. You know, how do I find that? You know, like Arwin said, you've got to build up your own management philosophy. And the question was, I don't have one. How do I develop that? Well, you grow into it step by step. And as you get bigger and bigger, you find out what shape that is. Just like when you're a kid, you don't know what you're going to look like when you're an adult, but you grow into it. As you get bigger and you get older, you start growing into who you are. And so talk about, but you're never going to do that when you're always punishing yourself. I'm not like them. I'm not like this person. So talk about that. Well, yeah, absolutely. I think the kiss of death in any relationship or business or just life in general, even looking at your neighbor's backyard or they've got a pool and you don't have one, the kiss of death is when you start comparing yourself and saying what you don't have. If you have this or you have that like they have, you're done already. You're done because you're not taking a leadership role. You're taking a victim approach to this deal. And you've got to look at it and go, hey, look, I was in the business, y'all. I went to my first Saturday training and I saw people with their team T-shirts on. And I'm in my first training doodling on a piece of paper what my new name is going to be. I was in the business a week. And I'm sitting there going, okay, they got their name, the Dream Team, the Crusaders, and all these different team names, the Suzie Superstars and the Mark Legends, and okay, I've got to figure out a name. I never thought for a second, buy the T-shirt that said Mark Legends. And I bought that. And buy the Suzie T-shirt. We're going to buy team T-shirts going to a fast start? I'll take two. But I'm sitting there thinking, I've got to one day have them all. I wasn't trying to overthrow the governor Rick Suzie or Hector or Mike Sharp or even Art Williams. I don't think like that. I was like, this is how y'all play the game? Okay, great. So I started thinking of team names and drawing my own little logo out. Didn't have a penny. Couldn't make a T-shirt. Let's go, are you with me? Build a whole brand around it. So I knew that. I started with that. And then philosophy. Art Williams said, have your own man's philosophy. I never understood that. I said, I got into leadership. And I started realizing from a cultural standpoint, right, what maybe is easier on the palate in a suburb is different than an urban community. Get it? What's going in the south of the United States is different than the southwest, is different than the west coast, east coast. Or the north, northeast or north and south. Okay? Understand there's different cultures, and you have to look at that as well, and the dynamics of licensing. What happens in California in terms of licensing, and requirements here in the state of California is totally different than in Nevada. Okay? So you have to understand every state is different. Now, those are logistics. But when it comes to your belief, what do you believe? What are you willing to stand on? What are you willing to die on? Like, this is what I'm about. This is what we're going to do. The primary answer lays it out for you. It's the Somali board. There you pick what you want and eat what you want, and what you don't want, leave it for somebody else. So if you want to take a different approach to the business and grow a business, by all means do it. But I'm going to tell you something. Okay? It's a lot easier to copy-paste, copy-paste, copy-paste. I got a little Larry Waddell inside of me. I got a little Keith Arnold inside of me. I got some Bob Safford inside of me. I got some Rick Suzy inside of me. All the great A's and B's for me, I got them inside of me. Okay? But I took that, and I put it like in a soup, and put it all together, mixed it all together, and channeled it with a version of that Gary Kornegay. Now, some of you say, well, Gary, some of these businesses are personality-driven. I hear that all the time. You know, this business is personality-driven. Yeah, Art Williams is a personality. Absolutely. My business is personality-driven. Okay? My people are fundamentally sound as well, but they're following Joel Osteen's personality. Name somebody who's in leadership. They have personality. And one guy, you might go, that guy has 10,000 people at his church? That guy? I wouldn't follow him around the corner. But 10,000 people said, hey, we like his personality. Another guy is more subtle, more docile, more cool, calm, collective. Let's say like a Joel Osteen with 70,000. Another pastor is more charismatic, like T.D. Jakes. These are personalities. You wouldn't even know who Oprah was if it wasn't a personality. That make sense? So what you've got to do is get into your personality, embrace it, professionalize it, should I say, when you need to do that, hone in on it, get it, go through the self-improvement process, get a little better every time, read, get it. Just don't go out there and think you are not worthy to do what Art Martinez is doing. Don't think that, okay? Because if you do that, you're going to turn on yourself and you're going to be comparing yourself, and you're never going to be happy and you're never going to find happiness. I want you to take what you have right now and go crazy with what you have and make it better. I'm going to make a statement to you and see if you agree or see your comments on it. You have a lot of people that are saying, you know, I want to get in this game. I want to, you know, strike the match. I want to get going. But they don't realize they're stuck because they're thinking about the next person. I've got to get that person and maybe that person. They think like onesies, twosies rather than tens and twenties. You know, like it's hard to get a fire started with one little matchstick that burns out fast. You know, they think about I've got to get this recruit and I don't know how I'm going to get that. What am I going to do with this recruit and the whole, you know, everything gets wrapped up about that one recruit and how they react and what their schedule is and everything, rather than thinking in terms of I've got to ante up. I've got to have a game plan to where I go out and get, you know, 10, 15, 20 as fast as possible and start doing this as a team. And so how do we get people to see, you know, to make that breakthrough? Like it will work out in the long run. You know, one person this way or that way. I mean, you can have one person, they do it perfectly, but it's still belly flop, you know. And so you've got to get whips. You've got to get lots of people fast if you're going to get your plane off the ground. You know, a plane has got to get some velocity. It's got to get some serious speed or it's never going to get off the ground, just kind of floating down the runway. You're not going to get traction. You know, it's like, well, you know, flying doesn't work. You know, I've tried to fly. I've got my plane rolling up and down the runway, you know, for 20 years and it's never taken off. Yeah, but you never got any speed. You never got any momentum. You never hit it at a, you know, you never cooperated with the laws of flight. You know, you didn't allow nature to work for you. So anyway, what do you have to say to that, Gary? How can we get people to start thinking on another level about how you get this thing kicked off to a big start? You know, Jim Rome says, what I lack in skill, I make up in numbers. What I lack in skill, I don't have a skill set yet of a Larry Waddell or a Gary Korn guy. I just got involved today, let's just say. What I lack in skill, I will make up in numbers. What does that mean? I'm going to go out there and share the gospel of entrepreneurship, the gospel of financial literacy, okay? I'm going to share the gospel with everybody, right? And not in a negative way. I just want to make this comment or make this statement. Please process this correctly with wisdom. Some will, some won't, so what next? It doesn't mean a so in a negative way. It means I need to move on past this no. This guy just told me no in the parking lot. I can't let that no ruin my whole day. You know, like someone said, success is going from one disappointment to the next without loss of enthusiasm. So that keeps you going. So I knew that I was going to find the Art Martinez. I knew that. April Bonner and all the great business leaders, Sergey Kaslan, my own son, Gary Kornegay is one of my heavy hitters in my organization. I knew I was going to find those people, but I knew I was going to find those people through doing what? Doing the volume. It was not me sitting at home reading another book on how to develop a leader's revenge with around you. And I read all those books. It was me getting off my butt and going out there and getting my butt kicked quick, fast, and in a hurry. John Adams said, you'll get lost. Get lost in a hurry. You get told no, get told no in a hurry. Don't do one no a week. Do one no every five minutes, every ten minutes, every hour. And come home all beat up and your spouse or your loved one says, what happened to you today? You look pretty beat up. And I went out there and I got a bunch of nos. But guess what I got, honey? What? I got a bunch of yeses too. Well, good. Do that again tomorrow. And then teach your people how to do it. Because most people, you know, everybody wants to strategically go out there and meet the right person. And what do I say? What post do I put up on social media? You know, do I say this? Word from home? You know, whatever you see up on social media. I just laugh my butt off. And I go, why, are you waiting for somebody to call you back or DM you back? I went out and met a hundred people already, face to face, shook their hands, met them. I even know what kind of car they were in, how they dressed, if they're clean cut, if they're rough around the edges. I know all that within five minutes of shaking their hand and having a conversation with them in a McDonald's drive-through or in a McDonald's line, wherever I'm at, at a park, at church. So do a hybrid, I believe, of both and play the numbers game. And I will say this to you, Larry, we should play the numbers game faster and higher with technology today. Whereas you and me had to go home, ask our wives to get off the phone because we only had one home phone stuck to the wall. Well, you couldn't mobile around. There was no cordless phones in 1977 when you all started. You had to go home and ask your spouse, honey, I need the phone. And she said, I'm on the phone with my mother. Well, how long are you going to be on the phone with your mother? I need to use the phone to make appointments. And she said, my mama called you back. And you get on the phone, you dial your first phone call, and your first phone call, the other person's line is busy. Bam, bam, bam, bam. You've got to now wait and have telepathy or be psychic of when they're going to hang the other phone up on the other end. And we made millions. We built a massive corporate company to save the public trade on that analog system. Today you have your phone with you wherever you go. You need your kids in the car, but you won't leave your cell phone in the car. You forget your kid, but you don't forget your cell phone. So we have technology today so you can play the numbers higher with social media and with the phone and text messages and many other things you can do. There's no reason to not play the numbers game today, Larry. When you look at – think back when you started the chain that recruited Art Martinez. You know, when you look and you're talking to people in their different walks of life, you know, they could be, well, anywhere. But when you start the conversation with them, what are you looking for? It causes you to keep asking questions and keep – you know, it's one thing to get people to sign up. It's another thing to get people to sign up if they're going to do something. What gets you excited in the response of what you see that causes you to get excited about spending time with them because you're seeing more and more potential how they can do – worry about that. Well, there's a few questions that I ask. These questions have evolved over 37 years and are still getting better and better because the whole world changes in seconds, you know, just the way people think. But I'll tell you this. The biggest thing for me is, you know, there's nine questions I'll ask a person, even in the interview process, just on my own. I minimize my risk, if this makes sense. When I say play the numbers game, I don't want to contradict myself here, okay? When I play the numbers game, I play the numbers game in the right market. So I want to also put that out there as well. I play the numbers game by asking these nine questions when I'm talking to a person, when I finally get in front of them to talk about the opportunity. And this is before I even mention the workings of Primerica and how to get started with the company and what we do. And the first question I ask them is, have you ever thought about owning your own business? I ask that question, have you ever thought about owning your own business? The next question I ask, is your current career or situation in alignment with your goals and your dreams? And then I just sit up and I listen and I take notes. And then I ask them, are you currently taking the steps to improve or advance your quality of life? And the fourth question, if any opportunity, can y'all hear me? Can you hear me, Gary? Would you repeat those last two again because it's breaking in and out. We've got the first one. The first one was, have you ever considered owning your own business? Number two, is your current career or situation in alignment with your goals and dreams? Number three, are you currently taking the steps to improve or advance your quality of life? Number four, if an opportunity is provided to help you move closer to your goals, would you take advantage? Number five, do you have any experience in sales, financial services, or business? Number six, is there anything in your background that would prevent you from getting a government license? Number seven, are you open-minded to learning a new skill set or profession? Number eight, are you in position to pay the $124 background check if we could come to an agreement? And number nine, what are some of the qualities you think you, I'm sorry, what are some of the qualities your past or present job didn't appreciate? And I let them throw up on me about their job. Get it? Open mouth, insert foot. I let them tell me how their job's going to appreciate it. That way, it's time to close them. They don't say, oh, I'm good. I'm straight. I got a good job. I just want to hear what you're talking about. I let them tell me how their job don't appreciate them. And then we move into, have you ever heard of this great company called Primerica? Larry, thank you so much for the opportunity to serve. Thanks, Pat. That's fantastic. I'm glad we got that in, Adam. So, tremendous content. Gary, you're an inspiration, and I'm going to look forward to seeing you in Atlanta and seeing you get all the recognition that you deserve. And so, thanks again, and also for Art. Adam, back to you. Yeah, Art, we'll let you up. You want to unmute yourself and leave your final word, and then, Gary, you can leave your final word, and we'll wrap this thing up in a great conference. Hey, the final word is use those steps. That's the final word. Let's get big. All right, bitch. Yeah, my final word is, hey, listen, they got now, you got next. Just keep saying that. You got now, I got next. And then go do the work it takes to go become next, and not just sit there and watch the show go on. You are part of this. You've been blessed to find this company. Show gratitude that we are here at this special place and special time, and let's go build this, and I'll see you guys at the national convention in less than 30-something days. All right. Thanks, everybody. Great call this morning. Have a great week. We'll talk to you soon. Thank you. Bye-bye. Really enjoyed it, guys. Thanks so much. Bye.