Systematizing Your Business to Have More Time (or sell it!) With Rick Day

President, Business by Day – San Diego, CA – Rick Day

Rick became an entrepreneur in college and has had business from car detailing to telecom. He stresses the importance of creating systems in your business so you as an owner can have the freedom of time, and have your business worth more when you are looking to sell it!

Resources Mentioned in the Podcast:

• The E-Myth Revisited by Michael Gerber
• New Media Expo

Go to BusinessbyDay.com for more info!

Thanks so much for listening!

Transcript:

Jaime: My guest today is my good friend Rick Day. He's debuting a brand new blog called "Business By Day" and a podcast too - I'm super excited about it. He helps businesses grow their revenue, make more money, have less stress and deal with the ups and downs of entrepreneurship with tons of wisdom that he's learned. I hope you enjoy.

Announcer: Welcome to the Eventual Millionaire podcast - with your host, Jaime Tardy. Real talk and real advice from real millionaires, with a sharp focus on you - the Eventual Millionaire.

Jaime: Welcome to Eventual Millionaire. I'm Jaime Tardy and today we have my very good friend and client, Rick Day. Thanks so much for coming on the show, Rick. He has a bunch of companies; he's a serial entrepreneur. South Coast Yachts is the one that he's currently working with but he's had a company called Daycom, he's dealt with cars before, he's been in the navy, it's insane to hear his story and I'm so, so excited to have him on the show because he has so much business experience. He has a new website called businesbyday.com - definitely check that out for more information. Thanks so much for coming on the show today, Rick.

Rick: You bet, Jaime. It's my pleasure, I'm excited about it.

Jaime: I didn't know that much about your background. We talk all the time. Let's go back - you talked about being in the navy and until a couple of weeks ago I had no idea that you were even in the navy so let's talk about that for a minute.

Rick: I had gone to Florida State University, started there, spent my first year at Florida State University and I was flunking out, I wasn't doing well, and I thought "Okay, I'm going to take a break from college. So now I have two choices - I can stay in this funny little town in Tallahassee," not that it's a funny little town, but it was for me at the time, "I can stay here," and I was cooking in restaurants as a lot of kids do to get through college, "Or I can go and join one of the militaries," and I've always loved the ocean so I joined the navy and travelled all over, went to Guam and spent a lot of time all over Asia and all the way across in the Persian Gulf and ended up in San Diego in 1985.

Jaime: How long were you in the navy, then?

Rick: I did three years active duty and two years reserve. So three years of full time and then got out and stayed in San Diego and then it was one weekend a month and one or two weeks a year.

Jaime: So what did you do? You're in San Diego, your navy stuff is mostly over, what did you do then?

Rick: It was kind of a weird time. One of the things I really love about our mutual friend, Frank, is that he's helping people who get out of the military to find employment. I wasn't really sure what I was going to do, I had a bunch of choices and it turned out that during that time, while I was in the navy, my grandmother had moved out from New Jersey to take care of her aging aunt so I rented a room from her and said "Hey, I want to go back to school," and got a part time job and that's kind of how things got going.

Jaime: So did you always know you were going to be an entrepreneur? You went to the navy, you got a part time job - were you planning on being an entrepreneur then?

Rick: Not at all. I had to create that. I was working in this business and we were making office partitions. I remember one day that was probably the breakthrough moment for me - you have to cut the aluminum extrusions and then you have to kind of pound them into place and you put the partition into this machine that seals it and crunches the corners, so somebody's got to cut the aluminum so they brought me this big pallet of long aluminum extrusions and said I've got to cut these 45 degree angles, they've got to be the right length for that particular work that day. So I get done with the pallet at two in the afternoon and I thought "Cool, I'm glad to be done with that, maybe I can do something else," and then the second pallet rolled in and I went "Oh, no, I can't. It's just killing me." It was mindless, repetitive work. I know I was going to college and that was my passion but it was just horrible and I had to find something else. There was a kid who I had met in one of my accounting classes and he went "You know, I've got my own business," and I thought "What do you mean you have your own business? What's that all about?" and he was detailing cars. So his own business was just him and he was the sole proprietor. When you picture having your own business you picture a company and lots of people and Larry was just detailing cars by himself but he treated it like his own business, as it was his own business, and he was completely self-supporting. So I learned from him and went out at probably the scariest moment in my business career and said "I think I can do this. I think I'm going to wash cars and earn my way through college doing that."

Jaime: Was he mad that you took his business idea or were you working with him?

Rick: Oh, no. We were in Southern California and if you've seen pictures of our freeways there are millions of cars. He was really generous, he was really happy to show me, I went along and provided him with some free labor for a few days and we talked about supplies and setting appointments and calling people and having business cards and price lists. It was a really, really good experience so I built a great little company and had great followers and ended up selling that business when I came across this telecom opportunity.

Jaime: How big did you grow it? Was it just a solo-preneur thing?

Rick: It was just a solo entrepreneur thing. There were times during the summer when I wasn't going to school when I was working what felt like 35 days in a month. I had to learn how to schedule time off for myself and tell people "I can't do your car that day because I'm busy," because I'll be surfing or something.

Jaime: "I'll be asleep!"

Rick: Yeah, exactly.

Jaime: That's awesome. So you got the business background at a really early age.

Rick: Yeah, I was 25 at the time, I guess. So I'd been through the navy, I went back to school, I was really motivated to do that, but it gave me the time and the freedom to schedule my classes when I needed to go to class and then I could go and detail cars. It gave me a little bit of financial freedom, it certainly gave me more cash than my $10 an hour job making partitions and it really exposed to some really cool people - I was detailing Mercedes and Porsches and Ferraris and some really awesome, fun cars, so I got to know some of these people a little bit and it was just a really good influence, I think. It was fun.

Jaime: How long did you do that for and what was this opportunity that you said you saw?

Rick: I did it for a couple of years. As I started coming in with checks into the bank I had gotten to know one of the bank tellers pretty well. I kept bringing in checks and she said "How's the detailing business going?" and I said "It's going great. Here's another $150 that I need to deposit today," and she said "My boyfriend works for a computer company," and their auto detailer would come to their office, and he had just dropped his T-Top for his car, I think he had a Toyota Supra at the time, which was a really hot car back then, and the guy had dropped the T-Top and he wouldn't fix it and he didn't have any money so he stopped coming around. I went and knocked on their door and said "I understand you had a problem with your last guy. If you'd like to give me a shot I'll do some cars for you for free today, see if you like my work." And they said "Great!" so I started detailing with them and after about six months they said "What are you going to do after college?" and I said "I don't know, I'm going to get my degree in finance," and they said "Why don't you come and sell computer systems?" and I said "Well, because I don't know anything about computer systems," and they said "Well, we'll train you." I thought about it for a little bit and thought "I might be able to do this," so I took that opportunity and started selling computers for them, it was all over the phone stuff, it was the secondary market for IBM mid-range systems. Then they started an AT&T phone division and the company actually grew so fast that it went out of business. It was an important lesson - in 90 days I think we went from about $300,000 a month to $1 million a month in sales and we literally did not have the funding to buy the equipment to fill the orders.

Jaime: That's insane.

Rick: It just exploded. It was crazy. So I went "Okay?" and then I ended up becoming an independent contractor and working for another company selling the telecoms stuff. I wasn't too impressed with what that company was doing and I thought "Hmm? I think I can compete in this business."

Jaime: So you didn't go back and work for somebody else? You did your own thing and then you worked for somebody else and you saw you could do it better than them. A lot of people have that - "I'm better than my boss, I can do this," or something like that. How big was the company and what did it look like when you left to try to compete with them?

Rick: It was interesting. The first one, as you know, went out of business and I think we were probably about 30 people when it went out of business. When I joined the other one it was about 20 people and, in my opinion, they just weren't running things very well and they weren't looking at the right stuff. There was no leadership and I just went "I think I can compete." There were probably 30 or 40 companies across the country that were doing this, in various sizes, so I just started off small. I had a couple of customers and borrowed $40,000 from my grandmother and she helped me out. She believed in me but I had some track record and she saw me growing in the business and so I borrowed that money from her, said "I'm going to start my own business," she said "You did that with the auto detailing, I've seen you do this with your experience in this business. I'll fund you and then you pay me back," and I paid her back in a year and I was off and running.

Jaime: So it just started with you and a couple of customers. What did it end up growing to? I know it got to be quite large.

Rick: It was really interesting, and of course that's where I got most of my business experience, but over 17 years, from 1992 until 2009 when I sold the business, we were about 55 people and about $24-25 million in sales, roughly, with a couple of offices in different states. We had big customers in the US, like Mutual of Omaha, we managed their networks nationwide, in fact my guys are still on that account, Coventry First Health, J.B. Hunt Transportation, Intel - we had some really good accounts.

Jaime: That's crazy. I mean back in 1992 computers were new and hot and cool and that sort of thing, so you went through that huge growth spurt. Did it ever decline or was it continually growing that entire time?

Rick: It was continually changing. As you pointed out, when I got into the IBM mid-range systems in the late 1980s, the personal computer hadn't really come out, so what we're really talking about is mini mainframes in that computer business. When you looked at a typical business in the late 1980s or early '90s you had a large computer system, a very centralized system with terminals and printers everywhere, and then you had a phone system, a very centralized system with phone sets out there everywhere and those were the two internal systems that you had in a business. So we saw the fax machine come in, I'm really dating myself here, but we saw fax machines come in, I was one of the first people in my office to have a computer because the idea that you could write a letter and then save the text of that letter and then change the name and address just blew my mind. "Really? I don't have to run this off on the copier?" So it was really cool and we always looked at that technology and that advantage as a tool and embraced that. How can we make that work for us and make our job more efficient?

Jaime: Isn't that insane, though? Looking at the technology and the way it is. It hasn't been that long. When you look at how far it's come in such a short time. You and I are talking on Skype - you're in San Diego, I'm in Austin.

Rick: I know.

Jaime: It's ridiculous what we can do nowadays. What do you see as the future? Because you've been in it. What do you see, going forward? What do you think the next 20 years will show us?

Rick: New Media Expo really opened my eyes- you and I met there and what an amazing group of people and a new way of thinking. I never pictured, when I bought my personal computer at the time, which was 1992, and it was luggable, with a fold-out keyboard, I never knew that PCs would be the communication devices that we have today, that you and I would be having video Skype. I think, going forward, you're going to see more and more content on-demand. When you look at the advantage of podcasting, for example, over radio. Radio, if you don't like what you're listening to, you go to a different channel and see if that's going to be better. With podcasting and perhaps web TV and certainly your video casts that you're doing, people get to choose what they want and they get to watch it when they want and it's not riddled with commercials and stuff. So I think it's going to be a lot more demand-based and consumer-based. I think it's going to be great.

Jaime: That's insane. I love that stuff. I love thinking about the future and where it goes and all that fun stuff too. But you ended up selling Daycom. In 2009 you ended up selling it, and you grew it to be ridiculously huge. Do you have any lessons for us? People listening to this tend to be within the first 1-5 years of business, chugging along and doing their best, so give us some advice that you learned along the way.

Rick: I like to say that I'm qualified to give advice like this because I've made more mistakes than everybody else combined. I started off very small, I was in a rented office in the back of a landscaping firm. I couldn't get enough phone lines in my condo, where I would have been working out of my house, which I would have very quickly outgrown at the time, but I didn't know it. So I went knocking on doors in this office park to see if anyone had an office that they would sublet to me and found this little firm. I think my first employee was a part time employee and her name was Mary and she kept the books for me at night. So basically I'd work all day and then at night I'd do my invoicing because I couldn't reach my customers on the phone - so it was all over the phone. It got to where I was doing invoicing and paperwork five nights a week and I went "Okay, I'm working 15 hours a day so it's probably time for me to hire somebody," so I found this part time mom, her kids were at school, she had bookkeeping experience so she would come in a couple days a week and knock out the books for the week, which was really cool. Then it was "Well, okay, I'm packing all of these boxes and unpacking and testing equipment," so I hired a kid to do that. One of the funniest moments was when I started running out of money and I needed my bank credit line to be increased and my banker's son needed a job and he was very subtle about the way he sent his son by for advice and his son walks in the door and he's obviously much less experienced and much less subtle so he says "I understand you may have a job for me," and I went "Okay, I get it. I get it," so we had lunch together and I said "You know, Bill, I would really like to hire your son but I'm really tight on cash right now," and so I learned a little bit about trying to help other people so that they help you along the way. That was all used equipment. When we became an authorized dealer I started hiring more people and one of the things that you've got to do in business, I think, is continue to innovate and you've got to continue to pay attention to your customers because, as we just talked about, as technology changes, we've got to stay on top of that. So I became an authorized dealer for one of the major manufacturers in the country of large business phone systems, we were going through the whole morphing period from the VPX to Voice Over IP and IP telephony and so there was a lot to do and then the product started to become commoditized so then now what? What do you do? Well, you start to create services and in some cases you're competing with the manufacturer for the services, in some cases you're not, but now I was starting to hire technicians so I learned about technicians and help desks and administration and servicing a fleet of trucks and all the stuff that I never really thought that I wanted to do but it ended up being a big part of my business.

Jaime: That's crazy. So the innovation really made a difference. How did you notice that it was becoming commoditized and that you had to switch? Because some people would just be like "No, it's fine. Crap, everything's going downhill," and not pick up on it and then close.

Rick: Well the first part is really about the technology. So you had to listen to your customers and what they were asking of you as their vendor and where they wanted you to go and what they were thinking about, and I think the second part was that I was in a couple of industry associations that were really, really helpful. One was NATD, the North American Association of Telecommunications Dealers, and we would get together a couple of times a year and we would talk about these things and I would go "Gosh, my margin has declined over the last quarter, what about you?" "Yeah, same thing. It seems like more and more people are getting into this business." "Well, what are you going to do?" "I don't know, what are you going to do?" Some there was some good collaboration in these associations and I really, really recommend getting that outside help.

Jaime: Awesome. So anybody listening right now, maybe you can go and find an association. There are associations for everything, it?s kind of insane nowadays.

Rick: For sure. And people are very helpful, especially if you're not really in competing territory.

Jaime: Nice. So give us another tip or piece of advice. We talked about this before, just in general, and I wanted to get your take on it - documentation. It sounds boring and crappy but let's talk about that.

Rick: Honestly, it is kind of boring and crappy. So there are a couple of ways around that. The book that changed everything for me was "The E-Myth Revisited" by Michael Gerber. If you could pick four or five books that really changed your life, that was definitely one of them, because it got me thinking of the business as a series of procedures and methods. It was easier to delegate rather than constantly putting out fires and management by the latest emergency. So I recognized that we need to do this and I knew that I was hiring people that knew more about their jobs than I did, so I wasn't going to write their procedures, what I did was I said "You're going to write your procedure." It was interesting, some people didn't want to do that. They were like "Are you going to replace me?" and I go "No, but tomorrow, if you get hit by a bus, I would have to and this way somebody else would be able to come in and do your job. I can't teach them but you can."

Jaime: I love that - "If you get hit by a bus, I'll need some help!"

Rick: I'd be very sad, of course. But I knew that I didn't know as much about their particular jobs as these other people did so we went through a big exercise of everybody documenting their positions, step-by-step this is what you do, we did board charts, we did a company handbook, and so I really would encourage people to do this. What you're developing is an operating manual for your business, which also comes in handy if you ever want to sell it.

Jaime: I bet. I talk about this with my clients too because it's one of the easiest things to not do and not pay attention to. But I also have people who say "I heard this was a good idea, I'm going to start documentation," and then they never look at it again, or it's outdated, it's two years old, and everyone's like "That was helpful. I didn't do anything with it." Give us some thoughts on that.

Rick: I think it just has to be part of your program. You have to decide, as a manager, that that's something that you're going to do. One of the key things for me, too, was that when you're small and you're doing all of your own hiring it's a little bit easier but when you start to grow and you start to put managers in charge of these different departments and different divisions, this is where Gerber's book was really helpful, it really helps you think about your business by function and by flowchart so you can go "Hey, here's your marketing," and that drives sales and that drives order fulfillment and operations and that drive billing and administration and then you've got to take care of your people. When you start to do that, when you put managers in charge of the different departments, they're doing the hiring for you, so the better documented you are, the clearer they are on what your expectations are for performance in different positions, the better. You just have to make it part of your ongoing culture.

Jaime: Do you find, even at the very beginning, let's say when one of your shops was only three or four people, is it still worth it to really figure that stuff out?

Rick: Yes, no question about it. I think in any team, whether you're playing soccer, football, racing a sailboat or running a business, everybody's got to know who's responsible for what and what your primary responsibilities are. You need to respect that, otherwise you get somebody answering questions that they're not really qualified to answer and they're stepping outside their bounds. At South Coast Yachts Barrett and I wrote down some of the things that needed to be done in the business and even though we were only ten people that business is very well documented in terms of who's doing what so Barrett knows when to push stuff over the fence to me and I tell people when they ask me questions about the areas that he's really stronger at, I go "Why don't you ask Barrett on that? Because I bet he's got a better answer than I would have." So, yeah, I think it starts very early.

Jaime: I love that. Because people would be like "I'm too small for that," or "I don't have time for that because I'm putting out fires all the time," and of course there's a myriad of excuses, going "That's not for me right now" Can you give us a rundown on how you go about creating an org chart or something like that? So somebody can actually go and do it right now.

Rick: I kind of just did it visually. I'm a very visual person. I always start off with how does your business happen? First of all you've got to let people know about your business and that's your marketing element. If you're a sole proprietor, doing that by yourself, you've got that hat on, and then it's like "Okay, I've put my message out there. Now I'm going to sell something," so somebody's going to place an order, now let's put the sales hat on. When you get that done, it's like "Okay, I sold it. Now I've got to fulfill that order. So how is that going to happen in my business?" Or fulfill that service contract or procure that product. So, "Okay, now I'm in sales fulfillment and operations and I'd better document that sale," so you just logically go through the steps of your business, all the way to the bank account, and look at what needs to happen, from the time that I say "Hey guys, I'm available to do this," to the time that you actually put that check in your account and you go to your CPA and go "Okay, how much do I owe in taxes?" You've got to document each step along the way and those become your different departments in your business. In the early stages you're wearing all of those hats by yourself.

Jaime: So we document it. What do we do after we document it? Does it sit on our computer? What do we do, just check it sometimes? That's the one thing that I find with companies and stuff like that - we'll write goals and later go "Oh, it's in this book," or "I left it on my computer somewhere," and nobody ever refers back to it and then it seems like a waste of time.

Rick: I don't think so. I strongly disagree with it being a waste of time, obviously. I think that a good part of running any organization is that regular communication of who are you reaching today, what are you doing this week, and so I'm not a fan of unnecessary meetings but I'm a big fan of communicating internally and what I used to do with my team was we would have a weekly meeting and discuss what was going on in the business. I'd schedule it for two hours but sometimes it would only last for 15 minutes, so you don't have to use the two hours, just go out and do your stuff, but the regular communication and the regular reexamination of that document and who's doing what is really, really important. The other thing I would say is that when you are wearing seven or eight different hats as an entrepreneur when you're first starting and then you go "Okay, I really need to hire somebody to do this," it's how do you tell them what to do, not who's doing what. Now you've got a team so you go 'I want you to do the marketing and the sales and the sales fulfillment and that will be your area of specialty and then I'm going to do the backend stuff," or whatever, but it allows you to divide up the work and start to pick what you're going to do, what they're going to do, who's responsible for what and you have to communicate that.

Jaime: Having it known, I think that's the one thing. An entrepreneur's head is swirling so much anyway, let alone having all of those hats and everything else. I think having it written down so that you can definitely see who to give it to is huge. I agree with you. I was playing devil's advocate but I totally agree with you, it totally makes sense. It makes a big difference. So we have documentation, that's great - what are the documents? So the org chart, that's great, and job descriptions, I know people do that too, but what did you have? A $25 million company - what did they have for documentation?

Rick: The bigger you get, the more documentation you have. That's the bad part. The good part is you're paying other people to do it for you. So I would say you've got have a great mission statement that's going to last for a long period of time and they can be pretty general. You should have a vision statement, people talk about those too, I think a good mission statement is plenty without going over the top with too much documentation. We ended up having an employee handbook in California, which is required by law, it's a very clear communication, behaviors in the workplace and so on. But I would say, aside from the org chart and the job procedures and the handbook, one of the most important things we ever documented was my values and the way I wanted my company run. I can't stress this enough, but you really need to give some thought to how you want to treat your customers, how you want to treat your vendors, how you want your people to treat each other internally and are you going to create an environment of collaboration and help or are you going to create an environment where people are at war with each other in competing departments' So you really need to give that some thought. I think, for just about every employee that we ever hired at Daycom, my manager would interview based on going through resumes. A resume really tells you a lot about someone, their capabilities, where they went to school, what their education level is, whether they've hopped around a lot with different jobs, and this is just my opinion but when you call someone in for an interview - you get 100 resumes, you knock it down to five or six that you think are pretty good, you do those interviews - what you're really looking for there is a good fit for your business, and what does that mean? It's values - how do they do business? You have no doubt that they could get the job done, but how do you do business? Are you helpful? Are you collaborative? Are you respectful? Those are things that I valued in my business so I would sit down with every single new employee, no matter what manager hired that person, and I would go through our value statement, which was published internally, was up on the walls and people knew it and it was part of their orientation - I'd say "Listen, if you think that lying, cheating and stealing is the way that you get ahead, then it's not going to work out for you here." Nobody says it, but long term you might be able to perform your job very well, but if you can't get along with your coworkers or you're not helpful then we're going to have issues, and I guarantee you, if something just doesn't feel right while you're in my organization, you and I will have a little meeting and we'll pull out this value statement and we'll highlight the areas where we think there are problems. I've fired people that were great performers and they were adding to my bottom line and getting their job done but they were disruptive to the work place and they were bad apples and you've got to get rid of those people.

Jaime: That's hard to do, though, because a) they're helping your bottom line and b) letting anyone go is tough anyway, especially when they're like "Hey, look, I'm doing a good job - why are you letting me go?

Rick: That's right, and that's why it's important to have that value statement documented, because you can say "Yes, you are doing a good job, but do you remember when I hired you and I said "this is how we do our work?" This is where you're not fitting in and I'm sorry, you're a great performer, but I think you need to go and do that work somewhere else."

Jaime: I love that, and I love how it's about the business, it's about you creating that culture. It's funny how logical business really is, right?

Rick: Sure.

Jaime: We tend to bring in emotions and that's the way it is because we're human, but it's just really crazy to go "You know what? Look at this. You're not fitting in with what it says. The business needs you to go." That's amazing and we need to look at it from that point of view, working on your business instead of working in your business.

Rick: No question about it.

Jaime: I could talk to you forever about this stuff and I really want more - we'll definitely do an Insiders interview right after this. I always ask the same last question, you've listened to my interviews before so I think you know it's coming, but what's one action listeners can take this week to help move them forward towards their goal of $1 million?

Rick: I think probably the biggest thing is that if you really want to build a business that doesn't require you constantly managing and putting out fires all the time and managing by emergency, think of it as though you're going to build a money making machine and you need to have all of the parts to the machine, you need to identify those parts, you need to document those parts, you need to really set it up, ultimately, so that you can be removed from the business. When you get to that point, where your company makes money and you can take off for 30 days - like I did, and I'll tell you about that some other time - your company still continues. Everybody knows what they're doing, everybody knows what their responsibilities are, everybody knows who's handling what, then you've got something real and you've got a valuable entity that you can sell.

Jaime: I love your advice because I actually take your advice too. We talk about this a lot - "That's a good idea, I have to go do that too." So you have a website called Business By Day - tell me a little bit about what we can find there and why someone would want to visit it?

Rick: The quick backstory on that is that after I sold Daycom and I helped Barrett start South Coast Yachts, and that's going really well but it's still just a part time endeavor for me, I started volunteering at an organization here in San Diego called Connect. Connect is a really cool organization that brings together entrepreneurs with different resources - business resources, meaning people, marketing, finance, legal, IPA attorneys - and so I was volunteer coaching and as I watched these people come through with different ideas, maybe they have a new software program, a new service, a new bottle of wine or a new snowboard binding, they were all asking the same questions again and again and again and I went, okay, these are all early stage businesses, you really can't charge them much because they don't have any money but they all need to know the same things. I thought, I've got a lot of experience and I've made a lot of mistakes so what if I just broke some of my topics down into little, digestible segments that people could study? It would help people build businesses over time. As you know, I'm relatively new at this, I've only gotten 15 or 20 articles printed, but it's a fun venture for me, sharing some wisdom, and at some point we'll figure out whether we're going to monetize it or not.

Jaime: It has a ton of really good advice. I highly recommend everyone go check it out, especially if you're in the early stage of business, because Rick definitely has tons of experience with this, and they're super short actionable pieces of information that you can take and use right now. Everyone check out businessbyday.com. I'm trying to convince Rick to get a podcast too, so we'll see if that comes later.

Rick: We're going to do that, for sure. I'm excited about that. That's on for next week.

Jaime: Perfect. So we'll check that out too. Thanks so much for coming on the show today, Rick. I appreciate it.

Rick: You bet. Happy to be here. Thanks.

Jaime: I love how down to Earth and really tell-it-like-it-is Rick is. If you like that style, you're going to love his website, which is businessbyday.com. But also he just launched a brand new podcast, and I know you love podcasts, so check it out in the iTunes store - it's called Business By Day. Download, subscribe, make sure you review it - it's a brand new podcast so we want to get as many reviews as humanly possible. It's going to be bite size chunks of wisdom that you can implement straight away. I hope you enjoy and check it out. Have a great day.

Announcer: Thanks for listening. You can find out more great information like this on EventualMillionaire.com.

 

Tags: business management, business system, millionaire interview, Rick Day, selling businesses, time freedom

Categories: All, Business, Business Model, Entrepreneurship, Hiring/HR, Millionaire Interviews, Systems/Processes

---