266 Dan Rogers

Jeffrey Feldberg: [00:00:00] Welcome to the Deep Wealth Podcast where you learn how to extract your business and personal Deep Wealth.

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Dan Rogers never expected to go from rolling burritos to becoming the CEO of his own company Point to Point Transportation. In define the odds and always looking to challenge the status quo, Dan helped to grow a quick serve restaurant chain, tripled annual sales from an existing book of business, and pivoted his own company to navigate tremendous growth: [00:02:00] the 2008 recession and being listed for seven consecutive years of INCs 5,000 listings.

Dan is committed to advising companies on how to be a Sale Sidekick, cultivating value for both our clients and employees. Dan's passion is coaching individuals so that they can clarify their vision, construct a plan, overcome obstacles and reach their goals. In the Sales Sidekick bootcamp, he shares the strategies and tools you can use to achieve those goals. Dan's focus with Sales sidekick is to help clients wellbeing, build confidence, and inspire them to succeed.

Welcome to the Deep Wealth podcast, and we have a friend of the community who is back a fellow business owner. Podcaster, someone who is a creator all round, terrific guy. An incredible story, will have it in the show notes for the original interview, and he's here to keep us updated on how he can well, I'm gonna ask some rhetorical questions to our listeners.[00:03:00]

Do you wanna scale your business? Do you want to grow maybe 10 x what your revenues and profits are? Well, That's what we're gonna be talking about today. Dan, welcome back to the Deep Wealth Podcast and absolute pleasure. and Dan, since you were last on the podcast, our community, we've just been blessed.

It's been growing so, for all of our new members. What's the story behind the story with you? Dan? What got you to where you are today?

Dan Rogers: I dropped out of college to roll Burritos is the secret of my success. That was the best decision that I made. That was the decision that led to all of it. Yeah. Yeah.

Jeffrey Feldberg: Yeah, you know what truth is stranger than fiction, . And, and again, for the origin story, what we'll have in the show notes

podcast, but you've done some amazing things from rolling burritos to your business, to the pandemic to, here you are.

I know after we recorded the last podcast offline, you and I were talking.

We said, wow, there's just so, much here. This really deserves an episode in and of itself, so, let's pick up where we left off and why don't you share with our listeners what's been going [00:04:00] on in terms of, I know you're coaching and you have systems, and you're helping business owners scale and grow.

I mean, Who doesn't want that? so, what have you been doing on that side? Dan, fill us in.

Dan Rogers: Yeah, so, what I realized when Covid gave us that pause to sort of reflect and I reached out to just try to be helpful cuz I was bored I found out that my past experience could be helpful and so, we just went and found people that looked a lot like we did 20 years ago and said, Hey.

I'm fairly certain I can compress time cause I got a 20 year head start on you and I've already made all the bad decisions and we're for us to survive 'em so, in trying to explain that there was a fair bit of documentation and systems and process. Cuz we couldn't have run the businesses that we had without.

but, But so, much of it was baked into onboarding and everything else. so, to try to communicate it to somebody who was truly external, who has their own entity was, we're very There are too many to count, but at this point, I would say [00:05:00] dozens of other business owners that were gracious enough.

To learn with us as we were trying to figure out how to articulate this stuff in ways that was accessible to somebody who isn't on our payroll, who isn't completely already inside of our ecosystem, so, that was highly informative and very fortunate that we got to do that with, like I said, folks that were gracious and generous enough to sort of learn with us.

Jeffrey Feldberg: That's amazing because you've taken your own experience and now your systems, your strategy, you're applying it to other businesses. so, I'm wondering now that you've left your own universe and you're working with other businesses, are you seeing some common themes or trends and if you are, What's the biggest mistake that you're seeing most business owners are making that you're able to come in and fix quickly?

The low hanging fruit.

Dan Rogers: Yeah, so, the first thing that, that I would throw out there, and a little bit of this is to shock folks, but I'm not shock, I'm not saying it it's really more just to get 'em to pause again to think for a second. so, and I've suffered all of these things I'm gonna point out are things that I [00:06:00] suffered myself. And if I'm not careful, I do them. Still today, so, we all suffer from special Snowflake syndrome.

There's only one business model. There's only one.

Sell it for more than you bought it for. That's the business model. That's the business model. And I actually point to point and our barbell is the business model and the barbell itself is the company.

And the upper P on our bell. Bell is the people that.

The lower P on the barbell is the people that we pay, and that is the only business model that there. There's only one, and because I'm a systems guy it's all of the things that you think make you special are not they are incredibly valuable to the marketplace, but the marketplace doesn't care.

If you can just accept that you're the same as every other business, you can be wildly successful. Most of us are so, and again, suffering. I have to be careful not to suffer from this myself. I did in my. thinking that what we do is somehow special or different. It's like, no, it's just another system.

Jeffrey Feldberg: Okay, Dan so, some humbling words for us all, and [00:07:00] let me ask you this. When we check our egos at the door

and we acknowledge, we admit, we accept, okay, you know, really what we're doing isn't that special, not that much different than anyone else. What happens next? Once we've accepted that, once we recognize this, then what?

Dan Rogers: so, what I would say is at that point, then we can say, okay, in that lens, maybe what I'll do is just for a moment is rather than think about it as a business, I'll think about it as a system.

Jeffrey Feldberg: okay.

Dan Rogers: System is a word that we've all heard, but if you look up systems dynamics or if you get in on that there's a whole field of study in that.

And we know quite a bit about systems. It's different than business. At a distance, if you squint your eyes, they look similar. But when you get in on how they work and how they're organized, they're wildly.

and so that would be the first thing is the benefit of saying I'm like every other, there is only one business model is it makes it very easy then to take a systems approach to, how would I design my business if I viewed it as a [00:08:00] system first and a business second.

Jeffrey Feldberg: Okay. so, Systems. Systems and more systems. That's our savings, grace. That's what's gonna help us scale and get out there. Am I getting

Dan Rogers: Yeah. And what I would say is, what, what I think the current challenge is that every business, at least in the West has is corporation, right? They're corporations. And I don't wanna put anybody on the spot, but we'll just see it's a little bit of a quiz. so, the root of corporation is corpus, right?

so, what's a corpus?

Jeffrey Feldberg: What's a corpus?

Dan Rogers: it's a body.

Jeffrey Feldberg: Okay.

Dan Rogers: It's a body so, I'm gonna just set that aside. It's a body. Now, if I can I just quickly review the four levels of systems in the world of systems?

Jeffrey Feldberg: Absolutely.

Dan Rogers: Yes. Okay. so, in ascending order, the most simple system is a mechanistic system,

Jeffrey Feldberg: okay.

Dan Rogers: The function of the system is fixed. There's no choice, and the parts inside of it, the vital essential parts inside of it have no.

Jeffrey Feldberg: Okay.

Dan Rogers: It's a machine. A [00:09:00] clock, a wristwatch, right? That's a mechanistic system. The next level of complexity, The system has choice, but the parts have no choice. That's called an organism or a biological system. And that you can grade these out inside of each one of these levels.

But we wanna keep it simple. so, that's an organism. If we go up one level higher and say, system has choice and essential, vital parts have choice, we have a societal system. right? And then if you're falling along, you might know what the fourth option would be is system has no choice, but the essential parts have choice.

That would be an ecological system

And so, those are the four levels. And respectfully, what I would say is, is most businesses , I've supported the Fortune 1000 for 30 years. That's what my career is. Publicly traded companies in the United States are designed as organisms, biological systems and run like mechanism systems,

they're misdiagnosed. They're [00:10:00] societal systems because when you have, a body is a body. It's not bodies, it's a body. And what I did not know the last time we talked, Jeffrey, I couldn't articulate it that way and I certainly didn't know it when I started doing all this 25 years ago, is I intuitively designed my business as a societal.

So, what we're doing with the sales sidekick effort in our movement to try to redeem work is we are attempting to demonstrate and learn with the community of what an organization would look like and how it would function within the laws and for-profit and all that. If it had a societal system design.

Now I've got about a 20 year head start on the rest of the community, but that's what we're doing. That's what we're doing.

Does that make sense?

Jeffrey Feldberg: Hey I'm, I'm hearing you on that and I know that some of the listeners are saying, okay, Dan, yeah. What you're saying makes perfect sense. Let me put it together though. Can you give us an example? Can you illustrate, where it was with your system now that you're putting in place

where it went to and the results?

What happened?[00:11:00]

Dan Rogers: so, me, let me speak to maybe like how a body is being run like a machine. so, your body. . Like A heart doesn't say well, I gotta optimize my

heart, .It doesn't say, how do I get more? I mean, It just trusts that it's gonna get the oxygen it needs and that the CO2 is gonna get dealt with and it'll get the blood and all that.

But when we get inside of a corporation, I have a customer service problem. How do we optimize, how do we go to scale? How do we do all these things like so,? It's the violation of optimizing of hearts in addition to potentially not designed as the right system. That's why we have all these challenges in the workplace.

so, what it starts to look like is, I think when you arrange a business as a system and as a societal system, you end up with three core processes. You could end up with more if you wanted, if you wanna make it more complex, you could certainly call 'em whatever you.

But the function and a purpose of a societal system, there's only one pump purpose and a function is to develop community.

As you ascend the levels of systems [00:12:00] each. Lower level, those requirements become a table stake. They become the requirements, not the objectives. They be the lower level objectives become the requirements of the next level up. So, a biological system.

It's purpose is to survive. is to live so, a societal system as a requirement has to. . That's why I can only work with folks that have a stable economic platform. If you haven't figured out survival, there's other people that can help you. I'm not your guy, but where we can be helpful is if you've got that, then we can say, how do we step up to that next level and how do we start developing community?

And it looks wildly different than growing revenue and all that other stuff. What happens and the language is terrifying to people on some levels, but it's just the only language we have is that you go out into the community that you're serving

And how you develop 'em is for fun and for free. No strings attached.

You give away stuff [00:13:00] for free, and it's not like Starbucks gift cards and stuff like that. You know the community well enough that you're helping them develop in a way that they wanna be.

And then when you're good enough at it, they say, holy smokes, I've gotta pay you for it. And at that point, we get to the second core process.

First process is core community development

Is then customer journey.

And because there's only one business models, there's only four customers in every societal system, the providers, the employees, the customers, and the clients so, then in all four of, sub-processes look very much the same, except because we're not obsessed with obsess of optimizing parts.

We're obsessed with coordinating interactions. And is that the only difference between those four sub-processes is that they are customized to honor each one of those four different perspectives of the customer

but if you look at a. Those four customer journeys are almost identical.

They're just slightly different because how you onboard a provider looks different than how you onboard an employee, [00:14:00] right? But the same care and consideration that you would with an employee is the same care and consideration that we take with a provider. It looks wildly different. People that we look to quote unquote be our providers.

They don't understand why we're so, obsessed with trying to make a money

Jeffrey Feldberg: And so, Dan, let me ask you this, and I don't wanna oversimplify and please step in it if you feel I'm doing that. Really what I'm hearing you say to me resonates because as business owners, if you go back to the beginning of time as a business owner, why are we on this planet?

We're on this planet to find a painful problem and be world class at solving that problem.

And only when we're looking after. , our clients, the community, society at large. When we help enough people get to their goal, then we become successful and we can get our goals. How am I doing on that?

Dan Rogers: Absolutely. And I, I probably said this last time and I should probably start with this as a standard just acknowledgement,

I am unaware, and I'm not, I don't say this lightheartedly, I, I do not know of any single individual person's [00:15:00] story where they've been successful,

honorably, that hasn't done precisely what I'm talking.

So, everyone understands this. What happens is because we have the wrong system design, when we get inside of a corporation, we can't execute so, even when, cuz I've had passionate conversations, borderline arguments with other business owners who are like that's what I do.

And I'm like, no, it isn't. And they tell me about some great salesperson they have that has the same approach. And I'm like, do all your other salespeople. Does their job description say they're supposed to do it? No. That person is showing up as an individually. Individually, fantastically. But your system isn't designed to say, this is how we show up and this is how we interact.

But yes, everything that you're saying is right on the money. We might have just been incredibly fortunate or people just took pity on us but that first round of folks that we.

I think they were like, Dan doesn't really, he can't articulate what he's saying, but it so, speaks to my code, d n a, that I [00:16:00] want it to be true.

And because I have an economic platform, that I can count on, I'm willing to test to see how this works, right? Because that, it is in fact that's, it's, if you look at what has. I'm assuming folks listening to your podcast are honorably successful. If you were honorably successful, look at what you really did.

And then , if you wanna catch yourself a little short, then look at how you designed your system and you'll be like I didn't ask people to be the way I was. I'm not asking people to be the way I was. I'm designing it the way MBA school tells me. Design, sales and marketing or finance or whatever the

silly job

Jeffrey Feldberg: so, Dan, let me ask you this because I remember from our last conversation, and in the system, you've shared it here again,

what effectively you're saying is, Hey, do whatever it takes to make sure your customers are successful, that they're making money, that they're winning, and I know in your company,

you empowered everyone in the company to do whatever it takes.

Get it done first. Tell me about it [00:17:00] afterwards, and don't worry about what it

Dan Rogers: Yeah. Yeah. so, we have their Get Outta Jail card has been revised since I was on your show.

This is their Get Outta Jail card. Literally, when we do a team meeting what we do is start annual kickoff and not on the quarterly stuff but when we're having a big meeting and reminding everybody, it's look there's three steps the process.

Be opinionated in writing or audio, but capture what you think and.

Then because we're a systems company, the second step is put it in sequence based on your opinion. Where are we in the sequence? Third, tell the truth. That's it. Be a truth teller. And if you can docu, if you have that either documented or you have audio I'll write the check and I reserve the right to coach you about what that is, but that we'll learn.

Either we will blatantly install everything that you just did, or we will coach you along the ways of why. But what I want them to be is be opinionated cuz you're opinionated anyways, but just own it. And because we have a sequence, where does it fit in the sequence? And then it's super simple to tell the truth at that point.

that's what it looks like. And folks, the team that we have now [00:18:00] ha, is fully embrace it we've been able to articulate better before they join the team and so, that's what they're doing. And so, we're using language like what's your opinion on that?

Jeffrey Feldberg: Sure. And so, speaking to the business owners.

The leaders, ourselves that we're running the companies. Where does it go off the rails? Dan? What should we be looking for? Telltale signs, the red flags that hindsight's always 2020. Yeah. Gosh. We went off the rails. I should have seen it.

It was right there in front of me. I missed it. What should we know? What can you talk to us about that? Coach us through that.

Dan Rogers: So, what I would say is not having real time interaction with reality. with the marketplace, with the community.

Jeffrey Feldberg: And can you give us an example of that?

Dan Rogers: So, give you an example. When you don't have it is when we're fortunate enough that people just send us money no matter what we do. And every sort of successful company can get to that place.

Right? Where you've been so, great in your past. and you are so, good in your present. You don't actually have to go out and talk to people anymore,

And at some point that will, [00:19:00] some of us live two seconds in that moment and some of us get to live 200 years, but no one gets to live forever.

I think that's the telltale so, what the language that we use. And the first person that I sort of hold responsible for us having that Covid baby called Sales sidekick is a guy named John. I won't use his last name. He can remain anonymous but he said, Dan, I have to pay you for what you're doing.

He was the guy that convinced us to do this. Just like what we talked about, when the marketplace tells you, you gotta take money for it. That's a good idea. John used the language of listening.

And so, we go out and listen. so, we are, our community development team tracks their key metric, their KPI is minutes listened in the community.

Listened. Not talking and with, and we tell everybody, we record everything we do. You can ask us not to and we won't record but we tell you, we record everything. We record everything we do. And cuz we want, we're systems. People wanna, we, in case we're smart, we wanna make sure we can capture

it. And so, we actually are not, we did an hour long phone call in the hour, long phone call, we [00:20:00] were listening this many minutes.

That's the metric. Not sales, not any of that other stuff. That's what it starts to look like. It's wild. But if you've got a system then to process that data and turn it in information and get some knowledge and get from the knowledge and get some understanding, and then maybe even play it into some wisdom, then you can really start to create value for a marketplace or a.

Jeffrey Feldberg: so, then let me get this straight. so, one of your KPIs is not how long a meeting is. But what percentage of the time that you're listening and you must have a minimum threshold, and I take it, the strategy here,

talk less, listen more,

play it back after the meeting is done,

and maybe you miss something, put that all down in your nose,

but you're looking for potential pain points, areas, perhaps where the company's dropping the ball, where you might be able to help them.

Am I understanding that?

Dan Rogers: Yeah. so, gimme an idea. And again, it's all tied together. So, we will start a listening tour with an opinion.

Jeffrey Feldberg: Okay.

Dan Rogers: Of some sort and then to put it in sequences. Let's go confront reality and so, [00:21:00] say for the, the sake of argument. We, are working with somebody who is concerned with product marketing managers, So, we would start based. The client that we're working with, they would tell us what they think about. We say, okay, that's cool. That's an opinion. Then we go out and listen to 'em and we talk and we'd ask 'em some questions, and then we would form an opinion based on what we heard about what they really think about.

If you talk to 20 of those people, doesn't take a rocket science to figure out, geez, these are where all the common pain points are. And if you talk to 20 people across four different companies, it doesn't take a rocket science to figure out maybe this is a systemic problem with pmms in general.

It's not super hard to find out what these problems are. And here's the other thing is, people love to talk about themselves and so, they end the call and most of the time if we've done our part, , they feel great and you repeat back to what they think they're fantastic and so,

then we usually end the call with something along the lines of, Hey, we learned a lot. Thank you so, much, this was fantastic. If we could, we'd love to double back with you and [00:22:00] report back to you what we've learned in these other conversations Would you be receptive for us to share our findings with you?

And that one depends. There's people that they're almost always very gracious to share. I'd say we don't have hard numbers on this, but my experience when I was directly in front of it is probably about a third of the people say yes.

And then you get to come back and test your findings. And all we're doing is we're gonna just stay in conversation.

and listening to the community that we serve, cuz that's what a community development team does. So, we model that. We have an intentional demonstration,

That we first do with the client and then we coach the client so, they can do it for themselves. And then that's just what you do

Jeffrey Feldberg: but really,

I mean, you know, Talk less, listen more people love talking about themselves. to me, you know, it, strikes me like uh, thunder or lightning. It's,

How do win friends influence people?

Dale Carnegie classic book, so,. really it sounds like what your system is doing, it's deliberately systematizing as the saying goes. Common sense that isn't

Dan Rogers: Yes. And this is another [00:23:00] standard disclaimer, which I hope I said last time, and it's, I have not figured out a single.

Not a single thing. I have nine restraints. Number five is don't be arrogant, copy off the smartest kid in class. Like the, not, the only thing that I could pseudo take credit for is I make some connections but they are other people's wisdom

there's not a single other than just curating or sequencing. But this is all stuff other people's.

All stuff that we know

to be true stuff that's

survived for thousands of years.

Jeffrey Feldberg: Great example, it doesn't have to be original, you don't have to be the first person to invent it. You can take what others have done, make it your own, make it better along the way.

Maybe you're already doing this, perhaps you've thought about this, but is there a book in the works with your system just to get that out There Yeah. Oh, I love

Dan Rogers: Yeah. Yeah. so, I would say certainly by the end of the calendar year it'll be out. We're hoping it'll be sooner than that. Cuz folks like it and they're like and what's also ironic, cuz I think I mentioned this previously, I'm a systems guy in general I think the universal system, I think universal pool system.

I try to fit [00:24:00] myself to that system. so, consequently, I. And it's ironic that the boss, whoever's running the system, has made me the person to present this because in, as an individual I can get super pushy, but when we design systems, we design 'em really well, and then we hire people that can execute that so, as an individual.

I suffer from all the things that we talk about, but as a creator and as a guy who puts systems on grade boards that eventually return into.

We design them in ways that are consistent with universal law for sure.

Jeffrey Feldberg: Well, then you'll have to come back

when that book comes out, we'll have to have you back, talk us through the book and, we'll put it out there, get the community reading it and prospering from it. And really you've given us the big picture overview. Each one of those areas could easily be an episode.

in and of itself, I'm wondering if I could just put you on the spot and ask, is there a story that you can share just to highlight, you know what, Jeffrey, this company came to me and it was XYZ dollars and this wasn't happening and that wasn't happening,

[00:25:00] and then started working with them and ABC months later, boom, here's where things went.

Anything that comes to mind?

Dan Rogers: I think the one that would come to mind that would be the one that I would rabbit hold the least on is try to respect people's privacy and all that good stuff. Were still working with a professional services provider and so, they sell professional services to professional people and they were a rainmaker wildly successful rainmaker.

Highly honorable nice small, dedicated team. And doing just fine, but felt like they could do more. And they were. As an individual. And when they were talking to people, they were honorable, but they were definitely doing some traditional push marketing and lots of email campaigns and all that stuff.

And so, we started working together and we are continuing to encourage them. We're mid process but I think I feel very comfortable saying that in very, very short order. The rainmaker's perspective has gone from, I have to be the one person that closes [00:26:00] every one of these accounts, to being, I can be the, his word, not mine.

The shepherd of not only my business, but the community that you're helping me develop.

Jeffrey Feldberg: Wow.

Dan Rogers: That's what it looks like. This was a, guy that was pretty,

And certainly he's a man of deep faith and, you know, good guy. But he's found a much higher calling and was not exactly in the basement when we met him.

that's what it looks like.

Jeffrey Feldberg: That sounds really exciting with what you're working on behind the scenes and getting that there. And, we're gonna put all these things in the show notes of people towards the end of this so, we will, we'll get the links and people will be able to point and click and get that out there.

But let me ask you this Dan so, someone has now internalized your system. You've taught them what they should be doing, what they shouldn't be doing. It sounds obvious, but I don't think it is so, obvious because you're right. We get the social programming, it puts us off the right path, and we're really all these red herrings and we're going down the wrong path, trying to do all the [00:27:00] wrong things, trying to get the right results.

When you get us back to center with your system, what can we expect in terms of business results, mindset, what's that looking like?

Dan Rogers: Yeah. so, Cuz we keep it real. So, I'll talk a little bit about what we're working on. That's the next thing coming up. What I realized in working with these incredibly gracious people, because to work with us that early was incredibly gracious. I always say, I reserve the right to learn more than you.

We realized that we needed individual training cuz Right, and so, we started this thing called Intentional sidekick and worked through a couple rounds of testing with really gracious folks that were making mistakes at full speed, which is restraint number nine by the way. But Because where I think where we'd like to get to is we'd say, look, if this sounds interesting to you, here's some individual training for you.

And this will either speak to your heart and you'll think it's great or you'll think we're totally crazy. And either way, I think we've served you you know which way you're supposed to go. you got that individually, then you might have a little bit more fortitude to do this as a [00:28:00] business.

I think that's ultimately the route that we're gonna take despite that isn't the route that we walked. What I saw how the businesses were acting were similar to how the business people reacting is there was no intention.

Or very little intentionality.

What there was is everyone was just reacting, right? And so, it's like, look, we have to slow the game down. Enough that we can be intentional and so, I unfortunately can't claim to not know what I've been doing for the last 25 years. It doesn't mean I've executed purposely. I mean, It just means that I thought it was a good idea or I knew I was being selfish one way or another.

Right. And so, . But having that is an incredible book of reference for me to be a little bit more intentional all the time. And it also provides a massive repository for learning. so, ideally, what we're gonna get to Is so, how our companies are arranged now is, we do four day work weeks.

The company shuts down for two weeks, two different times. Cuz we believe in oscillation cuz we're a system. We have things like it's called the Sidekick [00:29:00] Oscillation Time Away program, which you're essentially you and your team decide how much. Time you're gonna take away from work. We encourage, by the time you add it all up, we're asking you to basically not be here for nine weeks a year because we want people to be on fire when they're here.

And, but we've designed a system that can support that level. And that's, I think the opportunity that business people have

Is we have a chance to design a system that can produce that and I'm not kidding. We do Zoom calls a lot. That's what most of our stuff is. We've got people in offices.

But we're mostly a virtual company. We very rarely ever do face-to-face client meetings cuz based on where they're at. People beam on these calls. If you're in a community development,

And your job is to go out.

Your purpose is to create value in every interaction and give away things for fun and for free with no strings attached. That's a pretty cool job to have

Jeffrey Feldberg: I would say so, yes.

Dan Rogers: and when the other person finally figures out that there isn't some [00:30:00] angle or whatever, that like literally the nut head that you're working for just thinks that we're gonna learn enough in that interaction that we'll be okay in the long run.

Then they are like, oh my God, this is amazing. Right. We have a lot of fun at what we're doing despite the fact that we're trying to get some real serious results. I'm on a mission to redeem. the word, the place, and the way we do it. That's what we're trying to do with the system that. we're talking about.

Jeffrey Feldberg: We're gonna start wrapping up here, but at the end, and we'll put this in the show notes for people to be able to reach out and have you coach them, have learn the system, ask questions. We'll definitely put that there.

But, wow, there's just so, much to unpack. You love what you're doing, you're bringing us back to basics of where we always should have been. But unintentionally we've been redirect in the wrong direction. And so, you're really doing some incredible work. And thank you for being just, so, out there and willing to, Hey, let's try it on ourselves, see if it works.

And yeah,

look at this, it's working. Let's bring it to other people. Let's be the changemakers out there, which is, really at the heart [00:31:00] of what we all do, so, I heartfelt. Thank you for that so, Dan, let's put a pause on things and you answered this question before.

It's been a little bit of time. You've changed. I've changed. The world has changed. I'm sure we'll have a different answer. Can't wait to hear it, but I'll just remind you. I'll set up the context for the question. so, think of the movie Back to the Future, and in the movie you have that magical DeLorean car that can take you to any point in time.

so, then here's the fun part. It's tomorrow. You look outside the window, there it is. The DeLorean car. Not only is it sitting there curbside doors open, waiting for you to hop on in so, you hop on in and you're now gonna go back to any point of the younger Dan

as a young child, teenager, younger, adult, whatever points in time that would be, what are you telling your younger self in terms of life wisdom or lessons, or, Hey Dan, do this, but don't do that.

What would that sound?

Dan Rogers: so, I would still have the same answer, which I'm gonna repeat, but I'll try to actually answer it. But I just gotta go on record. Because of what I said before I don't wanna [00:32:00] be anywhere of that other, where I'm at. I really do. And that's the best part about what an intentional life is like you get to love where you are, but to play along because I don't wanna be but that truly is my, that's answer one,

If I could be smarter than I am, if I got to be smarter than I am, I would go back to the 24 year old and say, look, you are inspired because these people that you work for are giving you authority to try all these ideas and outside forces are gonna try to figure out why you are great or what you are.

You are a systems guy.

And what you need to do is focus on systems and then find other people who are communicators, , and leaders, and all sorts of other people to take your crazy ideas and package them in ways that are digestible for normal folks, that's what I would go back and do. And fortunately we've got we're surrounding ourselves with some of those people now, but it would've been way more helpful earlier in [00:33:00] the process.

Yeah. so, I've been misdiagnosed as to what I've been for a couple times.

Jeffrey Feldberg: Clearly you're learning, you're making a difference, you're doing all the right things.

Dan Rogers: Restraint number nine. don't wait on perfection. Make mistakes at full speed. And, guilty is charged for

Jeffrey Feldberg: done is better than perfect. And so, then for our listeners who wanna reach out to you, they have questions, they wanna learn more. Where's the best place online they can find you.

Dan Rogers: so, I think LinkedIn, I'm Dan t Rodgers on LinkedIn. If you message me there, I will respond. And if you wanna talk, I wanna talk. I reserve the right to learn more than you we'd love to be helpful. I think people reach out on a fairly regular basis and I think they're blown away when the crazy dude that was on the podcast shows up and it's all about them and there's time and I've met with people.

Some have turned into clients. A lot of, we ran. Half a dozen times and nothing happened. And that was totally fine. We will demonstrate what we talked about in reality. I just wanna be helpful and if we figure out how to better articulate this, we can redeem work.

I'm just trying to play my part [00:34:00] on that squad to redeeming work. The word, the place and the way we.

Jeffrey Feldberg: Terrific. Then it's an official wrap, a heartfelt thank you for sharing your wisdom and your insights, and as we say here at Deep Wealth, please continue to prosper and say healthy and safe.

Dan Rogers: Thank you so, much for having me. It's great seeing you.

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Jeffrey Feldberg: Are you leaving millions on the table?

Please visit www.deepwealth.com/success to learn more.

If you're not on my email list, you'll want to be. Sign up at [00:37:00] www.deepwealth.com/podcast. And if you enjoyed this episode, if it added value, if you walked away with some new insights and strategies, please leave a review on your favorite podcast channel. Reviews help us reach new listeners, grow the show. And continue to create content that you'll enjoy and as we wrap up this episode as always please stay healthy and safe.