0:02 

Hey, guys. Welcome to the call today—or the webinar. Give me one if you can hear me.

0:08

Give me a—give me something. 

0:09

Let me know if you can see me, and you might be able to see Tom as well. Tommy Fry. Let’s see if you can see him. Let’s see. Okay. Thanks, Thomas and Donald.

0:21

Yeah. Thank you, guys. Good deal. Reggie. All right. All right.

0:25

I see a bunch of you guys coming in. Yeah. Don’t laugh. Well, you guys are about my age or older—Tom and Tim.

0:33

I’m having slight video difficulties, but we don’t really need the video. But I got like a hair—losing-my-hair, 55-year-old-dude treatment today. So they’re going to take blood out of me— they’re going to take blood, spin it around in a centrifuge, and then inject it into your head like stem cells. It doesn’t really regrow your hair—I’ve done it a few times—it just stops you from losing hair. So I’m like, if I could buy another five years with thinning hair rather than no hair, I’m in. It’s not that much money either, so it’s pretty affordable in the grand scheme. But with the hair on top—you ever see those visors with hair on them? Dude, a friend of mine, a guy I know who’s a plastic surgeon, goes to me, “Brian, you gotta get a red light hat.” He said, “I got one.” He has one on a little bit, and he wears it. And he swears by it—that it’s helping address issues.

1:38

And yeah, Thomas is like, “Bald is the new cool.”

1:41

And I’m like, dude, I am on my way to bald is the new cool.

1:44

I’m just putting off the day that I get there. That’s all.

1:48

I know that I will be there at some point—just don’t know when. Donald, you’re also bald?

1:53

Okay, sweet, man. I didn’t know that.

1:55

Alright, well, let’s get into it.

1:57

So I had made a bunch of slides, but I was speaking with Tom yesterday and Tom and Tim a lot the last month or two. Let me start with an introduction.

2:06

And then what I’m going to do is do more of a panel where I’ll tee them up and let them talk and ask questions. And they’re good.

2:15

They can talk for a year without any input from any means.

2:18

But uh, but I want you guys to understand.

2:20

So first, since he’s on the screen, I’ll introduce Tom first.

2:23

So Tom—or Tommy—not Frey, it’s Fry. I’ve known him a long time.

2:30

I met him originally, I don’t know, 12 or 15 years ago, through CID, and they had been together in the automotive industry at different companies over the years.

2:40

They worked at Toyota corporate, they worked in dealerships, and they’ve both been general managers and finance managers—and probably worn all the hats. So we became friends, and I have a lake house right near Tommy and Tim’s lake house.

2:57

They also live east of Atlanta on the same lake.

3:01

And they also got involved, you guys, about four years ago in ERC.

3:07

And they were at one point, number one.

3:10

I think they finished three and their partners.

3:14

So they might have finished third or fourth overall.

3:17

And they recently got paid for their last deal.

3:19

So, which was awesome because they’ve been around waiting just like everybody else.

3:23

And they probably got their own stories, just like we all do on that front.

3:28

But we had been working on other things, and Tom and Tim and I talked about that kind of stuff a lot.

3:34

And I wanna say, Tom, the evolution of this, the whole healthcare, the small business, telehealth and the healthcare, came from a relationship you had going back like 30, 40 years.

3:45

Yeah, actually almost 50 years.

3:47

So it was a guy I went through school with—from first grade all the way through.

3:51

He and I have known each other and always stayed in contact and been friends for that long. I’m 50, so it’s been a while.

3:56

That’s how we got the deal.

3:57

If you guys want to know how we got the telehealth deal to be a sweetheart deal, it’s because Tom knew the guy since kindergarten—or first grade—and we were able to kind of get in with the telehealth vendor, cut deals, and make arrangements. But let’s not go into that.

4:12

We’ll do that kind of stuff later.

4:13

Let me also—he’s not on video—but let me introduce Tim Pearson.

4:17

Tim is Tom’s partner.

4:19

I’ve known him on and off for about five years through Tom. Let’s see—originally—I’m gonna say it wrong. Tim, Minnesota?

4:31

Was that wrong? I knew it.

4:32

I knew if I said Minnesota, it was Wisconsin.

4:35

Yeah, yeah. All right, good comeback. So, a corporate career, got into insurance. Most recently, I think he also served as the president of a builders’ association in his county.

4:52

Both of them are really connected with businesses.

4:56

Unlike most of us who have made our connections via marketing, they’ve done theirs through insurance or other related products and built the same kind of relationships a lot of us have.

5:08

So, when we got started thinking about how to roll the telehealth out, Tom and Tim—not only are they co-founders—but they’re also the number one salespeople, the original salespeople.

5:21

I want to let them talk about some of the earliest deals that we signed up for.

5:25

And I say “we,” and that’s generous—Tom and/or Tim signed them up.

5:29

Honestly, Tom, why don’t you start and talk about it? Because we were within two weeks of letting this group go live—maybe even less. And we’re obviously going to do all the step-by-step stuff, but a lot of times it’s the color—it’s the stories—that really connect people and make it real.

5:45

Then you can share how flippin’ easy it is, because you also did ERC. You can share the good and the bad, vis-à-vis, and kind of weigh it out. And so can Tim.

5:58

Yeah, so like Brian was saying, I’m always looking to figure out how to monetize something.

6:05

I’ve always been a big-picture guy.

6:07

I look at every opportunity like—how can I do something with that?

6:11

I connected with my buddy—we were actually over a couple of bourbons—and he said, “Yeah, I’m working for this guy. I’m doing this…”

6:16

He said they were going into the banking space, doing this telemed stuff, and all that kind of thing.

6:20

And I was like, “Huh. Can you white-label that to me?”

6:24

He said, “Well, we’ve never really done that before, because we primarily stay in our lane in the banking space.”

6:29

That’s what we’re talking about.

6:30

So that was it’s almost two years ago ****. I sound pretty close.

6:34

Yeah, it’s been a long time. So we—we looked at it, looked at it, looked at it. Ate it six ways to Sunday trying to figure out how to make this thing work.

6:47

Contracts back and forth, contracts back and forth.

6:50

We walked away from the deal twice. There was another company—a provider—that was going to do it a little quicker.

6:56

And I know you guys have been hearing about this thing for a while. The main thing is—we wanted to make sure when we rolled this thing out that it was real, that it was good, and that the deliverable and fulfillment side of what we’re doing is really, really solid.

7:10

The one thing you don’t want to do with any type of subscription service is—

7:13

At least, from the buyer’s point of view—

7:15

We don’t want to turn anything, right?

7:16

We want to build on this.

7:17

We want people to look at the app on their phone and think:

7:21

“I know it’s this amount of money a month, but there’s no way—I get so much value, I can’t delete it.”

7:29

“I can’t unsubscribe. There’s just too much value.”

7:33

So that’s been part of the deal. The company that we partnered with to get the benefits—their Google ratings and everything are just outrageous.

7:42

They are very customer-centric, which aligns perfectly with the kind of experience we want to deliver.

7:48

Well, Tom—so talk about the first deal, the first client you signed up.

7:52

What did you say?

7:53

What was their response?

7:54

Tell us about that reaction, because since they haven’t done it yet, it’s not going to seem as real if I explain it.

8:00

But since you’ve closed a bunch of deals, share that.

8:03

So we were just sitting—and as a matter of fact, we were at the Helps. You know, we know a lot of the guys. Tim was president of the builders’ association, so we know a lot of the builders and tradespeople around. One of the guys, Jeremy Cash, is a painter, and he has a lot of guys who paint for him.

8:17

We said, “Hey Jeremy, just a quick question—if you could provide a telehealth product for your people that would cover them, their wife, and up to four kids…

8:27

No deductible, no co-pays, and no limit on how many times they could use it—

8:32

Do you think that’s something you’d want to buy for your employees?”

8:36

“Say that again, Tom. That was so good.

8:38

Say that exact thing one more time—I want everybody to really listen to what he just said.

8:42

Pay attention to the exact phrasing Tom used.”

8:45

Jeremy, if I could provide you with a telehealth product for all of your employees—buy it for them—and it would include no deductible, no co-pay, coverage for husband, wife, and up to four kids, and unlimited use…

8:55

Is that something you see as valuable that you’d want to buy for your people?

9:00

And the next words out of his mouth were, “Where do I sign up?”

9:03

Well, we weren’t quite there yet—we wanted to be, but we weren’t there yet. So that was the very first conversation.

At the same time—Jim, you can maybe help me—I can’t remember what the other two guys did at the table, but one of them owns a ton of businesses and said, “I’ll roll this out to all of them. They’ll love this.”

9:28

I can’t remember if the other guy—was he a painter, Jim? Jeremy’s guy?

9:32

He’s a builder.

9:34

And again, he was like, “My subs would love this,” right?

9:38

So, um, here’s, here’s some of the other benefits. So, let’s say Jeremy’s a painter, right?

9:43

This guy doesn’t feel well.

9:45

Well, he can try to get an appointment with his primary care if he has insurance.

9:49

It’s just gonna take, you know, you can’t just usually walk into your primary care for this job.

9:52

You’re gonna have to wait for a week to get an appointment.

9:55

Or you can go to the dock in a box, the little medical clinic, spend $100, walk in and get a prescription for a Z-Pak, or, you know, something like that.

10:04

Go to the emergency room and spend $150, and wait, you know, a ton of time, miss a day of work, and all this stuff.

10:10

So the way we look at this is—it’s a benefit to him. Let’s say one of his guys isn’t feeling well. He’s not going to leave work; he’s just going to step into the van, hop on a telemed call, talk to the doctor, get a prescription called in on the spot, head to Publix or CVS, pick up the meds, come back to work—and it costs him nothing.

10:31

And with the trades, a lot of times these guys bounce between companies. It’s hard to offer insurance, especially for companies with 40 or 50 workers—they just can’t provide it because of the cost.

10:48

The costs are extremely high.

10:49

And even for the employees, most of them are opting out because they can’t afford the premiums.

10:53

Let’s be honest—these guys aren’t uber-wealthy folks.

10:56

They’re just working hard, trying to make a paycheck.

10:59

So for them to miss a day of work, or to pay premiums—those are real burdens.

11:05

So at the price point we’re offering this, it’s an absolutely ridiculous amount of value.

That’s kind of the guy we usually connect with. We might go meet him Friday at—

11:13

Oh yeah, the Bistro.

11:15

Yeah, the Bistro. I know you talked to him. He’s a two-location restaurant owner with a lot of part-time staff.

11:21

Now let me connect the dots—Tom and Tim actually did an ERC deal for him early on, in fall of ’21.

11:26

It was about $1.2 million he got back.

11:29

And the reason I remember this one, out of all the others, is we needed a form signed—which always happens.

11:35

Gary was about to leave for vacation in St. Martin.

11:38

And remember, he was about to receive nearly a million dollars.

12:00

Everything was done—we just needed that form signed.

Tom calls him, and I remember Gary saying, “Well, Tom, can it wait like a week? I’m leaving on vacation. I don’t want to mess with it.”

12:10

And I’m thinking—a million bucks—and he wants to wait?

12:12

That was my first real eye-opener about how some business owners think.

12:16

But talk more about him.

12:17

He got a million plus dollars out at ERC.

12:20

He has got a lot of employees between the restaurants who are not full-time and don’t have coverage.

12:25

What’s his mindset on it?

12:26

So actually, we were there this weekend talking with him and a guy that he knows really well and worked with, who owns his payroll company at his house.

12:35

And we were sitting there talking with those guys.

12:38

And that’s gonna be a big end for us because this guy’s got 350 companies to payroll for.

12:44

So Gary says, hey, let’s get all my restaurants.

12:49

He said I can decide to pay for whom I wanna pay for or I can offer it to the other employees if I want.

12:58

Oh, Tom, we lost your audio.

13:03

Can you guys hear me or Tom?

13:05

Let me know who you can hear.

13:06

There’s something going on right now.

13:08

I don’t hear Tom, but I hear you, Brian.

13:10

Okay, they can only hear me, Tom.

13:15

So try it, hold on, Tom, let me, let me do this.

13:22

Let me.

13:23

You hear me?

13:24

Yep, there you go, there you go.

13:25

Yeah, I don’t know everything. I couldn’t hear you at all for a second.

13:28

Okay, yeah, all good.

13:30

Go to webinars, weird.

13:32

Oh yeah, so he’d pay for some, they could pay for some—it depends.

So I know some of the businesses, you said, “Hey, we’re just going to pay for it because we need to keep our subs, keep our contractors, our employees.”

13:45

Other ones, like in this case—hundreds and hundreds of employees—he’s willing to roll it out to them and endorse it, but he doesn’t want to pay for all of them. But he’ll facilitate a lot of them signing up, that kind of thing.

13:58

Absolutely. So the payroll company that works with Gary is able to do the collecting for us.

14:05

They’ll do it on a weekly basis versus a monthly basis, and it gets a little easier that way.

14:11

You know, the tough part here is you have individuals that you’re collecting from—individuals, right?

14:18

So business owners are paying for it—it just becomes a little more sticky, you know?

14:21

It gets a little bit better—the benefit they see to the employees—and the employee doesn’t, you know…

14:28

Even if they take it out of their check, the employee really doesn’t see the difference in the amount of money that it costs.

14:32

But yeah, so employees, you know, they do—they got their own—this is a retention tool that you can use to sweeten the deal for an employee.

14:41

And I think once they use it once or twice, knowing that you can have your whole family on this telemedicine, telehealth program, is just unruly.

14:52

And you don’t have to leave work.

14:53

Like right now, I mean, I don’t have a choice for this doctor’s appointment. But if I needed an antibiotic, a Z-Pak or something called in, being able to do it from my desk…

15:03

I mean, I have insurance, but I don’t know how to use it.

15:07

I might have telehealth.

15:08

I don’t know anything about it if I do.

15:11

Privacy—you know, it’s a lot more private.

15:13

It’s just nice.

15:14

Again, like I said, I can do one right here at my desk.

15:16

Like you said, it’s not a “I gotta go find the appointment.”

15:20

I gotta find a certain doctor.

15:21

Well, this goes with mental health as well.

15:24

There’s a big portion of that.

15:25

You know, if somebody’s feeling stressed or just, you know, having a really tough time, they have mental health capabilities on there as well.

15:35

So, ideal target clients— give me your top three and then I’m gonna ask Tim. And they may be the same, but let’s start with you and then we’ll go to Tim.

15:45

I would say any small business— less than 50— so that they don’t have or are not required to provide insurance. Even if they do, it would be everybody.

15:51

Landscapers, you know these guys— they don’t really have insurance, you know? Tons of employees. They want to do something nice for the people.

16:10

They’re usually— you know, they’re about their employees.

16:13

Usually don’t just go ahead and slam them.

16:16

But that’s— any of the trades, any of the small businesses, any of those— pick me three now, come on now.

16:26

I’m gonna put you on the spot.

16:27

So, landscaping— what else?

16:29

Restaurants. Restaurants, landscapers, and builders.

16:33

I’d say those three.

16:34

All right, let me go to Tim.

16:35

Let me go to Tim and put Tim on the spot.

16:37

Tim, if you had to pick three— all you could do for the next six months were these three verticals— what would they be?

16:43

It goes right with Tom. He hit it right on the head.

16:46

The trades, first and foremost. You can pick any group out of that you want.

16:53

Roofers, landscapers, carpenters— whatever you want out of there. They all are in the same boat, as long as you’re not in a union state.

17:02

Okay, you were involved in the Builders Association or are involved.

17:07

What trades typically have the most employees? Is landscapers up there?

17:11

Like, do they typically have the most?

17:12

Yeah, landscapers, roofers, painters— those guys all have larger crews.

17:20

And it depends on where you’re at. You may get the electrician that has a big crew.

17:24

You kind of have to take a look and see who you’re talking to and figure it out, because an electrician may do your county and two other counties and they’ve got a hundred people you don’t know about. So it’s just one of those— you gotta kind of look business by business.

17:42

But if you’re looking in the trades, for the most part, that is the number one career that does not provide insurance.

17:49

Okay Tim, let me ask you this—

17:50

Hang on, somebody just asked— I think it was Donald— what is the size cutoff for sign-up with a single company?

17:58

Is there a cutoff?

18:00

So if somebody has 20, 50, 125— is there a cutoff?

18:04

500, 1,000— you can have as many as you want.

18:06

And you can offer this as an extension benefit.

18:09

If you’re already providing insurance, offer this as an extension benefit.

18:13

Realtors are another one. Any real estate agents?

18:16

There’s thousands of real estate agents out there, right?

18:18

None of them have insurance— you’re right, man.

18:20

That is a really good idea.

18:21

I didn’t think about that—trades. And I hit on some of the training.

18:28

But having real color.

18:30

How many employees were at that meeting—the Elks Lodge meeting? You had, obviously, Gary and his team with landscaping. How many employees did you end up discussing? Right?

18:44

So we spent a few minutes talking with these two bourbons, and I would say we had the potential—if everything was up and running—to sign up 300 customers. Wow. That’s not even talking about the others. One of the guys there knew a bunch of other companies. He didn’t even want to be an agent or anything like that. He just said, “Hey man, this is such a great idea. These guys got a lot of people. I’d love to just make the intro for you.” That’s not even counting any of those.

19:10

And the first five calls I did with Tom, one of my employees, was in the office.

19:26

I had it on speaker, and the first call—I screwed up.

19:29

Right. So that was a no, but it was me.

19:32

It wasn’t the offering or whatever.

19:35

The next four said, “Absolutely.”

19:39

“Let’s get it signed up.”

19:41

I’m friends with all of them through the Builders Association.

19:44

And one of them—I asked, “What about the price? Could we raise the price?” And she said, “Well, you could. You actually could. It’s that good a value. But don’t. Because what you said to me just hit home.” I asked, “What was that?” She said, “You said it’s just a little over a dollar a day per employee. I can afford that. That makes me feel really good. I’m in. Let’s go.”

20:15

Tim, okay, let me hit you guys with a couple of questions.

20:19

Either one of you—this one’s from Donald: What if an employee—man, they’re out there—I know, I have four kids, right? And the question is: What if an employee has more than four kids?

20:29

How would that be handled?

20:30

Because I told them it’s husband, wife (or partner, whatever you want to call it), with up to four kids on the quote-unquote family plan. Any specifics? What if somebody has five?

20:40

I mean, there are people out there who have five, for sure. How do we handle that?

20:44

Tom, I’ll have to find out.

20:46

But I’m just gonna tell you, I don’t really know that they differentiate.

20:51

So if you’ve got five kids, maybe your kid number two is online, and maybe number five jumps in.

21:01

You know what I mean?

21:02

I don’t think anybody’s beating it down to that level—like, “Oh, that person’s not supposed to be using it.” I think we could probably get past that.

21:13

So, you guys, I know I went over the training—because Tom and Tim don’t know all the stuff we’ve done so far.

21:18

I told you about the $39 price point, which came from a lot of price discovery with different accounts—between Syd, myself, Tom, and Tim—and we had the benefit of Tom’s relationship with the actual telehealth company. We talked about commissions and stuff; we’ll go over that on another call.

21:37

We’ll have everybody here and do a big panel. But let’s focus right now on getting deals.

21:40

Because this is—I’ve sold marketing from websites to SEO to mobile to social to everything—from lead gen to AI, you name it. I’ve been selling it to businesses.

21:55

I’ve sold tax credit stuff.

21:58

We did all right.

22:00

This is easy.

22:02

And let me tell you why.

22:03

And I wanna get Tim and Tom’s opinion because they’ve done a lot of stuff—some of which is complex.

22:12

Everybody gets healthcare. Everybody gets telehealth.

22:15

Everybody understands the concept of a flat fee.

22:18

The price is X—right? 39 bucks.

22:20

And from a commission standpoint, and from a customer paying, you’re going to earn the money and get paid really, really quickly.

22:29

Within a couple of weeks of payment, you’ll get the first commission.

22:34

But there’s no confusion in the business owner’s mind on what they’re buying.

22:39

They understand what it is. It’s simplistic.

22:42

I mean, what do you guys think, Tom and Tim?

22:44

Look—you’ve done the Section 125, you’ve done complex, you’ve done everything.

22:49

This is the easiest, fastest-paying thing I think we’ve ever done.

22:53

And again, I’ve had, like Tim said, the one phone call, it was just, it was a learning curve.

22:59

And 100 percent, he calls that person back after some people have signed up and has a little bit more for them to see, they sign up.

23:07

No one says no.

23:09

Either they’ll offer it to their employees or they’ll buy it for them.

23:13

Theoretically, like I said, you want them to buy it for the employees, but it’s just, you know, it’s a more solid deal. But for $39 a month, how can you get telehealth?

23:23

And there’s some other benefits that come with the packages as well.

23:25

There’s some accidental death and dismemberment insurance for folks, and there’s some… I haven’t even talked about it.

23:30

I haven’t even talked about it. It’s not just one thing. Yeah, there’s some other small benefits.

23:36

Telehealth is really the, to me, it’s the hook. But you can’t go online and find telehealth for one person.

23:44

That’s kind of price, and you’re going to be attached to how many uses you can have a copay or a deductible, or something. Yeah, exactly.

23:53

OK, let me ask some more questions to people. OK, so yes, Tom and Tim are intimately familiar with this.

24:01

Right now, we are still on track for an August 1st start to our little beta group, of which you guys are all included.

24:07

And they don’t know that I’ve told you that, but you guys know that we talked about the size cut-off.

24:13

We talked about the four kid questions.

24:18

Let’s see.

24:21

In my mind, somebody talked about, how much I can really make earlier?

24:26

There’s really no cap.

24:27

We talked about the ability to earn in the pool.

24:31

I explained to them, these guys are all stronger.

24:34

I explained to them the goal of selling it and the exit pool and things like that.

24:40

And you guys, realistically, you’re not going to sell 1 ,000 deals.

24:45

But you’re going to have thousands of lives on the program, if that makes sense.

24:49

Now, some of you may sell a thousand deals, but you’ll be the minority.

24:53

Most of you are going to sell several, a couple of dozen, and out of a couple of dozen, you know, you’re going to end up with five hundred, a thousand, two thousand employees.

25:04

And that’s how it’ll roll out.

25:08

The thing to take away is that it’s easier than selling marketing.

25:12

Selling marketing is vapory sometimes.

25:14

You guys know that, even when you try to make it concrete.

25:17

Selling things that are amazing, like free money, is awesome until you run into a year-plus weight with the IRS.

25:25

Selling other things that sound too good to be true are often too good to be true. This is just plain and simple.

25:33

There’s a need in the market. There’s a definitive need. The price is right.

25:42

They are easy to understand. The ease of understanding cannot be understated.

25:48

None of us wants to be the sales guy of the year, trying to build value and close.

25:54

Tom built value in his sentence, that sentence I made him do twice at the beginning.

25:58

It was, Tom, hit it again, man, because you netted it out in less than 20 seconds. It’s so easy.

26:04

Hey, if I can provide you with a use, cover husband, wife, and up to four kids, and do it for $39 a month.

26:19

Is that something you think is valuable?

26:21

Don, that’s yes, no.

26:22

And if not, Hey, thank you.

26:24

Uh, maybe I could send some information.

26:26

You could share with the team in case a couple of them want it.

26:28

And most people are going to say yes to that.

26:30

Yeah.

26:30

I got to hit you guys with a question and a good one from Steve.

26:33

And I know we’ve talked about this, and this is Tom’s baby.

26:36

So I’m going to tee it up for him.

26:38

Steve asks, “What if it’s an individual?”

26:41

They’re not a small business owner—let’s say they’re an independent truck driver, which is a great example from Steve. Can they sign up for their family? They don’t really own an elaborate business, but how would that work?

26:54

We have a workaround for that.

26:55

So yes, absolutely. Everybody is a business if they really need to be. So there’s nobody that doesn’t qualify—one to a million, doesn’t matter. They could be gig economy workers; it doesn’t really matter. We don’t need an EIN, we don’t need any corporate documents, we don’t need any of that.

27:17

Now, there is a difference between the business side and the health side—so one’s the employer and one’s for the employee. The business gets a ton of benefits, some really cool stuff. The employee doesn’t need to mirror what the business owner gets.

27:34

There’s some things like dark web protection.

27:38

There’s some legal stuff.

27:42

Yeah, there’s a lot of stuff that doesn’t apply to the employee.

27:44

It wouldn’t make sense for an employee to get it, but it’s the same price.

27:49

So if we have one person, they’re going to pay the same price and just get this.

27:54

So we had them wrap all that stuff up for the business owner at the same price, because it’s usually just a one-off.

27:59

So it’s not that big of a deal, but it’s attractive to the business owner to have all the business benefits. We’ll train on all the benefits when you’re doing that. But yeah, there’s no issue signing up one individual. We have a way to do that, for sure.

No, very good question, Steve. And obviously, I knew it was a good answer to that.

1099 people—Thomas is asking—it’s the same thing, right? You take this question?

28:34

Yeah, a little bit ago. Okay, here’s a good question from Steve Branch.

So Steve’s asking—and this is good, Steve—

28:34

Can they sign up with a credit card on the website, or do payments happen through payroll—or both?

28:43

So we’ve been back and forth on it.

Initially, we’re going to sign up through credit card—credit card or ACH—through the sign-up process.

28:51

ACH will be probably two weeks after Prime, which goes during the API for getting the ACH signed up. But originally, credit cards were the main method.

29:03

But early on, we’re gonna have a credit card first.

29:03

And then you’ll get to the payroll. You’ll get one…

See now, the thing on payroll is…

29:10

Yeah, ACH is the way to go.

29:14

Yeah, ACH is better, to Tim’s point, because—look—it’s such a small amount of money. There are no chargebacks.

29:23

The beauty of this kind of service is there’s no chargebacks the way there is in affiliate marketing for example.

29:30

Customers don’t typically charge back their healthcare.

29:34

Like that’s not something that typically happens.

29:39

So no, it’s a great question from Steve.

29:42

And there was somebody else who asked for a good one a minute ago, and this is more Tim’s baby if I had to say. Talking about Tim—like associations, groups—let’s say a chamber of commerce or a builder’s association. We designed the model—actually, Tim designed this part—where the builder’s association is going to be able to get, let’s just call it an override on every client in their organization that they sign up.

30:08

That still doesn’t eliminate or reduce the fee you’re going to get.

30:13

So it’s a beautiful setup.

30:16

So Tim, talk about an example or how that might work with a builder’s group or a chamber or somebody.

30:21

Well, the easy one is the builder’s association, which you just mentioned. We’re working with them at the national level, and they’ve got 130,000 businesses that are members and represent 10 million employees.

30:36

We’re working through the final details of their marketing on our behalf—doing everything to get these people to our website and signing up.

30:47

They have no work to do, but the override—we’re looking at it and selling it to them as, you know, this is marketing money for you.

30:55

This is—if you’ve got an event and you’re looking for sponsorships—we’re going to be your sponsor.

31:01

All these extra benefits that they normally need, they’re going to get—all in pretty good dollars.

31:09

Another one that I’m working with has a connection with the government where they’re lobbyists. They do some lobbying on behalf of the industry, and they’re always looking for money.

31:24

So we’re going in heavy with them—all of their members—and they’re going to send it over to the lobbying part of the business, whatever that is.

31:33

It’s a nonprofit, so it’s separate, but it’s going to work out beautifully there.

31:38

Then they’re not going to have to ask for money every month like they do now.

31:42

So there’s humongous benefits—as long as you pick and choose which niche you’re in—and explain to them the best part is they have really no work other than getting people to the website.

31:58

Okay guys, you wanna know how to really scale this? For those of you who are super hardcore—you’re going to go direct, you’re going to land deals—you’re still one-to-many because you’re getting employees. You know, it’s about getting a life.

32:12

But the real way to rocket—turbo charge this whole thing—chambers.

32:17

Chambers are easy.

32:18

Even in my little county of 120,000 people, there are like 700 members in the chamber.

32:25

What if only 70 of those sign up?

32:29

The average one has 15 employees.

32:32

Now you’re over a thousand lives right there.

32:34

One chamber.

32:35

That’s an easy way.

32:37

And there’s more than one association.

32:39

Tom did great work with the African-American Church Group and was able to connect in—

32:46

Tim did. That was Tim.

32:47

Sorry, sorry, Tim.

32:47

So they want to get paid, guys. Let’s just be—let’s just call a spade a spade—and it’s fair.

32:56

They all want to get an override. A chamber wants an override.

33:00

They’re not funded by the government or the county.

33:03

They need money to operate. Church groups need money.

33:06

They’re good people, but they still need basic money to keep the lights on, pay bills.

33:10

So that model will allow you to go one-to-many in a way that people haven’t really seen.

33:18

Let me add to that, Brian, if I can real quick.

33:23

The new Medicaid rules that just came out of the big, beautiful bill—there’s going to be a whole bunch of people kicked out of Medicaid, and they tend to fall into the Black community and the illegal aliens, whatever you want to call them, right?

33:39

So the Black church is going to have a really good opportunity to take care of people who are kicked off of Medicaid.

33:49

Also, the Catholic church, if you want to go there, or landscapers, or roofers—wherever you want to go that hires the people who are in the country but haven’t gone quite through the regular channels—those are huge target markets.

34:04

And one of the benefits of this company we’re using isthat  they have Spanish-speaking people.

34:12

They don’t ask for a Social Security number. They don’t ask for any other stuff.

34:16

It’s just, here you are—let’s sign you up. So, humongous markets.

34:24

To add to what Jim was talking about: if you get one of these associations or you get some of these people out there, and there’s that money back to them, use it for a scholarship.

34:33

You’ve got a big enough organization; set up a scholarship.

34:36

Do something that’s going to benefit everybody else. And if you’re in a church, tell the church, “Hey, for everybody that uses this program, there’s X number of dollars that come back per month to the church.”

34:55

So, yeah, that’s great, Tom. That’s a great idea. Yeah. Alright.

35:02

So, what else, you guys? For people on the call with us—we have a small group here on the call—feel free to… you’ve got Tim and Tom here.

35:12

Stanley asked about paying for his son. He dropped—this is a great question.

35:17

Think about it. Think about it for yourself.

35:20

Like, I have insurance, but you’re right.

35:22

He’s got a 25-year-old son about to drop off his insurance.

35:25

Tom, your son’s pretty close to that age, right?

35:28

He’s already off. Yeah. Okay.

35:31

He drops off my insurance when I retire at the end of the year.

35:34

Right now, his son’s not working full-time.

35:36

Yeah, you can absolutely do that, Stanley.

35:41

And for all of us, okay…

35:44

I don’t want to release the name of the company—about five of you have asked—because I want to have everything boxed up, and we’ll be more formal about the release.

35:52

So I’m not going to release the name of the telehealth company right now, but we have an entity that will be the entity where people sign up.

36:01

And that name will be where your websites resolve and stuff like that.

36:07

That name will be the ones.

36:10

Now, the actual telehealth in the work product comes out of the actual healthcare company, not from us.

36:16

We don’t answer calls or anything like that.

36:19

We’re really a front-end marketing and sales organization.

36:24

Thomas has a great question.

36:25

In a scenario of a 10 million-member builder— I love the way you think, Thomas— Builders Association signs up, and I have a local builder who’s a member. Will I not be able to sign them up?

36:36

It’s going to be first-come, first-served. If Tim signed up Global Builders Association 101 and they got 10 million members, if the people you sign up haven’t already signed up, and you sign them up—

36:50

You’re good to go. The goal isn’t that Tim wants credit or Brian wants credit. The goal is to get their lives covered, right?

36:57

The goal— I would rather you get them done than hope that the macro-level builder association gets it done.

37:05

And if it’s really big, we don’t need to worry about that.

37:09

Yeah, there you go.

37:11

And Steve just said, how about through schools to build a scholarship fund?

37:15

So yeah, absolutely, you could do that.

37:18

What do you think, Brian?

37:19

You’re on the school board.

37:22

Can you speak to what interests you think would be there for something like that?

37:26

Absolutely. Like, could a fundraising group like a football team or a band— bands have a lot of members, the band actually does the most work out of all the groups I’ve seen at schools—

37:38

But could they have this as a fundraiser, and they get paid a recurring payment over their override, if you will, every month? Yes, just like the association.

37:48

Let me bring up Guy Bergstrom’s question for Tommy.

37:53

So Tommy’s saying a church with 500 members can offer it to their members, whether or not they’re really even business owners. The church can be its own business.

38:05

The church is a business, and those people are able to sign up because of the church, guys. But even if they weren’t— what if you randomly met each of the members and they were W-2 employees— Tommy and Ted designed a workaround to allow them to sign up.

38:23

So the answer would be yes.

38:25

We’ll actually make them employees of our company.

38:29

That’s what it is, guys.

38:30

And I’ve gotten the permission to do that through the company we’re working with.

38:35

So if we have a company, we can hire as many people as we want.

38:38

You guys, think about this.

38:40

With ERTC, we’ve got 26,100-and-something agents.

38:44

They’re not all active.

38:46

But all of them were signed up with Every.

38:49

So if you think about it, anybody who signs up as a 1099 is a 1099 employee.

38:55

Whether they ever do any work or not is irrelevant.

38:58

Steve Brantz, good question.

38:59

So once the company gets to yes, what is the actual sign-up process?

39:04

It’s pretty straightforward.

39:05

Tom’s been working heavily with our project manager and the dev team.

39:09

Vanessa’s been working with them.

39:11

It’s a form similar to ERTC, Steve.

39:13

They sign up, they’re gonna be able to input their credit card and kind of go from there.

39:17

And then it’s like an onboarding form with basic business info and stuff.

39:22

And it actually APIs into the healthcare company system.

39:27

It’s really tightly done.

39:30

You guys in this way.

39:31

Yeah, in the interest of transparency, we would have been out the door 90 days ago, but we just got the run around from some development team BS.

39:42

You guys have all seen it. Sorry, I’m answering this. We just wanted to do it right.

39:50

And if it meant delaying, it was better to delay than to come out the door half-assed, candidly.

39:58

And so we feel a lot better about where we are.

40:00

And we’re going to do a controlled beta for four to six weeks, beginning on the first. You guys are all part of the beta.

40:08

You guys are all strong performers. You guys—you’re gonna laugh, because this will be the single easiest thing, including ERC, that you’ve sold. And it’s not gonna seem like it. You’re gonna do what I did, and I’ll be honest with you.

40:23

You’re gonna be like, “I’m not doing this, it’s probably a waste of time. There’s not enough money,” because you’re seeing ERC money or marketing money. I did the same thing. But what you have to do is multiply—multiply 18 times the monthly commission.

40:40

So let’s say your monthly commission is $265 on a deal.

40:46

Multiply that by 18, and I’m not gonna do it right now, but that’s what the deal’s worth.

40:52

Tom’s got a calculator.

40:54

So 18 times 24—that’d be a $4,800 deal.

40:58

And instead of waiting a year for the payment, or 18 months, or whatever it may be, it drips out every single month beginning—

41:07

“But Brian, it’s actually more than 18.”

41:11

I know, I know. I use it as a conservative number.

41:14

I’m saying, if you look at it from how long it takes to get paid with DRBC, yes, that’s about right.

41:19

But this is so much easier than DRC, man.

41:22

We crushed DRC.

41:23

We did. We crushed DRC.

41:25

We spent a lot of money on it.

41:26

Oh, you did.

41:27

This is so much simpler.

41:28

You’re not getting into, you know, dealing with CPAs and getting all this information and trying to get to the decision-maker in the business. I mean, those are tough things to do, and everybody here is gonna really get a job on it, because you remember how hard it was.

41:42

You’re talking to a guy that’s got 15–20 employees, is the decision-maker, it’s very easy to talk to—just like anybody else. And this is something that they do have a need for. And like Tim said, it’s less than a dollar, it’s about a dollar a day to give to family. Tell them it’s absolutely absurd that we’re able to get it at the price that we did, but you know, that’s the reason it works. That’s the reason we can do what we can do. And like he said, you know, it sounds like small commissions at first. If—if you get what, uh, who was it? Uh, Paul said when we were at the meeting—

“Oh, he said, ‘I’ll get 20,000 myself.'”

Okay, yeah, I wanted to. Right, so you take 20,000—I mean, yeah, the numbers get—the numbers get big, you guys. Like, I don’t want to go down that road. There will be a call where we go down that road, and we’re gonna have a lot of fun on that call, you guys. But I want to have it all built out with charts and graphs so you can visualize it. My mind went from, you know, that negativity to, “Alright, alright.”

42:44

I went to dinner with Tom and Tim, and it was a good year or so, and we then talked about it and talked about it and talked about it, and I started realizing it’s recurring in perpetuity. The drop-off rate, attrition rate, from the healthcare companies is really low.

42:59

They don’t—they don’t have a lot of drop-offs. So when people sign up, they tend to stay. They actually use the product. And best part is, it just starts growing exponentially—

43:10

Financially. So if you think about having 5,000 lives, and let’s say you’re making—you know, we talked about the $5 model,

43:18

We talked about VIP and Platinum and stuff. Let’s just say $5 for easy math, and you got 5,000—you’re at $25,000 a month. We already talked about the buyout option if we’re able to complete the sale back. And I even explained to you guys, if you’re in the buy-in pool, you’re gonna get a percentage of that. And the best part is the company is not going to want to cut you out, because we sold them on the value of you as feet on the street. So you’re going to keep getting paid after that. It will be the single slickest thing you’ve ever seen.

43:51

A lot of credit—

43:52

I need to do it right now publicly—to both Tom and Tim. Their brainchild. And it was a genius idea. I didn’t really see it at first.

44:00

It took me a minute for the light bulb to go off.

44:03

It took me some spreadsheet time. And once you start seeing it, and it starts adding up, and you think about a chamber, and all of a sudden you got a couple thousand, and you do that a few times—you’re at tens of thousands a month in recurring mailbox money. Truly mailbox money, with no “I gotta fulfill,” “I gotta do X,” “I gotta do Y.” You don’t have to do anything. You’re out of the middle at that point.

44:29

If there’s no servicing whatsoever. Once you’re done, you’re done.

44:33

And that is the other part of the beauty of it. Guys, please understand.

44:38

Like we said before, we could have rolled this thing out a lot sooner.

44:40

But the problem with doing that, we still felt like we weren’t going to bring the quality of a product we need.

44:47

Do not want to turn.

44:48

I don’t want to be going here getting new sales every month to replace sales.

44:52

I want to go get new sales that are going to build on the sales I already have.

44:56

So you have to make it so difficult for somebody to go, “I’m going to cancel this.” It’s just like a Netflix subscription. They went up to nine dollars, whatever. You know what? I want Netflix. That’s what you’re thinking. But either way, it has to be difficult, and the only way you do that is by having a top-notch product. The other company we could have done this with, like I said, was really, really fast, but when I started looking at the reviews and the things they were doing, it fulfilled itself. Yeah, and all we were going to do was dig ourselves a hole. So, let’s wait a little longer. We’re going to get people as fast as we fill them.

45:25

So, hey, we’re going to end with this, and I’m going to end with Steve Brance’s question because, you guys, I had to go to the doctor, which is a building next door, so it’s not too far.

45:33

I have to be there in one minute.

45:35

They’re going to be late, so why should I be on time, right?

45:38

Is the eventual exit for you guys dependent on the number of deals, lives, or dollars?

45:43

Yes, it’s all factored—a multiple based on that.

45:48

For you to get in the pool, I think we came up with—Tom, Tim, and I—you would have to have 1,000 lives to get in the buyout pool.

45:56

So if somebody comes in and they do two deals and they’ve got 12 employees each, you’re going to get paid.

46:01

You’re just not going to be part of the exit.

46:03

That’s all—you won’t be included in that carve-out.

46:07

So realistically, you should be shooting for north of a thousand.

46:11

The higher the number you have, the more money you will get.

46:15

I mean, there’s no numbers we can give you or talk about right now.

46:19

It would be very fiscally irresponsible and not prudent of us.

46:23

But know that—think of a thousand as a litmus.

46:26

I don’t care if they’re from an association or you that you’re connected to. And think about—more is better. And that’s it. Like, it’s very simple. Like, when we start doing these training sessions, you’re going to get bored. You’re only going to come to the call to get updates on commissions because you’re not going to need a lot of training, y’all. It’s going to be—we’ll really get trained up. As of right now, if we rolled the website out, you saw the product and everything, you’d be done.

46:54

It’s not going to be—that’s, again, one of the sweetest things.

46:57

It’s such a simple concept.

46:59

The value will exceed the product.

47:02

The price—I mean, it’s just, I can’t believe we’re able to get it to the price we’re able to get it to, to make it profitable for everybody in the group.

47:11

If we had been able to build in, we could have said, “Hey, all agents get more money,” but you know what?

47:17

We would have had to either raise the price or take out the association or take out these other fees.

47:21

We also had to build a model that would allow agents to win. And we’ve already seen how agents won and didn’t win with ERC, so we were able to kind of tweak it and make it better. But you guys, I got to do this. I hate to stop, but this was an excellent call.

47:37

There were 18 of you, and you guys crushed it with questions. Excellent questions. Tom and Tim, excellent stuff.

47:44

The next call I have them on will be the rollout beta call, and we’ll have Tom, Tim, Vanessa, and we’ll start rolling it out to you guys very, very soon. But I want you to just get your head on straight. Listen to what Tim and Tom shared. And next week, I’ll do a little bit of this. I’ll also do some R&D. I’ll let Tom give me an update in the next few days if we’re on track. Right now, we are. As of this morning, we were on track for the 1st of August to start the controlled beta. So—and then, how will that work?

48:18

We’ll roll it all out on the call, arguably next week, it looks like.

48:22

So thank you, guys. Wish me well—I’ll post it.

48:26

Real quick, Brian, I know we gotta go, but just two things real quick.

48:30

Number one, I think I’ve got an answer on the defendants.

48:32

I think you can rotate the defendants in and out on a monthly or consistent basis.

48:38

So I think you can just have all of them registered, but if it’s like, “Hey, I gotta put this kid in now because they’re sick,” I’ll put this kid in.

48:44

Well, that’s what I’m confirming. That should be fine.

48:48

And if anybody has any questions—um, I want to share my email with them, Brian.

48:53

I’m glad I control the information flow. Your loose lips—information—we’re gonna control the information and do it—do—

49:10

He went away.

49:11

I guess that’s it. I guess we’re done. You wouldn’t let me say anything else. I’m done. See you guys.