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Navigating Business Beyond a Million With Brad Weimert, Founder of Easy Pay Direct

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Brad WeimertBrad Weimert is the Founder of Easy Pay Direct. He is an entrepreneur, adventurer at heart, and host of the Beyond A Million podcast, where he connects and educates others about strategies and tactics to grow brands. Brad began his journey as a Corporate Sales Associate for Vector Marketing selling Cutco Cutlery. He was the Founder of LB Holdings and Chief Operating Officer for At Will Education.

Here’s a glimpse of what you’ll learn:

  • [03:31] Brad Weimert talks about producing high-quality content for entrepreneurs and holding yourself accountable
  • [10:44] Why you should be deliberately designing a network of relationships
  • [16:55] What challenges did Brad face starting an e-commerce payment brand?
  • [21:28] How credit card processors control risk and business models
  • [26:19] Brad explains chargebacks and controlling your decline rate
  • [33:41] Brad discusses the importance of education between entrepreneurs
  • [41:54] Why an endurance race is more than being physically fit — you need to be mentally prepared as well
  • [49:48] How to effectively optimize your business processes
  • [59:29] Brad shares future goals in commercial real estate

In this episode…

Being an entrepreneur is more than just making money. For Brad Weimert, it is about the experience of connecting and creating relationships. How can you build authentic connections with others?

Being deliberate about the connections you make is the first step. Brad learned that relationships thrive and accelerate through unique experiences and emotional engagement. When you are deliberate about your relationships, you can transfer that skill to your brand and better align your goals for the future. So, how can you accelerate and connect today?

In this episode of the Quiet Light Podcast, Walker Deibel sits down with Brad Weimert, Founder of Easy Pay Direct, to discuss producing content and educating entrepreneurs to connect and grow. Brad talks about why networking with others is crucial for longevity, controlling risks of chargebacks and declines, and steps to optimize your brand.

Resources mentioned in this episode:

Sponsor for this episode

This episode is brought to you by MyAmazonGuy, an Amazon agency to help level up your PPC, SEO, Design, and manage your entire Amazon catalog.

This episode is also brought to you by Quiet Light, a brokerage firm that wants to help you successfully sell your online business.

There is no wrong reason for selling your business. However, there is a right time and a right way. The team of leading entrepreneurs at Quiet Light wants to help you discover the right time and strategy for selling your business. They provide trustworthy advice, effective strategies, and honest valuations. So, your Quiet Light advisors aren’t your everyday brokers — they’re your partner and friend through every phase of the exit planning process.

If you’re new to the prospect of buying and selling, Quiet Light is here to support you. Their plethora of top-notch resources will provide everything you need to know about when and how to buy or sell an online business. Quiet Light offers high-quality videos, articles, podcasts, and guides to help you make the best decision for your online business.

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What are you waiting for? Quiet Light offers the best experience, strategies, and advice to make your exit successful. To learn more, go to quietlight.com, email [email protected], or call 800.746.5034 today.

Episode Transcript

Intro  0:07

Hi folks. It’s the Quiet Light Podcast where we share relentlessly honest insights, actionable tips, and entrepreneurial stories that will help founders identify and reach their goals.

Joe Valley  0:18

Hey folks, Joe Valley here, welcome to another episode of the Quiet Light Podcast. today’s podcast is sponsored by My Amazon Guy. Steven Pope is the founder of the company. I know him personally, as does the full host of today’s podcast, Walker Deibel. You if you’ve done any searching online on YouTube, for educational content on how to grow your Amazon business, odds are you’ve seen Steven’s work. He does lots of free educational content production and it’s all over YouTube. It’s everything he knows from running his agency, My Amazon Guy, if you need someone to level up your PPC, your SEO your design your old man manage your entire Amazon catalog. Check him out at MyAmazonGuy.com. Okay, so onto today’s podcast, Walker Deibel the best selling Wall Street Journal Best Selling Author Walker Deibel I always have to put that in front of his name now. I’m a best selling author as well, but not on the Wall Street Journal best selling list so don’t be impressed with me be impressed with Walker. He interviews. Brad Weimert. today Brad is the founder of Easy Pay Direct and has a great history of being an entrepreneur, which means that early on in life, he was a bit of a screw up and got into sales like many of us might have done and then eventually became an entrepreneur based upon all the things he learned working at a company with about 30,000 salespeople and Brad was at the top of the organization in terms of productivity and sales records and things of that nature. It talks all about his own personal journey of finding Easy Pay Direct and how entrepreneurs can benefit from a pay more attention to their costs when it comes to merchant services. Let’s just jump right into it. We’ll go with Walker Deibel interviewing Brad Weimert. Here we go.

Walker Deibel  2:18

Brad Weimert, it’s Walker Deibel. So good to be here with you today. Welcome to the Quiet Light Podcast.

Brad Weimert  2:24

How many people call you debo? Really, you’re gonna

Walker Deibel  2:28

you’re gonna kick it off with the mispronunciation. There’s a couple of things one, anyone who’s on stage about to introduce me to the stage automatically will will mispronounce it and and that’s the only place that I can’t actually correct them.

Brad Weimert  2:44

Right? We Mert people go with Wiemer. And all the time. That’s why I’m so comfortable headlining with this.

Walker Deibel  2:49

Yeah, it’s it’s, you know, people say diesel and they know that it’s the second vowel. But as soon as you switch, the I and the E, everyone forgets that it’s the second value pronounce so yeah. We Brad Weimert. Just for the record, we we we do something at Quiet Light, where we essentially force our guests to actually introduce themselves. Would you end off with a brief or not so brief introduction of Brad Weimert, what you’re all about? Crazy.

Brad Weimert  3:23

Sure. Very often, if somebody if I meet somebody really in any context, and they say, Oh, what do you do? I say my Doula running periodically. And, you know, I drink sometimes I like adventures. And that’s usually my answer. Because I think it’s a stupid question. What do you do? And so when somebody when I meet somebody, frequently, my question is, what do you spend time on, cuz I actually want to know what they’re investing time on in their life, how they’ve chosen to live their life. And I spend a lot of my time building Easy Pay Direct, which is a payment gateway and merchant account provider, I spend a fair amount of my time producing content for our audience, which are high 789 10 figure entrepreneurs, I do that through the beyond a million podcast. And then I really like adventures. So I spend time going on adventures and that comes in the form of you know, snowboarding, skydiving endurance, athletic events. Whatever is kind of a little different unique that scares me. Let’s

Walker Deibel  4:40

circle back to some of that later. But what I want to do Brad is to get your story right so in other words, let’s start right with the most important thing. Um, how do your parents feel about your Mohawk

Brad Weimert  4:53

hate it. Neither of them like it. Both of them are upset that I have it

Walker Deibel  4:59

you You live in Austin right now. Were you born in Texas? No, I was born in Ann Arbor, Michigan. Yeah. Okay, now okay. Okay. Okay, so I’m actually reminded of something um, a good friend of mine. Here in St. Louis John Rulon ecology, a good friend of ours, Justin Donald, author of lifestyle investor. Um, it was it was I was listening to your podcast beyond a million and you’re interested in you’re interviewing Donald Justin Donald in I found out at that moment that you are part of this like Costco group. Okay. And like there’s so many people from there meaning you three that I know that is sort of like you know, reached reach like these, you know, legendary proportions as like an entrepreneur. So let’s go all the way back to Costco.

Brad Weimert  5:46

How well, I feel I feel obligated at this moment to correct the host and say Cutco because that’s what you mean.

Walker Deibel  5:55

Thank you, Cutco. Thank you. And so with Cutco. Tell me about how you like Why was this attractive? Why? What was your motivation? How did you get started? And what was what was it that you learned during that time?

Brad Weimert  6:09

Well, I was a full blown delinquent as a child and I probably got arrested 11 times before I was 20. Is that right? Okay. Yes, very much. And i i My smoked a lot of weed before it was legal and got reprimanded repeatedly for it. Yeah, exactly. So before it was acceptable, apparently. Do you think that’s why weed legal now because all the entrepreneurs like Hey, fuck you. Smoke weed.

Walker Deibel  6:41

Yeah, we need to get our executives out of jail. Yeah, economy. The National Guard kind of depends on it. Yeah.

Brad Weimert  6:49

I like this. I like this, this hypothesis. So I got a letter in the mail and a letter in the mail said, Sell sporting goods make, you know, twice what minimum wage was at the time per hour. And it actually said per hourly appointment, which was a sneaky twist of language but functionally selling Cutco is it’s not quite door to door but pretty much it’s in home sales where you sit at somebody’s kitchen counter and try to sell them knives. And it is a vector marketing is the name of the marketing arm and the company that you work for Cutco is the name of the product. It’s been around for since 1949. It’s a phenomenal product. It is very, very well made. It’s guaranteed forever. It’s all made in the US or most of it these days. And that it is a really, really, really good training program for sales. And so I got into it kind of by happenstance, and ended up doing very well. I was the number one rep in the company at one point. And I met Justin Donald. John rollin. The other you might know is Hal Elrod. So how was also a Cutco Cutco child, John Roman, John Berghoff. These are all people that I grew up with in the Cutco environment. Yeah, and it’s a Pete Vargas was kind of not my era but also from Cutco. Yeah, and you know, it’s a it’s a, it’s a breeding ground for great entrepreneurs, because they teach the skill sets that drive all business. It’s accountability. It’s organization. It’s personal development, and it’s sales. And, man, I got so many lessons from being thrown to the wolves. Cold calling. So that was a great, great, great part of life. And I’m very grateful for that company.

Walker Deibel  8:49

What did you sign up? Like, how old are you when you signed up for this? 18 Okay, so Okay, so I saw you went to the University of Michigan and then right through, was it? Were you doing it at the same time? Going? Yes. And selling Cutco?

Brad Weimert  9:04

Okay, yeah. And you know, it’s interesting, because I was, I was making grand a year as a 20 year old selling knives. And so it did beg the question, Why am I going to school? Yeah, for sure. But it was also you know, this is 2000 2000. So, different era relative to whether or not it was acceptable to just skip school. I think today, it’s pretty clear that you can get this information anywhere. And it’s so easily accessible at the time. It wasn’t it was sort of pre real internet. And it was what you did. So yeah, I was selling while I was going to school, but I was really dragging my feet on the school thing. And in really enamored with beating everybody, and making.

Walker Deibel  9:50

Okay, so So you were ambitious, you were competitive. And you were you’re making 100 grand a year by running as fast as you could. So that’s why you did it. Yep, that’s about it. Awesome. That’s good. And so that was 2000. I want to kind of When did you stop selling Cutco knives? Yeah, 2006. Great.

Brad Weimert  10:11

What happened in 2006? And 2006? Well, it actually what happened in 2005 was I realized that at the end of it every year, the clock started over with Cutco. And we had these annual competitions. And so the actually the end of for going into 2005, I was at zero again. And I thought, shit, this sucks, and what am I gonna sell knives forever, I need to do something else. And so I started to also I also had school sort of looming over me. And I thought I gotta finish school and get this off my plate. So I can move to the next chapter. And I gotta figure out what I’m going to do next. So, for the next 18 months, I took like 18 To 20 credit hours a semester, loaded up and thought, I’m going to sell Cutco, but only for money, I won’t pay attention to the leaderboard, I won’t go to their events, conferences, meetings, just gonna sell for money, and knock out school. And while I do that, I’m gonna build a list of criteria of what I want next in my life. And I built this list of things like no cap on income, location independent, recession resistant, tech focused b2b, which ended up being probably the most important one, and the ability to make a lot of money fast. All ultimately I met somebody in credit card processing, actually through Pete Vargas. And that list was accomplished by credit card processing, except for the ability to make a lot of money fast, it is a very slow build. So I did a bunch of real estate investing to accomplish that particular goal. But that that b2b element, turns out being probably the best decision that 25 year old Brad made. And it’s much more well, it’s much more clear to me now. But the reason that that was important to me was when I was sort of nearing the end of Cutco, I had sold to 2000 people. But I had 2000, Mrs. Jones on my list, I thought, well, what am I going to do with 2000 Mrs. Jones, and ruling out being a gigolo as a life proposition moving forward. There wasn’t a whole lot that I was going to do with that list. You could

Walker Deibel  12:30

make a lot of money fast, but you’d probably start the year at zero again.

Brad Weimert  12:33

Well said well said. So, you know what I what was clear to me at 25 Actually, and I think part of this was John Ruhlin. So I knew John and John had started selling Cutco to companies. And he had built this corporate gift program, which ultimately was the foundation of giftology. But I remember having conversations with him. And he was spending time hanging out with Mr. Jones, and grabbing drinks with Mr. Jones, and meeting Mr. Jones other business friends. And then he had this network, he had these people that he could call and I thought, You know what, I need to deliberately design that and the next thing, so that whatever I do, when I’m in this position, which was the end of Cutco, the end of a chapter, I have that network. And that, you know, today I believe that relationships are the most important part of life. I think that they fuel everything else in life, your business, your personal, everything you do. But that was the starting point. That was that was a, you know, wise for his time. 25 year old Brad guiding the rest of current Brad’s life. And so in 2006, you made the decision to so 2006 I got as I looked for things to do. I got introduced to this guy in Phoenix who owned a credit card processing company, introduced through Pete Vargas, and I signed on as a 1099 agent to sell credit card processing did not have any idea what I was doing at all, did a relatively terrible job doing it for the first two, three years. And largely because Cutco is a b2c just selling kitchen knives. So business to consumer tangible sale, short sales cycle, those three elements and sales, tangible, intangible, b2b versus b2c, and the length of the sales cycle. Those things have a radical amount to do with the salesperson and the type of sale you’re doing. So they don’t translate necessarily. So when I moved from that into a longer cycle, b2b, intangible, you’re selling something in a completely different way. And I was not very good at it.

Walker Deibel  14:58

But like credit card processing, I mean, if I’m buying Hang it, what am I looking at? I want to know how much you’re going to charge me, right? Yeah, isn’t that kind of the end in the beginning, like, I would think it would be a pretty fast closing rate if you can undercut the price and move on right? Now two

Brad Weimert  15:12

things in brick and mortar, you really are looking at that. And brick and mortar, it’s very much a commodity. And you’re fighting to differentiate when you get into e-commerce, which we can talk about in a bit here. But when you get into e-commerce, its rates are not the thing you should be looking at. It’s kind of the last thing you should look at. But brick and mortar is the thing. And so that’s part of the challenge is like, how do you sell that person? And unfortunately, also, business owners have no idea what they’re actually paying or what their actual rate is. It’s it’s right. It’s a super shady industry. And more often than not, like I’m talking 99.99% of the time, people think they’re paying a certain rate, and they’ve just never, they don’t even know how to do the real math to figure out what they’re paying.

Walker Deibel  15:54

So you don’t know this. I’m the person whose office is directly above mine is Jim McKelvey, the co founder of square. Oh, really? Yeah. And so he, he basically created square all trying to solve the problem around what you were just talking about, right? It’s just basically like, you know, first of all, how do we empower people that you know, don’t have access to getting credit cards? And why on earth? Can I not use my supercomputer in my hand, my phone to run a credit card, right, you know, and try to bring some kind of stability to this. But so in 2006, when you were doing credit card processing, are you selling to econ?

Brad Weimert  16:32

No. Well, so in 2006, I was largely, I grew up in Cutco. All I knew how to do is randomly solicit people and try to sell them shit. Yeah, right. And it was a that was working for me then. And I didn’t, I didn’t even I didn’t even have the business acumen to know other approaches. Right? It just, it’s like, that’s what you did. So that’s what I tried to do. And it took me of probably three years to get to a point where I had a $10,000 month residual from doing it. Yeah. And which was like enough to live off of and have a little money to not feel like I’m starving to death. And, and also start to think about, like building my own brand. But what happened through that process was, I had friends that were launching e-commerce companies in 2006 2007. And the, the shop that I was selling for in Phoenix was declining all of these accounts. So I would have a friend that would want an account, and they would decline it. And I’d be like, I don’t get it. Why are you declining? And so then I contracted with another credit card processor, and then they would decline it. And over time, I started to learn about risk and payments and why these companies were declining accounts and what the challenge was with e-commerce payments. But that took me a lot of, you know, trips to the concrete with my face to figure out.

Walker Deibel  18:03

Well, let’s let’s let’s drill into this, right. I mean, this is ultimately, I mean, spoiler alert, this is what ultimately led to you founding EZ pay direct, right? What like, what were the challenges? How does this work? Like, show us behind the curtain? Like, like, yeah, what are the things that we should be paying attention to? And all these?

Brad Weimert  18:19

Yeah, I will. And I’ll tell you, before I do the the next chapter of my life, while while that was happening is somebody got introduced to me who ended up being a client, but he was selling real estate education products. So he was teaching people how to invest in real estate. And he needed somebody to run the company. So I stepped in for two years, and 10 and 11. And ran a company selling education for real estate investors. Yeah, and so we had a, you know, we were driving all the traffic online, we had a recurring membership, we were selling these, you know, 2030 $50,000 coaching packages, we have all these What is it

Walker Deibel  18:58

anyone that’s still currently doing that, that you would recommend their program, or I will

Brad Weimert  19:03

definitely not recommend a program. We definitely.

Walker Deibel  19:09

Let’s leave karma out there, we’ll just move move

Brad Weimert  19:12

at a parting of ways, for good reasons. But, but, but I learned a lot about that space. And that gave me an opportunity to operate in a model that has tons of challenges with payments. So I have a I have a both a lot of experience as a business operator there, man on the other side of the coin. So that’s a it’s a pretty cool perspective to have be able to see both things. But here’s the issue. As a consumer, there are two probably three really cool things about credit cards. One is you can buy shit and not pay for it right away a lot of consumers like that. The other that don’t want egregious interest rates. The cool thing is that you can buy shit and then you get a bunch of points. That’s really cool. Free stuff. Yeah, but the third It is cool for everybody is that you can buy something. And if it’s not exactly what you want, you can dispute the charge. That’s right. And consumers have six months to dispute charges on basically all purchases. Here’s the thing, when you dispute a charge, the first thing that happens is the money gets ripped out of the business owners bank account, and then the business owner have to fight to get that money back. And they might win, they might lose. They always,

Walker Deibel  20:24

in my case, always, I lose every single time my e-commerce account, I’ll send them something they you know, and like the bank wants to side with their their customer. Not me, YouTube.

Brad Weimert  20:35

Sorry, I wrote in

Walker Deibel  20:37

my unique in this fashion like I now like ignore them. I’m like, Okay, here’s another time waster in my in my inbox. Yeah, totally literal mailbox. They mail it to you. Right. But go ahead. That’s a whole nother issue. But yeah, so here’s the here’s the big problem, the big problem is that

Brad Weimert  20:55

if the business doesn’t exist anymore, the credit card processor has to pay it back. So if you think about this, like how many businesses go out of business at some point, a lot, like all of them, right? Like, almost all of them will be gone in your life cycle, right? Okay. So credit card processors have businesses close every day, every month, all the time, and then they lose money for all the refunds and chargebacks that come through after the business is gone. So they’re thinking, their risk of that happening is the likelihood of chargebacks happening with the business combined with the likelihood of that business going under. Yeah. So all credit card processors have this exposure. And so there are two ways that credit card processors want to control for this. One is they do really thorough underwriting on the front end, they get to know who you are, what you do, how you operate, because it helps them understand the likelihood of that happening later. And they’ll just decline your account. If they don’t like the likelihood of it happening, right. The other way that they do it, is they’ll approve your account immediately, like Stripe or PayPal, or square with no risk assessment, but then they don’t know who you are, what you do, or how you operate. So the only way they can control risk is by holding your money or closing your account. So if you Google, you know, Stripe held my money, you will get 10s of millions of hits of people that have had this issue and it’s not good or bad. It’s just how the business model works.

Walker Deibel  22:27

What’s it called when they hold your money? There’s gonna be a reserve reserve. Okay, and then it? Do they keep a reserve? That’s a How is that calculated? Is it a percentage? Is that a lag and what’s going on?

Brad Weimert  22:39

Yeah, the most common structure, it could be structured a bunch of ways, if you were, if you were working with a creative credit card processor, or bank, which is very uncommon, but usually, the common terms are they will keep 10% of your money for six months. On a on a rolling basis. So like, let’s say you process $100,000 In January, and then February, March, April, May, June, that 100,000, they would keep 10,000 in January, and they would release that 10,000 in July. Oh

Walker Deibel  23:11

my god. So yeah, so for busy doing it overtime flow is not important. Go ahead and sign up with whoever

Brad Weimert  23:18

well, and here’s the here’s the big problem. stripe in particular, they are getting ready to go public, as of you know, it’s November 14 2022. Every time and this isn’t unique to stripe, every time a payment provider goes public, they clean the risk off their books. And so you’ll see an excessive amount of accounts getting closed, or reserves getting imposed to make it cleaner for the acquiring party or the public in this case.

Walker Deibel  23:45

Okay, that literally just happened in one of my businesses. I feel like two three months ago, like all of a sudden their rates went up and like my reserve got Okay, that makes perfect sense because it was like why are they doing this? They’re shooting themselves in the foot now I get it.

Brad Weimert  23:59

Yeah, IPO supernormal and so and we see it happen all the time. Like every every large IPO. It’s the writing’s on the wall for it. We know it’s gonna happen. In stripe in particular, you’ll see higher reserves. So 10% is the sort of the normal reserve in our industry. Sometimes we’ll see five, with stripe, we end up seeing like 20 Yeah. And cash flow. Yeah, you’re holding 20% without notice. You know, it presents problems sometimes.

Walker Deibel  24:26

So okay, Brad, here’s the thing that this particular company of mine that I was referring to is called the acquisition lab, right? We do education and coaching for entrepreneurs who want to learn how to buy a business. Okay. Um, we are a, we’re currently set up as you know, it’s a sign up fee, and then we work with you for a year or more. Okay, you can’t you pay on the one on the first day. Okay. So you might know where I’m going with this, which is, you know, if you’ve got say a coaching business or an educational business where someone is charging for a service to be provided Get over a certain amount of time. Okay, I have staff, okay. The truth is I actually subsidize the training. It’s true, right? You know, Tucker Max told me once. First thing you want is customers. The second thing you want is forgiving customers. The third thing you want is profitable customers, we now have results, and we’re gonna work towards profit. But the point is, is that like, you know, I can make that sale, I can provide all of my team’s coaching and time and training and everything for this person. And then five months later, you’re what you’re saying is because I’m currently using Stripe, I could then go, they could then go back and in, essentially, what’s it called debate the charge and get the funds back? And then I would be out that money. Isn’t that dispute?

Brad Weimert  25:44

Yeah, yeah. 100%. And that, but that’s, that’s true, no matter of what credit card processor processor you use, like. So those are the terms and conditions of using Visa, MasterCard, Amex discover, is that the consumer has the ability to do that.

Walker Deibel  25:59

Okay, so when you said that what we should be paying attention to, okay, as online business owners? Is not the rate in which we’re paying is this where is this where you are going? Is it sort of like, what’s the reserve? what’s the,

Brad Weimert  26:12

what’s the likelihood of you having an issue? Yeah. So look, if you’re, if you’re in the first step is what’s the likelihood of chargebacks? If you have chargebacks in your business, and it’s a part of the business model? for damn sure, you need to be working with a company that actually understands your business model. And does this. Now if you have chargebacks, you’re probably already aware of that the bigger liability, or the businesses that don’t have chargebacks. And so they think that they don’t have any issue with this. And they’re like, No, we’re super clean, we never have any problems, we’re not high risk, we barely get refunds. The problem is, if you’re in an industry that has these issues, I mean, do you think that stripe is making decisions based on each independent account? Or the category of business that you’re at? Yeah,

Walker Deibel  26:58

I mean, they didn’t look at it one at a time. They know, it’s millions and millions of

Brad Weimert  27:01

businesses, it’s certainly the latter, right? So and the larger the processor, as the more likely that is to happen, but specifically with this aggregation model, which we call a payment facilitation model for stripe, PayPal, etc, it’s more likely to have that happen. So the big liability is when you think everything’s fine, cuz you’re like, I don’t have any chargebacks, my customers love me, et cetera. But you’re living in an ecosystem, either an industry or a marketing model, where there are problems, right or regulatory issue, like you sell CBD or guns or something like that. But But the big challenge is that business owners don’t know what constitutes risk, right? And why would that right? Like they’re not, you shouldn’t have to be an expert in credit card processing, if you’re a business owner.

Walker Deibel  27:46

I’ve never been so invigorated about payment processing until this call right now. So But seriously, like, like, so you started about 2012? You started easy pay direct, obviously, with some of these solutions in mind. Yeah. Is that right? Like? How does easy pay direct actually solve for these issues?

Brad Weimert  28:03

Yeah, well, there a couple of things. So there there there are big levers in different areas. And there are other problems that people run into outside of risk as well, like, how can you get the most transactions possible approved, and your decline rate is actually controllable. So there, there are voluntary declines that do not need to be declined. But somewhere in the ecosystem, somebody is assessing it and thinking it’s fraud, and not letting the transaction go through. So there are ways to optimize for that also. But fundamentally, there are two big things. So one is easy pay direct is a payment gateway that allows you to have multiple merchant accounts in it, and then automatically divide the volume across them. So if you have a problem with one of your merchant accounts, you have more than one and the other one is still up and running. And we call that transaction routing. Now, I’ll tell you that it’s super, super common place to do this, there’s also a really bad way to do it, and a really good way. So you want to make sure that you’re doing it in an aboveboard fashion, if you do it. So number two for us is that we are connected to probably call it 35 different banking partners on the back end, all of our banking partners are aware of this structure. And all of our banking partners are good at different things. So we want to make sure that if Walker is selling information, and he’s got a coaching product or package, that he’s working with one of our banks that actually likes and understands that business model, right. And that’s really important. So it’s working with the right providers, and then having redundancy having more than one provider there. And that’s kind of the cornerstone of being able to do that. And then with us with easy pay direct, you have a single point of contact that just does it all for you to keep it from being complex.

Walker Deibel  29:49

And just curiously on business model as an entrepreneur. I’m just curious like what infrastructure does easy pay direct have like, it doesn’t sound like your brokerage like you’re not a broker connecting, say entrepreneur X to bank why, right? Yeah. You know, there’s there’s something else there. Well, I mean, structure that easy. PageRank has other than knowledge and everything but

Brad Weimert  30:13

yep. So I mean, it’s software is the short answer to that. So, you know, we’ve got a six person full time development team in house, and we’re looking at how we can assess and manage that risk and that proposition on the front end, and as time goes on,

Walker Deibel  30:28

yeah, okay. You’re, what? 11 years into this? Wow, yeah, it’s been a while. Yeah. So, um, that’s awesome. So okay, um, okay, I forgot my question. I guess it would be like, like, okay, so what, okay, who is your target customer? Right. Like, like, you know, there’s 1000s of people listening to this podcast, I just want to know, like, if you could reach out and say like, this is the person, what does that person look like? Is it you know, X million in revenue? Is it you know, all?

Brad Weimert  31:07

Yeah, if you look, if you have, if your business is under half a million a year, you’re flying under the radar, more than likely. So if you’re under half a million a year, you can get away with pretty much any payment option. Unless you are squarely in the high risk thing. Like if you’re selling $50,000 coaching packages, or, or $10,000 coaching packages, if you’re selling high ticket, you need to be paying attention no matter what. So like the the two 510 $1,000 transactions. You always want to know your payment providers. But other than that, we want to work with people that are half a million and up in revenue, because they’ve hit the radar, like they’re gonna hit the risk flags with stripe or with PayPal or with another provider. Okay. So our two qualifiers, really, generally speaking, are over half a million a year. And generally speaking, the card is not present during the transaction.

Walker Deibel  32:02

Okay, so online transaction. Yeah. Okay. Okay, so you started a podcast called Beyond a million? did? Why? What is the premise? Why is it called Beyond a million?

Brad Weimert  32:19

Yeah, well, because really our target market are people that are beyond a million. Half a million is really just a putting it on people’s radar to say you should be paying attention. Because, look, if you’re at half a million, I’m optimistic that you’re gonna get to a million. If you’re under half a million, you might also close the business. And you might never get there. I don’t know. It says

Walker Deibel  32:43

hold on sec. Let’s let’s go back. So so this is for e-commerce. This is for info products. This is for you know, any of these types of online businesses, right. But all the way back at the beginning of your story. You said your friends that were starting e-commerce businesses were being rejected. And I wanted to know why and how easy pay direct addresses that component.

Brad Weimert  33:03

They were being rejected because of the perceived risk. And so some of them were selling information, some were just selling widgets on the internet, but it’s all the same. And so the question is, where’s the risk? Which is, what’s the likelihood of chargeback? What’s the likelihood of the business going under? And are they in a category that does that? But it’s crazy how many categories there are, that are risky? So airlines are one of the riskiest propositions period? Well, why? And most people can’t answer that question. As they shouldn’t be able to, because it’s a geeky payment question. But the answer is, quote, unquote, acts of God. So if I have a meeting, and I need to get to the meeting, and I give you $500 for a flight, and then the flight gets canceled, well, I want my $500 back. Well, the airlines what this says, I am sorry, you know, like, we can’t give it back. We’ll just rebook you another time. You’re like, well, that doesn’t accomplish my goal. So whether it acts of God in this situation, are a huge driver for disputes. So there are tons of industries like this where there’s something that happens that creates the risk of chargeback, then consumers and business owners don’t think about what the payments ecosystem is very clear on, right. So how we address the risk is working with a bank that wants that risk. Right. So kind of back to this network of 35. Banks we have, I don’t get to be on a million but you as somebody that’s assessing businesses, right, you’re helping acquire businesses or helping other people acquire businesses. If you don’t understand a business model, is it wise for you to invest in it? Definitely not. Right. There’s perceived risk because, right, if you thoroughly understand the business model, you’re able to mitigate the risk. That’s right. Right. Same thing. Same thing is true with payment providers. So, if a bank says, Hey, we never know how this info product model works, where it’s like, you’re gonna sell some little item, and then you’re gonna get into a subscription, and then you’re gonna do a coaching package or do a live event, they get the escalation. And as a result, they know what flags constitute real risk. Yeah, right on it. Whereas somebody that doesn’t get that model is going to look at like a large transaction go through or a spike in volume and think, Oh, this is a problem. Well, that would be a problem if it was a coffee shop. But it’s not a problem for an info product company.

Walker Deibel  35:36

So in beyond a million when you open every episode, you say something along the lines of what got you here isn’t going to get you there. Right. And so and so, you know, it’s almost like the next step. Hypothetically, if there was a podcast called, like, you know, my first million for example, once said it, you would then go, you would then go to beyond a million, right? Like, how do I go beyond right? And when I was researching you before this call, Brad, which was great to sort of formalize my research around you. One of the keywords that came up was Brad Weimert net worth. Funny. Do you want to share with us what your net worth is? No. But do you share what your revenue is?

Brad Weimert  36:15

Yeah, I don’t do that either. But you know, there’s a reason that I don’t do both. And that is that. I look at other people’s numbers all day, right. So we look at everybody’s numbers. Obviously, I can’t share that with anybody. But I don’t want a per I don’t want to give people a reason to cast judgment in either direction. And at all levels. Somebody will think you’re small, and somebody will think you’re big. That’s right. And it is, it is truly up to that other party. If you omit that from the conversation. They have to make the assessment based on something else. Mm hmm. And I would rather them make the assessment based on their feelings around competence.

Walker Deibel  37:00

Yes. Right. Okay. You’re gonna answer the question, but to be on a million good. Yeah.

Brad Weimert  37:07

Yeah. Well, there’s a bigger conversation around that. But that’s the nutshell. And back to beyond a million. Yeah, fundamentally, the the the reason the show exists is because we want to be able to produce information for people around sales, marketing, operations, technology and taxation. Yeah, that is effective for eight 910 figure companies. And this idea of What Got You Here Won’t Get You There is that when you’re, when you’re going from zero to one and kind of trying to prove concept, you do things differently. You don’t need a concrete system, you don’t need a bulletproof marketing plan. You don’t need, you know, an SOP directory that teaches you how to do the nuances of HR. But you might need those things at you know, 10 million, or 50 million, or 150, and even 10 versus 150, they’re probably going to look different. And so I wanted a scaffolding to be able to extract that from entrepreneurs that had done it and could talk about hey, this is what the next chapter is like, and this is how things probably need to change.

Walker Deibel  38:13

It’s a great podcast. I mean, it’s really thank you. Yeah, um, you. You climbed Mount Everest twice. Just kidding. You climbed twice the height of Mount Everest, okay, which was totaled 58,000 feet over a 34 hour period. Okay. What What the hell’s going on here? What was it? What was this thing? Yeah, so bring this up, because I know you’re like an athletic junkie. And so there’s no point to Yeah, like, yeah, on your.

Brad Weimert  38:48

So there’s a fun little video at Everest ng x two.com. But the consolidated version of this is that Jesse Itzler, who was the founder of Marquis jets, he’s one of the owners of the Atlanta Hawks. He’s married to Sara Blakely, the founder of Spanx.

Walker Deibel  39:08

Oh, yeah. I know this guy. Great. Yeah. I love his story. Yeah, right. Yeah,

Brad Weimert  39:13

is great, great, unique, unusual human group before noon, the only group before noon. So he, he wrote a book called Living with a seal. Turns out the seal is David Goggins. And that was kind of the beginning of David Goggins having his own brand. But Jesse started an event called Everest thing where he rented a mountain and challenged people to climb the mountain, the height equivalent of Mount Everest. And I hear him he speaks at a CEO group, I was a part of Cold War Room, and I hear him talking about it, and I think that shit I have to do that. And I think I had like a visceral reaction when I heard it. And I had been drinking tequila in the back of the room. I’m sure I said something. Wow, it’d be Will stared at me. So I submit a little form on their website, and a couple of months pass. And then I get a call from at a scheduled call with his business partner Mark. And I was at another event in Colorado. I was in Denver at the Four Seasons sitting at the bar and talking to Mark and I’d had a few Manhattan’s and I said, Okay, so how does this thing work? And he said, Well, you have to climb it 17 times. I said, Okay, how long does it take to get up the mountain once? And he said, Well, we think it takes about an hour. And I said, you think it takes about an hour? He said, Yeah, well, I’ve done it once. And Jesse has done it twice. That’s it. Hold on. You’ve only climbed this thing three times. And you’re putting on an event where you’re telling 100 people that they have to climb it 17 times in a row. Whoa. And he said, Yeah. That’s ambitious. And, okay. I said, Well, how long have you given people to do these 17 labs? And he said, Well, we’re thinking 36 hours, and I said, 36 hours? And he said, Ah, do Do you think that’s not long enough? And my drunk ass. I said, motherfucker, I could do that shit twice in 36 hours. And as soon as I said it, I thought that was a bad idea. And he said, Oh, yeah, and I had a few Manhattan’s maybe we talked about it in the morning. And Mark said, Yeah, or you could step the fuck up and get your foot out of your mouth. Oh, my gosh, shit. So I stopped drinking the next day, the amount was seven weeks away, and frame of reference. I’m getting ready to do a 34 hour straight endurance event. This is what I’m aspiring to do. Most Ironman races, they actually cut off Ironman races at 16 hours. Most people take, I don’t know, 12 it would probably take me 10 to 12 hours to do an Ironman. And I’m about to do something for 34 hours. Most Ironman races people train for like nine months. That’s the standard Ironman training regimen. Yeah, I have seven weeks to do this. So I go into overdrive to train. And I mean, I’m doing like, there’s a 60 story building in Austin that I’m climbing the stairs on with a weighted vest in a oxygen deprivation mask on me. I’m figuring out how to train for this 34 hour thing. And, and I go do it. And I get about 22 hours into it. Yeah. And just fucking hit a wall like hard. 22 hours in each lap had taken me about an hour. Okay. And at 22 hours, I just I mean, I’m like, delirious. Um, yeah, yeah. But yeah, you have to write

Walker Deibel  42:55

like goo every, you know, 15 minutes or something for it?

Brad Weimert  42:59

Yeah. So there, there’s, I mean, there are three parts of endurance endurance races that you have to focus on. One is your physical training, right? Can’t have you trained enough to do this thing, too. Is your mindset. Are you do you have your shit together to do this thing mentally. And that’s honestly the biggest one. Yeah. And the third is food is nutrition. And you can get away with a marathon with no food, that’s fine. You can get away with three, four or five hours with no food. Once you hit that mark of somewhere in the four or five hour range. That is a debilitating factor. And nutrition becomes a huge part of the game to keep your body moving. So I’m not very good at that part. As it turns out. And yes, it’s Gu It’s bananas. It’s all sorts of stuff. It’s in ultimately, it just becomes calories. It just literally becomes what calories. Can I get my body and you will burn it.

Walker Deibel  44:03

I mean, you weren’t stopping and you know having lunch? Yeah, no, yeah.

Brad Weimert  44:07

No, I wasn’t. I didn’t. I didn’t have time. You know. So the What’s crazy is the amount was 36 hours. I went in was trying to do it. 34 laps and that 36 hours now two hours to spare. Sounds like a lot of time. But when you break that down, it’s four minutes per lap that I had to spare. Okay, on top of the hour per lap, four minutes per lap doesn’t really account for lunch, right? Or, for example.

Walker Deibel  44:34

Yeah, right. Yeah. Good one.

Brad Weimert  44:37

So it became it was a it was a it was an ordeal. Yeah. But you get you got it done. I did get it done. And there’s probably a lesson for another day on that. But ultimately, I did get it done.

Walker Deibel  44:49

Well, I mean, you know, what I’m trying to figure out here is, you know, Brad, should I be looking at this excursion as like you have successfully built a business that can operate and thrive without you, or should I be alone? Get in as like this is the level of commitment and dedication that you put into operating easy pay direct. A bit of a tee up, but I can’t figure out which one it is how should I be translating this? Like I’ve learned a lot about you. Yeah, but pull it around easy pay direct. How should I categorize it?

Brad Weimert  45:18

I love that. That’s a really good question. I think both are probably true. Yeah. Right. So I routinely do stupid shit, in my spare time in the business grows without me, which is lovely. But it can always be better. And I think that the, you know, I think the real lesson in most of those things, is not about me, but it’s about you, or anybody listening of what else are you doing in your life? And how does that where’s the parallel inside your own business?

Walker Deibel  45:57

Have you ever posted a job advertisement in Australia?

Brad Weimert  46:03

No, but Australian people have seen some job postings of mine in the States. And they’re a big fan. They’re big fans out there.

Walker Deibel  46:11

You receive some pushback around a job posting that you’d like to speak to that please. Executive Assistant, executive, personal assistant. Yeah, sure.

Brad Weimert  46:25

So I woke up one morning. And I checked my phone immediately as I do. And there was a Google Alert. That said, worst job posting ever. And I clicked it. And it was my it was an article about my job post from my executive assistant. And to date, if you Google, Brad Weimert, Australia, it will be you’ll get dozens of hits on this thing. The morning, and I was so busy at the time or felt so busy that I just was like, I don’t have time for this shit. Yeah, and put it put it aside, the next morning, I woke up and I had like, 76 Google Alerts on us. Like shit. And that day, I got five messages from the only five people I know in Australia, New Zealand, and all of them hit me up. And they were like, Dude, what the fuck your face is on the front cover of every newspaper in Australia and New Zealand. I was like, man, so what happened was I had a

Walker Deibel  47:29

I’m big in Japan. I’m big in Japan. So that’s good. Australia, New Zealand. That’s sweet. Keep

Brad Weimert  47:34

going love it. Well, what happened was, somebody in Australia took my job posting and just ripped all the content and posted it in Australia for a part time assistant at half the salary. And the Australian community did not like it. Both because, you know, it was half it was it’s an aggressive job posting with a lot of asks, and the salary was half. And also because Australians are socialists, so they were upset by the capitalist nature of my job post

Walker Deibel  48:09

I mean, you know, in their defense, it was slightly parallel or analogous to like an Ernest Shackleton ad to cross Antarctica.

Brad Weimert  48:21

100%. Guess what? If you don’t want the job, you might

Walker Deibel  48:25

play, you might die. It’ll be cold for pay.

Brad Weimert  48:30

But yeah, you know, it’s you know, what’s so funny about it is that while it was all happening, I had four different friends literally, say something to the effect of, Can I use your job posting like it? Awesome. Yeah, it was. Yeah. And I was like, Are you not aware of what’s going on right now? And they’re like, No, and I was like, bro, you gotta Google me right now.

Walker Deibel  48:53

I’m big in Australia. That’s right. What? What do you believe to be true that very few people would agree with you on? Um, you know, I feel

Brad Weimert  49:04

like that’s, that’s a tough one. Because inevitably, there are enough people in the world that somebody else is going to believe the same thing as me. But, and I think there are a lot of ways that you could say this, but I’m going to say it in the most inflammatory, aggravating way I can to illustrate your point. Great. And that is that I think that fat people run bad businesses. Now, let me say it in a non non irritating way, because I don’t actually believe that. I believe that how you do one thing is how you do everything. And I believe that there is a while that’s not literally true. I think that if you are out of shape, physically, it’s going to have ramifications in other areas of your life. And you can identify where those things are relatively easily, and the patterns that you run that allow you to be in grossly out of shape are also going to show up in the operating system that you’re on your business through. Hmm.

Walker Deibel  50:08

I’m neither going to agree nor disagree, because if I agree, then I then I obviously,

Brad Weimert  50:12

latch on to the first day, which was totally irritating. That’s great. Well, it also obviously isn’t. There are I don’t believe that there are many absolutes in life, man, for nearly all examples, you can find the exception, you know, you get the Warren Buffett that has been eating McDonald’s and drinking Coke every day of his life. Yeah. And he is, you know, an old and clearly does very well, well. But I do believe that those things show up. And so if you want to actually optimize your life, it’s very, it’s very clear to me, when people are way outside of the line somewhere, that that’s going to show up somewhere else.

Walker Deibel  50:53

What is your mission in life for your purpose? Growth? Okay, that’s it. You know,

Brad Weimert  50:59

I don’t know what, you know, I have some sort of targets for 10 years from now 20 years from now, my deathbed, etc. But I think really, I don’t know what three years from now is going to look like or five years I know is that I need to be progressing and growing and getting better in on a routine basis in a systemic way.

Walker Deibel  51:20

Have you ever acquired a business? Know you want to help me? Sure. No problem. Okay. Have You Ever Have you ever started a bank? In the process of okay, you’re gonna start a bank?

Brad Weimert  51:33

Yeah, yeah, I’m actually I’m actually well down the path with a group of other people. And it’s like, yeah, I mean, look, there are kind of similar to easy pay direct, the the credit card processing space, the merchant account world, anytime you put risk into the picture, at scale, the most logical thing to do is chop the heads off. Meaning, why would we deal with the highest risk people, when the pool is so large, let’s just create a mediocre system that serves the masses. Yeah. But what that does, is it isolates big groups, and you lose good business, just because you didn’t build a good enough system to cater to those businesses. So in banking, and merchant accounts and in banking, whether it’s merchant accounts, whether it’s lending, whether it’s credit lines, whether it’s mortgages, which those are all kind of intersecting, the banking world does not cater to entrepreneurs the way that they need to. And I think that the entrepreneurial wave came so fast, and the banking industry is so big, and rich and slow moving, that nobody got ahead of it, and created the risk assessment for entrepreneurs. And like Case in point, any entrepreneur listening, that has that’s like, on the line, and they’re trying to get a mortgage, for example, you’ve got this whole quandary of, well, I don’t show income, because I’m not stupid. And then, and then bankers are like, well, you don’t make any money. And you’re like, well, you’re stupid. Like, how do you not understand how this works? Yeah. So the the purpose of the bank is to cater to today’s entrepreneurs. Yeah. And I’ll, we’ll be I mean, we’re like signing final papers and going through the FDIC process, etc. Right now.

Walker Deibel  53:25

That’s incredible. is unplugged. Something that’s still going

Brad Weimert  53:29

unplugged is, is sort of in limbo. So unplugged is a brand that I have that takes on entrepreneurs on adventure trips. And I love crafting experiences. I love crafting unique spaces and unique trips, because it creates an environment where people connect faster. But it’s so much energy to do them that I have taken in more recent years to just building my business and going on other people’s trips.

Walker Deibel  54:00

I mean, dude, it’s one of these things where when I first met you, I don’t know if you remember was Mastermind Talks. I don’t know, a few years back pre COVID. But there was there was an unplugged event coming up. And it’s one of these things where, you know, as a younger entrepreneur, I was part of the Entrepreneurs Organization, and it’s all about like creating cohorts of entrepreneurs and then going on these, like kind of, you know, top 5% They call them experiences, right? So that you can bond over these. These these things are top 1% I’m sure they call they have a different 5% rule in but anyway, so it felt to me like that’s what you were kind of going after what you were sort of like 10 axing I’ll, I’ll Grant Cardone this statement, your your 10 axing that kind of experience. And I mean, something that I have learned about you is the weight that you put on. Just building rich relationships. Let me say like this You know, Quiet Light sponsors a number of you mentioned war room earlier, we, you know, we were a longtime sponsor of war room, we sponsor a lot of these masterminds where it’s like, it costs 1010 grand just to show up at the event. And, you know, I like, you know, I’m in Mastermind Talks more room, there’s another one I’m forgetting. I’ve seen you like, every single one, like in every year and every quarter, and every whatever. So I mean, it’s, it’s really clear that you invest heavily in building relationships. It’s just something that, that I know about you that I thought unplugged kind of, kind of underscored. Yeah. What is the drive in that? Is it to get customers for easy pay direct? Is it to? Is it to evolve Brad, or passion for learning? I mean, what’s, what’s the thing?

Brad Weimert  55:51

It’s an effort to align multiple things in my life. So I think that alignment is the what I want to be the deliberate thru line of all of my activities. So I want to be able to socialize, have adventure, have fun, but I want to be able to do it with people that I could potentially do business with. Yeah, right. That’s how I rationalized going out and having crazy adventures. But part of that is that it also became really clear to me that relationships thrive and accelerate through unique experiences, and through emotional engagement. And so the more unique the experience, the faster you’re going to connect with somebody, or repel from them. But it’s why I like, you know, we the Fiji thing was the one you were talking about the first time plug thing was taking a group of 20 people to Fiji, and super unique, right? That thing stands out in people’s minds. And the people that were on the trip will know the other people on the trip forever as a result. Yeah. Right. And then the emotional engagement part is part of what draws me to these athletic endeavors, right is when I’m going up a mountain for fucking 20 hours, somebody that I’m with, that’s doing it with me, you are raw emotionally, and you respond in ways that you probably shouldn’t. And you have conflict, and you either work through it. And that’s usually what happens, or you push away. And you realize this is not a human that I want to spend time with. But I love the acceleration of that process and being deliberate about creating environments where I can do it. And some of these masterminds, you know, they all make an effort to do it in different levels. Certainly not, I think the level that I’m talking about, but it still ends up being a unique experience for a lot of the people that are there. Which creates those relationships. It’s just a it’s a leg up to create those relationships.

Walker Deibel  57:50

Yeah. Um, where are you investing financially right now?

Brad Weimert  57:54

Hmm. Well, certainly easy pay direct. And that’s, that’s, I mean a real answer, because you do have those choices to make, right? You pull a bunch of money off the table and invest somewhere else? Or do you feed it back into the business for growth? I spend a lot of time with real estate. Certainly, the bank that I’m starting is another one. But real estate is my is my big lever. And there are a couple of reasons for that. The biggest one, though, is cost segregation. So I’m buying some commercial property every year, because it is the largest opportunity to reduce your tax liability, commercial, commercial property.

Walker Deibel  58:40

Do you do multifamily at all? I am

Brad Weimert  58:44

almost entirely single family and then also commercial and the commercial is office building and retail.

Walker Deibel  58:51

Okay. And you’re bullish on on corporate real estate right now. I mean, you must think it’s cheap right now. Yeah.

Brad Weimert  58:59

I mean, look, over the over the last five years, it’s been different, you know, we’re at the end of 2022, or going into recession, like rates got out of control. You know, it’d be an interesting next couple of years, we had the whole COVID thing, which is like, Do companies rent office space anymore? I knew all these different elements. But businesses, there are some businesses that have to be physical no matter what. And, and I also think that we’ll have cycles no matter what. But if you look at just the tax benefit to cost segregations in commercial real estate, that alone offsets a wild amount of your return. It’s like, you know, you look at whatever return you’re getting if I got the same return on a business versus commercial, but I didn’t get the tax benefit. It’s not even close to the same.

Walker Deibel  59:53

Hmm. Thank you, Brad. I’ve had so much fun hanging out with you. Thanks so much. Where can people find you? If they want to find you if they want to get a hold of you like all these, all these things,

Brad Weimert  1:00:07

finding me and getting a hold of me are two entirely different things. But Beyond a Million is certainly good if you have a business, and you want really tactical and strategic advice from people that are fucking killing it. sales, marketing operations, technology and taxation. And then I’m, you know, the rest of my life that and the rest of my life exists on Instagram. So you can find Brad Weimert on Instagram and follow my shenanigans there.

Walker Deibel  1:00:33

Why, like I saw you had about 20,000 followers on Insta, why do you land on Insta versus versus a different channel?

Brad Weimert  1:00:41

Um, it’s a good question, man, I think I think it’s sort of a fun, digestible platform. So people go there to consume video. And I think that the video content is a what people are going to be doing moving forward will be really heavy in YouTube as well. Now, we haven’t kind of gone down that path, but that’s certainly on the roadmap. But I think that’s it.

Walker Deibel  1:01:06

No limit. Thanks, Brad. Anything else that you want to say? Before we shut it down here? No,

Brad Weimert  1:01:15

I don’t have any any any parting words of wisdom for you? I’m sorry.

Walker Deibel  1:01:18

Mic drop. Mic drop. Yep. Right. Thanks so much for hanging out with me. It was awesome.

Brad Weimert  1:01:22

Appreciate it, man. Always good to see you.

Outro  1:01:25

Today’s podcast was produced by Rise25 and the Quiet Light content team. If you have a suggestion for a future podcast, subject or guest, email us at [email protected]ietlightbrokerage.com. Be sure to follow us on YouTube, Facebook, LinkedIn, Twitter and Instagram, and subscribe to the show wherever you get your podcasts. Thanks for listening. We’ll see you next week.

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