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Jake Randall: Well, welcome everybody to another episode of the Profit Junkie Podcast where we talk about making more money and making sure you keep as much of it as possible in your bank account. I am super excited to talk to you about our guest today. Our guest today has had some massive success in just a few years. He’s really grown quite a few businesses, actually, and he’s done some amazing things. I met him in person about a year ago for the first time and just was really, really impressed with him and all of the things that he’s done as well as his marketing. So today our guest is Taylor Welch. He is the CEO and founder of Traffic and Funnels. He’s the author of two bestselling books, an international speaker, an entrepreneur, and he’s the creator of the number-one-rated sales training program with clients trained globally called the SalesMentor. He has helped 50,000 individual businesses globally through that, and then he also has a real estate investment company. I mean, he is all over the map. He’s produced multiple eight-figure brands in less than five years, and he just has done it by adding a ton of value to people.
So I’m really excited. Taylor, thanks for making the time for us today.
Taylor Welch: Man, it’s amazing. That intro is just who are you talking about? And then I’m , “Oh, I guess that’s the intro they wrote for me.” I’ll try to fill those shoes. I’ll do my best.
Jake Randall: So talk to me really quick about I heard you talk about a little bit of your origin story, but just give us a brief… Tell us about the last five or six years of your life.
Taylor Welch: Yeah. I got into the entrepreneurial journey because of my wife. I worked at a church. I had no idea what an entrepreneur… I didn’t even know what the word meant. I didn’t know what copywriting was, what email marketing was; I didn’t have any formal education. She just one day was talking to me about wanting to get new clients, and I said, “I think I could figure that out” and picked up a book by a guy named John Carlton, who you’re probably familiar with, and read it at the beach. And I think this was 2014, probably midsummer 2014. And this was the first time I learned that copywriting was actually… That didn’t mean protecting your IP with the government. It’s a different type of copywriting. And we got back and long story short, I started experimenting and some of those experiments worked, some of them didn’t, and my goal, my vision in 2014 was I’m going to replace my $35,000 a year income with my wife’s business and I’m going to sit at home. That was it.
That’s how much drive I had in 2014. I just needed to get her $35,000 in extra income, and I’m going to sit at home. But as is the case in a lot of things now that I do, the vision starts smaller and then as you get into it the game becomes addicting and it becomes less about the money and more about the game.
And so I met my business partner, Chris, in 2015. We started Traffic and Funnels unofficially in September of 2015, officially in January of 2016. Since then, I mean, it’s just been like sometimes I just look back at old journals and I’m like what happened? I have no idea what happened. And then sometimes I’m like of course it happened. We put in the work, we put in the reps, and we did the right thing, but we started TF, SalesMentor. We have Wealth Gap. We’re taking equity in a business in Australia as we speak. I mean, we are truly all over the place, but in a way that I feel like is healthy and we’re just playing the game. So that’s six years condensed down into nothing, basically.
Jake Randall: Yeah. One of the things that I think… I mean, a couple of things. But one of the things that I found fascinating when I first… I mean, I’m a marketer, right? I’m a copywriter and stuff, and so I love looking at other people’s stuff. And I remember the first time I clicked on one of your ads and went through one of your sales funnels, and I’d never seen anybody execute that at that level where I think I bought one of your books or I bought something. It was like a low-entry offer, and I bought something. And within five minutes, I had a phone call from one of your sales guys, a text message, a Facebook request, and the dude did an awesome job of just following up, and offers were crafted really well. But I’ve never seen anybody pull off a multichannel approach. [crosstalk 00:05:04] [inaudible 00:05:04] in the way you guys have. I mean, you guys execute really, really well, which is pretty amazing. How do you manage? How did you manage that? Is it an iterative process just slowly piece by piece?
Taylor Welch: How do we manage it today or how did we come up with it?
Jake Randall: How did you come up with that?
Taylor Welch: It happened just in pieces. We started out obviously as marketers and we still do a bit of marketing, but I think we soon came to learn that everybody else is marketing, too, and so you’re just competing in the same cesspool and everyone’s doing the same things. And I’m a philosophical trainer above everything else. What I hate more than anything else is the tactical trainings, and it’s a love/hate relationship because you have to have them, sort of. But then I’ve always defaulted hard against them because they change every three days and you can’t really get anything to work tactically for more than a month, maybe a couple months. And so the philosophy we developed early on and I have to go back to because when I think I was 10-11 years old, I remember my dad pulling me out of school every couple of months to go to these big simulcasts. John Maxwell, Patrick Lindsay, Yoni, the leadership gurus, and I’m 12 and I just remember hating these things. I literally hated them. They were the most boring, nothing to do. There was Chick-fil-A. That was the saving grace is we got Chick-fil-A on the way, but I complained about it. And then one day…
When people ask me this question that you just asked me, what happened? How did you develop this? I started realizing that my philosophy started when I was 10, 12, 13. I just didn’t know it. I wasn’t aware of it. It was subconscious and listening to Patrick Lindsay talk about the functions of a team and focus and all of these things that don’t mean anything to me as a kid. But once I started leading people, it was like, “Wow, the soil is healthy, the ground is healthy.” And I think a lot of people don’t get that option. And so in some ways I got really lucky because by the time I came into business, I already had the foundation. The infrastructure was sound. It was tight. And so my philosophy is that you can go into any of our sales meetings in any of our companies right now and you can ask how many times do we follow up with prospects? And every single person in unison will say one word. Want to know what that word is?
Jake Randall: Yeah.
Taylor Welch: Until. That’s the word. Until. How many times? Until. Until what? Until we get them what they need. It’s not about the sale. It’s not about the money. All of the trappings of wealth are byproducts of servicing people. All of it. The cars, the watches, the income, the houses, all of it’s just a byproduct. And what so many people do is they try to think tactically how do we get more sales? And what we do is we reverse it around and we think philosophically. What do people need more than anything else? Well, they probably need some human interaction. You don’t know what you need if you just bought something brand new and then you’re seeing our upsell funnel and you’re like, “I don’t know if I need that or not”, so you don’t buy. So we’ve got everything really turned around so that it’s service first and everything else second, and out of that comes a lot of cool tactics. All of the tactical stuff comes and it’s like what does someone need the moment that they buy something and they think that it could be fraudulent, it could be a scam, but they got emotional about it. So now they’re going to refund, but oh, wait, they got a phone call. They know it’s the real deal.
And then what else comes out of that? We get to diagnose their situation and then maybe they need something different, but maybe we’re going to give it to them for free because they just took a risk on a book. So we’re going to give them a product for free, and then that product buys goodwill. And then six months later, they’ve given us $50,000 and they’ve got a multi-six-figure business and etc., etc., but that didn’t come from us thinking, “How do we get more sales?” It really came from us thinking, “How do we make sure people get what they need as soon as they need it?” Does that make sense?
Jake Randall: Yeah. I love that. I love that. And the thing that fascinates me most about your success story is you’ve done that in multiple companies and, I mean, I think so many people get bogged down in, “I’m the entrepreneur. I’m the freelancer. I’ve got to do everything in the business”, and I don’t know if you have any thoughts about this, but what do you… When you started experiencing growth, because I’m sure in the first days you were doing all the copywriting and every little piece of every little funnel and everything like that, but how did you approach team building and building out your teams and duplicating yourself and sort of working your way from freelancer or whatever up into multiple business owner? Because you can’t be in the minutiae of everything, right?
Taylor Welch: Yeah. I mean, philosophically I think you have to first start with your belief, and I’ll give you the tactical answer in a second, but I think philosophically everybody believes that if you want it done right, you have to do it what? Yourself.
Jake Randall: Yourself.
Taylor Welch: There are these things that we grow up with: Money doesn’t grow on trees. If you want it done right, do it yourself. And these cultural isms stick with us and they develop roots inside of our belief system, and one of those is that if you want to make a lot of money, you have to work what? Hard.
Jake Randall: Yeah.
Taylor Welch: And then so you got to start with the belief system person foremost. Me and Chris, when we struggled at the beginning it’s largely because we felt if you want it done right you have to do it yourself, and if you believe that then what are you going to communicate to your team subconsciously? You’re going to communicate that they’re stupid. I got to do it for you, then what are you here for? And so you got to first develop the belief systems that are you can make more money without necessarily having to work more hours or work more bandwidth or etc., and we encourage everyone on our team. What really gets on my nerves is entrepreneurs who they promote so hard that you shouldn’t be an employee, that you should do your own thing, and it’s like you know when I see that it’s immature.
So one day you’re going to try to start a team, and you’re screwed. You’re screwed because you’ve trained everyone that follows you for four years that it sucks to be an employee. You’re screwed. You’re going to have to undo all of that. And our ethos is different in that I tell people all the time if I would have found TF when I was younger, I would have stayed forever, dude. The reason I went out on my own anyways is because I was making $35 grand a year and because nobody was coaching and developing me. And so we’ve tried to build an environment that people want to come and they want to stay and they want to put in their best, and we don’t lose people because of that. So that’s the first thing. And I’m going off on a lot of tangents here, but tactically I always tell people this, “There are two things that you can outsource. The first is you can outsource the actual work, right? You can outsource the hands that are doing the job. Go do this, fix my calendar, write the sales page, etc., etc.” That’s layer one and you’ll get a little bit of freedom, but not much because you’ll still be responsible.
But the second thing is you can outsource your decisions. That’s a different level. It’s tier two of outsourcing. Tier one is, “Hey, I’m going to pay you to do a job. Come paint the house.” Tier two, the second level, is “I want the house to look different. Go figure it out. I don’t care what color it is”, right? And so what we’ve really done well, instead of all the companies is we built a free market inside of the organizations, and so people are not told what to do and how to do it. They are given a target and then however they want to do it is fine. They are able to control their own decisions. And that frees me and Chris up because we no longer have to tell them what to do, we don’t have to do their strategy for them, we can give them advice, and we’re actually consultants in our own businesses. We’re not laborers in our own businesses. And it’s a big difference.
Jake Randall: Yeah. I think that’s great. For me personally and I know our listeners are getting value, too, but for me personally I’m kind of struggling with this. I’ve got multiple businesses and I’m struggling getting out of the minutiae, so part of this is selfish. So thank you. That’s great.
Taylor Welch: Great. Use it, man.
Jake Randall: So when you and Chris started this, and now you guys have these multiple businesses and things, but we’ve talked about the servicing and really going after and servicing people. How has you guys’ mindset changed with the whole COVID thing and how has servicing? Has that affected your clients and how are you reacting to that?
Taylor Welch: When it first started coming out, I think this was the end of March, Nashville shut down. I mean, at first I was like probably everyone else, like whatever, people in China, whatever; figure it out, China. Whatever. You guys are always being weird about stuff. But then when Nashville shut down and Charlotte shut down and it hit our homes and we couldn’t have people in the office, me and Chris were like, “Okay, let’s sit down and let’s do contingency planning across all companies.” And we had level one, level two, level three. Level one was like ah, didn’t really change much, but it was just annoying. What do we do? Level two was like this is getting pretty tight. It’s going to affect us for a little bit. How do we transition or survive? Level three was like we just got invaded by Russia. We’re screwed. What do we do with our employees, with our buildings?
And so we kind of built out a contingency system for each business because each business has different risks and different opportunities and different payrolls. And we sat with our leaders and we went through level one, level two, level three, and we let people know. We asked them to let us know what to do with their departments in the event of level three which would be catastrophic. And what it actually did for the two internet businesses, a little bit different in real estate, which we can talk about, but for the two internet businesses, SalesMentor and TF, it sharpened everyone up overnight because all of a sudden people were like, “Oh, what do we do if there’s no meat on the bones? Here’s how we get efficient and tight.”
So from March to April, SalesMentor grew by almost 400%. From March to April, TF grew by probably 25%. TF is bigger so it’s not going to quadruple. We entered March of this year combined cumulatively probably doing a million and a half. At this point right now, we’re doing close to four in a month. So it actually was the opposite of what we assumed it would be, and I think most of it is because of how we reacted and how our leaders really tightened up. Things have slowed down for sure on the real estate side simply because you can’t get appraisers in the house. Appraisers are trying to do drive-by appraisals, and that’s stupid. I’ve never heard anything as stupid as that. So go get in the damn house and then come back when you’re ready to work.
So certain things are frustrating, but for the most part there’s so much opportunity inside of difficult situations. And if you can develop the type of mentality that not that you’re going to capitalize on pain… You’re not going to capitalize on crisis. I hear this phrase a lot: “Never waste a good crisis”. I hate that. I think it’s disrespectful. But you’ve got to be the person that can see through a problem into the opportunity behind the problem. And if you can develop that mentality, then your faith doesn’t come from well, the economy is never going to crash, your faith doesn’t come from well, the US dollar is always going to be on the high, your faith comes in your ability to adapt. That’s where your competence comes from. No matter what happens to the economy, I’m agile enough to adapt to it. And a lot of people put their competence in things that are stupid like well, the US real estate market is always going to be blah, blah, blah. And that’s the wrong thing because it’s always going to be in flux, it’s always going to change, but you’ve got to develop the ability to be agile enough to capitalize on whatever is in front of you.
Jake Randall: Yeah. That’s awesome. That’s awesome. When you guys were looking at growing your businesses, I know there’s levels, right? You had your moment where you made your $35,000 and you’re like what’s next, right? The bar gets higher, right? Once you make your first $100,000 you think $100,000 is a lot of money until you make it and then you’re like, “Oh, I did it.” Your beliefs expand. Talk to me a little bit about some of those beliefs whether they’re financial or not, but some of those beliefs that you had to break through to get to where you are today.
Taylor Welch: Yeah. I used to prioritize money so much that that was the biggest motivator for me and it was also the biggest fear for me that at some point the fruits of my labor I would realize it was luck, and then I would go backwards. And it’s like for probably two or three years at the beginning, that was my biggest motivation is I don’t want to lose. I don’t want to go backwards, because I just escaped. Coming from my background, we had a $700 apartment in Cordova, Tennessee, which is a suburb of Memphis, and we had a grocery budget when we first got married. I worked at a church, I think $25 a week, $25 or $35 a week, and we had nothing. I borrowed the ring that I proposed with from my grandfather. I couldn’t afford anything. And I remember one time we were actually going to go on a date night and I had to get something replaced on my car, so we canceled date night for four weeks. I mean, that’s the reality of where I came from.
So when you come from a place like that, then you have some demons that will chase you down because your biggest fear is going to be I don’t ever want to go back to that place and you learn that that’s not a very good motivator. Running from a predatory animal in the sub-Saharan is not sustainable. So that’s the wrong type of energy.
Eventually I learned to tap into the process. I am who I am because of the process. I have what I have because of the process. And my fulfillment started coming from the process. I have a personal trainer right now and he’s just beating the daylights out of me in the gym and with my food, and he basically is trying to get me to stop worrying about the scale and start worrying about at the end of the day did I check off what I was supposed to do. And I recognize that because I’m like, “Bro, you’re using my own stuff against me right now from the business world. Stop it. I don’t like it”, but it’s the same. For me, I had to work really hard, man, to not let the money be the most important thing because as long as it is the most important thing, we can struggle for a long time around mistreating people and taking really risky opportunities that you shouldn’t have taken. And today, if you crack open my psychology and really peer inside of it, I don’t care that much about the revenue. I care more about health.
I was joking with a guy yesterday we were doing some equity partnerships with. I was like, “You know what the difference between your money and my money is?” And he’s got a lot of it. The dude makes good, good money. “Here’s the difference. You work harder for your money than I work for mine.” They got a laugh, but I was like that’s true. That’s what we focused on in the last few years is just how do we develop people, turn them loose, and really counsel them in a way that makes them healthier because the byproduct of a healthy tree is fruit. And so many people are just chasing the fruit, but it’s like your tree is dying. You haven’t watered that thing in a year. Look at the tree. It’s fricking shriveled up. And you’re trying to get tactics to get the tree fruitful and productive. Dude, how about you just take care of the tree, take care of the root systems. And for us, that’s become our mission inside of these companies is I want my COO to be healthy, I want my sales director to be healthy. I don’t want to work 70 hours a week.
I told my client success director at one of our companies just a few days ago, “This Christmas, I want you to be making twice as much money, but I want you to cut your working hours in half.” Who tells their staff that? Well, somebody who is focused on health, somebody who is focused on the person becoming healthy, and the byproducts of health is usually healthy fruit.
Jake Randall: Yeah. I love that. I think that’s a good transition or a good analogy to transition a little bit, too. I’d like to talk a little bit about SalesMentor and/or Traffic and Funnels and a little bit about the services that you guys provide because I think that a lot of salespeople that analogy is going to hit pretty strong, right, about chasing fruit and the trees dying. Talk to me a little bit about what you guys do at SalesMentor and Traffic and Funnels.
Taylor Welch: Well, they’re totally different. SalesMentor is only sales training, and we really teach people how to develop the skill set of sales and then find healthy companies that they can plug into and earn income. We created SalesMentor selfishly for us for TF, because one of the hardest things for me at the beginning was finding salespeople and I would get them and I would train them, and then they’d leave because they know my stuff now and then they would literally go teach it. A lot of the sales trainers in the world today that are in our market, recordings of sales calls when they came in in 2016 and they were learning from me. And so for a while I was like, “This really sucks. I’m tired of training people and then they leave”, and I kind of had this epiphany that the only way to avoid this is to just have so many of them that you can bring them in. And I didn’t want to pay headhunters $5 grand a pop just to find us people who worked at McDonald’s and wanted a new job, and I was like that’s not good for us.
So we started SalesMentor to train people how to do sales, and really it’s the opportunity market. It’s a little bit of the biz op market where we’ll take somebody who has never done sales before in their life and they want to, and they come in to learn and then we’ll connect them with clients or show them how to get clients, show them how to negotiate with clients, show them how to lock down a good healthy commission structure. And then we also staff from SalesMentor pool. So all of our salespeople across all companies at some point went through SalesMentor, so that’s where we find them.
Traffic and Funnels is a full-suite consultancy for people who sell to other clients or they have their own business, so it’s more of an entrepreneurial market not an opportunity market, somebody who’s already a little bit established but they want to build the type of product that they can charge $8K, $10K, $15K, $35K for, and they want to develop the systems to find new prospects, enroll those prospects, and then deliver amazing results for it. So it’s a bigger type of product than SalesMentor is, and a lot of times what we find is people in that program once they scale through evolve into our higher ticket elite masterminds. They’re ready to hire salespeople, and so we can pair those people from SalesMentor with them as well.
Jake Randall: Awesome. Get your own little ecosystem or whatever.
Taylor Welch: Yeah.
Jake Randall: That’s awesome. So a lot of our listeners right now, they’re [inaudible 00:25:16] I would guess we have a big chunk in both camps there. So if they want to get information on those companies, is it thesalesmentor.com and trafficandfunnels.com or is that the best place to go?
Taylor Welch: Yeah, I think it’s thesalesmentor.com, but really the only way to get into… If you go to the thesalesmentor.com, you’re just going to get sales training. The only way to get into access to staffing is to be a client or an equity partner. It’s just not worth it for us to do that to other people. So you’ve got to either be inside of a client suite NTF or you have to be an equity partner, or you can’t really get access to that pool of people.
Jake Randall: Yeah. I think Traffic and Funnels would be really valuable for a lot of our listeners. I mean, we have a lot of people that have their own businesses. I mean, everybody who is listening has their own business and they’re looking to figure out how to grow and scale and get more clients, and so I think Traffic and Funnels would be… Definitely check it out, guys, if you want to scale or grow a business, if you’re looking to charge higher-ticket items. It’s just a no brainer to go check that out. Yeah. I mean, they really have. They have so many success stories of taking people through this and that’s why they’re successful, right? You don’t scale to the level that they’re at by providing an inferior product. It just doesn’t happen, right? So definitely check that out.
What’s the biggest piece of advice you give your new, I guess, employees coming on to work for you?
Taylor Welch: Employees. Team members. I thought you were going in a different direction with that, but that’s a great question.
Jake Randall: Tell me where you think I was going.
Taylor Welch: I thought you were going to be like what’s the one thing you people… What’s the secret to success in business? That’s usually most people. They’re like, “Hey, I have no idea.” I don’t know. New team members, man. It’s just to plug into the company assets and to give it time. When we first started, man, we wanted everybody to be an ROI in three days. And now we realize that people coming into our teams, it’s now we have a little bit of a bubble as do you, I’m sure. When people come to work for you it’s like, “Oh, it’s a lot different than working at Home Depot. It’s just not the same. You actually care about the success of the people on your team.” And so now the biggest thing is when people join the team, it’s like plug in 100%, fully commit and just give it time, be cool with yourself, do your best, but be cool with yourself. And it depends on which department, too, because inside of sales, man, they’re just like a bunch of crazy people and you should see our sales meetings. People are yelling wins and excitement is through the roof.
And so it’s a little bit different based on the department, but the throughput of everything here at TF is just we want you to be healthy. You should become a better dad from being here, not just earn more money. You should be a better partner from being here. And when people know that you can push them, they’ll work really hard, and they’ll do a really good job because they know that they’re not just being capitalized on for what they bring to the table, but they are a part of a team.
Jake Randall: Yeah. What are you studying right now just personally? What are the things that you are… The books that you’re reading or the things that you’re working on?
Taylor Welch: I’ve spent a lot of time the last few months studying the economy and politics and just getting up to speed. I was so dumb. I had no idea what happened in government. I think that’s part of the reason that we’re so successful in the lanes that we’re into is just the focus. Man, I haven’t paid attention to who is president in 10 years. This hasn’t mattered. I’ve been just head down in my lane. But when COVID happened and everything started shutting down, I was like this is probably something I need to understand a little bit better. Because I know how the economy works, I know how the treasury works, but they just shut down the entire world, so I probably need to understand how that works. So I’ve kind of gotten into that. It’s not very fun. It’s adventurous, but it’s not motivating.
Jake Randall: Right.
Taylor Welch: So it’s kind of interesting and you get into it, but then it’s like, well, the world sucks, so what’s the point? But lately, I want to study the people who have mastered longevity. That’s what I’m interested in. There’s always a thousand hacks. I can learn from somebody how to do XYZ all day long, but Ray Dalio has been around for a long time. He ain’t going anywhere. He has mastered longevity. Howard Marks, longevity. You got these guys who have been in the finance world and they’ve seen three recessions and they’ve lost money, they’ve made money. I want to know how those guys think, and a lot of it comes down to just understanding downside, understanding risk, so a lot of the economy looking into micro/macro markets. To be honest, marketing is my least-studied topic right now. I went so deep into it that I could probably write a sales letter in my sleep right now and maybe it would work, maybe it wouldn’t, but…
Jake Randall: At least a couple pieces would be there, right?
Taylor Welch: The pieces would all be there and [inaudible 00:30:31] would recognize it and it’d be awesome. But now I want to know how do big, big companies keep fresh? How do they capitalize without risking everything? And so anything I can get from the minds of people who have been around a long time, I’ll probably pick it up.
Jake Randall: That’s awesome. Are you a creature of habit and routines or are you kind of more unstructured? What does a day in the life of Taylor look like?
Taylor Welch: I am a creature of habit. For I would say the first four years I was ridiculously routined down to I would wake up at the same time when I was unhappy. I was so locked in almost un-agile, like too routine, but I needed it for the level of focus that I had to bring. Today, I’m still a creature of habit, but I’m not quite as rigid, if that makes sense. I have the gym every day at about 6:45. I wake up at about 5:45 plus or minus 10 minutes here or there, and I spend 15 minutes driving to the gym and I’ll sit in the parking lot for 15 minutes and I’ll journal and it’s just free flowing, whatever’s on my mind. Sometimes I’ll do math. We have the four companies now, so there’s always something for me to fix somewhere or something to think about. But I found that that journaling time before the gym being free, open, gives me a little bit of adventure. It sounds dumb, but it gives me a little bit of a reprieve from the rigidity and the routine, and I’ll work out.
I usually grab a Starbucks. People make fun of me all the time, like Starbucks is nasty. I’m like literally Starbucks started espresso in America, you ungrateful, uneducated. You probably are the ones tearing down statues, the same people who don’t like Starbucks. They don’t understand history. Anyways, another topic. But I’ll grab Starbucks and I usually am getting into the office about 8:30 or 9:00. So there’s a big difference, too, because 2016, 17, 18, and most of 19 I’m in the office at 7:30 every day, ready to get going. I had a daughter in 2019 and I was forcefully ejected out of my routines for about six months because there’s no such thing and couldn’t sleep. Do you have kids?
Jake Randall: Yeah, I’ve got four of them.
Taylor Welch: Okay. You and Chris, man. Chris has four kids. I’m like, “Oh, my God, dude.” I’m just trying to get used to one. But that’s a great thing to do if you’re too rigid because then you can’t be rigid anymore. It’s like you have no routines. What is a routine? I forgot. So coming out of that season, I’ve noticed I’m a little bit more chill, which has been great for me.
Jake Randall: Yeah. That whole kid thing kind of gets in the way. I was the same…
Taylor Welch: It gets in the way, man.
Jake Randall: I mean, it’s awesome. But you got to learn to think on your feet and…
Taylor Welch: Yep.
Jake Randall: That’s awesome. Well, congratulations on the daughter.
Taylor Welch: Thank you.
Jake Randall: Man, we’ll talk when you get to three.
Taylor Welch: Oh, my God. Yeah. We were just now talking about having another one and we’re just thinking through all the things that are going to change, and I’m like, “What if we have twins?” She’s like, “No, we’re going to wait a little bit longer.” I’ve ruined my chances just from that one comment.
Jake Randall: Oh, awesome man. Well, congratulations on all the things you’re doing and serving people at a really, really high level. I think it’s awesome what you guys have been able to accomplish and all the many people that you guys have helped. Just congratulations, man.
Taylor Welch: Thank you.
Jake Randall: Do you want to give those links out real quick one more time so if anybody’s got a pen and paper now for the Traffic and Funnels?
Jake Randall: Yeah. Yeah. I just listened to the first episode three days ago, I think.
Taylor Welch: Nice. So you got a little binge ahead of you. It’s daily Monday through Friday, dailymindmedicine.com. That’s probably our fastest growing piece of content right now. We’re pretty close to a million downloads, and hopefully we can bust pass that before the end of the year. But it’s awesome because it’s free. A lot of clients requested us to… When they come in, there’s this thing we do called Mindset Monday. It’s just how we think. How we structure our thought processes. And so Daily Mind Medicine is Monday through Friday and it’s just stories and crazy stuff going on in my head that people can listen to, and sometimes it’s entertaining and sometimes it’s like hey, you’re dumb. Next. Hit the next episode. But hopefully, they’ll find it usable.
Jake Randall: Yeah. I mean, I think it’s one of those… It’s a unique one, right? You get really personal on it and it’s pretty awesome, so definitely check it out. And that’s Daily Mind Medicine. Is it Taylor’s Daily Mind Medicine or just Mind Medicine is the Podcast?
Taylor Welch: Just dailymindmedicine.com.
Jake Randall: Yep… dailymindmedicine.com. So, check that out. Again, Taylor, thanks for coming on and we’ll catch up soon.
Taylor Welch: Amazing. Thank you. See you.
Jake Randall: Thanks everybody. See you next week on another episode of the Profit Junkie Podcast.
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