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Recent Podcast Episodes

How To Have Precision Like A Fighter Pilot! With Isar Meitis

Episode Summary

Isar Meitis explains how his experience as a fighter pilot helped him grow a business that he sold for 100 million dollars! Isar gives us tips that are easy to implement, practical, and profound!

-the important difference between strategy and tactics!
-what is the one thing you should do in your business every day?
-how to improve any skill set no matter where you start!

Isar has been involved in startups, tech, and marketing for almost 20 years. During this time, he worked in small startups, founded my own startup, and also worked for large corporates. He is passionate about teaching other people and helping them grow.

In 2015, his team developed a brand new e-commerce solution from the ground up. This solution was adopted by several multi-billion $ companies and many small ones in the travel industry. In 2017, his company merged with 2 other companies to create the largest travel wholesale company in the world. He leads the e-commerce business unit in this multi-billion-dollar corporation.

He learned a lot about scale and processes but missed the entrepreneurial spirit and speed. This led to another turning point in his life. He left a senior and well-paying position in a large corporate in order to use his experience to help other people grow. He started by investing and mentoring several companies. However, he wanted to help more people and wanted to create a community of people that are entrepreneurs in spirit, who like him, want to help others. This is when he founded the E-tribe.

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Isar Meitis Podcast Transcription 

[00:09:04] Kris Ward: Hey, Juan. It’s when the hour, day. And I am your host, Chris ward. Today, we have Issar métis on the show. I am super excited. All right. Now, let me tell you a little about him. He’s got a really interesting past. He has started up three companies. Now here’s the thing. One of them went to a hundred million dollars now being very noble man and noble entrepreneur.

[00:09:28] He often points out that one failed and the other, yeah, it gives you the whole bio, but let’s just be honest. We want to zone in on the fact that was, was an, is a roaring success. Okay. Now today, what he’s going to do is talk to us about that and sort of how he’s going to tie that business application into his whole perception on being a fighter pilot.

[00:09:50] So welcome to the show ESR, as I stumbled through that, I’m really excited to talk to you. Cause I think these are really interesting things, just the whole, you know, doing a startup and making a big success of it and selling it and then really. Tying it in to something that, you know, we all sort of secretly admire and we see on TV and all that sort of, yeah.

[00:10:08] That the structure in the business of the military and a pilot is just so inundated with structure. Well, there’s, there’s a lot of parallels there. So start with, where do we start? I asked you.

[00:10:22] Isar Meitis: Wow. Thank you. I’m I I’m, um, I’m blushing. I hope most people are going to listen versus watch this cause they would see me blush, but there are many, many parallels between being a fighter pilot and being an entrepreneur.

[00:10:37] And the more you kind of grow into the entrepreneurial world, the more you understand of how many things carry through. From the process you’ve been through in the military. And I guess it’s probably anywhere in the military. I think there’s a few places where being a pilot, kind of like sharpens a few more edges than any other thing in the military.

[00:10:59] Kris Ward: Cause you don’t have fender benders in the sky step one, right?

[00:11:02] Isar Meitis: Hopefully.

[00:11:03] Kris Ward: Yeah. So cause what I want people to understand is, okay, maybe none of us, I assure you, I will never be a pilot and I’ll never be in a small flying vehicle. I do not understand that I’d have to be unconscious. I really would. And then you don’t leave.

[00:11:16] People are airlifted out of accident. I’d be like, I don’t know about that, but anyhow, so that part, what I want to talk about, it’s not going to necessarily relate to us. But I think the infrastructure in that is what, something that I see in so many things that I think, I think really done well. And with any structure relates to business, whether it’s coaching a superstar basketball team, whether it’s being a pilot or so times that into for us, you know, how you do, you did that, you know, that company that you built up and sold, what were the skills that you transferred or so the backbone that got you there.

[00:11:50] Isar Meitis: Phenomenal. Great question. So I think I’ll start with one thing, which is, that’s something you have to do in the military. And again, definitely as a pilot is focus and invest a lot of time in planning. And, and so again, going back to the military, part of things, you plan the mission. On every aspect you can imagine because so many things can go wrong, right?

[00:12:16] So it’s not just planning the main path, it’s planning the main path and trying to consider all the, what ifs that could happen along the way. I mean, do we have enough fuel? Do we have enough time? What about the altitude? You’re going to fly? What about radar coverage? What about this? What about that? And you, you try to consider as many asks, so what might go wrong and what would you do in that scenario?

[00:12:38] Because you’re not going to have the time to do a lot of thinking while you’re in the air while you’re moving good knots. It’s not, there’s not a lot of time to think. So. Going back to the company. I was blessed with a very, very good team, but what we did were before we started, so really I kind of inherited the existing situation in that business.

[00:12:59] And I came in, we’re like, okay, we got to change all of this. We’ve got to rewrite that technology. We’ve got to redefine the marketing. We’ve got to basically start from scratch. But what we did is I took a bunch of guys who were in the know and we said, okay, we’re not going to do anything other than think.

[00:13:15] And we sat down. We literally locked ourselves for a week in a hotel room here in Orlando, Florida, and just brainstormed. W what is it that we want to do? Where can we provide value? What changes can we make in the market? What is going to be different than we’re doing today? What are the biggest issues we see in our business and in parallel businesses that we can solve, because we have the opportunity that we’re starting from scratch.

[00:13:39] Kris Ward: Okay. So let me jump in there. If I can, let me unpack if I can, because I want to be really clear because we’re walking down a path that can kind of get messy depending which way. Right? So like you’re driving a motorcycle and then you lean too far and you roll the bike. So on one hand, I think what I hear you saying is look, what we don’t want to be doing is we don’t want to be in a position of constant reacting in a high school.

[00:14:03] State, we don’t want to be reacting. We want to be planning and there’s so much I want to talk about on that one. But the other thing is too, though, entrepreneurs have been known to over plan and use that as a distraction to delay action. Right. So I want to be careful because if we don’t sort of qualify that all of a sudden we’re giving somebody permission to work on whatever their project is for the next six months, trying to get it perfect.

[00:14:30] And they get it out to the marketplace and it just flops because they didn’t have any, you know, feedback from their ideal client or anything like that. So can you talk to me a little bit about that?

[00:14:41] Isar Meitis: For sure. Uh, first of all, it’s funny, you know, you and I kind of plan this in advance, so I kind of knew the topics.

[00:14:46] So I have a whole document prepared with bullet points. And one of the bullet points that I wrote up on top of that, I didn’t say is, I’m going to say a few things that may sound contradicting, like. What you just said, I’m like plan, plan, plan, but yes, go out there and do the thing. Right. There’s one important.

[00:15:04] And I was trying for myself to explain this because I’m a very big believer in starting ugly and just doing things and figuring out as you go. But I think there’s two distinctions that I, that I have to make. One is on the difference between being an F 16 pilot and being an entrepreneur when you’re an Essex, it’s literally life and death.

[00:15:24] Yeah, either yours are the people you’re throwing bombs on. You want to make sure,

[00:15:29] Kris Ward: okay,

[00:15:32] Isar Meitis: sure. You hit the right target. Like it’s not, you know, 95% success rate is not a good thing. If you’re ended up 16 violent, uh, it’s phenomenal. If you’re an entrepreneur. So that’s one thing, but the other thing is

[00:15:45] Kris Ward: that does also put everything we’re doing right now, everybody, whatever you’re doing today, and that has now put it in perspective.

[00:15:51] Do you really think you have a problem? No. Okay. Awesome. Go on.

[00:15:56] Isar Meitis: So the other thing is really, I think the difference between strategy and tactics, and really that was me thinking in preparation for this. I think you have to understand the strategy. You have to find a strategy. As well as you can, that has a good chances of success on the entrepreneur world.

[00:16:17] What you figure out. Is the tactics. The tactics is what’s ugly. It’s messy. It’s not perfect. The product is not there yet. It still has bugs. I don’t have a clue how to stand in front of a camera. I never pressed record on a podcast. My sound quality sucks. Uh, the, the landing page I did is not like, yeah, this is all tactics, but if you know the strategy, if you’re saying, okay, what am I bringing to my markets, to my potential clients that does not exist today, or, or maybe it exists today, but I bringing some additional value and that’s why they should work with me.

[00:16:53] That is where you have to figure out in the planning.

[00:16:57] Kris Ward: That is a beautiful distinction. And I really, um, you know what, it’s very simple and I constantly say in the show anything, well, I think anything done well, looks simple, right? When you see somebody doing something Olympic, you know, flipping from a diving board landing 40 times, and you’re like, Oh, they made that look so easy, right?

[00:17:13] Bend over and touch your toes while you’re eating your chips, watching this. Scheme, whatever. Um, I think that beautifully said because you’re right, that’s where people, they keep almost thinking it’s two lanes in the highway and they keep going back and forth, but that’s a really important distinction between strategy versus tactics.

[00:17:30] So I want to think out my strategy and take some time on that, but the tactics. We can’t get caught up in the details and the technology and giving us a really beautiful reason for delay in distraction. Okay. That’s well said everybody write that down, boys and girls strategy versus tactics. Okay.

[00:17:48] Continue my wife’s friend.

[00:17:49] Isar Meitis: Thank you. So I think the next point, which is very relevant is any ties exactly. To this last point. So it’s a great segue is practice makes perfect. Well, not really, but it does make you better. Me and that goes back to the start ugly, but it also goes back to the air force. You need to remember that the life mission in the air force, they want you to actually go and do over enemy lines happens after three, four, five years of daily training.

[00:18:18] So you do start ugly. You start off, you don’t even know how to take off for land.

[00:18:22] Kris Ward: Right,

[00:18:23] Isar Meitis: right. You slowly get more and more skills. And so. That’s ability to say, I’m going to start not knowing a lot of how it’s going to look like, but I’m going to invest in myself, in my business, in my team and figure out how to get better, is critical.

[00:18:43] And, and so it doesn’t make perfect, but it makes you better over time. As you keep on reiterating things that

[00:18:49] Kris Ward: you’re doing. Yeah. And you know what that made me think of a couple of things, you know, I’m all about the wind team, creating your, what is next team. And when you talk about your team and you talk about repetition, I’m always talking about when you create a win team, it’s not just about leveraging your time so that you can be creative and get more work done, less time and all that stuff.

[00:19:08] But it becomes the infrastructure and the backbone to what I call tool kits for your businesses. Other people call processes and stuff. So there’s the toolkit. And now that we have this mighty pilot on the show, it, it reminds me of, you know, Sally, I I’m sure you’re familiar with him. The pilot that landed the plane in the Hudson river.

[00:19:25] Right. Yeah. And so what I always explain to people cause everyone thinks their business is different. Like, Oh, you don’t understand my business is different. I don’t have time to go through steps and stuff, you know? And it’s like, Oh my gosh, when they were up in the air and they had like, I don’t know, I think it was whatever, 120 seconds or something decide what to do.

[00:19:42] They, you know, they had a process they followed is this done check, check, check. Okay, great. We’ve eliminated all the regular stuff. So now we need to go to a creative solution. Right. But not only did that. Potentially save all their lives. And this is fascinating to me. So bear with me if I digress for a second, what I didn’t understand too, is those two pilots never glued together before.

[00:20:05] Right. And they had like hundreds of thousands of flying hours and stuff. But imagine going to court with two lawyers that you never had worked together, or a championship game with two coaches had never worked together. You’re relying on that process. And they reacted and then said, okay, boom, boom, boom.

[00:20:22] That’s great. So now we move on to, we have to be creative with the problem solving. And not only that, I assure you, we live in a world where if you know anything about anything, everybody’s looking for liability and they tried that on him too. They’re looking to, you know, it did the pilot make a mistake?

[00:20:39] Can we blame him in the news? Can we charge him? Was it the manufacturer of the airplane company. That’s either when everybody lived, right?

[00:20:47] Isar Meitis: Yeah. That’s yeah.

[00:20:48] Kris Ward: Yeah. Imagine when the plane goes down, I mean, that’s an extreme example of course, but it relates to, you know, we can’t, we think everything we do so do and die in our business.

[00:20:58] Now you’re talking about, you know, being in a plane and all these split second decisions. So, so I think it’s also not only all the practices in play, but the infrastructure that you’re building out as you become better at those things.

[00:21:12] Isar Meitis: Uh, you, it’s amazing because you literally went to the next point on my list and I have these bullet points.

[00:21:17] So

[00:21:18] Kris Ward: God given gifts.

[00:21:20] Isar Meitis: So you like, are you reading in my computer?

[00:21:23] Kris Ward: No, we’re just in sync. We all were connected. Yeah.

[00:21:28] Isar Meitis: But really what, one of the things that practice enables you to do, so doing things again and again, and again, based on a process and enables you to make decisions. Good decisions with limited amount of information, which is something you have to do while you’re doing military missions.

[00:21:47] But you also have to do it as an undergrad because things happen and I don’t care how much you plan and I don’t care how much you rehearsed. And I don’t care. The world is a pretty big place with a lot of variables and things change, and you have to react and those who can make. The right decisions with limited amount of information.

[00:22:08] I ended up coming up on top because everybody, yeah, surprises, nobody, nobody has a budget. Is this where everything is smooth all the time never happens. Now, rarely you have 126 people behind. You’re needing to land the plane on the Hudson. That doesn’t happen to a lot of people, but dealing with uncertainty.

[00:22:25] Oh, it’s, COVID cannot open my restaurant for. The foreseeable future. So there’s two options. I declare bankruptcy or I figure out how I deliver. So there’s, I mean, yeah, every one of us that is, has been in business for a while. It goes through a few big hops in the rollercoaster before things starts moving in the right direction.

[00:22:50] And even then you never know. So I think being able to. Figure out the things that make your business work and be able to make decisions in real close to real time, based on limited information. And make smart decisions is critical for the success of the business.

[00:23:08] Kris Ward: Let me tie in my pun. What you’re saying is we want to be able to do some of it on autopilot so that we can be creative.

[00:23:16] And that’s it. I’ve been waiting five minutes, just say autopilot people here actually. Did make something here for the first time. So I think what happened as is, and I tell people this all the time is you don’t realize you are caught up in being a very expensive employee of your own business. And so you’re caught up in the cobweb of the admin part.

[00:23:36] And by virtue of that, then you don’t have any room for creative thinking or output, or, you know, what’s your next decision. So you can make more money in less time when you talk about that. But when you’re talking about being like, I’m let me. Let me explain to you what it’s like to be like a fight, a fight, or fight a pilot.

[00:23:53] I can’t even say it. Right. So when you’re talking about something that’s significant and important, what you’re saying is, look, it better be like tying your shoe because when the time comes and you have to make a decision, you have to have the clarity and the calm of mind that you’re not checking redundant stuff.

[00:24:09] Brilliant.

[00:24:10] Isar Meitis: It’s exactly that.

[00:24:11] Kris Ward: So

[00:24:12] Isar Meitis: when they teach you in the beginning and again, you can connect it to any basic skills and business, all the repetitive things you’re talking about, you, they teach you how to take off and fly a circuit and land the plane. And then they teach you how to fly formation and then, but all these things have to become second nature because that’s not what combat flying is about.

[00:24:32] It has to be kind of like the back, the back office of your brain takes care. All of that. You need to think about the mission. You need to think about your surrounding and it’s the same exact thing in business. And I love the way you put it. You need to automate and outsource and move aside. All the things that are obvious that can be structured. So you can focus on the things that are not. Because that’s where you bring the business grows and brings value is when you don’t do the day to day things that everybody else knows how to do.

[00:24:58] Kris Ward: Yeah. Because your mind is there, your mind is meant to create things, not to remember things. So that’s hugely important.

[00:25:06] And I think, I think anything done well at the end of the day. I think there is a business structure in play, you know, whether it’s sports or the music industry, or even sometimes I’ll see something on TV where a celebrity has a scandal of some sort, I’m not interested in the salaciousness of that. What I do watch.

[00:25:23] So is how they come back out with the PR and how they handle it. And yeah. Get ahead of it and control it. I’m always interested in, well, here’s a business tactic in play. This is what they’re going to do. Right. So I think anything done well and especially the military where it is so based on, on processes and systems, you know, taking the emotion out of it and the combat and all the horrors of it, but the infrastructure it’s a very large business play.

[00:25:49] So, so yeah, no it’s profound stuff. Go ahead. Continuous continue to impress us with your wisdom.

[00:25:57] Isar Meitis: I don’t know. I hope I’m impressing somebody, but the next thing is really focused. So very, very easy to get distracted. It’s very easy to get distracted because there’s so many things happening in our lives, but it’s very, very critical when you’re doing something.

[00:26:13] Do that something. And there’s, by the way, a brilliant book, uh, called. In distractible versus indestructable. So from the word to be distracted versus destruction, um, and it’s a guy named NIR Eyal, he’s the guy that wrote the book and he talks about how we’re constantly distracted. Not only many of the biggest businesses in the world today built their business around distracting us.

[00:26:45] If you think about Facebook or Google there, they have. Trillions of dollars invested in getting us off of what we’re doing to be stuck in their platform. And you’ve

[00:26:56] Kris Ward: been watching the social dilemma on Netflix.

[00:26:58] Isar Meitis: No.

[00:26:59] Kris Ward: Oh, it’s all about that. Yeah. I actually don’t mind it. Some people find it really scary. I think they do a beautiful job of articulating.

[00:27:09] What it’s meant to do, which is really what you and I have been saying for quite some time. And so I won’t walk people through it, check it out, but I think it’s well articulated. Um, but one of the things for interesting for me is see, I don’t have any alerts on my phone. I do not get notified when I get an email or Facebook or anything like that.

[00:27:27] So if I get into a bad habit of checking, cause I’m looking to see if a post is doing well, that’s one problem, but at least I’m not on a digital. Color of being stimulated by, Oh, what’s that beeping going on? So you’re right. There’s so many devices around us and they’re growing. People have got apps for it.

[00:27:43] Oh, I have to have a glass of water once an hour. I’ll put that app in, it’ll change my lifestyle and you know, but how many steps have I been taking? And I’m not saying some of these things don’t have a beautiful place and are helpful, but I really find too, if you’re really into fitness, you know, you’re taking it more seriously.

[00:27:58] You don’t need to count your steps or you’re doing something about that. So I think all these. Ultimately your writer, fancy distractions and yeah. Anyhow, I digress, but because I’m all about attention residue and decision fatigue and how it wears the brain down, like that’s a big part of productivity. So I could write, I could literally write a whole book on that one.

[00:28:18] So I’m all, I’m all about height, no

[00:28:20] Isar Meitis: book about it, but it’s like,

[00:28:22] Kris Ward: you want to write the second one, even more about it. I want to highlight that because people don’t people think they’re not, they. People think they’re focusing when they’re not right. All I can talk to you and answer this text at the same time, you know, and I just stopped talking, but I think the definition of focus people are so confused what that means now they don’t understand.

[00:28:45] Isar Meitis: So I’ll say two things about, about this one. I really like when I interview people to ask for examples. So we will give you examples of what I mean in two different examples, one on a very high level and one on the day to day level. On the very high level. When I was running that company, you were talking about my focus as the CEO of a company was an owl use upon intended from the military world, 30,000 foot down to the weeds, 30,000 foot down to the weeds 30 now.

[00:29:15] And what I mean by that is I would divide my days in a very conscious way. Okay. I mean, sitting with one of my team and sometime even two or three levels down when I was something I really needed to dive in and focusing purely on that small thing, this could have been. Are we changing the format of our newsletter and saying, why does the CEO of it a hundred million dollar company care?

[00:29:39] Because I cared, I didn’t do the thing. I didn’t write the email, but I wanted to understand the logic behind it. I wanted to understand what’s the process I wanted to understand. They consider the ripple effect of that one thing that they think that they’re changing, because that ties to that automation that ties to that campaign that ties to this thing on the website and the cost center and like.

[00:30:01] So I would dive in and what I would do that again, nothing comes in when this meeting goes on. There’s no emails, there’s no phones. There’s no nothing. Yeah. And then I would lock time for myself, a meeting on the calendar that nobody can grab. To go back to, okay, I’m running a hundred million dollar company.

[00:30:21] What is it going on on the high level? Who do I didn’t talk to for Julong or what’s kind of like the next thing in our strategy that we plan six months ago kind of where we are. So you have to divide your attention. Two very specific tasks. And when you do focus on the tasks, don’t try to do five things at once because you end up doing a pretty lousy job on all five of them.

[00:30:48] Kris Ward: I tell people all the time, when you do more than one thing at a time, you’re just doing two things poorly. Multitasking is doing more than one thing at a time poorly. That’s what it is. Yeah. Yeah. Yeah. Awesome. Okay. So we’ve got a couple minutes left. What are some final things that we really need to sort of understand when we are running our business?

[00:31:06] Isar Meitis: The last thing that I wanted to mention that is really critical and I think is the most important thing. And that’s why I kept it to last those, thank you for the time

[00:31:14] Kris Ward: in the buildup.

[00:31:15] Isar Meitis: Yeah, no, I’m serious. It’s debriefing. And when you, when you’re an F 16 pilot, you learn, you’re not learn. It becomes your nature, not your second nature, your first nature to debrief.

[00:31:28] Everything you do, how you park the car, how do you talk to your kids? How did you do the meeting at work? How did you plan the, meet the next meeting over what was on the, uh, strategy that happened? Like everything you debrief, everything and what that does it, it does a few things. First of all, he forces you and overtime your team as well to admit your mistakes.

[00:31:50] Out in the open. It’s not a human nature thing to admit our mistakes or try to hide our mistakes from ourselves and from the rest of the world. But as you become a debriefing machine, the most logical thing for you is to say, here’s what I’ve done wrong. Why? Because then you, and again, over time, your team as well can take notes and can take mental notes, not to repeat the same mistakes again and again and again, because if you didn’t.

[00:32:20] Say it was a mistake. You will most likely do it again. So, and that’s something, again, that in the air force, you just do every Saudi, every mission, every turn, every landing, every takeoff, every maneuver you keep on debriefing things in your head. You keep on writing things down. You keep on recording things with video and audio.

[00:32:40] So you remember them afterwards and you take again mental notes. You make it. A process in your head to take these mental notes. And when you can apply this to a business, it’s magical because it’s, it means the business keeps on making better and better and better decisions on processes because you don’t repeat the mistakes that you’ve done last time, because you admitted them and recorded them.

[00:33:03] Yeah.

[00:33:03] Kris Ward: And I think I want to clarify here, because there is a big difference between debriefing and beating yourself up. Right. And I think for me as well, because any entrepreneurs just go right. To beating yourself up. So, so it’s not about admin to me, it’s not about admitting the mistakes. Everyone. I find a lot of entrepreneurs will do that.

[00:33:19] And then some right. But I think what you’re saying is really, I know we do that all the time is right. It’s changed. It, trains my team then to understand that what we’re doing first is looking at the process or the tool kit, and we’re tweaking that. So then it takes the blame game out of it. And everyone’s not defensive cause we’re always debriefing like, okay.

[00:33:39] Oh, that mistake was made and I’ll say, Oh, well you were confused. Cause that was confusing. And when we go through it together, I realized, Oh, I can see now why you didn’t get that right. Let’s change the process. No problem. And it really, I know, even for me yesterday, we had a meeting and normally I’m a recovering Russia holic.

[00:33:56] So normally I will not do things if I’m rushed because it just makes me impatient. And it’s just not how I want to be really mindful of the energy I bring to the room. So yesterday there was situation where I wanted to cover something important, but I always kept time was a little bit compressed. And afterwards, one of them spoke to me and said, okay, Chris, Uh, you, you were rushed, but it sound like you’re yelling at those two new people.

[00:34:19] And that was because I was like, Oh, you got to get this done, blah, blah, blah. And I was like, Oh, okay. So I came back today and he said, okay, we thought extra time for the meeting today, yesterday, it was rushed. And that did not come off the way I wanted it to. And they were so impressed that I was like, no, no, I am very flawed.

[00:34:33] And. And then it’s not like a parental thing. You’re the parent, they’re the child. And when you’re in a good mood, everything’s great. I’m like, okay. So I’ve learned my lesson. I won’t do that again, but I think anything done while again does have debriefing another, you think all I do is watch TV, but last year I was watching the Netflix on formula one about race, car driving, which I would’ve thought.

[00:34:54] In all the world I’d have no interest in because there were cars going around in a circle I did not get, but when you watch it, it’s done so well with the business aspect of it and the debriefing and the machinery and the technology. And just the infrastructure. You just learn so much about business and how powerful the debriefing is.

[00:35:12] You, you are incredibly, right. It really then gives you the constant, you know, improvement of slight edges, which really, as you just soar pun intended.

[00:35:23] Isar Meitis: I’ll say one last thing that you touched on right now, we actually kind of like is, uh, is, you know, the silver lining in a lot of things that we said is it is a team.

[00:35:33] You just can’t. I mean, people think, Oh, you’re an F 16 Bali you’re alone in the aircraft. Yes. You’re alone in the aircraft. You always fly in a four ship formation. You’ll always have, uh, at least one controller supporting you in the mission. You would have a fueling airplane. You would have other, so. Yeah, you cannot run is it’s not that you cannot have people do it, but it’s very, very rare that you can run a business on your own, grow it and be extremely successful on your own.

[00:36:07] And the trick is, and again, I’m glad you brought in the mechanics. I don’t have a freaking clue how to open a single panel in an F 16. Yeah, but with other people knowing how to do that, I cannot fly. And it’s the same exact thing in the business. You got to hire people that are better than you, better than you in as many things as possible.

[00:36:28] And some people feeling by that, but I’m like, hi people that are better than you in as many things as possible because the overall. Energy and synergy of the business grows time folds when you do that. And it’s the same exact thing in the air force, and it’s the same exact thing in a business. And that’s.

[00:36:49] Kind of like your last

[00:36:50] Kris Ward: thing. That’s a good note to end on. And I always say, I want to be the dumbest person in the room. I think I’m reasonably bright, but I’m surrounded by brilliant. So if I’m the dumbest person in the room, I am in the right room. Thank you so much. Again, is our, we really appreciate it was the dynamic conversation, right?

[00:37:06] And we’re going to look at fighter pilots in a whole new, I now see them in some, in some overprocess movie where they’re being dramatic and it’s all flawed with any kind of truth, but we’ll think of you and let us know where people can reach you.

[00:37:22] Isar Meitis: So people can find me on many different places. Uh, I am, uh, The my website is the IE E for entrepreneurship.

[00:37:34] So you can find me over there. You can find me on ESR mateys with the, any platform you go to. So I S a R M E I T I S. I’m the only one like that, that I’ve found so far. So if you go on LinkedIn book, uh, you, you will find me there. That’s probably the two places you’ll find me the most. I’ll do. I’ll do more than that.

[00:37:56] You know, because I, we talked about so many interesting things in books and tactics and systems. I’ll put up a landing page specifically for your listeners, uh, with like links to some of these specific things that we talked about. So if you go to the  dot com forward slash win, For when the hour, when the day.

[00:38:14] So it will be easy to remember. So just forward slash when I’ll put some goodies over there, so your listeners can

[00:38:18] Kris Ward: find well, who is the man? You are all right. Thank you so much for your time and your energy and your input. We appreciate you. And until the next episode, guys, we’ll talk to you soon. Thanks again.

[00:38:30] Isar Meitis: Thank you.