Customer Retention and Business Growth with Vance Morris

What does it really take to rebuild after losing everything? In this powerful episode of Shine on Success, Dionne Malush sits down with Vance Morris to talk about entrepreneurship, resilience, customer retention, direct response marketing, and what business owners are getting wrong when profits quietly slip away. From Disney systems to bankruptcy, carpet cleaning, and building a business around loyalty, Vance shares the mindset and strategies that helped him rise again.

This conversation is packed with insight for entrepreneurs, small business owners, and leaders who want to create stronger systems, improve customer experience, increase profitability, and build a business that lasts. If you want practical lessons on business growth, retention marketing, and pushing through hard seasons with purpose, this episode delivers both inspiration and real strategy.

Connect with Vabnce here:

Website: https://vancemorris.com/

LinkedIn: https://www.linkedin.com/in/vancemorris/

Facebook: https://www.facebook.com/vance.morris.9/

Transcript

A Wild Career Backstory

SPEAKER_00 0:02

What happens when you go from guarding a birth control factory to leaving a Disney to losing it all to cleaning carpets to becoming the guy companies call when millions are quietly leaking out of the back door? Today's guest didn't just pivot, he rebuilt. Vance has lived the full entrepreneurial roller coaster from corporate leadership to bankruptcy, from out-of-work executive to successful entrepreneur. And now he's the expert business's call when customers are disappearing and profits are quietly bleeding. He blends direct response marketing with engineered customer loyalty in a way that nobody on the planet does. And today we're going to unpack what broke, what rebuilt, and what businesses are missing that's costing them more than they realize. Vance, welcome to Shine on Success. How are you today?

SPEAKER_01 0:45

I am fantastic, Dion. Thanks for asking. And one thing I failed to mention is I am a rereader of Think and Grow Rich at least annually.

SPEAKER_00 0:54

So that is so amazing. And I love that. And you know, I I read it a lot too. I've had a mastermind here in Pittsburgh for about seven years. We're down to six people in the mastermind, but every week we meet and we talk something, Napoleon Hill. So I love that. Oh, that's amazing. Yeah, it's really cool. It's literally changed the course of my life and my business because if it wasn't for mindset, I don't know how I get through anything.

SPEAKER_01 1:15

I'll tell you the one most people don't like is accurate thinking.

SPEAKER_00 1:18

Yeah, yeah, there's that.

SPEAKER_01 1:19

Because that requires like effort.

SPEAKER_00 1:22

Yeah, and you never you don't always get that. But uh my favorite one is seeking expert counsel. I always know that there's somebody out there that's been there, done that, and I want to learn from them before I make all the mistakes. Yep. So let me just start with what I like to start with all the time is what is one thing you want people to truly understand about you beyond the titles and you know what we read on a resume?

SPEAKER_01 1:40

Yeah, that I actually uh give a darn. I choose a different word, but this is probably a PG show. So but you know, when I'm working with my clients, when I'm, you know, trying to help some of my coaching members, sometimes I want their success more than they do. And so it's a little bit of a, you know, maybe a drawback for me because I get frustrated, but I I think it just derives from I truly care.

SPEAKER_00 2:00

Yeah, that makes sense. And some I feel the same about my company and my agents. I feel like sometimes I want it so bad for them, you know, and it's it's a great feeling, but sometimes it bites you. So yeah. So you start a birth control factory security guard to Disney later. That's not a straight line by any, right? Oh, it's not. What was the moment you realized you weren't going to live an average life?

SPEAKER_01 2:22

Probably pretty young, 14 or 15. I got the I think I got the entrepreneur bug when I was younger because I delivered newspapers, mowed yards, I mean, shoveled the walks, all the things teenagers don't do anymore. Because I mean, we got five inches of snow and there ain't a kid to be found out there. Um so I, you know, I enjoyed being able to control my income, you know. The harder I work, the more I made. So the the birth control thing, it was a uh summer and college break job. So uh, but I use it because it gets people to listen and it's instructive in that way. And that, well, geez, how many birth control factory security guards have you run into today?

SPEAKER_00 3:02

Yeah, none. Zero.

SPEAKER_01 3:03

So, you know, you pick something from your background or your uh, you know, what you've done and figure out a way to make it interesting. I I did get to Disney from college. Um, buddy of mine uh was a recruiter for Disney, and I was tired of living in Western Massachusetts because there's nothing there, no offense to work in Massachusetts. And I called him up and said, What do you got for me? He said, Come on down. And that was the extent of my interview process with the Disney company. I don't think it happens that way anymore.

Disney Systems That Scale Service

SPEAKER_00 3:31

No, I don't think so. It probably is really a big process. But when you're at Disney, on the outside, it looked like that was successful, right? But what was happening internally? Was that success for you?

SPEAKER_01 3:41

Oh, tremendously. Um, you know, I the the one thing I learned at Disney, uh, more so than you know, being nice to people or picking up trash or all that stuff, is that Disney runs on systems and processes, and that's how they can consistently deliver a great product. Uh, because they don't have to think about, oh, should I do this? Should I do that? Should I do this? No, there's a system for it, and you just go with it. And when you know the system, it frees up space in your brain to be able to think about all of the nice things that Disney is known for. Oh, let me get you an autograph. Oh, let me take your picture, you know, let me help you out with that. If you're constantly worried about your job, you're not entertaining any of those nice things that Disney is known for. I mean, we I had some trying times. Don't get don't get me wrong. I mean, I was there a little over a decade, and however many thousands of guests uh I interacted with, you know, I learned Disney makes mistakes. Theirs are just a little bit more costly than your average business. But yeah, overall it was a it was a successful time. Um, it's changed a lot. Uh I was just there a couple of weeks ago, and uh there's definitely been some slippage. But you know, I really attribute that a lot to the further away you get from the originator, originator, yeah, it just gets a little diluted. So it's not like they're doing anything wrong, it's just diluted. It's like it's like with Apple, you know, since Steve Jobs went. I mean, there really hasn't been a new I do hickey in a long time.

SPEAKER_00 5:04

Yeah, there's been new of the same thing over and over again. Oh, yeah.

SPEAKER_01 5:07

Exactly.

Bankruptcy Humility And Starting Over

SPEAKER_00 5:07

Once a year, let's get the upgrade. That's another$1,500. Yeah.

SPEAKER_01 5:11

Yeah, they're putting out a number behind it.

SPEAKER_00 5:12

Yeah. You know, you seem like you've been through a lot of bankruptcy, you're out of work, executive title gone. What does a season like that do to your identity?

SPEAKER_01 5:20

I was embarrassed, you know. I mean, tried to keep it a secret. It's not easy. I had young kids at the time, so I literally was driving two of my two oldest to soccer practice in the carpet cleaning van because we didn't have another car. Nothing like showing up with dad in a carpet cleaning van. And of course, there's only one seat in there, so I had to strap two kids into the one seat. You know, it's humbling. Very humbling. And, you know, I had a great accountant, and you know, he he said to me, He goes, Look, you have paid into the system for the last 25 years. It's okay if you take out. Uh, and I said, What do you mean by that? He goes, Go get some energy assistance, go get some food stamps, go get whatever you can get to help you through this piece. We know you're not going to be a food stamp junkie for the next 30 years, but you know, it's designed for instances like this to help people get through a rough spot. And boy, talk about eating, you know, eating humble pie, going to the grocery store and trying to hide the little card that you're paying with. Um, yeah, it was yeah, it sucked. Having money is a lot better.

SPEAKER_00 6:25

Yeah, it definitely is. It comes with a lot too, you know, a lot of responsibility. You don't just have it and it's just all free money, you know. So we we work on the idea of we work hard, we get paid good, and that's how it should be. Let me ask you this. So you talked about reading Think and Grow Rich every year or so. That's a big part of your life. And what about having a positive mindset when you're in the depth of that? How do you pull yourself out? And can you tell our listeners what would be because there's a lot of people going through that right now?

unknown 6:54

Yeah.

SPEAKER_01 6:54

Well, I mean, uh my other option, so so what I realized, so I there's a a gap of about eight years between Disney and me going out on my own. Uh, had a couple other corporate jobs, uh, some high profile ones. I was catering director for Smithsonian Museum System and Kennedy Center and things like that. So um, but along the way, I realized I make a lousy employee. I just don't like to be told what to do. And that really so and I got fired from a couple of jobs. So I was like, you know what? I don't want to get fired anymore. And two, I don't like being told what to do by what I would consider idiots. Uh so you know, let's start your own thing. And the reason we went in the crapper, uh, we were supposed to live off of my wife's salary. She was uh regional manager with the uh Green Aprons uh Coffee Company, Starbucks, if I'm allowed to say it. Um, and uh literally the week before I was supposed to start the business, she had a cerebral aneurysm and spent 11 days in neuro ICU. So we literally we're supposed to live off her salary while I built the business. And so we literally went from nice six figure, mid-six figures, down to zero uh overnight. And you know, we talked about it, and it was one of those, okay, do I go get a job? Because I could have easily gone and back, but then I would have been miserable and 99% assured I would get fired again for something. And she was no, let's just make a make a go of it. And uh so we did, and she's recovered, you know, mostly. Um, but yeah, that was uh that was that was a tough time in our house.

SPEAKER_00 8:23

So what kept you moving? What kept you pushing forward the because you in our track?

SPEAKER_01 8:27

Oh, yeah. So that answered the question, that always helps. Uh the fact that I did not want to go back and get a job. I was like, I am gonna make this work. I I've always had this level of tenacity or stick toitiveness, whatever you want to call it.

SPEAKER_00 8:39

I like that.

SPEAKER_01 8:39

Um, and I was just like, you know, come hell or high water, I'm gonna make this thing work. Yeah, I think smartly uh I positioned the business for an affluent client. So I certainly was not my own client. I couldn't afford me to clean my carpets. But by niching that way uh for affluent homeowners, we quickly were able to ramp up and start having some respectable revenue. And after probably about six years, we were finally out of out of the hole. But it took some time.

Mindset Tenacity And Masterminds

SPEAKER_00 9:10

Six years is a long time. It's a lot of days. Yeah, so yeah, it's so interesting. And so if someone that's listening is going through their carpet cleaning season, right? What would you tell them? If they were going through if sorry, their carpet cleaning season where they started their business and they're starting up and they have six years to get there. That's a long some people won't last, right? There's a statistics about business that that aren't very good. I've been self-employed since I was pretty much 19, and I tried a job like you, so I did it for three years for insurance, and I was like, I can't do this anymore. I don't want anyone to tell me what to do. I am my own boss, period. You know, what would you tell them if they're in that season? They're pushing that's days and nights, hard work. How do they get through it?

SPEAKER_01 9:51

I will revert to our good friend Napoleon Hill, and you know, really getting together the experts in the field, getting together with a mastermind. Now you can get a mentor for free. Um, and they don't even have to be alive. Uh, you know, I've got a lot of Jim Rohn books. He, you know, but when I discovered them, he was already dead. Uh but I have his videos, I have his books, and you know, I was able to get that frame of mind. Same thing with Chet Holmes and sales. So, really, all of the areas that I was deficient in, you know, I sought out the experts in that field, living and dead, and was like, okay, how do I get better? Now, had I discovered those guys sooner, I think I would have shortened that six-year period because I did have a lot of head trash at the time. You know, the employees were like, you can't charge that much. I was like, Well, watch me. And, you know, so we did. But yeah, really, you have to want it, and you almost have to burn the bridge, like I did, of not falling back on getting a job. Your why has to be stronger than what's going on. And my why was very strong. And so, yeah, that's how we made it work.

The Real Profit Leak Is Retention

SPEAKER_00 11:02

So I always talk about this is if I lost everything today, what would I do to be back where I am? What you just said is what I would do with maybe today. Say, for instance, I really wanted to be dominant on social media. If I spent three, four weeks studying the masters, there's no way I couldn't fail. I could fail. No way I could fail. No way. Because I will take all that knowledge and I will make something out of it. And what you said about you have to want it. I have a friend, he's read Thinking Garbage nearly 170 times. Oh wow. Yeah, yeah. He's in the saying is this you gotta wanna. And that's what he had. He has stickers printed all over the place. You gotta wanna. And it just makes so much sense how bad you want it will show in how much you get how much you get it. So Lendy, I want to read. I was reading about you, and he said something about businesses are bleeding profit quietly. So most owners think they have a marketing problem. What do they actually have?

SPEAKER_01 11:58

They have a ignore their existing customers problem. You know, they have a leaky bucket. You know, it is, and and these are numbers that a lot of business owners don't know, and they should. One is your cost of acquisition of a customer. What is your client acquisition cost? What does it cost you to get a customer in the front door of your business? I'll use my I just got the numbers for uh uh for January from uh my marketing guy, and it cost me$136 to get a new customer in the front door for the carpet business. That's the ads, that's the person answering the phone, everything. It only cost me$23 a year to keep a customer. So the minute I clean for an existing custom, I'm already$100 plus dollars more profitable because I didn't have to go out and get them again. And so you have to understand the lifetime value of a customer because let's say all right,$136. Well, if I was one of those, you know,$99 for three room special guys, I'm already in the hole$40, you know, because my cost can't be that much different from anybody else's. So, you know, even with our like our minimum is$200. So that leaves me with$74 to play with. But that$74 pays the technician, puts gas in the van, rent, insurance, yada yada. There's a few pennies left over if they do just the minimum job.

SPEAKER_00 13:16

No, yeah.

SPEAKER_01 13:17

But I know that I'm gonna make it all back because they're gonna come back and within nine to 12 months, we'll be seeing them again. And I don't have to pay that$136 again. I just got to pay the$23 that I invest in keeping them.

SPEAKER_00 13:29

Keeping them. That's the greatest advice for all business owners. Just hear that. Because at the end of the day, I tell that to our agents all the time. You know, there's 200 people. You keep if you have 200 people in a database and you work that database and you don't have to spend a lot of money, you just have to really focus on that 200 people. They should give you 10% of that should become transactions in a year. Oh, yeah. Easy, you know, and then people always say 800 in there. There's 80. Yeah.

SPEAKER_01 13:55

I mean, people ask me all the time, oh, I need to, I need to, you know, double my leads, double my business, double my leads. And I'm like, that's expensive and hard. Why don't you try getting your existing customers to just buy one more time from you? I mean, it's the same, same, you same end result, and it's a lot more pleasant.

SPEAKER_00 14:13

And they actually like you.

SPEAKER_01 14:14

And they actually like you. I mean, it's you know, re existing customers, you can upsell, cross-sell, yeah, you you know, they've they're bound to give referrals, word-of-mouth marketing. Um, I mean, they are the easiest people to work with.

Customer Acquisition Cost Versus Lifetime Value

SPEAKER_00 14:27

For sure. So, something else, when I was looking reading about you, it said something about direct response marketing with engineered retention. So, is that like Dan Kennedy style marketing? Like what would 100%.

SPEAKER_01 14:39

Dan has been my mentor now. Uh he and I've known each other for probably about 15 years. Wow. Um, Dan's been very kind to me. We've had a lot of great conversations. Like I said, seek out the people that can help you. You know, I was uh actually I was in a group, coaching group with Joe Polish, um, and he kept talking about this guy, Dan Kennedy. And I'm like, all right, Joe, I'm I'm done with the middleman. I'm just going right to the horse's mouth. So, you know, no offense, Joe's a great guy, don't get me wrong. But you know, yeah, Dan opened my eyes to not just marketing, but you know, true entrepreneurship, true, you know, what it takes to be a business owner. So going back to my original, you know, comments about finding a mentor, I mean, yeah, I I drink my own Kool-Aid.

SPEAKER_00 15:17

So now I'm gonna ask you this break that down about the direct response marketing, engineering retention for someone listening who thinks retention is just good customer service.

Engineering Referrals With Repeat Touches

SPEAKER_01 15:26

Oh, Lordy, no. Uh, I mean, that a good service is just entry into the marketplace. I mean, if you don't do if you can't provide good service or a good product, uh, you shouldn't be around anyway, you know, because it's not your customer's job to remember you, it's your job as the business owner to remind the customer that you exist. Maybe a hundred years ago when there was one plumber in town, it was easy to remember that guy's name. But now with internet and I got 16 plumbers in my town, you can't do that anymore. So you have to, one, you entry to the market is good product, good service. Now, if you want to be remembered, well, you have to engineer that. You know, we all seem to have some kind of system to get clients. Every business owner I ask, I say, okay, well, how much money you know, do you have a marketing budget? And they all say yes. I said, Okay, uh, how much of that uh is for keeping client retention? They all look at me like I got three heads. I'm like, Do you mean all of your money is spent on new and you don't invest in existing? Yeah. So we go through the whole math thing again, but you have to engineer the retention, you have to engineer the referrals. And by that, I mean it has to be a way of life to do business with you. Like, I mean, the message sent to my clients and customers is that we expect you to refer. That now that's the message. We we say it a lot more eloquently and you know, a little more understated, but by the time they're done with their first interaction with us, we've hit them nine times for referrals. From the first phone call to the time the technician leaves the house after cleaning, they've been hit somehow, somehow, nine times for referrals. So they know now, okay, this is a business that works on referrals. You know, everybody says, Oh, I get all my business from referrals. I'm like, Well, do you really?

SPEAKER_00 17:09

You said nine times. So I teach our agents, I have a 35 touch process of how many times they should touch, reach out to their past clients in sphere of influence. And if they just did it, it's not hard. It's not expensive. It's not.

SPEAKER_01 17:22

Well, I mean, as far as touches, I mean, if if if a full year goes by before they buy, we will have either in print, email, regular mail, we will have hit them probably 20 some odd times, whether it's a postcard, a newsletter, an email. So, yeah, after the sale, you you gotta remind them you exist.

SPEAKER_00 17:40

Yeah, it it makes so much sense. And it really is a process. Like you were talking about Disney earlier. You create this process, and then when you're in this, especially real estate, when you're in real estate for three, four, five years, it's amazing how quickly it works. It comes together, and all of a sudden you're instead of spending all this money buying leads, you can spend that money taking care of those people. Right. And it's so I believe like you do, Vance. I totally believe what you're saying. And it's been, I think, critically important to our success as a company. When we started our brokerage, you know, we had a hundred people in the first year, and it's been really wow. We are 200 agents, we're steadily there. But you're making me rethink now, just having this conversation with you, some things that we're missing that we need to do. So you were talking to me as a coach or as uh working for my company. What is the metric that should every business obsess over that they're currently ignoring? Is this it?

SPEAKER_01 18:31

Your ratio of existing to new customers is one that is really the one that's going to move the lever for profitability. So if you went to Disney today, 80% of the people in the park right now have been there before. It's only 20% new. Wow. I figure if that ratio is good enough for Disney, it's good enough for me. And so 80% is my goal and the goal that I give my clients. We haven't hit it yet, full transparency. We're at about anywhere between 69 and 71%, which is more than double the industry average. Still not where I want to be, but you know, that number is vital because let's even take you know price increases. You know, your existing clients, if they've already experienced you, will weather a price increase better than somebody who's new. Again, look at Disney. I mean, they raise their price three times a year, they get bad press. But the people that already go there and know and like and trust Disney, they don't care if it's$200 a day. Now they still go. But what Disney does, and what I also recommend, is when you have a price increase, I take a half of it and I reinvest it into the customer experience. The other half, I let flow to the bottom. But half of it, you gotta reinvest. And whether that's, you know, additional safety features, additional whiz bang, something or others, you know, you've got to continue to reinvest in in the overall experience.

SPEAKER_00 19:50

So when I was actually a real estate agent prior to owning the brokerage, for five years straight, I tracked that number. My number was 72, year after year after year, like on target. And so whenever an agent comes to me now, they're like, What did you what did you do? I tell them the same exact story and I tell I should tell them the same thing to do, and then they don't do it. And then, you know, it's it's not rocket science.

SPEAKER_01 20:11

No, but it's work, DL.

SPEAKER_00 20:13

It's work. Yeah, and some agents just they don't they don't get that. And it's not it's not their fault they're that's the way they are. But for me, I have the process, I know what to tell you to do. And I think that's valuable for me as the owner because I have a lot of agents that do listen, and when they do, like I've watched a cleaning lady go from 60,000 a year to who made 325,000 last year. And I think she started there, she said, I'm gonna get out of cleaning houses, but you know what she does? She listens to everything I tell her. Right. I say this, she does it. I say to make a video, she does it. I say do this, she does everything. And so I just I again I I'm so excited that I talked to you today because it just really edifies what I say.

SPEAKER_01 20:54

So well, you know, I mean, it's it's great to be able to get you know, get it reinforced. And you know, maybe if they listen to the podcast and somebody else besides you is saying it, yeah, you know, it's like your kids, right? I mean, you know, I tell my kids this, this, this, this, and this, and they all look at me like I'm an idiot, and then one of their friends or teachers says the same thing and they come home all excited, like they just learned something new. I'm like, the hell's wrong with you.

A Shockingly Unmeasured Wealth Firm

SPEAKER_00 21:15

Yeah, you would say this for 10 years, right? Yeah. So I would ask you this question Is there a story where you walked into a company and uncovered something shocking?

SPEAKER_01 21:23

Um, shocking in the way, not like, oh my god, National Inquirer headline, kind of shocking, but the fact that they very successful uh financial advisor, wealth manager, financial advisor, uh, very successful. But he didn't know any of the metrics. He wasn't doing anything for customer retention. And in the financial world, uh, they it it's called the money goes hot when the owner of the policy or the account person dies. So, like the wife or the spouse or the kids, they don't stay with that investor. They take the money and they run. The money went hot, and he had no strategy for fixing that. So we went uh from and he also had a price, a pricing, price-to-value misalignment. And so we worked together. He's still a client, but first 18 months, we fixed all of his systems. In 18 months, he has quintupled his fees to a point where he's quoting 50 and 60,000 first-year fees for money management. Now, what he delivers is anywhere between 400 and 600,000 in first-year savings, you know, tax savings, etc. etc. So the 60 grand sounds expensive until you realize, well, you're gonna get 400,000 of that back, you know, once you follow uh what he's instructing. So we implemented all sorts of strategies with you know family members and things like that. How to engage with the you know, with not only the spouse, but the kids. And then if the kids have kids, you know, how many generations can you start to touch so that when somebody dies, the money stays with that brokerage and doesn't leave?

Implement Or Lose The Lesson

SPEAKER_00 23:02

Yeah. And same with us when they're in a real estate business, there's gonna be that turnover. If you stick with them, like I there was a family that I worked with, I swear I worked with every sibling, every the mother, father, the cousin. It just kept coming because I treated them well and it came back literally tenfold. So that's cool. So, what's a takeaway you hope business owners get from us talking today?

SPEAKER_01 23:23

Well, we're gonna talk a lot about implementation, but we kind of hinted at it. And I I'm not a big quotes or saying kind of guy, uh, but I have one, and it's you won't profit unless you implement. So I always say find one idea you heard either on this podcast or something you read or something you heard, and go and try the darn thing. Just go implement something, it's the only way you're gonna move the needle. Otherwise, this has just been a you know, 27-minute uh we got you through your uh treadmill listening thing or your commute's over. Yeah, you gotta you gotta take an idea and implement it.

Disney Bootcamps And Where To Connect

SPEAKER_00 23:59

So, what's next for you?

SPEAKER_01 24:01

Next for me is uh more events at Disney. I actually take uh business groups down to Disney for three and four-day full immersion boot camps. And uh this year I am uh planning on a total of four, which is actually doesn't sound like a lot, but a lot. I take 35 business owners down to Disney for four days. That's uh cat.

SPEAKER_00 24:23

I might have to put that on my bucket list. That sounds like a great couple of days.

SPEAKER_01 24:27

You know what I do? We spend half the day in the classroom, half the day in the parks. Um, I've got some engineered experiences that you can't get anywhere else. I've got a nine-course wine pairing dinner. You know, everybody says, Oh, God, that's a lot of food. And I look at it, well, geez, that's a lot of wine.

SPEAKER_00 24:41

So let's tell the audience exactly what you do at Deliver ServiceNow Institute.

SPEAKER_01 24:46

Exactly what we do is we help you engineer extraordinary customer experiences that will enable you to have raving fans for life, essentially customers for life. If you don't deliver a great experience, you don't have a prayer at retaining customers. And that's really the bottom line. I mean, use this analogy: Disney is a master at extracting money from your wallet and leaving you feel happy about it and wanting to do it again and again. And that pretty much bottom line is what I show businesses how to do how to make maximum profit by delivering great experiences and people wanting to do it again and again.

SPEAKER_00 25:21

Have you ever heard of Steve Sims?

SPEAKER_01 25:23

Steve Sims. Uh God that he's familiar.

SPEAKER_00 25:25

Wizard of uh he's just an incredible. He did that, he created experiences for people. Like someone says, I want to be at a journey concert, and they got him there. Like it's a Oh wow. Yeah, I'll have to I'll send you a link about him. He's passed away very young last year, and he had such it's really you'll love his ideas. It's okay, great.

SPEAKER_01 25:43

Yeah, look forward to it.

SPEAKER_00 25:44

So, is there anything you want to make sure we didn't miss on this call to help entrepreneurs, small business owners, people going through a lot in their life and pushing crew to the other side? Because that's the whole point.

SPEAKER_01 25:54

Find your why and make sure it's strong enough to get you through all of the crap that you're gonna go through. If you got that, the crap won't matter.

SPEAKER_00 26:02

So, where can they find you all our listeners?

SPEAKER_01 26:04

Uh sure, yeah. Um the only social media I do is LinkedIn, so you can find me, Vance Morris, uh, pretty easy. And then the website is also just as easy, Vance Morris.com.

SPEAKER_00 26:13

Yeah, I can't do that. You know what I really loved about this conversation is that again, success is not a straight line. It's a warehouse of experiences. Some labeled Disney, some labeled bankruptcy, some labeled carpet cleaning. And if you don't quit, those boxes become systems. So your story to me, Vance, is proof that what looks like failure can actually be engineering you for a higher level of precision. Thank you so much for showing that you can have adversity in your life and be successful at the end of it. And as we grow older, I know that if I fall, that I'm just gonna get back up stronger each time because everything I learned in my life comes to every adversity. It pushes me through faster.

SPEAKER_01 26:48

Yep, 100%. Well, I appreciate you having me on, Deion. I hope I delivered for you.

SPEAKER_00 26:52

You did very well. Thank you so much. It was a pleasure.