Welcome And Guest Introduction

SPEAKER_01 0:00

Welcome to the Leadership Insight Podcast with Sponsor Co-Fanancial Group. I'm your host, Chad Coe, where success in leadership isn't just about the decisions we make today. It's about the legacy we build for tomorrow. On this show, we talk to the leaders from around the country, sometimes around the world, who are open to sharing the wisdom and insights to help us be better. Today we have guest Dominic Karuba, who is a Salesforce multiplier and a big smile on his face. He helps business owners restore forward motion by replacing chaos with clarity and execution. With a career in sales that began in 1987, Dominic has led teams, built businesses, trained over a thousand managers, and worked with Fortune 500 organizations on sales and CRS systems that actually get used. He's a former commissioned U.S. Army officer, a certified performance technologist, and a University of Georgia graduate in instructional psychology and training technologies. Dominic's work site at the intersection of leadership systems and human behavior is helping entrepreneurs understand why they're stuck and what to do next. His motivation isn't motivation, it's momentum. And I just can't wait to dig in and change some lives today. Dominic, thank you for being here.

SPEAKER_00 1:26

Thanks, Chad. It's great to be here with you.

Military Roots And Early Sales Lessons

SPEAKER_01 1:29

So let's just start. And I asked you earlier if we could go back 20, 25 years where you were in the military. How did you end up leaving college, go into the military? And what was that experience like for you?

SPEAKER_00 1:41

I actually joined the military while I was still a senior in high school. So I mean I went right out of high school. I went into the reserve. So my plan was to you know get a start in the military and go to college and become a top gun pilot because top gun was hot back then, right? Turns out didn't have the eyes for it, didn't have the stomach for it, the pilot thing. But so I got in the military. I was always affiliated. I was a high school ROTC. Leadership was always something that I mean I've been indoctrinated in since I was, you know, and I guess in the Cub Scouts, they started a little bit. Cub, then I went to weep. I did all the scouting things, went into the military. I was in ROTC in high school, and then I went to college. And then during college, my brothers enrolled me in a company called AL Williams. You might remember those guys, they're now Primarica Financial Services. And I was 21. Funny story, the first big market crash that they talk about, that black October and whatever year that was in the 80s. That's when I was three months before that I invested for the first time. My bro on my brother's suggestion, right? So my first investment, you know, went through a crash, but that wasn't what I did. They said, well, you just need to earn the money, you learn this and go go sell it. And I did. So imagine starting up your sales career at 21, telling people twice your age how to plan for their future, right? I figured it out. In two years, I became a vice president with that company.

SPEAKER_01 3:09

At 23 years old, holy wow.

SPEAKER_00 3:12

Yeah. So I was one of the young, I was only a handful of people, especially at that time, had ever become a vice president under the age of 25. And I only know of one other one, but I'm sure there were others that I didn't know about. But my real dirty little secret was I I carried an old haired, uh gray-haired dude with me for the last six months. And that's because my sales went as soon as I brought some credibility with me. Anyway, I I did that during that process. I was still in college a bit. I went back. Oh I still had this desire to fly. So my path to do that was to get more college. And the only way I could do that was to join to switch from the Marines to the Army National Guard. Because the Army National Guard paid for college tuition. My dad wasn't, I was the third boy of three, and my two other brothers had burned up the more generous tuition reimbursement programs my dad had in place. So I was on the if you carry 18 hours, which was twice, you know, 12 hours was full time, 18 hours was the minimum for me to get a reimbursement. And I've got all A's and all 18 hours, I would get 100% reimbursement for that semester. That wasn't gonna happen. I was a bartender in New Orleans, I was in a fraternity. So I said, I'm gonna switch to the guard. They'll pay for college, I just have to keep a C average. That was easy. The standards were so low, I hated it. Like I was in this now, I went from the Marines to the Army National Guard. Like, oh man, it just there's no way out. So they there's an opportunity to become an officer before I finished college, and I could do that and resign anytime I wanted to. Because you couldn't leave and be dishonorable, right? No way. So I went that route. The year I got promoted as vice president is the same year I got commissioned as an officer. So I did those things simultaneously. A year or two later, I went to my officer basic course and a little thing called Desert Shield started. Way back when, right? So when I got back, I didn't get deployed. I never got deployed. But when I got back, my insurance business had been on, you know, six months hiatus. There was all this turmoil in the company. I popped in a video from Art Williams to get motivated. And he was pounding on the table saying, if the opportunity is not as good today as it was when I started, I'll leave. And I looked around, I'm like, hey, this guy sold the company six months ago. So the opportunity must not be as good because he was gone, right? I looked at the tape and made the connection. That led me to getting into the phone business, which led me to build my first sales team. I built a sales team of like 1,500 people in about a year and a half. We went from we I created a door-to-door sales team selling telecom telecom services for Bell South for the Bell Company.

Telecom Growth And Entrepreneur Hard Knocks

SPEAKER_00 6:07

That lasted a few years, and then I basically started my own phone company after that. And that was my path to lose my first million dollars. That phone company excursion taught me that the one thing that I loved out of being an entrepreneur was the training, right? Officers train, leaders have to train. It is the role of a leader, is a trainer. And so I just started my business doing that in '99. And I've been training ever since. I got my degree from the University of Georgia during that time. And then it's what I really discovered. I got to teach leadership training and sales training in corporate America. And then I got hooked on Salesforce, the software, because I thought, well, this is the I've been teaching CRM in corporate America, and I've been watching frontline leaders screw up the CRM implementation because the company never really invested what they needed to in those frontline leaders. So I started studying in Salesforce, more is the number one CRM platform in the world. I said, well, this will help me teach frontline managers how to actually use the system that's been put in place. And because typically what happens is companies say, Oh, the managers went through training, they'll take care of it. Managers didn't, and they would just force their salespeople to do their spreadsheet plus the CRM, which really just screws up how people man, you know, manage like you're not really managing a pipeline. Not really, if because you got two separate accountability systems or management systems out of that, and and and so you're not really getting anyway. So that's I got really deep into the Salesforce thing in the last year or so, couple years I'm back to training land leaders. I call it Salesforce multipliers because force multipliers is a concept from the military. And the doctrine I learned as a young recruit at seven, I think I just turned 18, was the air, land, see, right? Those are three different types of engagement, but together you get more than one plus one plus one equals 10, right? But if you're multiplying, it's not addition, right? And so that always lingered in the back of my mind. And you know, when it comes to pipeline and pipeline management, if you're not literally leveraging all the systems that feed each other, then you're not getting the most value for your investment. And as a former investment guy, I could tell you that's important, right? ROI is a thing. Well, the truth is most software, like most solutions, don't really create an ROI unless you raise revenue or cut headcount because that's really the only way to get ROI. You either dramatic, dramatically increase revenue or you dramatically decrease headcount, which is the fear everybody has with AI right now.

unknown 9:20

Right?

SPEAKER_00 9:21

So everybody's gonna lose their job, everybody's gonna do it. AI's I can tell you right now, AI is not going to replace uh people completely because as bad as I've seen companies make decisions about training over the last 30 years, I'm clear that they're gonna make the same poor decisions about training their AI uh chat bots. So is that me or you? The little vibration. Oh, that's that I'm sorry that you couldn't. I don't know. I thought I was looking for my phone, like, is my phone.

SPEAKER_01 9:55

Yeah, so that how about the phones getting in the way in the middle of actually sales calls or sales meetings, right? 100%. So even with do not disturb, it could still be disturbing, which takes you away from sales opportunities, which is why I turn off my alerts to like as an example, my emails. Because when we're focused on selling, we need to be focused on selling and outreach. So my question to you is what makes a good lead?

SPEAKER_00 10:24

First of all, a definition makes a good lead. So I I I could tell you what right now one of the most common misconceptions leaders have is that their people know what leads are. The definition of a lead in my work, like I teach it like this a lead is very simple. It is a business card. You have a little bit of personal information, you have a little bit of business information, but not enough information to do business with. So

Why CRM Efforts Fail In Practice

SPEAKER_00 10:55

that's how I define a lead. Now, save from that, or you know, take that and every other stage in the sales process, you could get people defining that thing as a lead because it is a lead in some way. I mean, it could be a lead. So, what is a lead is the if a leader says, Oh, my people know, like, all right, I'll do a bet. I'll bet you. I'll send an email out to every one of your salespeople with one question what is a lead? And they'll send it back. If everybody, if everybody gives me the same answer, I'll do my next engagement with you for free. That could be a $50,000 engagement or $100,000 I don't care, I'll do it for free. If everybody gives me the same answer, the same definition. I never have nobody's ever cashed in that bet and gotten the money and gotten me to work for free. Because it never, because inevitably the language of sales is still a new language. Now, Salesforce, one of the things with being with Salesforce for 10 years is because Salesforce is the number one, the structure of Salesforce is probably you know the best chance we have as a society, you know, as humanity, to really start to define, like have a standard definition of what a lead is. And and and and that's why I try to use lexicons and teach the things I've learned in sales, in training, education, psychology, because I'm an instructional psychologist, right? So it's always been important to me that the that clarity starts with definition. And a lot of leaders make assumptions instead of clarifying and defining so that people can actually speak about the same thing in the same way. It's why it's why you know, financial services, you've got letters behind your name that mean something that you have to explain to your customers. But in your industry, everybody knows the difference between a CFP and an RIA and blah blah blah, all the other things, right? Sure. And a CFA. Sure. Exactly. So when I I'm answering, I'm moving on to the next question. But why business owners get stuck is because they actually say the word stuck. I've been I've been refining this answer a couple of times, right? Because my my I So first of all, you're not stuck. Stuck is a mental construct, right? Stuck is if you're literally stuck, then you are not moving. You can be stuck in traffic because you're in that context, you're stuck, but in your business, you're not stuck.

SPEAKER_01 13:44

Well, hold on, Dominic. So my question along with getting stuck is we started with what a lead was, which is a business card. So now you have these salespeople, a hundred, five, ten, a hundred, a thousand. They're calling the business card, they're not moving people along, right? So they feel like they're getting stuck because they don't feel in their head like they're moving people fast enough to the sale. Like in people's heads, they just wanted to go from lead to sale, right?

SPEAKER_00 14:13

Well, the lead, so the lead is a starting point, yep, right? It's this and the conversations you have. So for a lead, in especially in Salesforce, this is demonstrated in their system, right? A lead gets converted to the type of data that you can now do business with. So in Salesforce, there's a lead database, okay, and then there's a database of companies, which they call accounts and contacts, which are what people are. Accounts and contacts and leads, they might be the same person, but they don't represent the same thing. So a lead's not qualified. A lead you don't know if they exist, you don't know if they they're a good fit, you don't know if they have a budget, a need, authority, a timeline, all the things that you learned about qualification, right? So leads are an expense that you must then spend to convert. While you convert somebody, you're engaging in a process of building the relationships inside of a company, the account, to get all the contacts you need to then create an opportunity. And an opportunity is where you're having a conversation where you're going to lead to money, right? The opportunity record is the only place you make money in the entire CRM, whichever CRM you use, because that's the only container for sales conversations. You see, people don't make money calling leads because that's not the purpose of leads. The purpose of leads is to have conversations to see if there's an opportunity potential. That's right. Potential.

SPEAKER_01 15:54

But salespeople are afraid to even reach out and ask and ask. I think before they even get started.

SPEAKER_00 16:12

And so the way you get over sales resistance is you educate people on what they're actually doing. See, we talk a lot about productivity. And when a person doesn't know what they're producing is correct, they'll produce a lot of stuff. We produce stuff every day. The question is, is it the stuff that leads to the stuff that makes you keep

What A Lead Really Means

SPEAKER_00 16:40

your job? That is to say, are you getting revenue for that thing? Right. So that's part of the problem. If people can't define a lead, then they can't define what a qualified lead is.

SPEAKER_01 16:51

Right.

SPEAKER_00 16:52

Then they can't define what a conversion criteria is. Then if they don't know what they're starting with, then they don't know how it's progressing. And so the beauty of a of a CRM, whatever CRM you use, it really doesn't matter. The beauty of a CRM is it's a shared language of definition. Is that when a when a lead record has this, this, and this filled out that way, we can then move it on. Otherwise, it can't. Right? So there's clarity. And I gotta tell you, human beings do not always adapt well to clarity. They don't adapt well to data and data changes. It's I noticed that during COVID. That's what the one the big thing that happened during COVID was the data kept changing. Well, yeah, because we learn shit. That's what happens when you learn stuff, is that it changes, right?

SPEAKER_01 17:49

And that's why I mean it's okay, but now people are out there, they have the lead, they have clarity, they're going out and they're making sales. Yep, they've reach a plateau. The owner is comfortable because they're making millions in sales, they're not seeing the plateau because plateaus are like they just show up, I think, right? Because sometimes owners don't keep track of the metrics to see that. So, what's the number one mindset or two mindsets that help business owners shift to be more successful?

SPEAKER_00 18:23

Well, I think the thing that helped me the most was when I went back to college in 03 to get my degree, one of the professors introduced me to her professor at a meeting where I got my CPT, the ISPI group. And he said something in that presentation that really changed my life forever, which was a need is a gap in results. Now they were talking about it in the context of like training and training design, because a bunch of instructional designers there. Because a lot of people say they need training. Like, you don't need training. What you need is to figure out what the gap in results is, because the gap in your results is the need. So, first and foremost, if you're plateauing, that just means there's no gap in results. You're happy with the results the way they are now. You may not feel happy, you may not think happy, but you are satisfied with the way things are because you're not doing anything differently. So let's not pretend and say, let's not let's do this. Let's not bitch about where we are if we're not complaining about what we're doing. And looking at how do we change our behavior? How do we start doing something new, stop doing something that we know is unproductive, keep doing the things that we did. A lot of times, Jed, you're in a plateau because you stop doing the things that worked in the past, right? You stop prospecting and you wonder why your funnel's dead. Right? You stop doing something and you might need to restart. Or there's things that you you know, that's the that's some of the elements of change. So the the mindset is if you think you're in a plateau, then how are you defining your gap in results? Because if you think you're at a if the results you have aren't where you want to be, right, then you got to look at where are your results now and where do you really want to be, and then start identifying root causes, which is hard for people to do. You need somebody who knows how to look from the outside in to look at to say, yeah. Like, for example, I was part of this, I was part of this organization, it was a volunteer organization, and their membership did like this over 23 years, right? And and by the way, it wasn't really hot, and and now it's pretty consistent, really, at this lower level. Yeah, and there's a few leaders that'll say things like, oh, they'll they'll create a justification why big groups of members leave in at times. Yeah, they always do. And they say, Oh, that's good. We now had a core team, and this I'm like, and I was a leader in that group at the time, and I was like, You gave me zero budget for marketing, and you wonder why we're not growing. You gave some other dude four grand, four thousand dollars, so he could fly to four different places to interview people. That has no impact. Like, there's got to be an underlying system, and every system has a series of inputs and outputs that follow a process. It's like an assembly line. And if you aren't if you aren't analyzing your assembly line to look for what's called bottlenecks and then arrange your process. Process to account for bottlenecks and overcome bottlenecks, then you're not doing any work to change what the plateau is. You're not doing any work, you're doing all the wrong work.

SPEAKER_01 22:13

Right. So now take us to activity versus progress and tell if the company is actually moving forward. Because I think a lot of people are not able to move forward in their company because, like, if you think about the CEO, they're either a micromanager or they're visual and they're global or they're big thinkers, or they're kind of checked out. Right? So, what are we talking about here? What activity versus progress?

SPEAKER_00 22:39

So that's a great, and that's that's a lot, right? Well, it's it's again, it's it's gonna be based upon first and foremost, the values of the company and what's most important. So activity is doing a lot of behaviors, progress is fulfilling

Plateau Thinking And Finding Bottlenecks

SPEAKER_00 23:06

the values of the company. So you're you you're you have a measurable mark that you're moving along a trajectory of your vision, right? You gotta start, you have your vision out there, and you have a trajectory that you've chosen as the leader and decided this is the way, and then well, here's the big one, right? I always tell leaders in my when I do some leadership trainings, I go, You want to know if you're a leader? Stop, turn around. If there's nobody following you, you're just kind of a wanderer, not a leader. That's right. If people aren't following you, then you're not a leader. Now, the the other side of that is is that was I don't know if it was Dylan or the other guy who sounds like Dylan. There's a song called You Gotta Serve Somebody. You may be the devil, it may be the Lord, but you are gonna serve somebody. And what I say to leaders is whoever you serve, it ought to be the system of your business. And entrepreneurs have to remind them to work on their business, not just in their business. And when they're when they're corporate, that is to say, they didn't start the business, but they're running the business, then they have to literally take a step away to see is the business running without them as well as it runs with them. And that's why I say you can lead people faster than you can change the system. So in the world of disruption and change management, installing a new CRM, putting in a new phone system, those are things I've done a lot with companies. If you don't follow through and show people how that forwards their progress in their job, the company's progress in their vision, and how it all works together, if you can't show that, if they can't see that, now you're just being busy. You can't be making progress because it's not building something that people know that they're building, right?

SPEAKER_01 25:13

So the owners get confused because they want success. They've changed systems, they've changed phones, they've changed computers, they've changed the CRM. And the same people that have been at the company that don't enter into the CRM are the same people that don't use the new CRM, which creates the same problems they've had. So, do you have an example of a company that actually dug in where the people got on board and they saw results because they actually started using the systems that they were given? Not a lot of them.

SPEAKER_00 25:44

And I've been on hundreds, I've been on I've been on hundreds of implementations, and so it happens at different levels and at different times. But honestly, it's one of the reasons I'm going back to leadership training because I don't think leaders understand they they keep buying shiny objects and they don't understand the fundamentals of the doctrine that they should be instilling into the company. So, like I started with the Marines have an air, land, sea doctrine. We don't just throw marines on a beach, we do, but I mean we like doing that, but we also have to use in an orchestrated method uh all the tools at our disposal to make sure that when those marines land on the beach, they can actually take uh the island, yeah. And so I think leaders forget that empowering people isn't only half the equation. You empower people within the system. Like, I don't know. Example, you ever call customer service? And you you got a problem, and that person can't solve the problem. Correct, happens all the time. So then you got to move up to somebody else so they can solve the problem. Then you keep moving up until you find somebody that can actually make a decision. And isn't it great when you talk to a company and that the person you talk to the first time can see everything you said, give you the correct feedback, and make the right decision for the company and the customer to make simultaneously.

SPEAKER_01 27:31

And I know a company that does that, Kindle. You call up, they pick up within a minute. I think Apple picks up within a minute, and then you call some of these Fortune 500 companies, and we've been on the phone with them for an hour or two for something as simple as making a simple change. And even the supervisors and managers, quote unquote, can't do it. I have a question for you. Yeah, that's a poor system, by the way. The new said the new thing they have out there is these autodialers that leave messages.

SPEAKER_00 27:58

Well, that's not new, that's been around for 40 years.

SPEAKER_01 28:00

Does any of that work, or is it have to be a human being that calls and leaves the message? Like, are there any shortcuts to making quality sales?

SPEAKER_00 28:08

Listen, all that stuff works. I remember back in 19 in the early 80s, I went into a building that had 400 cassette tapes machines auto-dialing to make leads happen. And it hasn't gone away yet. So at some level, it works, but you have to mechanize it in the way that works today. Now you have computers and you have all those other things that make like that. The tape machines, the concept works, but those tape machines don't have the bandwidth to actually make it work today, I guess, right? So I guess so. There's a you asked for mindsets. And when I was in the I met a Marine who was a what's called a force recon Marine. When we were in officer candidate school, Texas and Louisiana met every summer, you know, reserves meet for two weeks in the summer. And this guy, and we met, we were like we met the very first time, the very first day. You could tell Marines can tell each other. And he said something the hard way ain't always the hardest, and the easy way ain't always the easiest. So if you want to make cold email work, great. Are you dropping 1500 cold emails a day?

Activity Versus Real Progress

SPEAKER_00 29:30

Because that's to get four leads a week, because that's what it's gonna take. It does happen, but those numbers are smaller, right? So the scaling of different options, so it depends, right? So the truth is if you have a system, think assembly line, and uh if you if you can stop and uh and see individuals and where they are in the assembly line, you can sort to understand why some people do better than others. Now I gotta tell you, there's a there's no right answer for that. Like there's no one answer for that, I'll put it that way. There's no one answer, right? But it's it's can you analyze the data? If the if I'll put it this way if the way you're analyzing the data isn't moving the needle, then you got to find a different way to analyze the data or look at the data and understand what's really happening. But ultimately, it comes down to fundamentals and specifics.

SPEAKER_01 30:37

Let me ask you this question: how do leaders unintentionally create friction then in their own business? And entrepreneurs can simplify their business without losing growth. But what we talk about here today is creating systems that are a repeatable process that work, where we're not sending out 1,500 emails to get four responses a week. What are the systems that you know work that are not going away that people could use and repeat consistently to get where they want to go?

SPEAKER_00 31:10

I mean, as far as I could tell, sales is still a numbers game. Okay. And and all you can do is know your numbers. So uh do you remember Jim Rohn? Not the ESPN guy, but the guy who taught Tony Robbins, that guy, right? Yep. He said if you get two out of ten, uh I'm sorry, if I get if you get five out of ten to convert to sales, and I get two out of ten to convert to sales, who's gonna win in a competition?

SPEAKER_01 31:49

I'm gonna say that they could end up with the same numbers because you just the one with two out of ten just needs to make more calls.

SPEAKER_00 31:56

Yeah, whoever has the most commitment to win is gonna win. Because it doesn't matter if you get five out of ten, right? If you get five out of ten, I get two out of ten. I know I can beat you. If there's a way I can get more tens, then you can get more tens. That's right. Okay, if I can do five times the tens, then we'll be equal. If I can get six times the tens, I beat you. So, where are you gonna multiply that in order to compete to win? Because that's that's the answer. And so it comes down to how you are engaging in leveraging technology. I mean, there's a lot of people right now, ah, AI, blah, blah, blah. Lot of guys my age and older going, uh, screw that. I'm gonna, I don't, I don't believe. Great. Well, here's the deal. I just heard a podcast by Alex Warmozi said this. It's between me and you, and I got a better tool, who's gonna win? The tool works. If I got a better tool and I know how to use that tool better, yeah, who's gonna win?

SPEAKER_01 32:53

Tool works, tools help. You gotta just have the right tools, the right system, less breakage. As an example, I just paid a guy now where I subscribe to someone to maintain my computers. Yeah, because I was noticing over time with this new technology that my computers and my my way of being was down. Yeah, I needed to minimize that so when I'm at work, I could work. Yeah. And not have to worry about Norton or some of these other companies blocking my things that I need in order to move forward. Right. You got to take that friction out, right? Take the friction out, but we have to notice and be aware that there's friction. The other friction that people have is making the first phone call. So, what's your mindset when somebody comes in the office or at home and needs to make that first phone call? What's the hacks that you have so that people can actually do what they need to do to win?

SPEAKER_00 33:47

So that's a challenge. I have trouble making the first phone call too anymore. I used to not, right? What's the difference? I used to not, now I do. Well, here's what it comes down to, really. I think it's and I think all of all of your own behavior, and I when I that for five years I taught a thousand managers. Over the five years, I taught a thousand managers at one company. And the model I taught them was what's most important? If you haven't decided, if you don't know what's most important in your life, then fulfilling that is going to be the hardest thing you do. And so if so, why somebody would make a phone call or not make a phone call could be a lot of things. Here's the reason they're not doing it, it's not the most important thing for them to do. They're not associated to why it's important. They're not, they don't, they don't feel it when they don't do it, and they don't feel

Numbers Game And Tools That Multiply

SPEAKER_00 34:48

it when they do do it, whatever the feeling they want to get out of either one of those, right? So the question is, what are you doing? And can you stop doing what you're not doing? And can you start doing what you need to do? And if you can't, then as a leader, fire them. Fire them. Maybe not fire them from the company, but fire them from that job. If they're not doing the job, they're meant they may not be suited for it. Not everybody likes to do it. Great. Have them do something they like or have them go find a job somewhere else. Stop being a wuss as a leader because that's what's preventing your people from doing their job is that they're not in the right job. If they're not doing it, they're not in the right job. And if you keep paying them, you're reinforcing the wrong behavior. Yeah. Stop being a wuss. And and and the other way that leaders create friction, they don't do it unintentionally, they do it because they don't have a system, they become the bottleneck themselves.

SPEAKER_01 35:50

Yeah.

SPEAKER_00 35:50

Well, we got to run that by the boss. Why? The whole purpose of a system and the whole purpose of leadership is to do one thing consistently. Pre-decide. You, as a leader, already know the decisions that need to be made. So make them. That's how you systematize, you pre-decide the conditions and the response. And and a leader listens and learns for new conditions to then train the responses so that they happen without them. 100%. Yeah.

SPEAKER_01 36:28

So I absolutely love that. So it looks like you are training, helping, and guiding companies to success. When you're not working, what's a hobby or a couple of hobbies you have that it's summertime?

SPEAKER_00 36:43

Well, now that it's summertime, one of the hobbies I don't engage in is forging. So I have a forge in my house. I do blacksmithing kind of stuff. I'm gonna made a I've made two knives in my life and some other things. So it's summertime, I don't do that. And I it's been a busy summer so far, and I haven't gotten on my motorcycle, which is what I what I like to do to go ride around and have some fun with.

SPEAKER_01 37:10

I absolutely love that.

SPEAKER_00 37:12

Yeah.

SPEAKER_01 37:12

Dominic, what's the best way for people to find you? Is it your blog? Is it your website, LinkedIn? Share with us the best way for people to be able to reach out to you and get some more wisdom and insights.

SPEAKER_00 37:22

If you look for Dominic Caruba and you spell it mostly correct, which is the hardest thing for people to do, you'll find me in lots of places. Sales and technology, Salesforce Zen is my YouTube channel. It just points right to my YouTube channel. And then, yeah, if you can't find me with those three websites, you can't find me. You just Google my name. There's only two of us, as far as I know. One of them's me, and those my son. And he doesn't talk, so there you go.

SPEAKER_01 37:49

Absolutely love it today. And here we are, I'm Chadko with Co-Fanancial Group. I'm loving these podcasts because we're going deep inside these brilliant people's minds and learning the processes to be able to succeed in ways that you might not have even imagined. And I have the abundant life roadmap that I take people through. I'm excited every time I do it because it provides clarity to those people that choose to do that with me. I also have a book that you could download for free at cofinancial.com.

First Call Friction And Closing

SPEAKER_01 38:20

So make sure to check out the website and find your my free book, which is your financial dream house, and look out into the mountains or into the ocean or wherever you want to be and live your best life. We're here at Cofinancial Group to be able to help you. Thank you for subscribing, checking in, liking the video, and sharing with your other friends. This is meaningful and important work that we're doing to help people become better than they were today. Thank you so much, Dominic.

SPEAKER_00 38:47

Thank you, Chad. I appreciate it. It's been a lot of fun.