Learning From Others Tom Matzen: 87 Businesses and Hundreds of Millions of Dollars
Today's guest has started 87 businesses, most earning seven figures and beyond. And he teaches others to do the same, with his clients having generated more than $100,000,000 in sales in dozens of industries.
For as much success he's earned, he's equally failed, making and losing millions several times over. Hear his real-life stories of glorious triumphs and colossal failures. And listen through to the end to learn of scholarships he's giving away to entrepreneurs and business owners just like you.
Please welcome Tom Matzen.
- 1:29 - Tom Matzen's Background
- 10:08 - Skin in the game
- 12:13 - All about ads
- 17:34 - Learning from Other Entrepreneur
- 19:39 - The Big Breakthrough
Business
Non-Profits
That's my favorite part. Are you kidding? Noxious? That's totally makes sense. Matzen. Thanks for jumping on learning from others. How are you doing? I'm doing awesome. Damon. So excited to be here. Thanks for making some time. Yeah. Hey, I just noticed for Mike Twitters, you got a shiny silver Yeti. That's a Yeti, right?
Yes. It is like with a little boom up and down. Yeah. Hey, how'd you get that fence? So the people that people that are listening and can't, they can't see the video what's going on. What's going on. Say we got the same little flexy arm here going on. I didn't get, how did you get that little stretchy thing at the bottom?
I couldn't, I couldn't get one that works with my Yeti. The little BH photo video, uh, has a kit. They sell that goes with the Yeti and it's a whole, it's a whole kit for mounting it and getting the, they call it a shock Mount that part. That's what it is. Yeah, and I love it. Cause I'm hanging around. I'm like, it's fine.
So that'd be good. It's up in the air. Makes it a lot easier for those of you listening in audio world. Yeah, for sure. Well, cool. So you got a, um, a lot of stories that I want to get into. You've done 82 businesses. That's old now it's 87, 87.
Clearly a guy who can't focus. We know that for sure. Yeah, well, there might be some truth to that because you got too many things going on. All right. So let's talk about, um, you know, in the intro, I brought the listeners up to speed about kind of your, you know, all your magic sauce, but let's hear it from your own words.
I start with with two questions, question number one is what are you good at and what are we gonna learn from you today? Fantastic. Well, I, if I was to narrow it down to one thing, the ability to guarantee results for your clients, The ability to guarantee results for your clients, because so much links to that in business.
If you can guarantee results, you can charge a premium price. They're happier to pay a premium price. You get more referrals, you get more loyalty there. They become what we call raving fans. And we can dig into that. But that is something that I stumbled across in my twenties. And then I mastered when I worked with Jay Abraham for a number of years.
So he was my personal coach and we've been teaching it now for well over 12 years. It's an essential part of all the work that we do. We apply it specifically with high ticket programs right now, but the strategy can be applied to any entrepreneur at any stage of their business. And frankly, It's the number one secret weapon in business.
Uh, with 87 businesses, I am an expert at starting them. I'm not an expert at exiting for nine figures. Talk to someone else for that. Um, but I want to exit for a seven or eight figures. We can definitely talk. And the secret weapon to scaling past seven figures. Which we, math challenged folks is a million or more of sales is being able to guarantee results.
Being able to be so unique in what you're doing, that you can guarantee results. So we can definitely dig into that today if you want. Yeah. All right. So I'm making notes here cause I got a lot of things I want to hit on, but not Intel. Question number two. What do you suck at Tom? Oh, a whole bunch of things after spinning nine holes on the golf course yesterday.
Uh, I proved once again, I suck at golf. I don't know how many years into it are you the year? 2000. So it's that 20 years. You got no excuses. Clearly I haven't had a coach and clearly I haven't applied any systems, uh, through that period of time. But in fact, I also learned yesterday, if you take 12 months off from golf and come back, you're no better than when you left.
Yeah, I believe it. You know, you know, my take on golf is I I've never golfed a day in my life, except for maybe when I was like a kid and went with my dad. And here's why is because most people I know that start it. They just love it. And I just, I am just terrified to put another thing on my plate. Well, I tell people that aren't into it.
Stay away. I really do. I used to be in the golf business. That was a different story then, but now I say, no, stay away. If you're not addicted, stay away because it gets under your skin. It is from a biomechanics point of view. It is the most complicated sport to master. And so if you don't have athletic timing and tempo, Which I don't, it's a very, very challenging sport.
And frankly, even if you do have athletic timing and tempo, it's a challenging sport. So it's a, it's a fascinating, fascinating sport in business. What I suck at is. I would say my number one weakness is executing systems repeatedly. I'm really good at creating systems to execute repeatedly. I'm really good t training people to do that.
But for me doing it myself, I get bored. Yeah. That's what I was going to ask. Just the attendance wander. And I tend not to follow the systems that work. I tend to reinvent them. If you want the guy reinventing it and you know, beta testing it. I'm your guy. Yeah, well, if you want it, the guy executing it every single time.
No, I'm, it's much better having other people on our team to do that. And I'm fortunate that we can do that. Yeah. All right. So let's talk about guaranteeing results for clients. So you said you kind of stumbled across this in your twenties. What was that moment or that, Oh, it was fascinating actually.
Damon, I was a, I was a young lad working with Dale Carnegie. I was selling and, and instructing with Dale Carnegie had been for a number of years and in that world, Um, if you ever hung out to any of those classes, you know, that the assistant instructors are like, God, like features to everyone in the room.
They're all like, wow, you're an instructor. Oh my gosh. So they would come to us for advice all the time. And I was 23, 24 years old. And of course I always had an opinion as my first wife said often wrong, but never in doubt. And, uh, you know, I would give him my opinion. And after a few months of this, I realized I've got no basis.
In reality for these opinions, I'm just given opinions. I should actually take some courses. And so I started signing up for courses on marketing and strategy and different business elements. And I had just completed a course on yellow page marketing for you kids out there. That's a book you use to hold open doors.
Yes. Well, no, that's the least for today. Back then it was the internet in a book, right? The local businesses were in one book and, and a yellow page marketing. This guru from Australia had come. I was living in Calgary at the time and he'd come in and taught this three day workshop or two day workshop. I think it was on how to do yellow page ads, how to do them well, and I had a presentation with a client later that week who wanted a yellow page ad, which is part of the reason I signed up for it.
And I, and, and he happened to be in the locksmith business. You know, replacing locks and new doors and things like that. And then metaphor, the guy used the entire workshop was locksmith his entire sample all the way through was that. So I knew I could crush it for this guy. Right. But I still didn't know how to price things.
It was early enough in my business career, but I didn't know how to price my consulting services. And now I know there's nine different strategies and you can go through the different pros and cons of them. Then I didn't have any clue. I just knew I wanted to make this amount of money. I also knew this was a veteran entrepreneur had been around the block a bunch really, you know, like in my mind's eye, he was in his fifties, which back then was old.
Uh, I laugh now because that's what I am, uh, and you know, he's this old guy. Right. And, uh, I also figured he would negotiate me. So I, I, uh, I, I doubled my price on the proposal. I put together all the details, put together the numbers and I doubled my price, giving him room to negotiate and still get what I want.
So we go in and I go through the presentation and go through all the elements. And in my mind's eye, he's a, he's a southerner. And that could be true because in Calgary, there are more Americans living in Calgary than any city outside of the U S at least at that time because of the oil and gas business.
And a lot of them were from, from Texas, from Houston, particularly. So in my mind's eye hit a Houston accent and he was like, son, I think it's going to work like, well, yes sir. Yes, sir. I'm positive. It's going to work is tell you what I'll pay you. Not never don't and double if it does. Now, this was double my double Damon.
Yeah. This was four times what I wanted and knew it was it's going to work. I said, you're on, sir. I could take that. Absolutely shook his hand. And the yellow pages was coming out in a few months. So we plan the ad. We put it in a month after the added come out. I figured we'd take three to six months, but a month later he calls me up and says, son, I need to speak to you.
Come on down. I'm like, Oh, like I literally thought the worst. Cause he had that rough, rough tone and I come down and I put on my best suit. I'm in his office and he's like, I got a check for your son. I go, what he goes. Yep. It's been crying for it. Hasn't stopped ringing. Since the book came out, you totally delivered.
And he was ecstatic. And so it was, it did two things for me. Number one, it allowed me to make four times what I wanted to make for the same amount of work. That was a game changer. When you're in your twenties. Yeah. It's a game changer. Any time that's like, Holy cow, number one, number two, he was happier.
The pain was happier at paying that higher amount because it was linked to resolve. And I took away a very powerful lesson and my mentor, Jay Abraham retaught it to me. He calls it risk reversal, where you're taking the risk off of the prospect shoulders, and you're putting it on your shoulders. And now we have a whole six step method we use when we teach that and we can get into all those if you want.But it literally is become a cornerstone to all the businesses we do and all the businesses, our clients too. You know, what's interesting about that is so when I started my SEO agency 13 years ago, that is how, how I, how I pitched it. So I had designed clients, but my first two SEL clients, they said, tell me about Google.
And I said, well, I know enough that I'm willing to take this on for you, but I don't know enough that I feel competent to charge you for it. And so how about I take a risk on you? You take a risk on me. Well, I take the risk, you know, you don't pay me anything, but. If I hit this goal, you owe me retroactively and then reoccurring moving forward.
And so we're one client. And then I said, let's try on a client number two. And then I said, okay, this is my thing. And then here's a perfect example, right? In the SEO world, once you know what you're good at and you can deliver on it. Then you can target businesses that can totally appreciate that value proposition and will pay you even more for the same amount of effort.
Right? I've since learned that you need to have some skin in the game, your clients need to have some skin in the game to listen. You probably found that too. Although I guess if you were doing the SEO SEO work, it wasn't so important when you're a coach or consultant. It's really important. They listen because you can have the best guarantee in the world, but if they don't execute on, the idea is not the, probably the same thing.
Totally the same thing. Yeah. All right. So I'm curious though, your price in your mind being in your twenties, like, what was your thing? What were you going for with that price point? Was it a new thing? The new something, you know what, that's fascinating. No, one's asked me that question and I, I gotta see if I can, I even remember so many dead brain cells since then what I was, what I was attempting to do.
I knew it had something to do with a monthly target for sure. Because back then, that's the only thing I looked at. I want it to make X, I believe it was, I wanted to make a thousand dollars cause it was going to be a couple hours work and this was going to be my breakthrough in this space. So I believe it was a thousand.
That'd be my guest, which means he would have paid me for it. Yeah, yeah. At that period of time, but you know what? I actually am not even sure. And back then, were your kids listening in? We had these things called electric typewriters, so there's no copies. You had to literally type it out. Put it all in. I remember, I remember Tom we're like we're, we're somewhat, uh, of entrepreneurial soulmates.
Um, so I, I went and spent a summer when I was a kid. Let's see. How old would you be in fifth grade? I want to say like 10 or 11. I was in fifth grade. I went and spent a summer at my grandma's and she had an electrical, a electric typewriter, and I was just jamming out on that just because it was cool. And it was so cool.
It had a, a white, uh, a whiteout built into it. Oh, that was way beyond my budget. Way beyond my budget. I had to put those tapes in the little white out tapes. You'd just stick it in the tape, the same letter back out, and then type the letter. Yeah. I want to ask you about yellow page ads as, is there anything that sticks out that has, that carries over to today in marketing principles, as far as like how you would design add call to action and things like that?
Totally. In fact, literally the principles that I learned there. Are responsible for hundreds of millions of sales from it, me and my clients, the exact same principles. You think about it? What's the headline, you know, as, as Dan Kennedy used to say, it's the ad for the ad. So the headline in any marketing, right?
Wherever it is, whether it's a flyer or something online, or a masterclass opt in page or whatever you're using, the headline is the ad for the ad. And it's about 80% of the effort for those of you that are not experts at marketing spend all your time on that. And the next thing I'm going to tell you, because it literally all the rest is it doesn't matter if you do those, right?
So the headline and in a yellow page ad, the vast majority of headlines were the name of the business, which no one cares about. Yeah, they care about what's in it for them. They care about how you can solve a problem or make them feel better or whatever it happens to be, but they don't care about the name of your business.
They really don't care what the name of business they care about what you can do for them. And so that it was one, one item. The other is the call to action, and I cannot believe the number of people that design websites or opt in pages or flyers or brochures or business cards. Business cards where you will listening and that might hit home.
If you don't have a call, what's the action on a marketing piece. It's not a marketing piece. Yeah, it's not a marketing piece. A call to action is do this and get this right. But it can be little, it can be major, you know, on, on, on many of our businesses, it's watch this masterclass and learn how to solve this problem.
Um, and it's a three hour deep dive training and it's free and it's on the business card. And literally people look at it and go, Oh wow. They log in and away they go. And so you can, you, you want to have an, every good marketing. You want to have a call to action. Right. You want to have a reason for people doing something now isn't it isn't always, you know, opt in.
It might be, share this or tell someone about it or, or, or log in here, or, you know, sometimes the call to actions are more subtle. Yeah. But frankly, most people. Don't have a problem being too subtle. They have a problem not being aggressive enough in their marketing and having a clear and compelling call to action.
And then there's a bunch of fundamentals of great copy, direct response, copywriting that come after those two. Right. You know, you're writing benefits that are what's in it for the reader, not your features. Right. And if you want to get advanced there's features, benefits, and then there are the applied benefits of the benefits or what I like to call now outcomes.
Because that's really what we're buying like with no, for example, we're not buying we're on first page of Google. Right. What are we buying when we're on first page of Google? What does that give us to him? Yeah, lots and lots of them. Lots and lots of motivated clients seeking us out saying, Hey, what, can you help me with this problem?
Cause you're like on the first page of Google, you must spell. Yeah. Yeah. I gotta solve this problem. Google says you're the best let's talk. Right. So it, or at least among the best. Right? So they'll be the outcomes, uh, in marketing world. A lot of people forget. That. And they're just trying to sell their features.
A great example is if you're selling courses or seminars or programs or masterclasses, and people describe each of the modules and what the topics are in each of the modules and the handouts and the calls and the, this and the, this, yeah. They don't want that. That's how you get them there. They need that.
They don't want that. What they want is if they go to all those modules and all those sessions, all those times, what are they going to learn? And what difference will it make in their life? What difference will it make in their life? And so outcomes, you know, that's classic direct response marketing.
That's been around since, since, uh, well, probably since the Bible, you really want to look at it, right? That's a direct response marketing tool. That's working incredibly well, right. For, for centuries. And so, you know, you can look at any classic, amazing movement, right. And a movement is what a business is.
Now a lot of entrepreneurs don't realize they're building a movie. So they're not very good at building a movement, but great entrepreneurs build a movement, you know, right. As we record this, I just got back from a week's holiday with my son. And I happened to notice that stock is 1300. And when we left, it was a thousand.
And so literally Elon Musk made three or 4 billion while I was on holidays for a week. Do you know what part of it was? I, I saw a headline either yesterday. Yeah. Yesterday, or I think it was yesterday morning when I was like, like this in bed, like, do I wake up? And I was flipping through the news and it's because he put Tesla, he came out with some booty shorts.
That's a movement, right? Not sum it up. Right. When you were at that point of creating a movement where you put some merchant out and suddenly, boom, really like he has become, I mean, he's obviously the face of Tesla, but he's become like a personality behind it where like between the booty shorts and the flame throwers, like what do those have to do with Tesla products?
Like absolutely nothing, but then they go, ha did you see what Elan did? At Tesla. And so then it's just like the whole movement thing that you're talking about that power, but you can learn from that we as entrepreneurs. Right. We can learn from that. We can say, okay, what can we do? Like, I know it's part of your background was working with the shark tank guys, right?
There is a group of people that have taken a concept and an idea which was actually a different name in a different country. Yeah. . Pardon me, Dragon's den Dragon's Dan in the UK and then in Canada. And then the two of the guys came to the States and licensed debt and they couldn't, they couldn't get the name for dragons down.
They wouldn't let them in America. So they called the shark tank and didn't have to pay any royalties and created this whole brand, right. This whole approach to business, which I happen to disagree most of their approaches to business, but they have sell their approach. And they're quite happy to take 90% of your work from you.
If you're happy with it, I'll give you 90% of my business, please, please, please. And they're bagging when they literally line up to beg to give away most of their business to these guys, which is a whole nother discussion, but they've created a movement. Clearly they've created a movement around it. And so as entrepreneurs, we can do the same thing we can look at and say, okay, who do we want to be?
Raving fans, who is our ideal target market? And how do we turn them into raving fans? Right. How do we create an environment where they're absolutely loyal to us? Just like the shirts. There you go, Tom. Let's get into that. How do I get a loyal audience? So the, the keys to getting a loyal audience, are you number one?
Well, and this is going to be a little controversial, so hope you don't mind that. Um, I actually believe under promise and over deliver is fool's gold. In business, um, it's, fool's gold. Anyone can under promise and then over deliver. And if they're a hundred promising, right. Can you imagine a pizza? You know, Domino's pizza in the early days.
Yeah. We'll get your pizza to your house within three, four hours. I promise maybe five. Right. And then they get it to you in an hour. And they're like, wow. See we over promised. No, what they did was they over promised and then over delivered on that promise. So their first big breakthrough that created a billion dollar brand was fresh, hot pizza, 29 minutes, guaranteed.
And frankly, if you ever had Domino's pizza in the early years, It wasn't very good, but they didn't say great pizza. They didn't say the best pizza y'all ever have. They said fresh and hot. Yeah. So they, they weren't promising the best pizza, but they were promising to get it to you in 29 minutes or less.
And back in the beginning, it was literally free if they didn't. I remember that, right. It was free. It was a breakthrough in the pizza delivery world, because you never knew when these guys would show up before and then Domino's came along and said, what's the biggest thing people want when they order pizza to know when they're going to get it.
So they optimize their entire process around that. So if you think of the concept of over promise and then over deliver on that, and you look at the businesses that you admire, the businesses that have amazing breakthroughs, that's what Apple did with the iPhone, right. They over promise the moon on there, on this new technology called an iPhone.
And then they over-delivered on that now, you know, obviously other people have come along and copied them and improved upon them, but they still have this dominant position in the marketplace. Right. Tesla. We were talking about them right. With their cars. Right. They, you know, they come up with their truck, right.
The cyber truck. Right. They promised all this craziness and they'd come out as completely different style and design. And then they did their big showy launch and the window broke and you blew it Eli. And he got like 200,000 orders in 24 hours. Including one from me. Did you really? Yeah, I put down the deposit back.
I was like, I was just blown away by the creativity of the design. Huh? Um, and I'm still not sure I'm going to actually drive it. I'm going to, I pre-ordered Powerwalls when they came out and I was, I was one of the few that actually got him. So the reason why this has nothing to do with business, everybody.
So I think a movement does, I'm giving Tom a heads up on the Tesla process. So when I pre-ordered, they said you're you're, you're gonna get, you're gonna get it within. Um, you know, three months, well, that three months turned into a year. And then what happened after that is I finally, I ordered two of them and so the two got installed, but like two weeks before that the, uh, big hurricane that went through Puerto Rico came in and so they moved all their inventory to Puerto Rico.
So I was like one of the few that just got lucky that got them in. I have no idea what their inventory is now, but you're, you're gonna, they're gonna lead you on a little bit. Yeah, well, in fact, they already have, since I put my deposit down, well, I also want to go back on one thing. When you said that you are, um, you know, uh, an apprentice or under an instructor and, and you said, I realized I had no opinion.
People come asking me for it. My opinion, I kept giving it. At what point did you realize you had no opinion just because you had given it so many times or was there a specific, no, it, it, I, it was one of these realizations where I had no training for the opinion I was giving. I realized like, this is ridiculous.
I need to master. If I'm going to be giving someone advice on their business, which is what they're coming to me for. I needed to start learning from people that were good at it, and that it was a breakthrough. And since then I've invested well over a million dollars in personal development courses, businesses, seminars, masterminds, retreats, you name it.
Um, well over a million, probably closer to five. Actually, if I tell him everything up and I absolutely changed everything, it changed everything in my life. It changed everything in my skillset. Um, the amount I could charge, the amount of fun I could have them on impact. I could make the amount of money we could give away to good causes all that change by learning how to do that.
Did it, was it a straight line? No, it was up and down, up and down, up and down. But that's life as an entrepreneur after you realized that, was there any point where you, where you kind of look back when, when you said, okay. I realized I shouldn't be giving my opinion until I, I improve my skillset. And then once you notice that, did you ever think back and go, ah, I really regret giving that person that one advice, because now I know I was so far off the Mark.
No. And I'll tell you why, because I was always transparent with them where I was at. And so for me, I do not live a life of backward regrets much. Uh, there are a few things in my life. Absolutely. But for the most part, you know, people will say, well, especially in this type of setting, if you had to do it over again, because I've made and lost millions multiple times, and they'll ask about the losses and especially the big ones, and they'll be like, would you, what would you do differently?
And my honest answer is not thing because those decisions were made with the best available knowledge we had at the time. Making the best decision we could at the time. So if you had to do it over again, yeah. You'd have the same knowledge in the same decision making process. Now, obviously, if you had all the information you now out and could time travel back, that would be different, but that's not doing it over again.
That's doing it smarter the next time that's learning from your mistakes and yeah, if you don't learn mistakes, you are definitely doomed to repeat them. So for me, no, I w I actually would say that it wouldn't, it wouldn't be something because it was given in the context of where I was at. And I was fortunate that even in the early days I had good street smarts.
Like I knew the focus was the customer. The focus was the client, the focus wasn't, you. I knew that from the very beginning. And so most of the advice I had was while you're focusing on you focus on that, focus on them. And that that's just great sound advice. Now we can do it more nuance and more pinash and more scale.
For sure. Um, but the same philosophy still applies. And when I talk to young entrepreneurs or college entrepreneurs, same thing I say, you know, you want to start with the basics, right? You're there to serve someone you're there to help them solve a problem, or, you know, basically two things. Right. Problem solving.
Yeah. Good feelings. Those are the two things. Everything else is, can be narrowed down to one of those two things, sometimes a combination. But, but I tell people the primary motivation will be one or the other. Yeah. Right. There's always some secondary motivation, but the primary motivation is one or the other.
And if you want to have impact, it's all about the primary one. Yeah. Right? Yeah. It's like SEO work, right. You could try and SEO optimize for 46,000 words, but that's not going to get you very far. Right. When you, when you got your best success, how many words were they focusing on? Oh, yeah. I mean, I tend, I tend to, to, I, I break it into two.
I do our core keywords and then, you know, there's variations of those. So the example I always give is you focus on if you're a produce, if you sell produce you, you monetize apples. And then, and then there's red apples, green, apples, and yellow apples. Love it. And then you focus on that. Kill it with apples and then, and then expand your reach after that.
But first, like you said, you start small really narrow. Yeah. And for a lot of entrepreneurs, especially if you're trying to make your first a hundred thousand or your first quarter million in income. The more you focus the better off you're going to be. And that's not just SEO. That's also marketing clients.
That's also product development, right? You want to do what you do super well. And back to your original idea about how do you make a difference. If you over promise and over deliver as a strategy, then you have to backward shape that and say, okay, now how that can I do that? Like, what does it take to do that?
And one of the best bits of advice I ever learned was recently, it was probably five years ago from a guy that helps companies doing 10 million a year. Grow to a billion a year. Wow. And he has a hundred percent success rate. To be fair, if you don't listen, he fires your back. Like, so not a hundred percent of the clients that start with him, get that result.
Cause some don't listen and then he kicks him out. But everyone who listens and in fact, his first big success was a, a, a ladies yoga clothing store. You might've heard of called Lulu lemon. Hmm, multibillion dollar brand. He worked with chip Wilson from store one to a billion plus market cap. And, and his strategy was, if you're going to have a goal, let's say you want to make a hundred thousand dollars this year.
We actually call this idea and you're ragging. Cause we don't want to give them credit. And you're at goop. It was the guy's name. So you want to make a hundred thousand dollars. The first thing you do is double that goal to 200,000. Don't play for the a hundred that you want. Double it to 200 and then here's the break.
It's true. Then you create three separate. Redundant strategies, all capable of achieving that double goal. So now you're actually playing for 600,000. And if you think about it, think about to the last time you set a major goal for yourself in business. Did you get 18% of the way there? Well, if you're honest and you really applied yourself, you probably got 20, 30, 40, 50%, maybe 75%.
Occasionally you get a hundred percent, but most people don't. The reality is the vast I've worked with tens of thousands of entrepreneurs. Most people don't hit their goals with this approach. You hit all your, all your goals from that point forward because you're playing for six times. So your original goal of a hundred thousand, you blow past that.
Yeah, no matter what. And so we teach that as part of our strategy. If you're going to over promise and over deliver you, then better Anurag, whatever you're doing, because if you're promising them acts, you gotta have a much higher threshold you're playing for to ensure that you blow through that ensure that you blow through that.
I mean, some of our high end clients today, we guarantee them a million in sales. For the, with their high ticket program. And in order to do that, we're not shooting for a million in sales. We're shooting for 6 million. Yeah. So that we know we can blow through and get them to that target. Does that make sense?
Yup. Yup. Totally. Yeah. Why don't we, um, why don't we leave it there? I, you know, I want to respect your time, Tom, and why don't I give you the floor to tell our listeners how they can find out about exactly what you were just talking about. And I find out more. Happy to do that. Appreciate it. The thing that I would suggest, if any, wants to track me down, just go to LinkedIn and look up mats and MATL at Ian or Z.
And depending on what part of the world you're tuning in from Tom, um, I come up pretty much top of the page there. And on that, you'll see a link to a scholarship offer. We're giving away our most profit producing program. Free this year. Like our goal is to give away a hundred million dollars. Yeah. For the scholarships.
We'll get you the link for your show notes as well. Damon, if you want it easy for people, it shows you how to create a high ticket program that guarantees results for your clients. We give you the coaching, the accountability calls, the support, the templates, the training. It's something we sell. For $10,000.
We give these away of scholarships right now about 81% of the people applying get them. So not everyone will get it, but the vast majority will, if you've got wisdom and knowledge and you want to package it up and sell it, or if you want to become what we call a reporter authority, where you research other people's wisdom and knowledge and put it all together and package and sell it, um, it's our gift to you just for tuning in today.
Anyway. Very cool. Yeah. I got those links and I appreciate your time, Tom Matzen. Thanks for jumping on and learning from others. You got it. Take care of him. See ya.