Mark Dolfini: How To Ensure Work Doesn't Kill You & Your Relationships

What happens when entrepreneurial ambition collides with the limits of human endurance? Mark Dolfini discovered the answer the hard way—lying in a hospital bed, gasping for breath, his vision narrowing to a pinpoint as his body surrendered to double pneumonia. The hospitalist's blunt assessment became his wake-up call: "People who look like you at your age don't lay in hospital beds like this."

Before that moment, Dolfini had embodied the hustle culture—working 22-hour days, sleeping in parking lots between tasks, single-handedly managing a $6.5 million real estate portfolio that generated impressive revenue but was slowly killing him. This near-death experience forced him to confront a painful truth: success without systems isn't sustainable.

From childhood entrepreneurship (selling squash at age seven) to military service to real estate investment, Dolfini's journey reveals the profound connection between personal vision and business success. His VIPER framework—Vision, Infrastructure, Process, Execution, Reporting—emerged from his mistakes and now guides other entrepreneurs toward sustainable growth without self-destruction.

The conversation takes a deeply personal turn when Dolfini shares how his marriage nearly collapsed under the pressure of working together in business. His vulnerable admission of having to fire his wife, followed by their faith-centered reconciliation, offers rare insight into the delicate balance of marriage and entrepreneurship. "If you don't have things at home right, you can't possibly think you're going to have things in the business right," he explains, detailing how establishing boundaries prevented every date night from becoming "a board meeting."

Are you building a business that serves your life or sacrificing your life to serve your business? Connect with Mark at strategicboardroom.com to discover how the "Time Wealthy Advantage" might transform your ent

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Chapters

• 0:00 Meet Mark Dolfini: Author and Entrepreneur
• 6:24 From Squash Stand to Marine Corps
• 12:35 Indiana: The State That Works
• 17:24 Four-Hour Workweek Reality Check
• 22:48 Near-Death Wake-Up Call
• 28:30 Marriage, Business, and Boundaries
• 33:57 The Problem-Agitate-Solve Framework

Transcript

Speaker 1: 0:37

Welcome back to one on one with Mr you. Of course I'm your host, mr you, in studio with us. Four-time best-selling author of the time, wealthy advantage, amazing book. You got to check it out, we'll talk about it. And the founder of the strategic boardroom, mark dolfini's in the house. Man, what's going on, brother?

Speaker 2: 0:55

how are you, mr you? I I feel like I'm among legends. This is amazing. Thanks so much for taking my my time here. It was it.

Speaker 1: 1:02

It's truly an honor, I see it on my side, man, because you are a bright, insightful guy. You got so much to share and offer and I gleaned from me. I learned a lot from where I read in your book, man, and our listeners will learn a lot from you, man, so let's jump into it real quick. Okay, you got a set time today, so to make sure we value all that time and get as much as I can extract out of you during this time is I'm excited, but personally I asked all of our guests to come in and start the show. We're telling us how they got from there to here their childhood, their upbringing. Share with that. Briefly for us, what would that like?

Speaker 2: 1:38

I grew up in a family of entrepreneurs, so one of my first endeavors in business I was I w. I think I was seven or eight years old. I was pretty young. I bought seed packets from one of the local general stores from where I grew up in upstate New York, but it was a pretty small town and they were squash. So I grew these squash from little seedlings all the way up, planted them, made this vegetable garden and I, once they were ready for harvest, cut them down, had a whole bunch of them, made this makeshift stand out of plywood, put it on a wheelbarrow, wheeled it up to the top of my driveway, put it on a wheelbarrow, wheeled it up to the top of my driveway and that entire day I was up there selling them for 25 cents a piece and proceeded to sell none of them. I immediately learned the value of having a very solid distribution channel.

Speaker 2: 2:46

So the really cool story in that, though, is that, as heartbroken and heart sick as I was, that I went through all that effort, my family didn't bail me out. They didn't. They didn't come up and buy them, thinking I was like, okay, we're going to have this for dinner. No, they did not bail me out, and that was. It was a hard lesson, but that lesson really resonated with me going on into business for many years later.

Speaker 2: 3:14

I went into real estate. I did other things. Now I'm obviously I'm an author. I do other things, even as I was in the Marine Corps. I joined and went away from from high school, and high school I was in the top 98% of my class.

Speaker 2: 3:27

So if you do the math, you realize, really, where I was. I was firmly at the bottom 2%, representing proudly, and I was a horrible student. But I say that because there's hope. There's hope that you don't need to be the smartest person in the room. There's hope if you never, never, never, never give up, and and I've realized there was a lot of things that I would that I was getting in my way and not understanding all four functions of business the lead generation, the sales, the operations, the accounting, all of it, all of it's necessary, and on the other side of the Marine Corps and all the other side of getting a degree from Purdue and now I'm in a PhD program and all of these things that really built because I never, ever gave up. So hopefully some of your listeners and some of your watchers can glean from that, but pivot and never, ever, ever give up. And that's where I'm, that's where I land today.

Speaker 1: 4:25

Yep, and you've been successful at it, so it has to be good advice, man, I want to. So many things I want to ask you about. I'm trying to figure out, okay, what questions am I going to kill? Which ones are going forward? So you talked about Indiana, where you are now. Yeah, as a New Yorker, the idea of moving to Indiana was never on my radar, but whenever it comes on who's in a place where I'm just curious about, always have them kind of jump in, maybe bust a myth or two about the region and kind of just tell us what it's like. Information for those that may be watching, listening, just to be curious about who you are as a person. Tell me about Indiana. The state that works is how you described it.

Speaker 2: 5:02

That's the logo here. That's the tagline. Is a state that works is how you described it. That's the logo here. That's the tagline is a state that works. You drive in from I think it's 94 and there's billboards along the way that says Indiana, the state that works, and it works. It works here because we value work and we value hard work, but smart work too, and there's a lot of industry here, but there's a lot of highly intelligent big brain stuff here, lots of technology here as well. But the thing I loved about Indiana, the reason I fell in love with Indiana, was because I grew up in a state that where everything was just either illegal or taxed and I was just sick of it after a while. I, I, I and you know not to make this, you know big political thing, but you know, when I lived in a state with a government that stood by my side and not in my way, that's where I realized, holy crap, I can make a living here and I can make a good living here question on hometown man.

Speaker 2: 6:00

I'm telling you, man, I love it. I, my family's still in New York and they're like why don't you come back and do what you do in New York?

Speaker 1: 6:06

I'm like, oh, Can you do that? Is that possible? Yeah?

Speaker 2: 6:11

I don't know man, but you know crime's not crazy. Cost of living isn't out of control. I, you know, we were at a church function yesterday, which was amazing because we're sitting around and there's just kids, are just. You know, everyone's sitting around having a good time.

Speaker 2: 6:29

It was just you know, there was, you know, music going back, you know faith-based music going on in the background and just awesome connections of people that you just just sitting around and just fellowshipping. It was just a fantastic community. I'm not saying that can't go on anywhere else, but just here in the midwest there's certain family values that very much align with who I am and what I want my children to grow up with, and so, yeah, so I set up a homestead here and I love it.

Speaker 2: 6:53

No worries, man, I'm not mad at you, man. I will say this though I miss the pizza. The pizza's off the charts, chicago style. I'm sorry guys, it's not the same you even had to even go.

Speaker 1: 7:06

There's no point in that convo. I've had it on this show. I've tried everything. I've tried chicago. I tried it all and nothing has or ever will compare to a slice that just ends the story.

Speaker 2: 7:20

It's a meal that's right exactly just one slice one. It's a meal that's right, exactly Just one slice. One slice, that's a meal.

Speaker 1: 7:27

There's a lot about you that I want to get into. I want to get into the Christian entrepreneurship world. That you're in your business with your wife working in business together that's, I think, a powerful point, and even your book, especially chapter 14. I want to get into all of that stuff if I can get the chance to get there, uh, but talk to me about this, uh, this idea of the four-hour work week, because when I hear that, especially when I was in the? Uh working for somebody, the four-hour work was something that we all wanted. You can go on instagram or social. Now you see what goes on. Maybe you see it in china or japan. I show is we're four hour work weeks or even in other parts of the world, for our work week is actually a real thing, and people in this time zone or in your time zone would be clamor after having it. They would love a four hour work week. What does that mean?

Speaker 2: 8:18

yeah, I, I think it. First of all, tim ferris is a genius for the way he came up with that because he tested it and, just like in any lead generation or any sort of marketing, you test hooks, you test headlines, and for a book, you've got a headline right, you've got the title and then you've got the subheading, so you've got the heading and the subheading. That's exactly so different from a hook on an ad. So he tested it and it tested in four hour workweek, tested really, really well. And Alex Ramosi does the same thing with his $100 million leads and $100 million offers and I'm sure he's going to have a book that's called $100 million launch because he did it. But the thing is know, with the, the four hour work week, personally that doesn't sound all that attractive to me because I absolutely love what I do and I think for me it really defines why, it defines success for me. Because success for me is not certain number zeros in the bank account, it it's not, it's not the things, it's not anything really um extrinsic, but for me it's much. It's going to bed at the end of the night and I am so excited to get up the next day to get to do what I get to do, to get to read and research and write.

Speaker 2: 9:44

Right now I'm in the middle of writing my ninth book. This one's called Leader Boss, and the Leader Boss is a work. It's about the leadership malfunctions that go on in small businesses, and most leadership books are not written for the small business owner. Most leadership books are written for just leadership in general as a broad topic, or leadership for someone who's got 50 or 100 or 500 employees or you're an executive, and most people at our I mean at my level that I'm working with they can't relate to that, so they try to shoehorn the best they can and make all this stuff work. But let's face it, leadership at the small business level is different. Right is different. I think there's a couple of components on there with that whole idea of four-hour, because it really is. If you don't love what you do, then of course you're going to want a four-hour work week. But for me, I love it.

Speaker 1: 11:23

I love that. That's a really good point. What sparked a dream that's causing you to serve in this capacity with the strategic boardroom and what you're doing with the Viper framework? What sparked the whole dream that made you wanna do this?

Speaker 2: 11:36

In 2009, I was coming. Things were a struggle and I went into 2009 with a really just trying to figure out this real estate thing and and, but the thing with the economy was starting to fall apart pretty bad.

Speaker 1: 11:51

Yeah.

Speaker 2: 11:52

Yeah, and I had, up to that point, I had amassed a little over $6 million, about six and a half million dollars, worth of real estate through a piece, through hodgepodge of willing and dealing and creative financing and all this, all this stuff, this massive patchwork. And on the other side of that stuff, this massive patchwork, and on the other side of that I was really struggling. I mean, even though I was bringing in about $65,000 a month in revenues, people thought like, oh my gosh, this guy's crushing it. Yeah, but I had this massive debt load and debt service that I had, not to mention other stuff.

Speaker 2: 12:22

That was just. I mean, things were just getting more and more tight. Eventually things fell apart and when they fell apart, the whole house of cards came crashing down and I turned that six and a half million dollars into a million five in about eight months. And during that period of time, because things were going so badly, so quickly, I was working more hours and I was, you know cause I couldn't afford to hire anybody. So I was doing all the maintenance, all the leasing, all the showings.

Speaker 2: 12:48

You know all the all the lease, you know all the lease signings, all the administrative stuff, the banking and so forth, and on the other side of that I got sick, and just a basic cold, nothing crazy. But again, when you're working 20 and 22 hours a day and that's not an exaggeration that's me sleeping in the lowest parking lot, that's me grabbing a, you know a few hours here and a few hours there, and and working through the night, and you know working 30, 40 hours at a stretch sometimes. Um, it catches up with you. And that cold turned into double pneumonia. Went to the hospital not knowing what I had, but all I knew is the only way I could breathe is to hunch over and put pressure against my chest with the back of a chair, and they, they set me in a in a triage room and I'm laying on this gurney by myself, and I started mouthing for air like a fish out of water. And before long I realized that my the edges of my vision were starting to get real fuzzy, oh wow. And it started to descend to this tiny pinpoint of light just way off in the distance, and this is something called hypoxic hypoxia. Basically, your brain is being starved of oxygen, oh, wow. And I was surprised at how calm I was, which is a benefit, if you will, of hypoxic hypoxia and I thought, holy crap, this is, this is how I'm going to die, laying here in a bed alone, literally worked myself to death and closed my eyes for what I thought would be the last time and came back to some sense of awareness, with a mask being fitted over my face and breathing treatment or whatever, and they admitted me into the hospital.

Speaker 2: 14:45

The next day I wake up and this woman who comes in she identifies herself as this hospitalist and I didn't know what that phrase meant, but it's basically the liaison between the hospital and your medical care. Right, don't know her name, but I can remember her. And she came in and this was the most, this was the impetus that changed everything for me. And she stood there in her doctor's coat, stethoscope around her neck, and she put her hands in the front pockets of her lab coat and looked at me and she says you know, if you think you're going to check yourself out of here today because you're lucky to be alive, you should know that. And then she said you know, people who look like you at your age don't lay in hospital beds like this. You need to get a real good look at your life and what's going on, and with that, she turned and left the room and that hit me like a punch in the face.

Speaker 2: 15:42

I was expecting this, you know compassion, but that was the best thing, because at that moment in time I realized how screwed up I had no systems, I had no processes, I had no leadership of myself, let alone anybody else. And that is what really changed things for me. Unfortunately, I had to hit. I wasn't quite at rock bottom, but I was pretty darn close because I was literally working myself to death.

Speaker 1: 16:06

I almost don't know where to go next, but I think I do know. Almost don't know where to go next, but I think I do know. Well, in hearing that story I feel as though in a conversation that you and I have had offline, I know how important faith is to you at this point. Tell me, is that the point where you began to see I guess, in my clunky way of saying it the point of your faith to pertain to your business? Or does something else kind of get you to that place where you saw the point of it? Because most business owners sometimes they don't think about faith being an important part of their business. But is that where you saw it?

Speaker 2: 16:43

No For me. I like to think I was that, you know like, for I think, to God I'm kind of that. That. You know that two percenter that's at the bottom and he literally just has to give me lesson after lesson after lesson until I realized what's important. And it wasn't until much later that I really found God in my life and put him much closer to the center. And I struggle with that every day. I'm not going to say like I've got it all figured out, I do not. And especially over what's going on the last week, you know, just trying to figure out and reconcile certain things in my head, um, but I, I definitely, I definitely found a lot more faith in there just because I was like God, what's the lesson here, what are you trying to get me to do? And then that's when he realized I started to need to just start to put things into buckets.

Speaker 2: 17:28

You know, okay, what am I doing this all for? That's the vision, right, that's the. That started with the Viper framework which, specifically, I had already proven myself that I can go out and live my, you know, make a living. But the V was vision, personal vision. What am I doing this for has nothing to do with income generation, but why am I here? Why am I doing this thing? What income generation? But why am I here? Why am I doing this thing? What's it for? What's the pot of gold at?

Speaker 2: 17:50

the end of the rainbow and then with that V, that other side of the vision is the business vision, and most people I talk to when I ask them their vision, they say they give me a business vision answer and it's not the well, I want to be a better dad or a good dad or a better mom, and really, and even that, it's like they don't even want to be a better dad or a good dad or a better mom, and really, and even that, it's like they don't even want to be a better mom, they just want to enjoy being a mom and not being rushed through it.

Speaker 2: 18:14

Right, because the opposite of love isn't, isn't hate, the opposite of love is hurry. I mean, you know it doesn't, and we have so much of a hurry culture right now. You know, when someone references you know something, some hard time on social media, what we do, oh, thoughts and prayers enter, I'm out, I'm done, I did my part. Right, that's not love, man. Come on Right. And you know half those people that say that do not think or pray, no-transcript. And that framework is really where it started, first and foremost. And then I just had to figure out, okay, what pieces are logical beyond that Viper framework.

Speaker 1: 19:00

I love that. One of the things that I think I learned from your book and what the Viper framework is about is a business concept that you and I both heard many times. You start with the end in mind, Exactly yeah, it's not new, yeah, that's and that's. It's not. It's not innovative at all, but it's something that people fail to do as a disciplinary practice and we don't. We kind of just fly by the seat of our pants is what they call it, but it's not. It's not good for business and hopefully different than a strategy for sure, right? I want to get into something else that I thought was so interesting about kind of we uh almost up against this and we're getting to something that you talked about. You're working with your wife. You guys are business owners together.

Speaker 1: 19:40

I think that was so sweet and so powerful. Talk to me about kind of how, how that came about and what it looks like right now, because that's something that I could definitely learn from Mark and I, our business owners. But we have tried this for almost our entire 29-year marriage. It's like we had ups and downs, but it wasn't smooth in time. We're probably better off now than we were because of all the lessons that we had. But tell me what kind of what sparked that process with you guys together. We decided to do it together and not when my husband does this and my wife does that. You guys doing it together. And what did that look like?

Speaker 2: 20:21

It wasn't, it's not always been pretty and that you know. You mentioned, you know, my walk with faith and our walk with God and that that piece of it was the, the, the component. So the rest of the Viper framework, just real quick, is infrastructure. That's the bones of the business the desk, the chairs, the software right, which had which I had been building and at the time I had met my bride, I had the vision in place. I had the infrastructure in place. The next was the process, right, the tactical process and the strategic process, and then um, and then of course you have execution and then reporting and most things fall apart in execution. That's why delineate execution, specifically about what things are going to move the needle, and then, of course, the reporting, just to track our progress, right. So that's the whole framework in 30 seconds. And I had a lot of those pieces in place when my bride came and worked for me and she worked for me, that's, you know, we kind of dated a little bit, but I said, hey, look, this is how I eat, and you know, and she respected that from the beginning. And then, um, then we got, we got much more serious, we got married and she was still working in the in the business. We had a property management business and I will be honest with you, it did not always work out well. Yeah, I had to fire her and it and it sucked. It was horrible. Uh, I'm not proud of that. She can absolutely. If she was on this call right now, she'd say, yep, I was being a brat and I deserved it. And it wasn't a deserving thing. It was the. The ship was taking on water because of the things that she was doing and um, so she owned it and she stepped into that. It's one of the reasons why I adore my bride so well and so much, because she she and both of I can can step into our intake ownership of what messes that we make. So she has subsequently come back into into business in a different role and a different way, but it's because we are great and because we put God at the center of our relationship.

Speaker 2: 22:21

And it was during that period of time where my bride and I were not good and we were not honoring the marriage in any specific way. She's out doing her thing, I'm doing my thing and I'm not even living at home. And it wasn't until I went back to my gal and at one point I just said I this is insanity. I said, said I can't do this. I don't want to get divorced, but I can't keep moving forward the way it is. This is literally killing me. So I went home she clearly had not showered that day because she was just kind of sitting on the couch just numb and I walked in and I said I am not leaving this marriage until I'm effing dead. And I didn't bleep it out, but I, I just said that and I stopped talking and I said I don't know what forward looks like, but we have got to figure this out. I grabbed my wife's hands, we prayed and we figured out what it was like to move forward. And from that point we had some very ugly conversation but for the first time in a very long time it wasn't venomous.

Speaker 2: 23:23

And I think if you don't have things at home right, you can't possibly think you're going to have things in the business right. Because if you don't, and you don't draw those boundaries, then every date night becomes a board meeting. Ask me how I know, ask me how I know, right. And. And we started drawing those boundaries and that's why I don't have a.

Speaker 2: 23:43

I don't have an office from home. I don't do the things that I used to do from home. I don't work from home. I have an office here. This, this studio here is is six minutes from my house, but you know, which is great, but it allows that emotional buffer between here and home. So when we go home and, by the way, we have a 19 year old, a 17 year old and now we have a two year old, soon to be three so we and that was by design, because we wanted to expand our family, because we wanted, we wanted that. So just, I think, to answer your original question about how do you make that work between you and a spouse, I think you can't possibly do that if the relationship has any cracks in it. And until you really address those things, until you address what's going on at home, it will show up and manifest in ways in the business that you're not expecting.

Speaker 1: 24:41

Definitely, I have the unenviable task of trying to answer or get an answer from you for about four more questions in the amount of time that we have left.

Speaker 2: 24:50

I'll do it. All right, I'll do it.

Speaker 1: 24:52

I'm not going to let it happen, but this is where we are right now. But as briefly as you can answer this, tell right now. But as briefly as you can answer this, tell me how you build a business that serves your marriage and doesn't, I guess, sap the soul out of you, because a lot of businesses, especially in the early stages of entrepreneurship, maybe even in the first 10 years, it seemed like you just give up everything and sink everything that's who you are, including your time into your business. How are you doing it where it's been successfully serving your marriage and, that being so, suffering.

Speaker 2: 25:27

For you, I provide leadership, and I provide leadership to my household first and foremost, and that leadership requires that we have a shared vision. I can't come to you, yusef, and say, hey, look, you know, hey, I've got this vision, and you're like, dude, I'm not part of that, like I don't believe that Right, because now I'm trying to convince you, now I'm trying to push you Right when, realistically, that's not like. I need to provide leadership. So when I go to my bride and say, hey, what are you wanting to do, what are you wanting our life to look like? Now we can have a shared vision, and that shared vision is is now she, she's in part of that, she's contributing to that, and that is true Whether it's a bride, a husband, a, a coworker or people that you are direct, your direct ports. You have to provide that leadership and get, get a shared vision.

Speaker 1: 26:20

I love that. It's really, really good. All right, we'll keep on moving. I've got a few more. I gotta ask we'll get, we'll get. Yeah, we'll get through it. You can get out, uh, your book. This is a time worthy advantage. Thanks for uh sending this my way. It's been a fantastic book so far. I'm enjoying it. I'm already checking out some things in chapter 14 that I gotta ask you about real quick. Tell me and this is something that you're probably speaking to me, but also to those who are entrepreneurs like myself, who are trying to start some new ventures, and we're trying to figure out why we can't get past the stumbling block of creating and making an offer and chapter 14 gets into it. I believe you called it the problem agitate, solve cycle, I think you called it it Tell me why we struggle with the idea of creating and making an offer and how do we get past it.

Speaker 2: 27:05

Making the offer. First and foremost is because it's limiting, and a lot of entrepreneurs don't like to limit themselves. They say no, no, no, I want all these different possibilities. I could do this, I can do that, I can do this right. But you got to get clear on your avatar. You got to get clear in terms of who you want to serve and who you want to who, what your offering is, what you're. You know specifically who you want to work with from a demographic perspective, from a geographic perspective, from a psychographic perspective, and then, when you know that person, then you bring them the offer that that for the problems that they have, and that's why that's so important.

Speaker 2: 27:38

So the problem agitate, solve. Solution right, it's how every commercial works, right. Hey, do you owe back taxes to the IRS? Problem right, agitate. Do you get those calls at night? Do you get all those threatening letters? Are you worried about getting bank garnishments? Agitate, agitate, agitate. Salt in the wound. We have a solution right. That's the problem agitate solution cycle. And when you're really clear on the offer, when you really can say this is what we've got, call now, be really specific, it's much easier for you to actually provide a solution and get them to take very specific action.

Speaker 1: 28:16

I love that. I'm going to use a couple little things or some things that I'm telling you which of things for some things I'm telling which that's really helpful for me. All right, this is the penultimate question. Then a final question for today. Okay, you know what about avatars we had had a side conversation about yesterday, about what I thought yours was, and I share with you what I thought. I saw you and hopefully that was encouraging. There was no spots better somewhere. Did he hate it did? Did he hate my assessment? He didn't say anything about it. But to me, what's your ideal strategy client? Who's your ideal client that would be in a place to come to you for this kind of help that you provide?

Speaker 2: 28:51

Yeah, if you had mentioned something, I do apologize, I don't remember, but I really like working with Christian married couples who have kids at home, who are in business for themselves. That, for me, that is what winds my clock, because I feel that there's too many people that are missing their lives and focusing on the wrong things and we're in such a cycle of hurry in this country that we're losing love, and I think we're seeing a lot of that going on in society today. So for me, that's my avatar the married Christian business owners who have kids at home, or kids in general, or even if they don't. But that's my ideal avatar because I understand them so well.

Speaker 1: 29:36

So the four-time bestselling author. You guys, it's high's time, wealthy advantage. You saw a couple of time. If you listen to the show and you're not watching it, you can't see the book. I'm holding up mr time wealthy advantage. I'm off, dolfini. He's a founder of the strategic boardroom. Of course we can't see this episode today. Be listening as well. Strategic boardroom, calm. Check out his work there. Sure there's a way for him to be contacted by you for any questions or queries you may have for him. All right, final question we call it the CMV question. This is, of course, not to diminish your work, mark, but of course I told you in advance I'm going to take you temporarily through everything you've ever done up to this point. Tell me what Mark Dolphine is doing right now that he hasn't touched or put his hands to it all yet. What's he doing right now?

Speaker 2: 30:24

So what's he doing right now? I think that the biggest stretch for me right now. I just went back to school and bad as a student I am. I'm actually pursuing my PhD and I'm like what did I do? So I'm literally weeks into the process, my first class course. I've turned my first homework assignment in late. You know just, it's just the typical stuff, right, but that's all right, I'm going to make it, yeah.

Speaker 2: 30:51

But, no, that's, that's what's on the, that's what's on the horizon right now, and you know, so we'll, we'll see how it goes.

Speaker 1: 30:57

We'll see how it goes. Man Well, this has been a fantastic brother, insightful conversation from you. Let everybody know who's watching. How was it? How they can find your work? How can they find you, even if it's outside of a strategic boardroomcom? How can they find your work? What can they expect to find when they do find you?

Speaker 2: 31:13

Yeah, Strategic boardroom is. If you'd like to get a copy of the book, when I can sign it. If you're domestic, you can go there. If you're on social media, that's probably the best way to find me. I'm on all of them, basically the Facebook, the Instagram, LinkedIn not my friend, but I'm there so you can find me in all those places, but it'd be a pleasure to chat with you.

Speaker 1: 31:33

I think you're a deep thinker. I appreciate that about you. I respect your work ethic and your integrity. What can people expect to find when they do find you, when they do reach out to you? What do you think they should be ready to accept or to see?

Speaker 2: 31:53

To be challenged. I think the biggest thing is for people to recognize that their old way, old way of thinking, isn't what isn't going to get them out of where they're at. And that's that's what I do as a strategist, and I can tell you that's one of that's one of the gifts that God has given to me for sure. So I really appreciate, you know, that gift and being able to be a good steward of that gift, as long as I get to get to hold onto it.

Speaker 1: 32:20

Fantastic conversation, brother. I would expect this is not going to be our last conversation. Thank you very much. Four-time bestselling author and the author of To Time Wealthy Advantage and the founder of the strategic boardroom, mark Dolfini's in the house. We're out of here. Thanks again for watching and listening. This show has already been live, so if we get off air you can find it out. All of our social media platforms, including our YouTube channel, youtubecom, at they call me mr you and within an hour and a half or two hours doing all the listening platforms as well. So thanks again for watching and for listening. Have a great day. We're out you.