I Have Some Questions...

In this episode, Erik sits down with attorney and nonprofit executive Addison Hosner to unpack the realities behind the legal profession — from burnout in family law to the structural incentives that shape how justice is practiced.

Addison shares what it was like running a solo law firm with a massive caseload, why he ultimately left litigation, and what the legal system often gets wrong about efficiency, incentives, and human impact.

The conversation moves beyond career stories into deeper questions about legal ethics, qualified immunity, policing accountability, and how structural incentives shape behavior inside complex systems.

👤 About the Guest

Addison Hosner is a lawyer and former family law practitioner who founded and ran Hosner Law Group before transitioning into nonprofit leadership.

He now serves as Chief Operating Officer at Young Voices, a nonprofit organization focused on promoting ideas around free markets, civil liberties, and public policy.

His work and writing frequently explore topics like criminal justice reform, qualified immunity, and the structural incentives that shape the legal profession.

🧭 Conversation Highlights

Leaving Litigation and the Weight of Family Law

• Addison managed 70–100 active cases at a time as a solo attorney, many involving divorce, custody, and domestic conflict.
• Carrying the emotional weight of those disputes began to affect his health, sleep, and personal relationships.
• The realization came when he asked himself one question: Could I do this for another 35–40 years?

The Hidden Stress of the Legal Profession

• Legal work is far less courtroom drama than TV portrays — it’s mostly paperwork and constant client pressure.
• Lawyers track their time in six-minute increments, creating constant pressure to justify every moment of the day.
• This environment often conditions attorneys to believe that any downtime equals failure.

The Billable Hour Problem

• Law firms are financially incentivized to prolong disputes rather than resolve them quickly.
• Addison shared an experience where he was reprimanded for settling a case too quickly because it reduced billable hours.
• This misalignment of incentives is one of the profession’s most persistent structural issues.

💡Key Takeaways

• Incentives shape behavior more than intentions. Even well-meaning professionals will follow systems that reward certain outcomes.
• The legal system often rewards conflict rather than resolution, especially under billable-hour models.
• Burnout in law isn’t just workload — it’s emotional exposure to human conflict.
• Student debt plays a major role in shaping legal career paths and ethical tradeoffs.

❓ Questions That Mattered

• What happens when a system incentivizes the opposite of what it claims to value?
• Can the legal profession move away from billable hours without collapsing its business model?
• How should society balance police accountability with the realities of dangerous frontline work?
• What would it take to make the legal profession healthier for the people inside it?

🗣️ Notable Quotes

• “My worst day as COO is still better than my best day as a practicing attorney.”
• “Each case isn’t just work — it’s someone’s life that you’re holding in your hands.”
• “Sometimes the system itself is what pushes good people into bad incentives.”

🔗 Links & Resources

• Check out Young Voices' Website
• Follow Addison on LinkedIn

Mass layoffs, uncertainty, and pressure to perform—this conversation tackles one of the hardest realities leaders face: guiding a team through chaos when you don’t have answers yourself. 

Erik and Alli unpack what leadership actually looks like in these moments—less about strategy, more about humanity. From one-on-one conversations to sitting in discomfort, this episode challenges the instinct to “fix” and instead reframes leadership as presence, trust, and intentional communication. 

🧭 Conversation Highlights

• Lead One Human at a Time
   In moments of disruption, mass communication isn’t enough. Real leadership happens in one-on-one conversations where people feel seen and heard. 
• Resist the Urge to Solve Too Fast
   The instinct to fix everything immediately can backfire. Leaders need to create space before jumping into solutions. 
• “Sit in the Suck” Is a Strategy
   Avoiding discomfort delays progress. Acknowledging frustration, anger, and uncertainty is a necessary step—not a weakness. 
• Different People, Different Reactions
   Not everyone experiences layoffs the same way—some feel fear, others relief, others guilt. Leadership requires listening, not projecting. 
• Vulnerability Builds Trust—If Done Right
   Leaders don’t need all the answers, but they do need honesty. Sharing uncertainty (without spiraling) strengthens credibility. 

💡 Key Takeaways

• Connection beats communication. People don’t need perfect answers—they need to feel understood. 
• Listening is the leadership move. Especially when you don’t have control, your presence matters more than your solutions. 
• Emotions aren’t a distraction—they’re the work. Ignoring them creates bigger problems later. 
• Preparation isn’t just tactical—it’s relational. Trust built before a crisis determines how well you lead through it. 
• Great leaders run toward the fire. Avoidance erodes trust. Presence builds it. 

❓ Questions That Mattered

• What would you want from your manager if you were still there after layoffs? 
• How do you lead when you don’t have answers? 
• Are you listening to your team—or projecting your own fears onto them? 
• What happens when empathy turns into avoidance? 
• How do you prepare for a crisis you can’t predict? 
• What impact is your team actually making—and who knows about it? 
• If cuts happened tomorrow, who would be most at risk—and why? 
• Where have you avoided giving feedback that could have changed someone’s trajectory? 

🗣️ Notable Quotes

• “You don’t have the answers—and that might be the thing that earns you the most trust.” 
• “When something catastrophic happens, it requires a one-on-one human touch.” 
• “Sit in the suck before you try to solve it.” 
• “Just because you feel something doesn’t mean your team feels the same way.” 
• “The best leaders run into the fire—and treat the humans in it with them appropriately.” 

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli

After his conversation with Patrick Guerette, Erik reflects on a simple but uncomfortable idea: we may be measuring success completely wrong.

In sports, success is usually measured by medals, championships, and rankings. But those metrics only capture the athletes who survived the system—not the many who may have had potential but never made it through. The same thing happens in leadership.

Organizations celebrate the high performers who emerge at the top of the pyramid, but rarely ask what happened to everyone else along the way. Were they developed? Or did the system quietly eliminate them?

This episode is Erik thinking out loud about what happens when leaders stop focusing only on the winners and start paying attention to the system that produces them.

🎯 Top Insights from the Interview

• The medal count hides the real story. Olympic medals only show the winners, but they don’t reveal how many athletes were pushed out of the system before reaching their potential.
• The pyramid principle applies everywhere. Whether in sports or organizations, the height of elite performance depends on how broad the base of development is.
• Systems shape outcomes more than individuals do. Talent matters, but the environment surrounding people determines whether that talent grows or disappears.
• Early pressure can destroy long-term potential. Systems that chase immediate results often eliminate athletes—or employees—before they have time to develop.
• Development should be the primary goal. When a system focuses on development first, performance tends to follow naturally.

🧩 The Personal Layer
For Erik, this conversation triggered a deeper reflection about leadership. It’s easy to celebrate the top performers—the people who hit their numbers, get promoted, or win awards. But leaders rarely ask the harder question:

How many capable people never reached their potential because of the system we put them in? In sports, that might mean young athletes who burned out or were cut too early. In organizations, it might mean talented employees who disengaged because they were never coached, challenged, or developed.

The uncomfortable truth is that leaders design the environment that determines how people grow. When a system is designed well, potential expands. When it isn’t, talent quietly disappears.

🧰 From Insight to Action

• Evaluate the base of your pyramid. How many people in your organization are truly being developed—not just evaluated?
• Look beyond the winners. The real test of a system isn’t how many stars it produces, but how many people improve.
• Design for development, not just performance. Create systems that give people time and opportunity to grow.
• Pay attention to who disappears. Sometimes the most important data point is the talent that quietly leaves.
• Ask better questions about success. Instead of asking “Who won?”, start asking “How many people got better?”

🗣️ Notable Quotes
“The height of the pyramid is a function of how broad the base is.”

“We celebrate the winners, but we rarely ask what happened to everyone else.”

“Great systems don’t just produce champions—they develop people.”

🔗 Links & Resources

• Listen to Patrick Guerette's Episode

In this conversation, Erik sits down with Patrick Guerette to explore what sports systems can teach us about leadership, development, and long-term performance.

Patrick shares insights from his experience in sport and athlete development, unpacking how different countries design systems that either nurture or destroy potential. The conversation moves beyond medal counts and highlights a deeper question: Are our systems actually developing people—or just extracting short-term results from a few survivors?

👤 About the Guest

Patrick Guerette is the COO of Alfond Youth & Community Center and works at the intersection of sport, development, and performance systems. His work explores how athletes develop over time and how national sport systems either cultivate or hinder long-term potential.

Patrick is particularly interested in models that prioritize broad participation, long-term development, and sustainable performance, including internationally recognized systems like Norway’s approach to sport development.

🧭 Conversation Highlights

• Why medal counts don’t tell the full story. Many countries evaluate success based on Olympic medals, but that metric ignores the athletes who never reach their potential because the system filtered them out too early.
• The Norway model of athlete development. Norway’s sports philosophy focuses on building a broad base of participation and development rather than early specialization or intense pressure. The result: consistent high-level success from a small population.
• The pyramid principle. Elite performance sits at the top of a pyramid. If the base of participation and development is narrow, the pyramid can never grow very tall.
• The hidden cost of performance-driven systems. Systems that chase early results often burn out athletes and eliminate potential talent before it has time to develop.
• Why systems—not just individuals—determine success. Talent matters, but the structure surrounding athletes (or employees) determines how much of that talent actually reaches its potential.

💡 Key Takeaways

• A strong system develops many people, not just a few stars. When development is the priority, excellence becomes a natural outcome.
• Short-term success can hide long-term failure. Winning medals—or hitting quarterly targets—doesn’t necessarily mean the system is working.
• Participation fuels performance. The broader the base of engagement, the higher the ceiling for elite outcomes.
• Great systems protect potential. They create environments where individuals can develop over time rather than being eliminated prematurely.
• Leadership is about designing environments. Whether in sports or business, the structure leaders create determines how people grow.

❓ Questions That Mattered

• What if we measured success not by winners—but by how many people reached their potential?
• Are our development systems designed to build people… or just produce results?
• What happens to the talent that gets filtered out too early?
• How wide is the base of the pyramid in your organization?
• Are we building systems that sustain excellence—or ones that accidentally destroy it?

🗣️ Notable Quotes

“The height of the pyramid is a function of how broad the base is.”

“Athletes emerge out of our system that are very talented—but what about the ones left in the wake?”

“If the base is narrow, it will never get very high.”

🔗 Links & Resources

• Check out Alfond Youth & Community Center's Website
• Follow Patrick Guerette on LinkedIn

The rise of the “mega manager” is real—and it’s breaking traditional leadership models. In this conversation, Erik and Alli unpack what happens when managers go from leading 6–8 people to 12–16 (or more), why it’s happening, and how leaders can adapt.

From rethinking one-on-ones to abandoning the “subject matter expert” trap, this episode explores the tension between what leadership should look like—and the messy reality leaders are navigating today.

It’s part strategy, part mindset shift, and part honest reckoning with a system that’s quietly forcing leaders to evolve. 

🧭 Conversation Highlights

• The Rise of the Mega Manager. Average team sizes have jumped ~50% in a decade—creating unsustainable expectations and forcing leaders to rethink everything. 
• Why This Is Happening (It’s Not Just One Thing). Layoffs, remote work, poor leadership development, and over-reliance on SaaS tools have all contributed to fewer managers overseeing more people. 
• The “Subject Matter Expert Trap”. Most leaders were promoted for doing the work—then stay stuck doing it, instead of actually leading people. 
• The Steelman Argument for Bigger Teams. What if oversized teams force leaders to finally develop real leadership skills by removing the option to stay in the weeds? 
• Leadership Systems That Actually Scale. Rotating team leadership, restructured one-on-ones, and async communication become essential—not optional. 

💡 Key Takeaways

• You can’t scale leadership the same way you scale teams. More people doesn’t just mean more effort—it demands a fundamentally different approach. 
• Time pressure exposes bad leadership habits. When your team grows, you lose the ability to hide in meetings, problem-solving, and expertise. 
• Leadership is not knowing more—it’s developing others. The faster you let go of being the expert, the faster your team grows. 
• You must redesign your systems, not just work harder. One-on-ones, meetings, and communication need to evolve with your team size. 
• If you don’t advocate for change, you’ll own the failure. Leaders who don’t “plant the flag” early risk being held accountable for broken systems later. 

❓ Questions That Mattered

• What’s actually driving the explosion of team sizes? 
• At what point does a team become too big to lead effectively? 
• What do you stop doing when you no longer have time for everything? 
• How do you maintain development and connection at scale? 
• When should a leader push back—and how? 

🗣️ Notable Quotes

• “We don’t know how to develop leaders.” 
• “You have no choice but to get out of the minutiae.” 
• “You can’t bend the laws of physics and time.” 
• “You’re doing the job of two people—so negotiate like it.” 
• “You owe it to your future self to plant the flag.” 

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli

🧠 Erik’s Take
In this reflection episode, Erik revisits his conversation with Ashley Falsafi and pulls out the leadership principles that stuck with him most — especially around trust, mentorship, and buy-in.

What stood out wasn’t flashy strategy or bold executive vision. It was something simpler and harder: earning credibility the right way. Erik unpacks how Ashley built trust without being the technical expert, why most people misunderstand mentorship, and how real buy-in isn’t forced — it’s co-created.

🎯 Top Insights from the Interview

• Trust is earned through contribution. Ashley built early credibility by fixing broken systems, improving efficiency, and making his team’s lives easier.
• Fight for your people — but hold them accountable first. You can’t advocate upward if your team isn’t delivering downward.
• Mentorship isn’t luck — it’s initiative. Veterans will give back if you show up prepared and don’t waste their time.
• Buy-in comes from involvement. The best ideas aren’t implemented top-down — they’re refined with the people who live them every day.
• Psychological safety fuels better solutions. If people feel safe telling you what’s “good, bad, and ugly,” your ideas actually improve.

🧩 The Personal Layer
Erik openly shares that he “botched” earning trust early in his leadership career. That tension — between wanting authority and actually earning credibility — is one most leaders feel but rarely admit.
What resonated deeply was Ashley’s approach:

• Put wins on the board that matter to your team.
• Represent them well in rooms they don’t sit in.
• Hold them accountable so you can fight for them with integrity.

Erik also highlights something subtle but powerful: many leaders accidentally believe their ideas should be the ones implemented. But mature leadership means recognizing that your role isn’t to be the smartest voice in the room — it’s to facilitate the best solution.

🧰 From Insight to Action
If you’re leading people right now, here’s where Erik challenges you:

• Audit your trust equity. Have you actually helped your team win lately?
• Reframe mentorship. Who could you ask for help this month — and what specific agenda would you bring?
• Test your buy-in strategy. The next time you have an idea, present it as Version 1.0 and invite critique.
• Create safety deliberately. Are your people comfortable telling you what’s broken?

Leadership isn’t about having the answers.
It’s about building the environment where better answers emerge.

🗣️ Notable Quotes
“Will you fight for me?” — That’s the question every team member is silently asking.

“Spending time with you isn’t a waste. Showing up unprepared is.”

“If they don’t like it, it doesn’t matter what I say.”

“A lot of your ideas shouldn’t be the ones implemented.”

🔗Links & Resources

• Listen to Ashley Falsafi's Episode

Ashley Falsafi didn’t take the traditional path into sales—or leadership. From operations to high-ticket sales to COO of an oil brokerage education company, Ashley’s journey challenges the myth that you have to “come up through the ranks” to lead effectively.

In this conversation, Erik and Ashley unpack what leadership really requires: clarity, empathy, accountability, and the courage to have hard conversations. They explore how leadership skills transfer across industries, why mentorship accelerates growth, and what it takes to scale both teams and yourself in today’s rapidly evolving business landscape.

👤 About the Guest

Ashley Falsafi is the COO of Build-A-Farm, a high-ticket oil brokerage educational platform that helps everyday individuals learn how to broker oil and gas deals. 

With a background spanning operations, sales leadership, supply chain, and organizational design, Ashley specializes in building scalable systems and mentoring emerging leaders. He’s passionate about operational excellence, team structure, and developing leadership skills that transcend industry. 

🧭 Conversation Highlights

• From Ops to Sales to COO: Why Ashley intentionally moved into sales—and why he chose leadership over closing.
• Leadership Is Portable: What translates across industries—and what absolutely doesn’t.
• Small Wins, Big Momentum: How Ashley earned credibility with sales teams without being a closer.
• Mentorship as a Force Multiplier: Why proactively seeking mentors accelerated his career trajectory.
• Empathy + Accountability: The tension most leaders get wrong—and how to balance both.

💡 Key Takeaways

• Leadership skills are transferable. If you can set expectations, build trust, and hold people accountable, you can lead almost any team.
• Credibility is earned through contribution. Early operational wins created buy-in from skeptical sales managers.
• Empathy builds influence—but without accountability, it backfires. Great leaders care deeply and still expect performance.
• Mentorship requires initiative. The best mentors don’t chase you—you come prepared with specific questions.
• Structure enables scale. As companies grow, clearly defined roles and processes become mission-critical.

 ❓ Questions That Mattered

• What draws someone intentionally into sales—and what keeps them there?
• Can you effectively lead salespeople without being a salesperson?
• How do you earn buy-in from a team that doubts your experience?
• What separates empathy from enabling?
• How should leaders prepare their teams for AI-driven change?

🗣️ Notable Quotes

“There are often things that aren’t our fault—but they’re still our responsibility.”

“I can teach you spreadsheets. I can’t easily teach you how to lead.”

“Once they knew I cared about them, buy-in became easy.”

“The further up you go, the more people your decisions affect.”

“If I would have learned earlier that empathy creates influence, I would’ve gone faster.”

🔗 Links & Resources

• Check out Ashley Falsafi's LinkedIn Profile
• Happy Brain Science's Website

In this episode, Erik and Alli unpack one of the most frustrating leadership scenarios: when growth outpaces execution—and your team’s hard-earned wins start slipping away. Instead of diving into operational fixes, they go deeper into the leadership challenge: how to keep people motivated, aligned, and trusting the mission when their effort feels wasted.

From naming hard truths to redefining what leadership looks like in messy moments, this conversation is a masterclass in leading through tension, uncertainty, and imperfect systems.

🧭 Conversation Highlights

• The real problem isn’t operational—it’s emotional
   When effort doesn’t translate to outcomes, motivation and trust are what’s actually at risk. 
• “Name what’s happening” as a leadership starting point
   Avoiding reality or spinning the situation erodes trust faster than the problem itself. 
• The Anchor & Edge Framework
   Clarify what isn’t changing (mission, values, standards) while acknowledging what is uncertain. 
• The “What’s True?” exercise
   Leaders must get brutally honest about reality before they can guide others through it. 
• Turning setbacks into shared experiences
   Hard situations can fracture teams—or become the exact thing that bonds them. 

💡 Key Takeaways

• Truth builds trust—spin destroys it
   Leaders who sugarcoat reality lose credibility quickly. 
• Effort without results still needs meaning
   People don’t just want success—they want their work to matter. 
• Constraints create leadership opportunities
   When you can’t fix the system, you can still shape how your team responds. 
• Motivation isn’t always about pushing harder
   Sometimes it’s about redirecting energy—rest, creativity, or long-delayed improvements. 
• Leadership is revealed in imperfect conditions
   Anyone can lead when things work. Real leadership shows up when they don’t. 

❓ Questions That Mattered

•  What do you say to a team when their effort isn’t translating into results? 
•  How do you maintain trust when outcomes are out of your control? 
•  What’s actually “true” about the situation—and what story are we telling ourselves? 
•  How do you balance empathy with accountability in frustrating moments? 
•  Who are you going to be as a leader when things don’t go as planned? 

🗣️ Notable Quotes

•  “Don’t put lipstick on a pig. Call it what it is.” 
•  “We long for meaning—we want the stuff we do to matter.” 
•  “A lot of things can suck and still be worth making the most of.” 
•  “Who are you in this situation?” 
•  “Make the most of it.” 

🔗 Links & Resources

•  Listen to other episodes co-hosted with Alli

🧠 Erik’s Take
In this reflective follow-up, Erik unpacks the brilliance behind Charles Byrd’s joint venture framework—and why it hit deeper than just “networking advice.” What stood out wasn’t hype. It was structure.

Charles doesn’t just believe in relationships. He has a repeatable system for developing them at scale—without becoming transactional, manipulative, or inauthentic. And that tension between systemization and humanity is where Erik found the gold. From contact capture hacks to redefining what a “winning outcome” actually means, this episode explores how intentionality transforms casual connections into meaningful opportunity.

🎯 Top Insights from the Interview

• Handing out your contact info is useless. If you don’t capture theirs—and do it well—the relationship dies before it starts.
• Follow-up isn’t optional. It’s owned. Taking 100% responsibility for moving conversations forward eliminates the “we should connect sometime” black hole.
• If someone comes to mind, ping them. Genuine touchpoints don’t require strategy—just attention.
• You don’t need to be an extrovert. Systems and technology can offset social energy limitations.
• Predefined mutual winning outcomes change the game. Going into conversations with multiple potential paths to value expands what’s possible beyond just money.

🧩 The Personal Layer
This conversation stretched Erik’s thinking in three key ways:

1. Structure Creates Freedom
Growing a network intentionally at scale without a system is chaotic. Charles’ playbook made it clear: relationship-building doesn’t have to be random.

2. Winning Outcomes Are Bigger Than Revenue
A win could be:

• A trusted advisor
• A stage
• A podcast
• An introduction
• A long-term strategic ally

3. The Reciprocity Trap Is Real
There’s a difference between mutuality and scorekeeping.

Erik reflects on a personal story where generosity turned into expectation—and why authentic orbit-building feels completely different than transactional follow-up.

🧰 From Insight to Action
Erik challenges listeners to experiment with three moves:

• Upgrade Your Contact Capture. Screenshot the contact exchange. Take the selfie. Eliminate next-day friction.
• Take Ownership of Follow-Up. Don't wait. Book the call immediately—or send the link on the spot.
• Predefine Multiple Wins Before your next meeting, ask: “What are three mutually beneficial outcomes that could exist here?”

🗣️ Notable Quotes
“Handing out your contact information is useless.”
“If someone comes to mind, ping them.”
“Predefined mutual winning outcomes expand the game.”
“You want to water the tree that’s bearing fruit—without keeping score.”

🔗 Links & Resources

• Listen to Charles Byrd's Episode

In this conversation, Erik sits down with Charles Byrd—joint venture strategist and founder of PureJV—to unpack the systems, psychology, and subtle habits that turn conversations into million-dollar opportunities.

From mastering follow-up at scale to avoiding the “reciprocation trap,” Charles reveals how warm traffic, intentional relationship building, and structured deal flow can outperform paid ads and cold outreach every time.

If you’ve ever left an event thinking, “That had potential…”—this episode shows you how to turn potential into partnership.

👤 About the Guest
Charles Byrd is the CEO of CharlesByrd.com and founder of PureJV. A former Silicon Valley director at a billion-dollar software company, Charles left corporate life to build a relationship-first business model rooted in joint ventures and partnerships.

He has helped clients generate seven-figure deals, land major speaking opportunities, and scale through warm traffic strategies—adding up to tens of millions in revenue through partnerships alone. His work has been featured in Forbes, ABC News, SiriusXM, Funnel Magazine, and more. He’s also the author of Internet Marketing Secrets, a bestselling book on Amazon.

🧭 Conversation Highlights

• The “Half-Life of the Warm & Fuzzy” – Why relationships decay quickly after events—and how to prevent it.
• The Bird Bump System – Charles’ surprisingly tactical framework for capturing contacts, booking calls on the spot, and eliminating follow-up friction.
• The Triple Win Conversation Flow – A structure that aligns predefined outcomes without becoming transactional.
• Warm Traffic vs. Paid Ads – Why referrals and partnerships convert 2–20x better than cold traffic.
• Abundance vs. Reciprocation Trap – How to give freely without keeping score—or getting taken advantage of.
• From Value to Deal in One Call – Guiding conversations toward outcomes without pressure or awkwardness.
• AI as a Force Multiplier – How Charles equips his team to use AI not as a replacement, but as a creative accelerator.

💡 Key Takeaways

• Relationships are learnable. You don’t have to be an extrovert—you need a framework.
• If someone comes to mind, ping them. Top-of-mind presence creates unexpected opportunity.
• Responsibility > Fault. Even when something isn’t your fault, it may still be your responsibility.
• Warm introductions transfer trust. A referral collapses skepticism instantly.
• Mutual value beats transactional deals. True partnerships serve the end user first.

❓ Questions That Mattered

• How do you scale personal connection without losing authenticity?
• What makes someone a high-quality partnership fit beyond revenue?
• How do you give generously without falling into the reciprocation trap?
• What psychological barriers stop entrepreneurs from pursuing joint ventures?
• How do you lead a team in an AI-powered world without creating fear?

🗣️ Notable Quotes
“There’s a half-life to the warm and fuzzy.”

“A lot of things happen that aren’t our fault—but they’re still our responsibility.”

“If someone comes to mind, that’s enough of a reason to reach out.”

“Warm traffic converts two to three times better—sometimes twenty times better.”

“Money follows alignment. It shouldn’t be the driver.”

🔗 Links & Resources

• Check out Charles' website: charlesbyrd.com
• Charle's Flow Mastermind: flow.charlesbyrd.com
• Internet Marketing Secrets, Bestselling book by Charles Byrd - Find it on Amazon