Music major to digital marketing agency

How Keith Eneix Went From Music Major To 7 Figure Marketer

Stuart Trier Interview, Marketing Strategy, Sales Techniques Leave a Comment

Stuart Trier: Hey guys! Welcome to SEO Cheat Guides. Thanks for joining us. Here on the show today I have a special guest, someone I meant down in Vegas at a mastermind. A seven figure marking genius that we’re going introduce you here on the show and his name is Keith Eneix. He is from He has been in this business going on seven years. Started his business, like all great marketers, on a whim with his brother. Decided to jump into the industry. He’s going to share his story and hopefully bring some value to the community and help us on our journey as we’re looking to scale up our business and follow in his footsteps.

Keith, thanks for joining me here on the show. Why don’t you tell us a little bit about yourself, how you got into this business, and what started you on this journey of marketing.

Keith Eneix: Absolutely! I’m glad to be here, sir. And thank you, very much, for just inviting me. I had a great time with you guys in Vegas. That was like, seriously, the highlight of my year. It’s so great to be able to get together with some experienced SEOs. And not just SEOs, but guys who built businesses. That’s such a tough thing to do. So I’m really excited to be here and to connect with you.

So where it kind of began, you know, we … My brother and I, actually, came from pretty humble beginnings when it comes to marketing. We came from a school called Bob Jones University. Ironically, we did go to school and in our class was the ghostwriter for Neil Patel. So kind of funny how there’s quite a bit of people from the school we went to getting into this industry. Of course, probably everywhere. Everyone wants to get into it. Obviously, having a lot of success with Neil Patel, this guy. We kind of didn’t even think we’d get into marketing, but I don’t know if a lot of millennials thought they would either.

I’m 34, and, basically, what happened was I thought I was going to go to school … I was in there for a music degree. I didn’t like accounting. I took accounting. I started off as a Marketing Management major, not thinking I’d get into marketing. I wanted to take over my dad’s rockery business after getting out of school. Well, I took accounting and I just hated it. So I switched my major to music and finished in about 2007. And getting out of school I was like, “Great, we’re ready to rock ‘n’ roll.” I’m going to help out at my local church with music and I’m going to help my dad out with building his rock retaining wall company.

2008 hit. I was actually engaged to married and the economy crashes and I have no job. I barely have enough money to buy an engagement ring. I had to sell one of my cars actually. My father-in-law, he likes me, and he’s like, “Well, Keith, you need a job.” And I’m like, “Yeah, I kind of do.” I’m going to be married in about a week. He’s like, “Apply where I’m working.” It’s a manufacturing company. And, I kid you not, they worked me at, like, 72 hours my first week overtime. And I was shocked. And then they gave me the next week off to go on my honeymoon. We barely had enough money to go on our honeymoon, so we’re dirt poor.

So no job really with my dad. I could have kept going with that manufacturing company. So back in 2008, you might remember that Obama passed that bill for wind towers to be made, and that’s pretty much our only contract. And so that contract ended up kind of going bust. And we ran out of work. And, basically, 70 people were laid off. And they kept me, because I was the only one who knew how to roll steel to make it round for those windmill towers.

Well, I’m making, like, 16 bucks an hour man. So, what is that, 500 bucks a week or so. I’m just barely making it. We’re living in a little apartment, not knowing what to do. A guy from the choir I sang in over at church approaches me. And he’s like, “Hey, what do you think about maybe getting into print marketing.” And I’m like, “What? Yeah, well, I mean. Okay, interesting.” I hadn’t thought about it before, but I had some sales experience from college. I did this little internship called Varsity Internship Program where I worked with Thomas Nelson Book Publishers. And I sold books door to door in Tennessee in the summer for three months. And it was basically a sales training program. And the business that this guy was talking about, this print business, sounded a lot like that.

In the Thomas Nelson business we were told to go visit 90 people a day. Go knock on 90 doors a day.

Stuart Trier: Sure

Keith Eneix: In this print business, he was like, “Well, all you need to do is see 20 businesses a day. Have four sit downs. And close one.” On average. So I’m like, I can do that. That sounds great, I know how to talk to people. So, did that for a little bit. Got out of that manufacturing … I actually quit cold turkey. And I think … You know, I remember right after that my father-in-law was looking at me like, “What are you doing man? You quit this cold turkey job that you have.”

Stuart Trier: No side hustle.

Keith Eneix: He’s like, “Hey Keith, I respect you, but I also think you’re a little stupid.” When you know you want to be an entrepreneur you can do stuff like that cause you’re like, “Hey, I know how to sell. I know how to talk to people.” Right. And you have that confidence and that’s such an important thing to have. So I got out there, hustled. Basically, went from zero to about an average of making 5,000 a month. Which was definitely more money than what I was making at the manufacturing company, but it was hard work. I mean, hard work. But I made some great connections I got some fantastic continued sales training working that company. Basically, I purchased rights to publish a magazine in some areas. So it was my own business, but they also had a training structure with it.

That kind of launched me into understanding how to take care of finances, how to do sales. No team side, of course, not yet. I didn’t have any employees of course. Just me. And I think the biggest thing I got out of it was the networking aspect. I got involved with a group called The Tip and I started networking in that. And it was kind of through my business there in print I realized one day while I was walking down the road … I’d just got done talking to a customer and I was trying to sell him print. Which was hard to sell back in 2008. Hard to sell more now. Anyway. So it’s hard to sell. And I was talking to a business owner and I was trying to just get him to purchase this 99 dollar a month average advertising spot. You know, not that much money. And they got some pretty good returns. They had this stack sitting on their front desk. And I’m like, “Well, you know, let’s do this.” And they’re like, “No, I don’t want to do it.”

So then I asked the question, “What kind of marketing are you doing?” They said, “Well, I’m doing this Yellow Pages thing or this Dex thing. And it’s pretty expensive.” I’m like, “Well, how much is it?” And they say, “Well, it’s 500 to 100 dollars a month.” Roughly, somewhere in there. And I’m like, “Okay, well, do you know what you’re getting out of that.” And literally, like, they don’t know. They don’t have a clue. And I’m just like, man, there’s a huge, huge missed opportunity here. Where people are so excited about this new digital marketing thing, but they don’t have somebody there … They have somebody who can sell them on it, but they don’t have somebody who really understands how to manage it. How to get to the next level. How to scale. Things like that.

Stuart Trier: Right.

Keith Eneix: So walking down the road I’m like, okay, I gotta get into this. I call my brother. He was doing some other, frankly, it was a spam company. Multi-level marketing and try to internet marketing thing. And he didn’t know that. He didn’t know it was that. But he was trying to do some sales in that. Trying to build something. He sold a few customers, they had a bad experience. They came back and told me. And he’s like, “I’m getting out of this.” So I call him, like, “Hey man, let’s just control from sales to delivery.” Everything.

Stuart Trier: Yeah.

Keith Eneix: And then we know our customers are getting a good experience. I’m like, alright, he’s on. He’s on, right. So he tells me, “Yeah, I’m ready to go.” So I say, “Alright, here’s my customer list for print marketing. Let’s go try to sell em.” We don’t know what we’re doing. I don’t know anything about SEO. Our name Fannit … We say in coffee shop for days drinking coffee and thinking about all these names, right. And then we came up with this idea Fannit. Because back in the day, if you guys remember, it was, like, a “fan it” button on social media. So we’re like, oh, why don’t we just “fan it” and, of course, as every marketer does when they’re first starting, social media’s trendy. So, anyway, we should go sell that. So that’s kind of what we did.

Stuart Trier: Yeah.

Keith Eneix: Not knowing anything else. We were just brand new.

Stuart Trier: Sure.

Keith Eneix: Well, anyway, we buy the domain in October 2010, so coming up on seven years. And we start. Neil goes out with the customer list. He goes to, ironically, the first customer I sold on print. So the first customer I sold on my own business on print was also the first customer we sold on a website for digital. And Neil comes back and he’s like, “I closed a deal.” And I was like, “Awesome! How much?” And he’s like, “500 bucks for a website.” I’m like, “Whoa man, we are rich.”

Stuart Trier: Cha-ching. Cha-ching.

Keith Eneix: I’m like, immediately, “Dude, we don’t even know how to build a website.”

Stuart Trier: Ah, details.

Keith Eneix: I know. But I heard from my youth pastor that we can use this system called Joomla to build websites. And so, he goes to ThemeForest, downloads a Joomla website and spends about 12 hours for the next three weeks building this website for a client. We delivered it. They were happy. They were very excited. And that’s how I discovered digital marketing and getting into business.

Stuart Trier: So that was seven years ago, so let’s move forward now. So when you landed your first client that way, what was the approach you guys took back then to land more clients? Was it still sales calls? Just calling on your list? Is that …

Keith Eneix: Yeah. Yeah, you know what, I would highly recommend if you’re just starting off and your price point … Okay, I was selling … I mean, when we started, I started getting into packages for SEO pretty soon. Because I found out social media doesn’t work, right. It doesn’t work to just throw out postings on social media, you don’t get business from that. A lot of hype there. So I started getting into SEO and, actually, back then, the big thing that got me into SEO was Moz and …

Stuart Trier: Okay.

Keith Eneix: And I remember, this was the time when Rand Fishkin was still answering the phone. I called Moz, Rand answers the phone and I don’t know nothing. I’m a totally unsophisticated SEO, right. But a client of mine had asked me about using Moz services. And I was confused, is Moz a service company or a software, whatever … Anyway, he just helped me out a little bit on the phone in a big way. He was like, “Look man, you just need to go to our blog and read up on everything and eat it up and you’ll learn about SEO.” So I was doing it, I was doing that.

As far as just growing and building, we had to get involved with our local community in two ways. One, join a group like Business Networking International. That’s BNI or The Tip. Join your chamber. These are like, low hanging fruit options for you to just get in your community. Start doing some stuff, providing some value. They will refer you. And I kid you not, we have a 17,000 dollar a month client right now, because of that group. Now we’re not in it anymore. We’re not in it … But that’s how we started our company. That’s the fastest growth we could do.

We didn’t grow really fast. It took us about three years to get to 10,000 in recurring revenue per month. But most of that was because of our sales strategies that we were trying to get to understand. Our sales strategies that we were trying to get to understand. What we deliver, what we actually do. A lot of that wasn’t the networking group we’re involved. I do think that being involved with your local chamber, your local networking group is fantastic way to get easy referrals quickly. Very quick.

Stuart Trier: So what were some of the challenges you faced as you were looking to grow the business? Maybe some experience sharing that you could avoid some pitfalls for people as they’re going on their journey.

Keith Eneix: Yeah, you know, so I think the biggest thing is to get into a rhythm of figuring out your rhythm. I say that because, as you guys know when you’re first starting off, you’re not going to create a perfect plan to start with. But you’re going to create a plan that is good for you for that level. Like, what you need. And you need to get to rhythm to figure that out. That’s more clear than ever today.

And I wish I had known that back then. I wish I had been given the book, The Rockefeller Habits by Verne Harnish. I’d highly recommend you go read that because, you know, I am now understanding you need what’s called … Not an org structure, but you need an org methodology. And basically, the org methodology of Rockefeller, you know, the literal oil guy, was three components. It was to set your priorities. And, by the way, you can apply these three things to any part of your business. Whether you’re creating a strategy for your overall business, whether you’re creating a strategy for a deliverable for a client. It all applies. You set your priorities for yourself for your overall business. You gather data on what you can do. And then you get to rhythm.

And the thing is, as you go through the cycle of business … And I’ve seen the cycle of business in four stages. Your start up. You’re figuring out your bolt-ons; three main bolt-ons are your financials, your sales, and your marketing. And then you get to, basically, growth phase. Which is basically, the cycling of your bolt-ons over and over again. And then you get to the final stage, which is exit. Now in an overall business, you could see exit as literally exiting your business. But in a life cycle stage, usually most business are once a quarter. The smaller you are the more you change. So some people might be changing once a month.

Stuart Trier: Much like a baby. Much like a baby, right?

Keith Eneix: Exactly. So, you kind of need to go through that all over again. It’s like, “Oh wow! We just learned this new thing. We kind of need to go back to the drawing board and start up.” Re-figure out our bolt-ons. What’s our sales proposition? Or what’s our financial model? What’s our sales proposition and what can we market? Okay, now let’s go back to rhythm of growth. And then let’s exit that phase and then go back again when you learn something new, right. So getting to rhythm and making sure that’s outlined within that first step of start up. Setting priorities, gathering the data, getting to rhythm. Biggest thing. Biggest thing. Making sure that’s a system you’re adhering to. Not just slapping things up on the wall and hopefully this works out sort of thing. Although, you’ve gotta do a little bit of that, let’s be honest.

Stuart Trier: Hey, based on Rockefeller himself. I mean, I don’t think there’s been anybody richer in history. If you bring it forward in time and making today’s dollars, that guy basically owned oil.

Keith Eneix: Yeah.

Stuart Trier: You know. The oil companies are the biggest companies out there now. There’s obviously some companies that are slightly bigger; Walmart, Amazon. They keep banging back and forth with the oil companies. He owned them all. There’s something to be learned from Rockefeller, for sure.

In terms of your seven years, eight years of experience now. If you were to look back at a younger version of yourself, somebody just starting in the business today. What are three kind of life learning experiences that you’ve had that you would want to share with the younger version of yourself to help accelerate that growth?

Keith Eneix: You know, I’m trying to make this valuable to everyone out there, because I think some people come at it different ways. I took a path that was … My desire was to build community around me. I actually … My business is split up into four partnerships with an effort of community around me. People who are personally invested. That’s not everybody’s path. Some people are full owners. And they take the path of figuring it out with great employees. And stuff. There’s different paths you can take, but I think the biggest thing looking back … Especially coming into the employee time … You can’t beat a partner. You know, my brother and I had partnered. I kid you not, my brother didn’t even take money from the business for the first year so I could support my family and he was still making sales because he had a vested interest in the company. You can’t find an employee to do that. No matter what.

When I look at that as far as the unique thing that I had to be able to even be where I’m at today. I wouldn’t be here without that. I just wouldn’t. I don’t work as smart and as hard without community and other people to fill in the gaps that I have. And I see my gaps very clearly. I tend to like to delegate. That energy of community helps me to show up to work. It’s one of the reasons I like to show up to work. That’s big.

Going back, there’s some things I wish I had done differently in hiring employees, that I do today. I think one thing is remote people are great. Just kind of buffers it in a big way. If you have somebody working with you personally day in and day out, boy, you gotta make sure you have similar values. Values, I think, are huge. Take out the ability to market. That doesn’t really matter as much. I’ve hired guys with masters degrees in marketing and they were not that great. That doesn’t mean you’re good.

I’ve hired people that are good at what they do, but their values didn’t align with me. So we’re speaking two different languages.

Stuart Trier: Right.

Keith Eneix: If you’re going to work day in and day out with somebody, make sure your values are aligned. But one way you can buffer that is just work remote. Usually remote kind of buffers that a little bit and they focus on just being an executor. But one thing with our industry, which is interesting, is that you can do the remote thing. So as a business owner, you can really control your culture a lot more.

Stuart Trier: Right.

Keith Eneix: It’s pretty cool, but it’s taken me time to figure it out. So that’s one thing, being careful when you’re hiring. Hire, if it’s internally, based first upon values. Make sure there’s a value alignment there. What you’ll find is most millennials, because it’s probably going to be a millennial you hire, are very capable technologically and they can learn fast.

Maybe the second thing there would be to have a pre-defined set … And, I know, you would talk about this a lot here, Stuart. Have a pre-set standard operating procedure that they can follow, with what you’re doing for customers. Now, I’m guilty of not doing that until, actually, fairly recently this year. And that has helped our business in a huge way.

Stuart Trier: Yep,

Keith Eneix: And I have actually taken it to another level where I have pre-set … Now this is actually based on Stuart. A little secret about Stuart, the more you give him to drink the more he tells you.

Stuart Trier: Coffee, beer, it doesn’t matter what it is.

Keith Eneix: But after Vegas, man, I took our packages we deliver to customers and put that into literal line items over a 12 month period that our account managers can assign. So the cadence of our packages is all pre-set and it’s much more understandable. So getting down to that kind of detail is important to get to rhythm, if you think about that habit.

As far as another habit. The bolt-on of financials, huge. Get to margin. Margin, margin, margin, margin. Just a bit of transparency here. I’ve struggled with margin in my company for years and years and years. It’s gone up and down, up and down, up and down. I’ve had as worse as a consistent of just 5 percent margin. And in our industry we need to make sure to have, lowest 20, but somewhere between 30 to 40 percent net margin. That is so important to focus on and if you don’t do it you’ll make dumb decisions that really have you working a job day in and day and out not really building a company. And that’s not fun. It’s fun at the end of day to have margin … When you’re working a lot of hours, because you do when you’re building a business, and you’re like, well, I’m working a lot of hours, but I’ve got margin and there’s money in the bank. Otherwise you just feel like you’re working a job and it’s just not as fun. So, margin, margin, margin.

I’ve come to realize, too, that margin is a … It’s not just a money thing, it’s actually a result of healthy business growing tactics. So if you don’t have margin, something’s off with your methodology. So probably those three things.

Stuart Trier: Okay, alright. So let’s take that into another level now. Let’s say you and I were sitting down as consultants with someone is right at the beginning of a journey. They’re looking to scale up a business. They’ve hopped in, full time, ready to go. What would you say are some tactics you would recommend right now for people to go out and land some business? You come from a sales background and you’re running a marketing company. So you’re in a unique position to kind of give some advice in this area. What would you do tactically on the ground, in your town, starting tomorrow, to build a business from scratch?

Keith Eneix: Research, research, research. I was talking to a guy about this once and he was telling me about pricing yourself. And I wish I had learned this when I was first starting, because I priced myself at 99 dollars a month for a month when I first started. Ouch, ouch. Even I say, 500 a month, you’re still McDonalds, alright. You need to be like, 15 hundred a month minimum for a low level entry level package, guys. And to get there you need to understand your value.

If you price yourself lower than that you don’t understand your value. You are so valuable to these guys, these business owners. Basically what this guy told me was, you go and research all the pain points that your customers are having, right. And then you put together how you’re solving those pain points for them. And what it does when you go through this exercise, you start to realize actually how valuable you are to them. And you don’t base your pricing on your competitors. You don’t do that. That’s not the first thing you do. You don’t go out and say, hey, what are competitors charging. Alright, I’ll just do that. That’s what I did and I didn’t make much money.

I, about five years into my business, went to Inbound 2015, a Hub spot. And there was this guy there that researched, researched, and researched and priced himself according to the pain point he was solving. So he figured out packages he delivers, very specific. He understood what that meant, too. It’s one thing to just kind of throw a package together and be like, okay, yeah, this will do. I’ll sell it then I’ll figure it out. I mean, we have to do some of that. But you have to figure out your value first, because that’s what your sales pitch is.

Stuart Trier: Sure.

Keith Eneix: Yours sales pitch, then, is defined. You know you can deliver that. You know you can charge that amount, right, that you need to. Well, anyway, this guy at Inbound he was like, I got my packages, I got my delivery team, I know everything’s solid. The first three packages he sold were to IT companies, because he knew his niche. 5,000 dollars average per month. In three months of business the guy was at 15,000 monthly recurring revenue. I’m looking at the guy, like, jaw dropped. I’m like, dude, I wish I had started like that. I wish somebody had told me your story because you are that valuable.

Stuart Trier: Sure.

Keith Eneix: To that niche, where you’re like, man, I can get you business. You’re way valuable. And that’s important also. Lining up your package to your niche. That determines your sales proposition. That determines your marketing you do. Because now you can market to a successful niche with a successful delivery. Doing that and then going to The Tip, BNI, local chamber, right. And having all that confidence. And then being able to tell people, your referral partners, I’m looking for this type of person because I can do awesome work for them. Now they’re looking at you like, oh my gosh, he charges a lot, but look at his results. You gotta run through your first case study, you gotta get that case study for that niche. You gotta get that, because that’s a huge part of you sales platter.

Stuart Trier: Talk to us about that. How did you build a case study? So you’re starting your business, you go to a business … Walk us through what you would do for a case study.

Keith Eneix: Yeah, so, essentially, what I would do … And there’s a lot of different ways to do this. You can literally use this part of your sales process. Like, hey, if you let me come in and do services for you, I’m going to lower the monthly amount. Give you a little bit of a deal, kind of thing. Which, let’s be honest … Don’t do so much research that you don’t take action. It is a numbers game. You gotta do that. And you might need to come in, and there might be somebody who likes their relationship with you and they’re like, “Yeah, I’ll put some money on you, but I don’t quite think you know what you’re doing yet, so would you give me a deal?” There might be something like that. And in that scenario, I think it works to say, “Yeah, can I give you a little bit of a deal but then utilize your business as a case study.” So then you utilize that as a case study.

If you’re confident you’ve got your steps in place, you know what you’re doing. You just start delivering on that, building your case study. You get your early win in there and then you come and, right away on your first early win, hey, let’s get a case study here. Let’s get a testimonial. That’s part of your cloud material. You’re going to be bringing over to The Tip, BNI, whatever. You’re showing people this. Hey, look at what I’ve done.

I haven’t done BNI and The Tip in a while. But I did go back to one meeting once … This is a nuts story. I went back to this meeting. I walked in there. I have a totally different mindset. I hit a different sophistication level as a business owner. And I came in and I’m like, well, you know, this time, instead of saying, “Hi, I’m Keith Eneix, I do internet marketing. Please do business with me. Please.” I was like, how about I come in say who I target exactly and the result we’ve driven last month. So my pitch was, “Hey, I’m Keith Eneix, I drive leads for business in a short sales cycle. High average sale price, like a tree service. Or a carpet company. Or a mold remediation crawl space cleaning company.” And then I was like, “By the way, last month for our carpet client we delivered 70,000 dollars of sales last month. For our tree service company we delivered 35,000 dollars of sales last month.” And sales is important, because that means you closed the loop an actually figured that out. “For our crawl space cleaning company, we delivered 715,000 dollars of sales last month.”

Out of that one meeting … Now, this doesn’t happen every time, but just as an example. I got a client out of there from a referral that spends 5,000 dollars a month with us off of that one meeting. Now that doesn’t happen every time. But just as an example.

Stuart Trier: I think you’d be going to a lot more of those meeting.

Keith Eneix: Yeah, I think so, you’re right. I need to take my own advice. I wouldn’t expect that every time. And the guy who referred that to me actually said the same thing. He’s like, “Hey Keith, just don’t expect that every time, alright.”

Stuart Trier: Nice.

Keith Eneix: But anyway. There can be big value in those groups. And knowing who you serve. Usually the people in The Tip aren’t going to be your best customers, but it’s the people they know.

Stuart Trier: The network. So, talk to us a little bit about what you’re reading. You mentioned Rockefeller Habits. So in terms of keeping up your education, marketings, and evolving kind of sport, if you want to think of it like that. What do you pay attention to? What blogs and what kind of groups? What books would you recommend? Any kind of information that people should be consuming that you recommend?

Keith Eneix: Well, boy, I can’t remember his name … This last year The Effective Executive was a big book for me.

Stuart Trier: Peter Drucker.

Keith Eneix: I went through a re-org. What’s that?

Stuart Trier: Peter Drucker.

Keith Eneix: Yes, Peter Drucker. We were going through a re-org at the time. Which is going to happen when you get to about our level. Between seven to ten in house people. You’re going to go through a re-org. And it’s a cultural thing that needs to happen that’s a leadership thing that you need to change in your business. And it just happens, it just happens. And that book was so helpful for me because it helped me understand that effective executives rely on the data and they make choices based upon filling the right people and positions. It was … I’d heard that concept before, but in the way that Peter just talks about it and brings you through it and gives examples of different personalities doing it. Because that’s important, we’re all not the same personality. You don’t have to be some vibrant, outgoing personality. There’s a lot of different ways to do it and there’s consistencies between all the personalities and what made them effective. That’s what that book is about. I’d highly recommend it.

Right now, going through the Verne Harnish Rockefeller Habits, fantastic. Right in the book in the first chapter he says, “Hey, take this a chapter a month with your leadership team, or if it’s just you, and just try to apply it chapter per month.” And that’s what I’m going through right now to develop that out.

As far as education, I come from an SEO background, that’s who I am. I’m an SEO. However, I would have to say that the Inbound Hub spot area of … their blog and just their habits and even their getting certified, that kind of stuff, is really helpful from the concept of understanding how to build a business. That was kind of the first, if you would say, higher level more sophisticated thinking when it came to building an agency, that I ran across.

I think even closer than that, this year I was blown away over my Vegas trip. Blown away by Stephen King, you, Stuart, and of course, John King … What is he 25. He’s at seven figures or something in two years. Just some pretty awesome guys. And what I love about you guys is typically in an SEO space you see guys thinking competitive, competitive, competitive. But then there’s this sophistication level, which I like about Hub Spot and what I like about you guys is we’re actually all just going through a journey trying to build businesses together. And it’s not about the competition. There’s plenty of businesses out there. It’s about learning from each other and growing together on this stuff. Continuing on with that journey and educating yourself. Getting linked up with the right people. How to Win Friends and Influence People, you’re the same person except for the books you read and the people you meet.

Stuart Trier: There you go.

Keith Eneix: Meeting good people, reading good books.

Stuart Trier: Perfect. So what’s one thing you’ve spent 100 bucks or there about on that you’re really excited about that you’ve done in the last, let’s say, 30 or 60 days.

Keith Eneix: 100 bucks. Oh my goodness. That doesn’t go very far these days.

Stuart Trier: Hey, man, that was your SEO fee for a month back in the day.

Keith Eneix: Right. Well, I mean that I would definitely say that book. Verne Harnish. I bought that book about 60 days ago and that’s been fantastic for me. I did spend 100 dollars for the Mastermind group. My family and wife is a big deal to me. I’ve really tried to make an extra effort this year to get her involved. And it just so happened the trip we made there … Actually John paid for quite a bit of it. So that was very inexpensive for us, but that was dramatically impacting for her to see that context. To even get more of a vision for our business. So including your spouse if your married, as much as you can, as much as their able to … We literally pay money to babysitters to make that happen. Because it’s very important. Especially since we have four kids and they’re all young. It’s a lot of work, so to keep yourselves connected like that … Having your spouse on the same page with you, well, at least for me, it dramatically impacts our ability to grow this business. That’s important. And I appreciated the weekend for being able to help us out on that.

Stuart Trier: That’s fantastic. Okay, well, we’re going to end there. I want to definitely give a shout out to Fannit. And I know you’ve recently pulled together an info graph. And why don’t you tell us just a little bit about the info graph. I’m going to link it so everyone can benefit from it.

Keith Eneix: Yeah, yeah, absolutely. And thanks for letting me share that. I want to give something to you guys … This is a business building thing, right. Something of value to you guys. It’s also of value to my internal team. I was tired of telling them, “Hey, you missed this onsite thing here. You missed this onsite thing here, or on page for SEO.” So I was like, I’m going to come up with an info graph that I can just print out, put on the wall, and be like, reference the info graph for on page. And so I thought, well this would be great, not just for us, also for anybody out there. All you guys. Sometimes we have to think about building the business. And on page isn’t the most important thing, it’s just nice to look at. Oh yeah, gotta do that one thing. So I’ve got that info graph and we wanted to make sure to give that to you guys so you can find that valuable.

Stuart Trier: Perfect, I’ll make sure to link to it below the video. It’ll be on the blog. I’ll post it in the Facebook group, as well. John … Sorry. Keith, thanks for taking the time joining us here today. Guys, if you’re still watching, definitely hit the subscribe channel. We’re going to interview other entrepreneurs, listen to their journey, and hopefully share in the experience. We’re all, like he said, we’re all on a journey of building our business together and it’s a lot more fun when we share it with each other and come learn from each other’s experiences. We’ll see you the next episode.

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