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Jeremy Weisz 8:09 

Yeah, and you walk through and people to check it out on the website, /oo, but you have seven modules, you actually walk people through this outrageous offer. I’d love to hear an example because you help a lot of different companies, SaaS companies, agencies, what’s an outrageous offer example that you can, if you could think of one from an agency standpoint, and also from a SaaS standpoint, maybe start with the agency standpoint, if an agency owners listening, what would be an example of an outrageous offer that you’ve seen work with an agency?

David Valentine 8:46 

Yeah, so we had a we still have a client that we’ve been working with for a long time. They’re a design agency, they do website design, they do logo design, they also do some social media management, once they figure out if you’re a good customer or not. One of the things that they do on a regular basis to have 20 plus business development meetings a month is they have offered to do free mock ups. So they’ll do three free logo mockups, or they’ll do a brand design board. And they basically say hey, let’s sign an agreement. And then the first thing that we’re going to do after you sign that agreement is we’re going to have an onboarding call usually takes about 45 minutes to an hour. And then the next session, which is a week later, we’re going to show you some work. And if you don’t like it at that point, you can get your money back. And we’ll call the contract null and void because what’s people’s biggest apprehension to doing a website project doing a logo overhaul? It’s not necessarily the money it’s are you going to actually be able to capture and codify what I tell you our brand actually is. And if you can overcome that And they’ll pay you to do it. So this person’s, this agency has had some great success with them. Another one would be we have a digital ad agency, they’ve done a thing where for the first three months, there’s no minimum ad spend, they take a small cut of the ad spend. So they’ll have people that come in and say, hey, my total budgets, usually $15,000 a month and ad spend, I am not satisfied with my agency, I want to test you guys out for 90 days, I only want to give you 1000 bucks, so they only make 200 bucks per month off the first couple months, they’re making $600, $600 sale. However, what does it do? It gives them an opportunity to demonstrate their value, how they’re different, how they work with the client, and they have an incredible close rate going from, hey, let’s just do a minimum ad spend to hey, let’s fully engage. And sometimes those numbers are quite large, right? I mean, I’ve heard stories from that particular agency where they’re like, man, we had somebody sign up, and they’re doing a test. And the test is $75,000, over three months, right. So it’s different things that can kind of engage, and then the one that we have for Avadel itself, because it’s an SDR agency. It’s a conditional guarantee of a minimum number of meetings for the entire year. So hey, listen, we’ll book you at least 100 meetings or 200 meetings or 400 meetings, we have one client that they want 6500 meetings in a year. And in order to get the guarantee, they have to do something in return, right? They can’t just say, hey, let’s go and not have to show up, they have to give us some things in order to get that guarantee. And that’s part of how they get it. The cool part is though, and this is where I love, Jeremy, is that it makes it so that it’s really easy to say yes, because if we don’t hit the minimum number of guaranteed meetings, and they did what they needed to do, then we will work for free for 90 days. And then if we still don’t hit it, we’ll give them a prorated amount back for the meetings we didn’t book, what that ends up doing is it takes out all the risk, essentially for people to engage. And it also gives Avadel as an SDR firm, a long runway to hit the goals without outlined.

Jeremy Weisz 12:17 

I love that. I love for you to talk about maybe the components of outrageous offer, because one of the things you’re talking about is you are really good at doing risk reversal. So even if the offer is great, but also listen, if it doesn’t work, even how we say it does, you have that risk reversal, so they can kind of feel safe, right? The guarantee of the meetings, right? Or you’ll work to get those meetings where you’ll give them money back. What are the components do you think of when someone’s mapping out an outrageous offer?

David Valentine 12:54 

So one of my favorite, like, if you want to map out an outrageous offer today, there are two exercises out of the seven modules that I put together for outrageous offers in that e-course that are really helpful. I say the most important of the two? So number one is you have to understand what is the main thing that your SaaS products, your luxury watch brands, whatever it is that you’re selling, what’s the main thing? And so in my opinion, there are four things, there’s only four things that you get. So number one, you can get time back, right? So think about this, if you’re selling a lawn care service, if you’re selling any, like a cleaning service, you’re giving people time back, right? They are paying so they don’t have to spend their time doing those things. That’s a big deal. So number one is time number two is relationships. Okay? People think, oh, I buy a Mercedes Benz. That’s a status symbol, right? It’s going to improve your relationships, right? It’s going to increase the perceived value that you bring to the table. You could be helping people in their dating life. I know that a big thing right now, is there consultants that teach people how to appear more attractive and desirable on dating apps? It’s a world that is totally foreign to me, because I’ve been married for 14 and a half years. So I don’t know about any of this stuff. But it’s super interesting, right? So time, relationships. Health is the next one. It could be mental health, better health, we’re going to help you be more mentally emotionally helpful, or healthy. Or it could be physical health, right? Hey, come to the gym, we’re going to help you get in shape. You only get one body so treat it well. The last one is and this is where all of my companies really reside is we’re going to make you more money. Now it could be more money on top line revenue. It could be more money on bottom line revenue, but that’s where all my companies exist, including the flight school that I own. The fun part about the flight school is we have so many of our students want to take the career path. They want to go from being 80 90 year old to going into the airlines you don’t need a degree. And you can make six figures a year one at a regional airline. And so they look at that and they go, well listen, I’m gonna invest about half of what I would at a major university to get my private pilot’s license to get all the certifications I need. And then I’m guaranteed a significant paycheck at the end of a two and a half, three year process of just accruing enough time to go fly with the airlines. So it’s really getting tight on what is the main thing first, right? What is the thing that you’re actually selling? Cause it’s not the Rolex, right? It’s what is the Rolex do for the person that’s buying it? So that’s number one. Then number two is this, anytime that I’m selling something I’m like, what are the objections? Objections are your friends, objections tell you how you can make your product and service better how you can make your offering better? How you can beat the competition? What are the objections that you hear? So my first agency, what I always heard was, we were a digital ad agency. Dave, I would pay you however much money you told me to, if you could guarantee ROI. Guarantee ROI, I’ll give you as much money as you want. Well, this was when Facebook and Instagram ads were kicking man, this was pre iOS update. And we were able to tell people listen, we will guarantee you the ROI, because that’s what I heard over and over again, Dave, you’re nice guy. We like you. We think that we would do well, but we’re not sure. So I started to really uncover and D. Sherlock Holmes the light about who and why our best clients getting the results they get? Could I create something that would have a similar pattern of results. So one of the things we found Jeremy, this is really interesting for everyone that’s listening, we would run polls on different e-commerce sites. And before someone would exit this poll would pop up at the bottom, why didn’t you make a purchase, we would give them some pre populated hypotheses that we had. And then we’d also leave a blank one that was just they could fill in the blank. What was fascinating was across multiple industries across multiple different e-commerce sites that were selling completely different products, there is a consistent number 48.4% of people that went to make a purchase, didn’t make a purchase, because there was no free shipping on the products they wanted to purchase. Right. So imagine that. So one of the things that we did for our ROI guarantee for that agency, was we said, listen, we will give you an ROI guarantee, but you have to do a few things. One thing is you have to give us free shipping, you can bake it into the cost, that’s totally fine. But you got to give us free shipping. Amazon has ruined the consumers mindset, they expect to not have to pay for it. Now they’ll wait three to seven days to get it. And they would pay extra for two days shipping if you want to offer it. But you have to offer free shipping in some way, shape, or form. Even if it’s just pay, spend $35 and get free shipping, that’s okay. So the second thing we said was you have to also give us every single month, one product that we can sell at either map pricing, or 20% above cost. And then what we would do is on the back end, we would add some things in Shopify or WooCommerce, we’d add some different related products, and we’d make that an upsell. And so then it really increased if they were willing to give us that and they gave us consistent ad spend, we would guarantee the money. So that’s the thing that I would say is you go into this, it’s like number one, what’s the main thing? What are you actually selling? Number two, your objections or opportunities, use those so that we can actually say, Hey, listen, what’s something that we can create that people find irresistible. And objections are not your enemies? They are your friends. So when you get them on sales calls, or someone says I don’t know, great, take notes.

Jeremy Weisz 19:17 

Dave, you talk about the outrageous offer in order to offer the outrageous offer, you need to get it in front of people. And that’s also what you help people do is you will reach out to companies. I love to hear what are some of the mistakes that you have seen people or that you’ve learned over the years with outreach.

David Valentine 19:42 

People go too small. Most of the time people get too small. Yeah, so I’ve talked with some entrepreneurs. They’re like, oh, yeah, I’ve done cold email outreach. I’ve done lean Didn’t outreach I’ve done lumpy mail even some of them right. Like, and it doesn’t work for me. Cool. What How much did you do? Well, we were sending out, like 100 emails a day. It’s too small. Right? Too small. We were doing LinkedIn outreach. Great, we were doing like 25 connections a day, too small. What ends up happening for the most part, and there’s, there’s some people who would snap back on this. And so I think this is a good conversation, Jeremy, because some people were like, well, most people have just gotten too big. And they’ve messed it up. And that’s possible. But the too big is like, so large, that it’s absurd, right? So if you’re sending 50,000 emails a day, it’s too big. Okay, but that’s a far cry from 100. So maybe send out 5000, right, you’re doing 25, LinkedIn connections a day through an automation, create some mock up LinkedIn profiles, make them SDR people, or outreach people or salespeople in your company, have them do outreach 25 a day because there’s some LinkedIn stuff that’s rough. When you send out lumpy mail, don’t send 10 pieces, send 1000, right, that sometimes people are like, well, that’s cost prohibitive. Yeah, it’s also really cost prohibitive, not to grow your company. It’s really painful. And so it’s really just saying, like, hey, if you have the mentality of next month, I’m broke. Next month, a company’s out of business, you get to a spot where you start to make really bold, decisive moves that get you where you want to go, now your company doesn’t have to be in trouble. You could be crushing it, you could have millions of dollars in the bank, you’re fine, you’ve got lots of runway, it’s the mentality of we have to hit it again, we have to hit it again, we have to hit it again. And if you have that, then you go further. The last thing that I’d say is this Jeremy, every single platform, every medium that you go after to try and do cold outreach, even if you’re doing it on social, like direct messages and stuff. There are people that are experts in that space. Find them, they do podcasts like this, they write articles, they write blogs, they do video courses that are $39, take them consume some information and some knowledge before you go do it. Because there are subtle nuances that are very specific and unique to the different platforms that you may reach out on. And what and how you leverage those makes a big difference for your results.

Jeremy Weisz 22:51 

Yeah, I love it. You know, with the lumpy mail piece, right? What are some of the fun things that you have sent? Like I mentioned in the top of the interview, you’ve had clients, fortune 100 companies Target American Express. I don’t know there’s a couple of favorite stories that stick out how you got in front of those companies?

David Valentine 23:16 

Yeah. So some of the things that we did was, we use a lot of lumpy mail. We sent years ago, I met a guy who I still we use as a vendor now. His name is Nathan Butyric. And he and I have become Best of business buds. He’s the guy that if he calls me up, pick up the phone, we chat, we pick up the conversation where we left off. And he’s somebody that I deeply admire as an entrepreneur and as a person. He’s been sitting for the artists in the mail for seven years now, eight years now. And so we sent something out as in the mail to a wide variety of fortune 500 CMOs directors of marketing VPs of marketing, we sent messages in a bottle and tubular mail, we sent what we call our Mojigrams, so it’s 13 inch high by 13 inch wide, corrugated plastic. So it’s very sturdy. That’s die cut into an emoji. And then it has a message on the back. We put it in like a high end Ziploc baggie and we send that so I’ve used good emojis, we actually got a meeting with at&t because we sent one of their VPs of marketing a poop emoji. And he said, this is the funniest crap I’ve ever gotten. And he was like, no one has been that bold to send me poop in the mail. I got to talk to you. The last thing that we did that was really outrageous, Jeremy, because this was a while ago now. It was back when YETI Coolers like the large ones. Were a hard to find and be the coolest thing. So we found some people that were like, we really want to work with these big clients. And what I did was I put the large Yeti cooler in the mail, I put a padlock on it. And we mailed it to big CMOS. It’s like 500 bucks per item. And that was without shipping. Right? So then they get it. And there’s a note on top says, hey, I really love what you do. I know that we can help have lunch with me, I’ll bring the key. That was a huge hit. People thought it was great, right? And so the interesting thing was Jeremy, I got four out of five of those coolers, I got a meeting of the fifth one, I guess they just use bolt cutters. I don’t know what they did. But it was so different and unique. And it really makes you stand out whenever you have people that are sending a singular shoe in the mail, get my foot in the door kind of thing. It’s overdone. Lumpy mail is fun, because you need to do something unique that differentiates you. And we’ve done a lot of crazy fun things.

Jeremy Weisz 26:06 

Dave, is there someone that you had whether it was a virtual mentor or personal mentor with direct response? Maybe you studied someone I mean, think I went on a six month stint of interviewing some of the top direct response marketers, I love what you’re saying, I’m curious who you follow or have followed or resources that you’d recommend someone take a look at.

David Valentine 26:30 

So I really cut my chops in direct response by writing ads. Digital Advertising is this tight feedback loop of understanding direct response. And I have had people that were helpful in the past. Honestly, Jeremy, a lot of the books that helped me a decade ago are no longer relevant. In fact, it’s so funny, I went back and reread one of them. And I was like, Oh, my word. This was so revolutionary in 2013. And they’re just so outdated in 2023. And so I don’t have a great mentor for that. What I will say is this. If you’re really trying to figure it out, one of the ways that I made some of our outreach team very, very good at doing direct response copywriting was I had them write ads for some of our internal brands. And they were able to see in real time in 24 hours, hey, this ads working or it’s not why isn’t it working? What’s up with that? What is the visual? Is that the copy? What if I turn the copy into this. And so it starts to become a feedback loop that is so sharpening. And what’s interesting to me about this, Jeremy is that people could go spend five bucks a day, 10 bucks a day, running ads for their own companies, seeing how people do or do not respond. And that would actually inform a lot of how they move their marketing forward. I’m sure that there are good resources out there. My favorite experiences have just been trial and error. Because a lot of the stuff that I learned just no longer works, which is sad, but true.

Jeremy Weisz 28:18 

Wow. And talk, you work with among your companies, you do mentorship and you help consult with companies and you see similar issues, right, and let’s say the half a million to two or 3 million range, you see similar problems. So I’d love for you to walk through what problems are common amongst those kind of growing companies?

David Valentine 28:44 

Yeah, it’s interesting. The problems they have is that it’s easy to get stagnant. I just said this to an entrepreneur yesterday, and it totally blew her mind. Only 7% of companies in the country do seven figures. And a lot of people go oh, I’m just doing one and a half million. I’m so small. I’m like, no, you’re actually in the elite. Like you’re in a rarefied air. And that’s a term for a lot of people to go, I’m in rarefied air. The thing that I find over and over again, though, Jeremy, is that people get complacent. They go well, we’re doing one and a half million this year, we’re doing a million and we’re doing 700,000 I just want to grow by 15%. I grow by 15% that’d be great. If I grow by 10% I’m fine as long as we stay the same. If I don’t have to work as much and we regress and I do like $300,000 less this year. That’s okay, as long as not to work too hard. And the reality is it’s like that old Tommy Boy adage that you brought up Tommy Boy earlier. Chris Farley earlier. You’re either growing or you’re dying. There’s no third direction, right? And there has to be a sense of hunger for growth. Now, whether that’s growing the bottom line, which is really, really helpful, or growing the top line, either or works, and you have to have some growth, you have to give vision to your people as you grow as well. Why are they sticking around, it’s not just because the paycheck, they have to believe that you’re going somewhere that they’re playing a irreplaceable role in the vision of where you’re going as a company. So number one is, the thing that I’m seeing is people are just not hungry. Number two, they’re not building out outrageous offers that actually help them scale. Right, so they’re not leveraging that they’re networking their way to small high six figure, lower seven figure business. And that’s very doable, by the way, it’s very achievable to really build up I mean, I’ve seen some businesses network their way to 5 million, that’s the biggest I’ve ever talked to you doesn’t mean you couldn’t do more, it’s just, that’s the biggest I’ve ever talked to. And at some point, you’re gonna have to figure out your lead generation, at some point, you’re gonna have to figure out how to consistently predictably generate leads and revenue. And that’s really the thing that that’s next in line is not just a lack of desire to grow, but a lack of ability to grow, which I think absolutely plays into that lack desire. And then the final thing is, is there burning out. Entrepreneurs I talked to all the time, they’re just exhausted, they’re burnt out, they don’t have a vision for what they want. And it’s incredibly challenging, right? Like, if you’re not doing self-care, listen, I’m saying it’s incredibly challenging as someone who experientially knows, if you’re not taking care of yourself mentally, physically, spiritually, emotionally, you’re going to have a burnout moment, or 30. In your entrepreneurial life, you have to take care of yourself. And those are the top three things that I’m seeing entrepreneurs and business owners do. Right now, in 2023. I just keep having the same three conversations sometimes in one conversation with one person. But I keep having those same three conversations over and over again.

Jeremy Weisz 32:36 

Dave, what’s your daily or weekly list self-care checklist? I know when you were, like 29, that the doctor was like, you’re gonna have a heart attack if you keep this up. Right. And sometimes I don’t know, the exact stats. But the funny thing is, my background is in biochemistry as a chiropractor. And even I don’t know the exact stat, but even people have a heart attack, there is a large percentage that don’t change their habits, right. It’s just hard. What are some of the things that you have on your list daily or weekly, that allow you do avoid burnout and take care of yourself.

David Valentine 33:20 

There’s a beautiful study done recently that showed that if you look at a green living plant, for three minutes, it reduces your cortisol by a significant amount, I forget what the exact percentage was, or somewhere between 30 and 50%, it was high. And so one of the things that I do on a daily basis is I walk outside in nature. Whether I’m at my place in Texas, on the lake, or I’m up at the river house in the Pacific Northwest, I am always going to get time and nature every day. And that means could be raining, could be snowing, could be quite windy. But there’s something about being outside, we were not meant to we have not evolved as a species to be indoors. And so this whole thing of sitting for a job and looking at a computer screen and being in four walls is new to the human race, like exceptionally new. And so it’s part of our biochemistry to get outside. So I get outside and I walk every day. I spend time in nature, three or four times a week, I will lift weights, it’s something that I did as a kid playing multiple sports. It’s a space that it doesn’t feel like I’m working out. It feels totally natural and normal. I meditate every day. We’re close to every day and some days. Some days I miss but for the most part, I meditate every day 30 minutes. Do my thing. I also make things into rituals, like making coffee. It’s a ritual for me. I have specific mugs that I love to drink out of because they have a vibration and the Tambor, they have a feeling to them, you know, like they’re doing something to my soul. And a lot of it is slowing down and finding stillness where you came as well. So I do a lot for my mental health, my physical well-being my emotional health, and I’m always changing it up, because my personality likes to change things up. So even subtle things like, hey, this week, I’m gonna do really heavy weights, and I’m gonna really get after next week, I’m gonna do lightweight, high reps. This week, I’m going to focus on getting 15,000 steps in a day, whether that’s running, or walking, or some combination, whatever that is, I’m always changing it up to keep my mind engaged in that way. That being said, there’s the consistency of always keeping my body moving, always doing meditations, always finding space and time and stillness, creating which rituals that help. So yeah.

Jeremy Weisz 34:54 

I love those hacks, Dave, like, staring at the green living plant that decreases the levels, there is a book called The Blue Zones, and it’s like nine lessons for living longer. It’s a really good book, you’ll check it out. But I remember listening to that book, and one of the hacks is I think they studied people that live to over 100 in different areas. And there’s several Blue Zones in the world. But a handful of nuts helps longevity a day. That was one thing for the book. But no, I love that. Let’s talk about your book, right, The Core Values? And what is it like a couple of favorite stories from that book people should check out?

David Valentine 36:51 

Yeah, so one of the things that I do when I consult with people is we’re really big believers in core values driving business. And so we have the same six core values for all eight of the companies. And it’s really interesting, as I’ve talked with other entrepreneurs and business owners, they may or may not have core values, they certainly don’t do what we do with them, which is we hire, promote and fire our employees based around the core values, literally, they get scored on the core values every quarter, we have quarterly reviews with them. And that’s how we rate them as employees. It’s also how we have, there’s an internal towards self-manifestation of each core value. There’s a core value, how we express that core value to teammates. And there’s how we express that to customers, students clients. Right. And so as far as some of the good stories, one of the things that’s really helpful is there’s a certain order to the core values. And the order is important, based on where you are in the org chart. So if you’re a frontline employee, you’re working with clients, you’re just like engaging with customers, you’re working with students, you’re not in leadership, essentially, then the order is really simple. It’s tenacity is number one, hey, we’re going to do whatever it takes to get the job done to get the result. How are we going to solve the problem? We’re going to figure it out. Curiosities number two, Initiative is number three, accountabilities, number four, transparency is number five, and humanities number six. So all six of those are core values that we hold. They’re all really important. What’s interesting is, in order to move into leadership, Jeremy, you have to have the top three in spades, you have to have tenacity, curiosity, and initiative, you won’t get into leadership unless you’re really demonstrating those on a regular basis. However, this is one of the stories that I love to tell. When you get into leadership, we reverse the order. Because in order to be a great leader, you have to lead with humanity, transparency and accountability. You have to and it’s just a mind shift for a lot of our team. They’re like, oh, I can’t just burn through people demonstrating tenacity in a way. It’s like, we got to get it, we got to get it. It’s like, hey, I’m going to come alongside you. We’re going to do this together. That’s good leaders. Let’s get you there. Let’s all go there together. And so that’s one of the things that makes our core values unique, is that there is an order to them. But as you elevate the order changes of importance and how those need to be expressed changes. So yeah, it’s fun. It’s interesting. I’ve got a lot of entrepreneurs that have just started to take them wholeheartedly.

Jeremy Weisz 39:47 

What’s an example, Dave, of a core value that’s built into the hiring process?

David Valentine 39:55 

Siri thought that was a good talk. Sorry, Jeremy.

Jeremy Weisz 40:01 

What’s built into the hiring process? The core value? That’s how you build it into the hiring process will be an example of that.

David Valentine 40:11 

Yeah, so great. Great question, Jeremy. So one of the things that our head of HR does is, she will ask a seemingly innocuous questions at the beginning of, she always does first round interviews with everybody over the phone. And she will ask for stories. Hey, tell me about a time where you couldn’t figure out a problem. What did you do? What’s interesting about the storytelling aspect of how people solve work problems, is she may get a check mark next to multiple core values in their problem solving ability. So they may say something like, well, I was encountered with this problem at work, and no one knew how to fix it. And so I started doing research. Okay, well, that shows curiosity, right, started doing research. And I kept looking for this solution. And I found out that no one on the internet it was going on. So I decided to run some experiments. Okay, that’s initiative, right. And in those experiments, I found that these things worked. And those things didn’t. So then I use those in these campaigns that I was running and so okay, great. That’s tenacity. And then I found out that that didn’t work as well in practice, as it did in the sandbox area. So then I had to go back to the drawing board. And then they may say, you know, and I had to go back to my superiors and tell him like, Hey, guys, I’m working on this. No one has a great solution. But I’m figuring it out. Well, that’s accountability, right. And so it’s really asking for stories and seeing what people have to say in that. And then once they get through that first net, they actually go to a second round interview with their direct report, and usually someone that’s in leadership as well. And they ask similar type questions, but braise differently. And they’re asking specific situations, and how would you handle this? And how would you handle that? And it’s just asking the questions in an open ended way to see if they come up. Because what we found, Jeremy is that these core values are in some people, we don’t need to put them into them. It’s in them, they embody them already. And they will come out if you ask for tell me a story. Tell me a story. Tell me a story.

Jeremy Weisz 42:31 

Love it. I want to highlight a little bit more about what you do. I mean, with the consulting side and the outreach side. And one of the companies you helped was a high end wholesale cannabis company. So I love to hear some of the advice and some of the things you did with them.

David Valentine 42:51 

Yeah, so they came to us, they were selling cannabis in DC. They have a very high end brand. It’s an artisanal dessert cannabis infused products. And they wanted to break into the California market. There are only about a little less than 400 cannabis shops in California, which was a shock to me, since they have 50 million people that live there. But they have all these laws around where these cannabis shops can and can’t be. And it’s hard to find a location where you could physically have one. That being said, the thing that we talked about was I was like, Well, what does everybody else do to get into these locations now because they were working with our fidelity STR firm and they didn’t have a great offer? So they were doing what everybody else does, hey, we’ll give you free samples. Which still, frontline employees at cannabis shops are like cool, dude, I’ll take a cake pop with cannabis in it. That sounds delicious. That sounds great. How much they retail for? 15 bucks a piece. Heck yeah, dude, I’ll take 12 Right. So that works to get the frontline employees bought in. However, to get the store manager to the purchasing manager that they don’t care. Right. So how do you stand out to them? So I sat down with this company because they were getting one or two meetings a month with Avadel, and I knew that the problem was their offer. There wasn’t an Avadel problem, this is an offer problem. So I sit down and we start talking and I said, okay, how much is one store location worth and wholesale low end like low end, what is it worth? They go 40k a year? I was like, wow, I said how much is it high end? And they go well, we’ve got one, one client that pays 200,000 a year for our products. I was like, great. Here’s what we’re gonna do. We’ve got two offerings offer number one. Someone wants to take on your products as a wholesale product. Let’s do a co-branded billboard within a five mile radius of the location, the closer the better. I was like, now listen, in some parts of California, LA, San Francisco, San Diego, this is not going to be a cheap purchase, there may be $8,000. However, what’s it going to do? People when they go into cannabis shops, most of the time, this has been my experience when I go into them, and I’ve talked with people, they go in, they have no idea what they want. I want something that’s gonna help me sleep well, my knee hurts, I want to get really high, whatever that is. Everybody comes in with a thing that they’re trying to solve. They don’t come in necessarily looking for I want this product. Some people do, but it’s a very small percentage of the population. So my point to them was, listen, you’re going to tell people what they should go in and ask for. So it’s going to do two things. Number one, store locations are going to love that, because they just got free advertising for taking you on as a wholesale client said number two, it’s going to drive product sales at that location. So you’re going to make all that money back in the first month or two. Just because you started telling people, here’s what I should go get. They’re like, oh, that’s amazing. That’s great. They’re like what else? I was like, well, you guys have this. It’s again, it’s these artisanal cakepops are these delicious little chocolate thing I’ve ever had them. But I’ve been told that they’re delicious. They’re really cool looking fancy things. I was like, what if you guys do an event? What if you have a chef that makes the products or some sort of products that are there in person? Like what if they were cooking cakepops whether they were THC infused or not. And you’re giving them away? And they’re like, oh my God, that’s brilliant as a kid, because here’s the thing, when you think about a THC shop, they’re kind of dark and dank. And there’s a little bit of like a mystery and whatever. There’s no life that was like, what if you brought the life into kind of like, oh, that’s brilliant. So they went from booking one or two meetings a month, to over a six month period, they booked over 150 meetings out of the 400 potentials, they actually had to put the Avadel campaigns on pause because we’re like, we can’t take on any new customers, we have no more ability to do wholesale, we’re totally tapped on in production. We have to hold on. And so that’s the power of an outrageous offer. Nothing else changed. Their name was the same. The deliverability was the same. The direct mail pieces were the same, the only thing that changed was their offer. And they saw just such a massive increase in engagement because they were doing something that no one else has been willing to do their space.

Jeremy Weisz 47:38 

I love it. Dave, I want to be the first one. Thank you. Thank you for sharing your expertise, your journey. And I want to point people to your website to go to And then you can put the /oo to look through his steps to the outrageous offer, which we talked a little bit about. And Dave any other places online we should point people towards?

David Valentine 48:07 

Yeah, people want to go check out any of my social medias platforms, my handles @RealDVAL. I’m on TikTok, Twitter, Instagram. And I post pretty regularly so anybody can come and engage there.

Jeremy Weisz 48:25 

Dave, thank you so much. Thanks, everyone.

David Valentine 48:28 

Thanks, brother.

Jeremy Weisz 48:29 

Also, I want to give a big shout out to Devin Sizemore, you could check his website out at He’s on a journey of 10,000 helping 100 people generate 100 referrals so you can check out his website. He’s really a super connector. So thanks everyone.