#23 James’ D.D.D. Strategy For Smart Decision-Making.


“It’s only by saying NO that you can concentrate on the things that are really important.” Steve Jobs, CEO, Apple.

In this episode of Freedom Ocean, Australia’s favourite Internet Marketing podcast, James shares with us some massive changes he’s making in his own businesses, why he’s doing it and how he’s applied the D.D.D. principle to help him reach some big decisions (and to clean out his garage as well!).

Duration: 34 min / 39 MB.

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TIM: I love that intro! And welcome back, listeners, to Episode 23 of Australia’s most loved internet marketing podcast Freedom Ocean. And I am sitting here in the swill with Mr. James Schramko. How are you, mate?

JAMES: Good! How have you been?

TIM: Mate, I have been firing on all 5 cylinders! And I’m a five-cylinder guy.

JAMES: Sounds a little bit better.

TIM: I am! The painkillers are going beautifully and it’s taken a bit of a different shape, James. I might be going in for an operation in 2 or 3 weeks time, and I’m just going through that bit of decision making process at the moment, so. Not something that one takes lightly.

JAMES: No. And I guess that’s reinforcing your desire to have some form of automation in your business.

TIM: Correct! Correct. Absolutely! And speaking of that, we’re going to get stuck into this, because this is very unusual that you’re going to be heading out of the bat cave. What do you call it? What’s the name for your…the spaceship?

JAMES: Spaceship!

TIM: Yeah!

JAMES: Yeah. A lot of people have labs, I just figured that spaceship’s good because there’s certainly enough technology to a power mission to a far planet. There’s enough screens. And I’m also using a dashboard. And this is probably the greatest innovation in my business lately, it’s having a very good dashboard so that I’m not dependent on actually having to go
anywhere to find things and I don’t need to receive emails to know how my business is doing. I’m looking at it right now and I can see all sorts of interesting things on my dashboard.

TIM: So what form does your dashboard take?

JAMES: It’s just a screen. I’ve got about 4 screens in the spaceship here.

TIM: You have.

JAMES: And one screen has got the dashboard on it. And on that dashboard, I have an array of data feeding from my business so I know how many visits I’ve got, I know how much money’s coming in to the machine, I know who owes me money. I know how many support tickets are open and I know how many emails have been unread. And I know what time it is in just about every country.

TIM: And that’s all live.

JAMES: It’s live on my dashboard.

TIM: That is a machine. Is that something you had created or is that a bit of a software that is available freely? What’s the game?

JAMES: That is an interesting question, Timbo, because I just got off the Skype to my programmer who’s building my dashboard. And my dashboard, it’ll have…basically a little bit better version of what I’m using now. I have a custom dashboard that my designer created and I’m using a publicly available dashboard called Gecko Board to pull in the feeds that I need. But what I’m doing is having my own version created, which is probably a little bit simpler for most people. They won’t need all the things that I need. And they’ll probably need some of the things that I can’t make Gecko Board do.

TIM: Once you’ve got the functionality of the dashboard in place, James, can I suggest—and although you’re not the one for great design—maybe get it done up in sort of what we’re talking. SLK, Mercedes SLK-type look and feel or maybe one of Ferrari.

JAMES: I’m really disappointed that you said I’m not known for that!

TIM: I didn’t say you weren’t known for it!

JAMES: This is the brief to my programmer is, number one it must be available on the internet. It must be web-based not desk-based and not browser-based.

TIM: Cloud.

JAMES: And number two is it has to look good. And I have selected a programmer who makes really good-looking programs, so I want you to eat your words, Tim.

TIM: Well, the proof will be in the pudding. Maybe you can give us a screenshot in an upcoming show once the design is done and we might put the vote out to the audience, you know. Maybe get two concepts done, mate. Split-tested.

JAMES: Well, I’ve done that before. I had my users design my blog for me. And I’ve had my users design the logo for Inbox Relief, which is a product that will be heavily dependent upon the dashboard concept, because Inbox Relief teaches people how free themselves from the emails. And I know we’ve harped on about this many episodes ago. This is what’s stopping people be successful. They’re not able to have productivity time and to do things. They’re being enslaved to emails.

TIM: Well, let’s talk about that because we are time-limited for this show, which our listeners will probably love to hear because sometimes we can go for, well maybe not for too long, but anyway you’ve got to be somewhere and that’s going to keep up to a time limit. There’s a couple of things I want to talk about in this show. One is this whole concept of saying no, and you’re making some pretty massive changes in your business. And it’s all around, you applying that principle.
So I want to talk about that first and then we do have a listener question around outsourcing, which reminds me that we haven’t spoken about your trip of recent months to Manila, spending time with the ninjas. So James, one of the questions, we get a lot of these types of questions and as you know, as one of your patients, I mean (laughs) that you often say to me. But like this whole concept of saying no, we’ve got a really nice note here from Dave Nugas. And Dave says, “Ah it’s like Christmas in August getting this,” and he’s referring to, you know, our podcast email that we send out when a fresh episode goes up. He says, “Thanks for your efforts guys. I need to get past the paralysis by analysis and get my butt into gear. Never have been so motivated to make things happen. Many thanks! Dave.”

And then, subsequently, I know I sent you last night a little email, a little slideshow that someone had put together, the 10 Learnings from Steve Jobs. With Steve having moved on from Apple last week, someone had put what I thought was just a fantastic presentation together. And one of Steve Jobs’ quotes is, “It’s only by saying no that you can concentrate on the things that are really important.” And I know that resonates with you a lot and it’s something that you share with me a lot. So mate, what have you been saying no to and what’s that mean for your business?

JAMES: Well, I’m going to introduce a new concept here called the Triple D. You ready for it?

TIM: I am.

JAMES: Well, this is what I’ve been doing my business lately. The first step is data. I’ve been assembling data and that involves a little bit of analysis. With accounting, it’s quite difficult to get the level of detail you need. So what I’ve done is sit down and plug a whole bunch of stuff into a big spreadsheet and pull the data from my current business divisions and tip all the numbers in this spreadsheet and analyze it. And I’ve taken from January 2010 to now and as we’re recording this it’s about two-thirds of the way through to 2011. And it’s been able to highlight things for me that enable me to make decisions, which is the next D, and the decision is what do you do once you know this data.

So, you know, if you don’t measure stuff, you don’t know what’s going on and that’s, unfortunately, the way most businesses float through the universe. They’re not really aware of what’s going on in their business. Especially from the numbers. And I was lucky. I had two main mentors for about 3 or 4 years when we were running a 100 million dollar a year business. This was the second last employment opportunity that I had. And one of them was a crazy maniac, fly by the seat of the pants, brazen, up the ante, contra-type of guy. And the other guy was a spreadsheet junkie. And he would analyze and micro-analyze and pull everything apart. And to work for these two, I had to be good with both sides of the fence and I had to know my numbers and stats because I would otherwise be questioned, you know, this percentage or that percentage. So the maniac said, “You can’t run a business with a spreadsheet.” And the spreadsheet junkie said, “Well, you can crash and burn if you don’t know you metrics.” So I’ve done a big data analysis. I’ve been putting myself in a position where I can make decisions. And then in the next days, delete.

TIM: Ah! Data decisions, delete.

JAMES: I’m looking at what can I delete from my business. What should I stop doing? What should I change? You know, what should I avoid? And right now I’m not sure what it is, but I’m just going through all aspects of my life and deleting useless stuff. Deleting, eliminating, purging. I mean, I literally wheeled a trailer up to our 3-car garage yesterday and filled it. Emptied out stuff and we’re working to this rule that if we haven’t touched it for a year, it’s going. We obviously don’t need it.

TIM: You do this at the start of every spring or is this something you’ve ever done before?

JAMES: I don’t know. I know I do this more often than most people.

TIM: Yep!

JAMES: For a 6-person family, we have very little stuff in our garage, compared to the average hoarders and stuff pilers.

TIM: You’ve got a pretty cool go-kart. You didn’t throw them out, did you?

JAMES: Didn’t throw them out because they’re being used. If we don’t use it for a year, we theorize perhaps we don’t need it. And if we do need one, perhaps we’ll just get another one. You know, like if an old tent never got packed away properly and it’s got a couple of rips in it, it gets put in the trailer.

TIM: Yep!

JAMES: Just old things. Anything old. I went through so much stuff and just threw it out. You’ve got to let go of stuff to be able to receive new stuff.

TIM: Create space.


TIM: Well, it’s really interesting and I can’t talk. I can’t talk on this, but I do observe. And it is just so interesting to—we often think in the physical when we’re talking about this stuff. I mean, you talk about a garage full of physical items. But we’ve spoken previously, you know, and you know that the weight of emails, the weight of the intangible—

JAMES: It’s all mental. I read a really good book called Mental Chemistry on the Master Key System. And it said that your outside world is a reflection of your inner world. If you’re hoarding stuff in the garage, if you’re overweight, if your inbox is full, it’s a mental thing. It’s not a physical thing.

TIM: I’ll add another one to that. A very messy desktop.

JAMES: Well you know my desktop is scalpel-clean.

TIM: Crystal clean but—

JAMES: I’ve lost 4 kg. I’ve emptied my garage. I have purged my hard drives. I’ve ordered a new computer, so I will actually remove and delete everything off my old one when I strip it down and give it to a fortunate child. And you’ve just got to continually push reset and purge and get it fresh. And see, what I’ve done with my data analysis is I’ve been able to make decisions on which business units to row and which business units to delete. So I’ll get rid of them. I’ll sell them. So started the process of selling some of my website properties. I’ve got interested buyers for two of them and I have a broker currently organizing some sale documents for a couple of them. I mean, I’ll let go of those because that allows me the mental space to now charge up on some new ones or to grow the ones that I want to keep.

TIM: So is the criteria simple that hasn’t been used? Well, some of those properties that you’ve got for sale, I mean, those haven’t been used in the last year, they’re hardly profitable. So what’s your criteria for deciding to get rid of something that profitable or you know?

JAMES: Okay, this is really…we’re going to get comments on this in the next comment because I think it’s profound.

TIM: Okay, here we go. Drum roll, please.

JAMES: Ready for this?

TIM: Yeah. Yeah. Get close to the microphone.

JAMES: It’s simply this: I’ve become aware of a better situation. Okay? This is like the grass is greener, almost. When I was in my job earning $300,000 a year, I became aware of a guy making a hundred thousand dollars a month. And that pushed my mental boundaries. And then I became aware of a guy making up to a hundred thousand dollars a day. From that point on, I felt dissatisfied with my own job. I felt that I was underperforming and ripping myself off. So when I data analyzed my businesses, I find some business divisions—even today I would’ve made 6-figures in profit from some of them and it was relatively easy. And the other ones I’ll make 5-figures from them and are a little more difficult. So it’s natural to think, well, why don’t I get rid of the ones that are less profitable and harder to work, and do more of the ones that are highly profitable and easier work? So it’s process optimization. It’s becoming aware of a better way. And once you become aware of a better way, you should let go of the old way.

TIM: Fair enough. And do you feel as though you have to replace them? Why can’t you just get rid of them and create a bit more freedom for yourself?

JAMES: Well I think it just comes down to passion. Wanting to do pretty much everything I’d doing now is voluntary. So I’m just that kind of guy. You know, my grandfather was sitting out the back of his house and his home office as a timber broker until the day he died. He just really enjoyed it. He got to chat to people and he was keeping his mind active. I like this stuff; I actually really enjoy it. It’s like a huge jigsaw puzzle that I want to solve. I can’t explain it. And I do like money. I like making money. I like solving problems. I like supporting a hundred people all around the world. The people that I pay wages to, support families. I like having…I mean, I support a small village in Manila because they’re the most wonderful people. And I like being able to do that, so I’d rather do that than just sit around and do nothing.

TIM: So now James, I saw an email you sent out, based obviously as a result of all these decision making or the Triple D’s that you’re talking about. You sent it out this morning and it talked about the fact that you were offloading—I can’t remember the exact terminology—some of the things you were doing and weren’t going away. There was a bit of reassurance at the end which talked about the fact that you were going to focus on some more information-based product businesses. Is that right?

JAMES: Definitely! I think you’re talking about my affiliate email?

TIM: Yeah, your affiliate email. So you’re getting rid of some businesses that create—what would you say?—create product if you like and spending more time on creating products for others and just spending more time on what creating educational products.

JAMES: Well, I think you might be joining two separate lines. But the bottom line is for the affiliate program, I’m finding that there’s several reasons, probably some are too complex for the context of this call. But information products generally are easier for affiliates to sell and have good margins for them and for me versus service businesses. Service businesses have low margins because you actually have a high cost of wages and that could really lower the margin. So your information product, your only cost is developing it, which is time in most cases, and then it is your cost of affiliates, and after that it’s all profit. So they’re very profitable and that’s why I strongly suggest that people look at information as a business model, whether that’s videos, audios, even consulting and coaching and master classes, they’re all great education products with very low costs—

TIM: Just going back to looking at—when did we cover that? Episode 5 of Freedom Ocean. Product Creation. Get into that one. And leading to Episode 6, which is all about local business marketing, so—

JAMES: Yeah, and if you want to get into service provision, that’s when you have, you know, much higher labor costs and lower margins.

TIM: Yep!

JAMES: Now if someone buys servers, you’ve got to provide the servers and generally, unless you’re an artist or something, you’re not the person providing the service. You have a team doing that. I hope you do if you’re leveraging yourself and you’ll be able to take a margin. And then that’s a volume game. And again, if I’m not absolutely 100 percent passionate about something, then I’d rather work at something that I am 100 percent passionate about it. Now, we’re in a sphere here. Let’s say I’ve got over 2,000 domains. I could literally dive into any market on the internet and explore areas of that market. I could go and start a forum in the fitness market or I could go and start a mountain bike community or something. You know, whatever I’m absolutely passionate about, where I feel that I’m good enough to be able to stand out from my competition. So these factors come into play. In other words, you have a choice.

TIM: So this information—tell me if I’m going on the wrong track here—but the information kind of sphere that you want to get back into is in around internet marketing or it could be around a particular category or industry?

JAMES: Well I’m already in it. And I’m in many different market segments. What we’re doing behind the scenes with my private team is building out categories. We’re literally grouping them into categories. And we have many websites in each category and we want to add information product layers to those as well.

TIM: Beauty! And you’re making some—

JAMES: Big project!

TIM: Big project. Clearly something has been happening in the background for a while though, not something you just wake up one morning and go I think I’ll apply the Triple D system.

JAMES: I’ve always been analyzing data. I mean, I’ve got spreadsheets dating back 10 years. I used to open up Excel and do my home finances on it, you know. I’d put down my assets, my liabilities, my cash flow, and work out my net worth. And I’ve been tracking that for a decade. But with the businesses, I really urge business owners to pay more attention to the numbers. Crack open their Excel and start putting in the line items, you know?

TIM: I reckon a lot of us are too scared to.

JAMES: You have to do it. You’ve got to know, like, which products are selling. So in some of mine, I actually chopped some products, some of my services. I’ve chopped a couple of products because in some cases, from a strategy point of view, one product cannibalizes another so you’re better to turn it off. If they do cannibalize but you want to keep it, then you want to put a comparison chart, so that’s one of the action items we’re doing. We’re putting in a comparison chart to help customers understand why the higher value solution is going to solve their problem better. And then there’s the other things you’ll learn doing this like actual growth, you know?

A couple of my businesses have grown a hundred percent on top of what they did last year. So that’s like a 200 percent growth. And then you’ll also get to see changes in costs, switching from PayPal to credit card, switching from one currency to another, implementing an new initiative, you can see it spike. And what you’re doing is you’re actually learning from your past experience and then incorporating what you learn back into your future. So that’s all we’re doing. We’re just saying, right, what do we know now, and knowing everything we know now, what should we do from today onwards? And for me, it’s like, oh gosh! This business is a complete waste of my time! For someone else, they might be very happy. I’m sure that majority of the people listening will be more than happy to make a hundred thousand dollars profit in a year from a business. For me, that is an under-performing business based on what I’m aware of in my other areas of my business.

TIM: Yeah, well it’s all relative to what you’re doing elsewhere, isn’t it?

JAMES: It’s relative to what you’re aware of and what you think is the benchmark. So once you know a better way then it’s time to move towards the better way. And if you are scared or you fear knowing, then just tackle it, take it on and we’re far better off for it. Do a little bit of now sacrifice to have a little bit better down the track performance.

TIM: Well mate, I’m sure there’s a lot of people out there going nodding their head about that, because it just sums up all of the feedback that we get when we talk about this stuff. And when you sort of go deep into what you were doing with your business. So good luck with it. Where does that leave Freedom Ocean? That’s the big question everyone yelling down the speaker. (laughs)

JAMES: (laughs) Freedom Ocean’s fine! Because Freedom Ocean ticks a few boxes. One, it’s a passion area of mine and largely because of you Tim, I’ve been introduced to I guess a more professional level of podcasting, you know. Doing double-headed recording and building up an audience. It’s really fun. It’s great to see we’ve build up a thousand subscribers from nothing. And we get enough feedback. In fact, we got another email this week, didn’t we? From someone pretty much saying we’ve changed their life and all the rest of it.

TIM: I’ve got to say it’s amazing, some of that.

JAMES: Number one Google rankings and people have had whole life turned around, etc. So that’s good! That makes me feel good.

TIM: Yep! We get some incredible emails from—I just want to say, some of the emails we get, hearing people comment that we changed their lives. It is quite incredible! And, you know, that’s something that you should be taking a lot of claim for because, you know, I’m just a guy with the questions. But it is! Some of this stuff is life changing if you apply it and I keep coming back to that and the Triple D system and other things you’ve shared about saying no. What do you say no to besides of course what you say yes to?

JAMES: For most people, we have 100 percent capacity and to get more capacity, we ought to have to innovate, come up with better ways, or we just redistribute what we’re spending our attention on. Now if you do both, then of course you’re going to get seriously ahead of other people. So you want to be doing the right things, as Peter Draco would say. So why else would Freedom Ocean stay? It’s a really good way for people to get to know me and we do make sales from Freedom Ocean. People are coming to my live event. They are buying DVD’s. They are looking at products and services that are offered so from a marketing tool perspective. The podcast is very effective and with the way that people have Apple devices and access to iTunes and, you know, firing up AppleTV the other day, oh my God! I mean, my daughter had a kid’s party on the weekend and all her friends came around and they said, “Jordie, do you have any movies?” She goes, “Yeah, check this out!” She had the whole every possible thing available for like $3.99 or $.99. They’re all like, “What is this thing?”

TIM: What James is talking about, listeners, is if you saw our Facebook comment over the weekend, James took a photo of his new AppleTV and, you know, just comes back to the fact that the way people are consuming information is changing and—

JAMES: This is going to be in every household. I can tell you that there’s no way video shops and DVD rentals will survive this.

TIM: There’s really no way.

JAMES: When I got this—I mean, I couldn’t believe it and everyone I’ve shown—my wife, my kids—they’ve all adapted to this thing. Now we’re watching the brand-new videos that normally wouldn’t even be in the store just about. And you know, just hit go and it plays and there’s no rewind, there’s no taking it back to the shop, there’s no late fees.

TIM: You are very lazy at rewinding those DVD’s you used to hire, weren’t you? (laughs)

JAMES: I used to tell the kids to rewind. They look at me funny, but—

TIM: Yeah, that’s a dead joke, that one, rewinding the DVD.

JAMES: I’m sure like most families, the DVD’s never made it back to the shop the very next day. Not every time. And the DVD could end up costing you like $14 or $15.

TIM: Yeah, well I’ve actually paid for an entire…there’s a village in Manila, just through late return fees at our local video shop.

JAMES: So there’s a business that’s dead. That not a business I’d be starting.

TIM: What’s interesting—just going back to the whole relevancy of Freedom Ocean, well actually podcasting and vodcasting—is that this type of information, this channel of communication is finding its way into the lounge room. And that’s pretty significant.

JAMES: We’re no longer relying on the big name TV shows, the free TV shows. We’re now able to watch YouTube videos in our lounge room as if it’s TV. And it doesn’t even have the dicky logo around it. It’s like the full proper screen hi def. It’s amazing! Yeah. And so the bottom line is we can create useful content and get distribution ourselves. We no longer have to pay for it. We don’t have to go and do the old create something and bash people over the head with it. People find it if it’s good content.

TIM: Yep! Yeah, yeah, yeah! And yeah, with the way it’s going, and if that means us sitting in front of the video camera, listeners, not sure about that yet. It’s often the way. Great audio programs could often fall flat on the face with the camera turns on, James.

JAMES: I’ve seen someone attempt that and it was terrible!

TIM: I say it all the time! I even watch, you know, guys like Hamish and Andy who, you know, for either oversea’s listeners is probably the most popular radio show that’s Australia’s seen for a very long time. And they’re now found their way onto national television, and you know, that’s a separate discussion but—

JAMES: No, I don’t think that show’s any good.

TIM: I don’t either. And I just think sometimes you could’ve played—well, not sometimes—you play to your strengths. I mean, for you and I and for the other podcast you do and I do, the audio medium, it’s a fantastic theater of the mind, you know? You’re sitting there in your pajama top, I’m sitting here in my pajama bottom and—

JAMES: Seriously, today I’ve got shoes on and that’s extraordinarily rare!

TIM: That is rare!

JAMES: Today I’ve got to go to a client meeting, which is also rare, right?

TIM: It looks like something is really—

JAMES: I’ve had this client for three and a half years and this is my third meeting with him ever.

TIM: Well, just make sure both shoes are the same, exactly the same, you know?

JAMES: Double checking now! (laughs)

TIM: And make sure the socks are the same color. I often never know whether to match the socks with the shoes or the socks with the pants, so I’ll leave that to you. But just make sure it’s all good.

JAMES: Well, you shouldn’t wear lederhosen, you know? (laughs)

TIM: (laughs) Why not?

JAMES: The other thing is with Freedom Ocean, I actually do get to learn stuff when we’re answering questions. It makes me think and assess about stuff.

TIM: Thought you were going to say that you learn stuff from me for a minute, but yeah—

JAMES: I do learn stuff from you, Tim. Not all of it is useful but a lot of it is great! (laughs) You taught me a lot about—I mean, you’re obviously the draw cut for this show because you’re funny and you’ve got that–

TIM: Right.

JAMES: Crazy, you know, you’ve got…you share the challenges of so many of the listeners.

TIM: I feel their pain. I’m the conduit for pain, James. And that’s my job on Freedom Ocean.

JAMES: You put yourself out there for it.

TIM: Well, I’m trying to. I haven’t quite and completely exposed myself, but slowly, slowly. Once I know that there’s no one listening, I’ll come completely clean. (laughs)

JAMES: (laughs) Have to release the secret recordings one day, but they’ll be a paid module for sure!

TIM: They would be! Absolutely!

JAMES: Too much pain! And the thing is, you know, I get to…we’re not actually talking about what I’m up to my business. It really just keeps helping me and I think the best way to learn stuff is to try and teach somebody else. So if you think you know what you’re doing with this online stuff, try and teach somebody else because that would fill in any gaps very quickly.

TIM: Pay it forward. I reckon we leave it there, mate! We’re on the 30-minute mark. You have to go and just double check your shoes and socks and we’re going to talk about outsourcing and we will get there another time. Well get there. We’ll talk about your Manila trip. We’ve got many shows ahead of us. So we won’t rush it now. We’ll leave it until next time. And we’ve got a lot of listeners questions backing up, too. So I can feel a couple of listeners loving—

JAMES: Hey, Timbo! Did you use your new microphone today?

TIM: James, I did! And I have no idea. I’ve continued to look at the time bar as we’re recording and it looks as though it’s picking up my voice and I’m really hoping that I sound as sweet as whatever is really sweet. As sweet as a cherry pie.

JAMES: (laughs) We’re doing it for the listeners. You’ve gone and done this for business and—

TIM: I did! And what an irony! What an irony that I’ve been podcasting with Small Business, Big Marketing, started 3 years ago, and have finally, finally got myself a decent microphone. I’m sitting in front of—if listeners are interested—a Blue Yeti, which is a big piece of microphone! But I’m hoping—

JAMES: It’s interesting. And I’ve been using a roadie podcaster.

TIM: Yes!

JAMES: But I will say this: you know when I was listening to stuff about 5 years ago. Someone said they went up to their room and they recorded an information product on a cassette and they started selling it from their bedroom, you know, to start their business. And I thought there’s no way I’ll ever be recording stuff. I’m too shy for that. And I will say that now, with podcast, with videos, with the way the way it is, it’s probably the easiest way to create and distribute content is get yourself some basic equipment and start producing, even if it’s crap. Just get used to the whole concept of it and get over that fear because I think that gives you a huge advantage of everyone else in your marketplace.

TIM: Absolutely! The tools are there. The tools are cheap. You and I, we have, in the early, early stages of conceiving an information product around using podcasting to create products and to train, so it’s not something that’s going to go away very quickly, this whole industry. This is going to get bigger and bigger as the software becomes cheaper and more accessible and easy to use.

JAMES: Yeah.

TIM: You know? So good stuff mate. James, I’m going to leave the call to action. Something that the listeners should do. Visit our sites, do something. Do something!

JAMES: Do a comment or something.

TIM: Yeah.

JAMES: Just send us a crazed email like [bleep] lunatic this week. Hope he hasn’t listened to half the episodes.

TIM: Oh, we do! We do! Whatever. I can’t think of his name today!

JAMES: I can’t either. And I certainly won’t remember but he was complaining about something we already addressed and, you know, so we do have a range of listeners. I want to thank all of you, the smart ones, and also the special needs ones. Thank you very much. You make our life enriched.

TIM: Is that a eulogy? (laughs)

JAMES: I don’t know what it is! I just had to acknowledge—

TIM: Are you Googling or remembering that great film Zoolander or—

JAMES: I have to laugh or cry (laughs)

TIM: Correct! Correct! Alright, mate! Love your work. Lovely to wrap up Episode 23 of Freedomocean.com. Go visit us listeners and it would be worth your while to leave us your first name and your email address because then you would be the first to know when a show comes up and you will get a transcript of it.

JAMES: And bonuses! We recently sent out an entire hour-plus recording of a closed-door super affiliate master class lesson that was on sale for a large amount of money.

TIM: Yeah, that was pretty cool.

JAMES: I mean, that’s the only place we sent it, as a freebie. So thank you very much. There’s more stuff coming.

TIM: Yeah, and did you love that email we got recently of someone saying they just made their first few dollars in an affiliate program? I thought that was just fantastic!

JAMES: I like them the most. If we can help somebody’s fast track speed up, then that’s why we do this. That’s awesome!

TIM: Alright, buddy! Safe trip into the city. Go and get changed!

JAMES: (laughs) See you!

TIM: See you, mate! Bye!


  1. Hey Tim and James,

    Thanks for the shout out in this episode. The thing we have to be mindful of is doing research, forum surfing on sites like Warrior Forum and reading email offers from all of the ‘gurus’ you get in your inbox…..especially when it is just mindless knowledge sponging without a plan of action.

    We need to be more like Nike and ‘Just Do It!’.

    I need to tuck in and learn by my mistakes instead of trying to create or emulate the ‘ever perfect system’. It is better to learn by doing that by standing at the back of the class and peeking over everybody’t shoulder. Even though we all have different learning styles, you can’t put new Peppa Pig shoes on your daughter by just reading….

    It’s ok to plan your actions as long as you action your plans.

    Another great episode guys….any chance on doing this every three days?



  2. Great episode guys and loved the triple D’s…

    I always feel good decluttering and throwing stuff out that we haven’t used in the last 12 months. I need to get harsher with the stuff on my hard drive though.

    James briefly mentioned gecko board and I would love to hear more about that (or his dashboard). Presently I use a Google docs spreadsheet to update my traffic and conversion stats daily and would love something that was more automated.

    Ian McConnell

  3. Great show James – your instinct to purge means you are clearing space for even bigger and better things, the universe can’t bring us more until we create space to hold it. I did something similar recently and it is paying off in spades.

    Very inspiring guys, absolutely love your podcast as do so many others.

    Tim, all the best in making a decision about your operation, sure you will be able to find some people who trod that path ahead of you.

    Looking forward to the next podcasts and particularly looking forward to the oft-promised webinar one as I am very interested in that model and not sure which supplier to use.

    Cheers, Cate

  4. Kaizen = the process of continual improvement. Love it.

    “You’ve got to let go of stuff to be able to receive new stuff”.
    “Awesome” is often over-used. But the work of Charles F. Haanel truly is an awesome resource.

    Thanks again Tim & James.

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