Is Your Business Irreplaceable? AI Can Find That Out

Be honest… when's the last time you asked yourself if your business would actually be missed?

Here's the uncomfortable truth most entrepreneurs never face: if AI can do "good enough" on demand, then good enough isn't good enough anymore… and the businesses that survive are the ones nobody can imagine living without. 

Joe Downs and Peter Swain break down the "mustard versus sandwich shop" framework, originally inspired by Bob Mesta's Jobs to Be Done Theory and applied to the AI era …and show you how to use AI tools like ChatGPT and Claude to find your irreplaceable edge. 

Then they go deeper: once you know your mustard, how do you actually commit to it when everyone around you thinks you've lost your mind? 

If you're a professional who suspects you've been saying yes to too many things for too long, this one's for you.

Listen For

3:57 What is the "mustard business" concept and why does it matter more right now than ever before?

7:52 How can you use AI to interview yourself and uncover the one thing your business does that no one can replace?

17:32 Why should you use Manus before ChatGPT or Claude when doing serious business strategy research?

39:53 How do you use AI to evaluate a scary business decision without letting fear make the call for you?

47:30 What is a premortem, how does AI supercharge it, and why does it remove the fear of going all in?

Links Mentioned

Peter's Free AI Business Audit | Claude | Manus 

Peter's Free AI Business Audit 

Email the “Idiots” Joe and Peter

idiots@successfulidiots.com 

Joe Downs

Website | LinkedIn | YouTube | Email Joe:joe@belroseam.com 

Peter Swain

Website | Email | LinkedIn | X

Transcript

Joe Downs (00:00:00):

It doesn't make the leap for you, but it does mean you're not jumping blind. And that's what I love about it. There's a concept in business strategy called the mustard problem. Yeah, you heard that right. The mustard problem. And it goes like this. A sandwich business tries to do everything, a little bit of this, a little bit of that. It's fine. It gets by. But when good enough execution becomes cheap and abundant, which AI is making happen right now, the sandwich shop eventually loses whatever luster it thought it had. First slowly, then all at once. And the worst part, nobody's going to miss it. A mustard business does one specific important thing, and it does it so well that people can't imagine getting it anywhere else. It's not the whole meal, but it's the thing the whole meal falls apart without. Here's the uncomfortable question.

(00:01:03):

Do you know which one you are right now? And if you're honest about the answer, do you have the guts to actually commit to it? I'm Joe Downs. With me is Peter Swain. We're just a couple of successful idiots using AI to simplify our lives and optimize our businesses. And if you want a piece of this, lean hard into today's episode. Okay, Peter.

Peter Swain (00:01:27):

Here we go.

Joe Downs (00:01:29):

I'm still struggling with this one. True or false? The British are the world's greatest mustard business when it comes to queuing. Oh. Nobody does it better. Nobody's even close. And the product is standing still.

Peter Swain (00:01:51):

And getting into, we are the category king by a long way. By a long way, there is no one that queues as well as we do. We're insanely good at it. I can't argue.

Joe Downs (00:02:03):

I couldn't resist that one because you were actually mentioning that a few weeks ago. And before we get into today's episode, I have an honest question here. Do the Brits do mustard?

Peter Swain (00:02:16):

No.

Joe Downs (00:02:17):

Is this a stupid ... Because the commercial ... When I was a kid, we did the gray poupon commercials and they would lead you to believe that it was this British, this royal thing. The guy pulls up in his Rolls Royce and Grey Poupon, that type of thing. You probably didn't see those commercials.

Peter Swain (00:02:36):

We do, but here's a horrible confession. I should never say this. I'm going to say, I'm going to get canceled over this. I actually really like American mustard, which over here is like a cardinal sin. Because your mustard is like vinegar.

Joe Downs (00:02:52):

You have a preference? Okay. So you do have mustard.

Peter Swain (00:02:56):

Yeah. Well, because obviously we're quite close to France. You can drive from where I live to France quicker than you can drive across Texas.

Joe Downs (00:03:06):

That makes sense. Grey Poupon's probably more French. Yeah. I don't know why I was thinking British. Probably French. Yeah. Poupon. I was right there in the name. Yeah. All right. Curious. I was just curious as I was preparing this. All right. Peter, today we're going to find out what makes you irreplaceable in the age of AI. And then- Love it. We're going to talk about what it actually takes to go all in on that thing, even when it looks like the wrong move to everyone else and even maybe yourself. So here's the setup. Here's how I came up with this today. So Caitlin Burgoyne, and I said that correctly because it's spelled exactly like the last name of the original Philly Fanatic-

Peter Swain (00:03:49):

Congratulations.

Joe Downs (00:03:50):

... who was the St. Joe's Prep grad where I went. Caitlin Burgoyne.

Peter Swain (00:03:54):

Yeah. One in 10 is a great success rate, Joe.

Joe Downs (00:03:57):

Caitlin Burgoyne calls herself a customer whisperer. And I don't use that term lightly because she's one of the sharpest observers of how businesses actually work that I've come across. I follow her on LinkedIn and she's always put out some great stuff. And this week, she posted something that I think is going to land differently for every person listening, depending on where you are in your business. Peter, she introduced this concept of the mustard business versus the sandwich business. And I should say she credits this idea to Bob Moesta, who's the co-creator of Jobs to Be Done Theory, so much respect to Bob for being the inspiration, but Caitlin applied it to the AI era in a way that hits differently. So thank you, Caitlin and Bob. A mustard business does one specific important thing really well, and it's hard to imagine life without it. That's the point, right?

(00:04:47):

A sandwich business tries to do everything. And her point is that AI is about to destroy the sloppy sandwich shops because when good enough, execution is cheap and abundant, which again, as I said in the opener, AI is making true right now, the only way to win is to be the one thing people genuinely can't replace. So here's the honest question that we all have to ask ourselves and I want you to help people with is, are you a mustard business or are you a sandwich shop? And if you're a sandwich shop, and I suspect a lot of us are, how do you use AI to figure out what your mustard actually is, Peter? Because even if you are a sandwich shop today, you started with a mustard and you just eventually grew to meet the needs of customers or to do more business or grow, whatever.

(00:05:34):

But a lot of us have lost our way. So how do we get back to our core mustard, that American mustard that you love so much?

Peter Swain (00:05:44):

I do love it. And ironically, it's called Frenches, which just made it even worse.

Joe Downs (00:05:48):

As a Brit,

Peter Swain (00:05:49):

I'm using an American brand

Joe Downs (00:05:50):

That's called a French bread. You're a Frenches guy.

Peter Swain (00:05:52):

Okay. Yeah.

Joe Downs (00:05:52):

French is a good mustard.

Peter Swain (00:05:54):

So let's do the non-AI bit first, and then let's back into how AI can help the process. So I ask myself and my team all the time, what is it that we do? What is it that we have to do to do what we want to do?

Joe Downs (00:06:08):

What is it we have to do to do what we want to do?

Peter Swain (00:06:12):

To do what we want to do.

Joe Downs (00:06:13):

Okay.

Peter Swain (00:06:14):

And let's separate those into two buckets because then what we can do is give the stuff we have to do as minimal energy as possible and as minimal resource as possible so that we can give as much as possible to what we want to do. So let's take my business. We realized a long time ago that we have to, that our reason to be, this is the other way that we call it, what is our reason to be? Why do we get to exist in this world is that we have to give people permission to fail. It's actually our most important job that we do, as ironic as it sounds, is to give them permission to fail. Because if anyone that's listening to the podcast, anyone in my community, anyone that we talk to, if they pick up AI and they just try, they are going to get results.

(00:07:01):

You know this. It's inevitable because it's wicked smart and it will work out what you meant and it'll find a way to help you get it done. But so many people have so many preconceptions and so many stories in their head that they don't even pick it up and try and work it out, which is why I was so pleased and honored to do this with you because that's the mission that we kind of speak into and speak into consistently. So what we want to do as a business is provide safe spaces where people have permission to fail. What we have to do to do that is have Zoom calls and have logins and have courses and yada yada, yada, yada, yada. So they get as little of our energy as possible, whereas providing that safe space to fail gets as much of our energy as possible.

(00:07:52):

And that helps as a barometer. Now backing that into AI, AI is incredibly good at interviewing you and you can literally just prompt you of like, "Hey, I want to reference Caitlin, this is the concept, mustard versus sandwich. It'll go, got it, I understand." And then I would say, "Ask me 20 questions, help me go through this myself." Now, I would offer people another little piece of advice inside this. If you think you've got it and you don't think you've been punched in the gut, you don't

Joe Downs (00:08:27):

Have it. What do you mean, Matt?

Peter Swain (00:08:31):

So you can come up with surface level intellectually correct answers and they'll be like, "Yeah, that sounds good." But when you know you've got it is when you're like, "Oh, that, I feel that. " That sits with me. When I said the sentence to the team just off the cuff of our actual job is to give people permission to fail, it was like, oh, I actually, that's chills down my back of that, that's correct, that's right, that feels right. This isn't an intellectual exercise as much as it's an emotional exercise. Now, if I can just add one more thing on, which is kind of weird.

(00:09:15):

The reason you go from being a mustard shop to being a sandwich shop, historically, my opinion, is because you don't have enough business as the mustard shop. So you reach the point where I need to hire somebody else or I need to do this. So now I'm going to add cookies or now I'm going to add coffee or because I need to increase my average cart value or my average transaction value so I can ... You might not be thinking that entrepreneurially, but that's what's happening. So you start adding stuff in order to do it. One of the things that I think is going to happen with AI is people will be running near 90% margin businesses where excluding physical costs, where you're on a near 100% profit based business, which means you don't need to reach as many people. You don't need to have as many customers because historically to create a million dollar business, like a million dollar profit business, if you're on a 30% margin, that would be a very respectable number, you'd have to create a $3 million revenue business and a $3 million revenue business comes with $3 million revenue business problems.

(00:10:27):

Whereas if you want to earn a million dollars and you're on a 90% margin, you only got to do 1.2- ish, give or take, which is a whole different set of problems, much easier problems to solve. So I think we're going to have a much higher margin going

Joe Downs (00:10:43):

Forwards. I didn't see this going this way, but let's run with it. That's really interesting. And it kind of plays into the concept or the theory that some people are subscribing to, I know you are and I am as well, is that there's going to create a whole lot of solopreneurs and that point I think nails it because it comes down to quality of life and greed, I guess, but let's just say you're happy as can be making a million dollars a year. And to your point, then you only need to do 1.2 million in revenue, not four million in revenue, for instance, where a lot of businesses have a 20, 25, 30% profit margin, you're talking about 90, 80, 90. So therefore- Which sounds

Peter Swain (00:11:33):

Ridiculous.

Joe Downs (00:11:35):

Right. Therefore, self-storage is around 60, 65. But that means if my business goes that route, whatever I am, I'm making something up here, my business goes that route, I now need a quarter of the customers that I used to need, which means three quarters of my old customer base is now out there and the public ready for someone else to market to acquire as a client. That's actually really interesting. So in a way, it's opening up the marketplace, but can't be a zero-sum game. I don't know if we want to go down this route, but this is just really fascinating. I mean, that's all the more reason to lean into AI right now.

Peter Swain (00:12:34):

Yeah. The reason to go down

Joe Downs (00:12:35):

This rabbit hole

Peter Swain (00:12:38):

A bit is, what's the phrase of like, if you find, if you do what you love, you'll never work a day in your life, or whatever that

Joe Downs (00:12:46):

Phrase

Peter Swain (00:12:46):

Is.

Joe Downs (00:12:46):

Yeah. And that's what I was just saying. There's even more reason, and I'll let you go back to it, to actually hone in on your mustard.

Peter Swain (00:12:54):

A hundred percent. We just had this situation a couple of weeks ago. We had somebody in our mastermind, a young lady, she's in her 20s, and we're having a conversation with her, and she came, and I had a call with her, and she called me to say, "I'm pregnant." I'm like, "Wow, congratulations. Why are we having this conversation?" It was a bit weird. Said, I'm keeping the baby. I'm like-

Joe Downs (00:13:21):

Congratulations.

Peter Swain (00:13:22):

I know I didn't do this, but I am getting a bit worried here. And her point was that she's decided to keep the child because of what she's learned from us in AI. And I was like, "This could be one of the coolest phone calls I've had in three years." The idea that she didn't have to choose between her life and her business is an insane thing for me to have been part of bringing into the world, but that's what I love. I love the idea of somebody being able to look at their whole life and go, "This is what I want. I want to be able to travel. I want to be able to take my kids to see the Grand Canyon. I want to take time off on spring break and go and see Yosemite." Whatever it might be, I just want to sit and do Legos and be able to earn the money that they need to support the life that they want.

(00:14:21):

Because if AI can say, "Yeah, I can do the sales for you, and another AI platform can do the marketing for you, and another one can do the legal, another one can do the finance." You get back to this point where it's almost like the Medici's and the Florence era where Michelangelo is just paid to create art by benefactors. And I think that sounds like a bit of a better world than the world we live in because right now, the best marketeer wins.

Joe Downs (00:14:57):

Yeah. I

Peter Swain (00:14:57):

Think you've heard me talk about this before. Budweiser has not once appeared in the top 50 beers in the world, and yet Budweiser is one of the most valuable beer companies in the world. I would rather the craft beer win than Budweiser. And I think everybody would. I think everybody would rather the best product win. I'd rather my kids grow up in a world where North Face isn't the de facto standard because North Face happened to be really good at marketing. I would rather it be Patagonia or whoever it is that's actually created the better product. And people are like, "Well, how does that work?" I'm like, "Well, when my AI agent is out there searching for my thing, so I say I need a new coat because I'm going to go and climb this hill because my walking up a hill does look a bit like climbing, unfortunately." And it goes, "Got it.

(00:15:51):

" And it goes and finds this one brand from this guy in Baltimore that produces 10 a year and they cost a ton of money because that's all he does and he is like the best at that. That's the jacket I want to buy. What do I do at the moment? I go to the mall and I buy a North Face.

Joe Downs (00:16:14):

Yeah.

Peter Swain (00:16:14):

That's what I think can change. And that sounds like a pretty cool future, not just for us as a species, but also for us as individuals.

Joe Downs (00:16:23):

Yeah. So I think this

Peter Swain (00:16:26):

Exercise is so important.

Joe Downs (00:16:29):

Yeah. No, totally. Well, speaking of the exercise, so give our listener a prompt. I'm a sandwich shop. What's my prompt? How do I get back to my core mustard? And what's the second order of business from there?

Peter Swain (00:16:45):

Yeah. So I would, first of all, I would point it at the original research.

Joe Downs (00:16:49):

Let me cut you off. Does it matter, we got different users of different tools. So ChatGPT, Claude, Manus, Grime,

Peter Swain (00:16:58):

Whenever we're doing something important, I'd always rather go to Manus first to get a knowledge of corpus versus just three lines of response. But it would work either way, but let's do it in Manus. Hey, I need you to get me a comprehensive report and an understanding of the mustard versus the sandwich shop theory according to X and Y. Find parallel theories, find supporting evidence, write-ups, et cetera, and give me a 10-page document that explains this concept thoroughly and how it's important, how it applies. Wait three minutes, grab a coffee, come back, we've got the thing.

Joe Downs (00:17:32):

Oh, well, I just want to make sure I understand. So I'm doing research on my business first through Manus.

Peter Swain (00:17:40):

No, you're researching the theory, the framework.

Joe Downs (00:17:43):

Oh, the theory, the framework. Okay. And this is a good, better, best, Manus being best, but ChatGPT would be good.

Peter Swain (00:17:50):

ChatGPT or Claude would both give you a passable thing to work with.

Joe Downs (00:17:55):

Okay. But Manus would be best for this part.

Peter Swain (00:17:57):

Yeah. If we're looking at the end result of this in like six months’ time being, we might start canceling revenue streams and we might start losing money as we hone in on our core to build up our core, I'd rather you get it right. So I'd rather you spend $10 on Manus. Let's just get a

Joe Downs (00:18:11):

Couple dollars in Manus and get it right. Got it.

Peter Swain (00:18:14):

Yeah.

Joe Downs (00:18:14):

Okay.

Peter Swain (00:18:16):

This is an interesting aside, by the way. I said this to someone the other day. If you can't justify the cost of like Claude Max at $200, for example, it's not a problem with the cost of Claude, it's a problem with your business model.

Joe Downs (00:18:29):

I agree.

Peter Swain (00:18:30):

If you can't get ROI out of AI, I promise you it's just you're using it wrong, not that it has a problem.

Joe Downs (00:18:37):

Yeah. I don't even know how to calculate the ROI. It's well over a hundred X could be approaching a thousand.

Peter Swain (00:18:44):

I would agree. Again, I don't know how you would do it because ... Anyway, so we've got this, what is this framework thing? Then I would go to something like ... I would go to Claude, Claude ChatGPT, something like that, and I go, "Okay, I want to work out what my secret sauce is, what my special thing is, what is it? Why do I exist? What is my reason to be? " Whatever words people come up with, please reference the attached. Now, you've heard me say this, Joe, but I don't like giving people prompts. I like giving people prompt patterns, so I don't ever really want to give someone copy and paste this. And there's a really important reason for it, and it's that AI mirrors your communication patterns and your communication styles. So if you copy and paste somebody else's prompt, the conversation will align with how that person wanted to have a conversation.

(00:19:45):

Almost every eighth word of my prompting is a curse word because I want it to curse back at me because rightly or wrongly-

Joe Downs (00:19:56):

What's the ROI on that?

Peter Swain (00:19:57):

Infinite.

Joe Downs (00:19:58):

Okay.

Peter Swain (00:19:59):

Because it's what leads you to carry on using it. If it feels like a natural conversation ... Let me give you an example. Everyone has been to visit their grandma when they're old, right?

Joe Downs (00:20:13):

Yeah, sure.

Peter Swain (00:20:15):

Those are very rarely natural conversations. Most people say, "How long until I can leave? How long should I be here for, five, 10 minutes?" It's not that you don't love your grandma, it's that she's from a different era, she's from a different culture, a different background. Depending on how young you are, you've been told how to speak to them. Don't say that, don't say this, do say that. So you just have to- You were just told

Joe Downs (00:20:44):

To go outside, so we didn't interact that much.

Peter Swain (00:20:49):

Exactly, right? So you're like, "Go say hi, do this, then come out. " You're like, "Okay, got it. " Whereas if you speak to your best butt at a bar, you can be there for 20 hours and time has just flown by because it's a very natural conversation. So what do you want your AI to have? A stunted conversation or a natural conversation?

Joe Downs (00:21:12):

Okay. I'm with you.

Peter Swain (00:21:14):

I'd put in the managed

Joe Downs (00:21:15):

Report- It makes it more real if it's cursing at you too. For

Peter Swain (00:21:18):

Me, it does. For other people,

Joe Downs (00:21:19):

It

Peter Swain (00:21:19):

Would be inappropriate.

Joe Downs (00:21:20):

For me it's- What do you want moron? Yeah. Yeah. It adds context. I agree. Okay.

Peter Swain (00:21:25):

Yeah. So I want to have that because if you're going to sit down and have a half hour, one hour conversation around this subject, I don't want it to feel like hard work. I want it to feel like fun. So it's going to then start asking you questions and it's going to dive deeper and it's going to dive deeper and it's going to start giving you feedback. Now, the next thing people need to know is that AI doesn't have an ego. You can't hurt its feelings because it doesn't have any. So if it gives

Joe Downs (00:21:55):

You a

Peter Swain (00:21:55):

Bad answer, you just tell it, "This is a bad answer. This is terrible." In the early days, we used to have a prompt pattern where you'd always put ... Imagine this was an eight out of 10 answer, now give you your 10 out of 10 answer. So you just go, "No, that's not right. Try

Joe Downs (00:22:09):

Again."

Peter Swain (00:22:11):

And that's why I said keep going until you feel it. Keep going until it lands because AI will give you intellectually the correct answer, but that doesn't mean it's the correct answer for you. And if we truly do live in abundance, the thing you do could just be so good at that one thing that people, as you said, will go out of their way to do it. Like as you said, I just spent a week in Boise. Boise is not easy to get to from the UK, but Russell Brunson, I'm honored to be part of his inner circle, is like, "Hey, you want to come and hang out with me for five days?" I'm in Boise because my family's in Boise, my kids are in Boise. And when I finish playing with y'all in the day, I want to go and kiss my kids at night.

(00:23:04):

Okay. Because he's the best in the world. So yeah.

Joe Downs (00:23:07):

He's the great Poupon. Yeah.

Peter Swain (00:23:09):

He is the Poupon. So I will travel to Boise.

Joe Downs (00:23:15):

All right. So Manus is our first stop for the context. Then we need a prompt pattern to interview ourselves, right? Yep. We need AI to help us help ourselves by teasing out of us what, at the end of the day, what our core mustard is from a business standpoint, but really the way you're talking, and I agree with you, it's really what's in your heart. And what's in your heart is probably why you started this business or you created whatever your mustard is in the first place.

Peter Swain (00:23:51):

Yeah. And then you add on all this other stuff to try and make it work.

Joe Downs (00:23:55):

And then what about from there? I'm thinking I would use Claude to ... Once I feel like I've extracted, and I would probably use Claude to interview me, right? Once I've extracted, that's perfect, then it stays all inside of Claude in a project, I guess. But once I've extracted what I feel is the mustard from me, the mustard seeds, if you will, I don't know how this is going to get corny.

Peter Swain (00:24:24):

Whenever you stretch

Joe Downs (00:24:24):

Analogy, the dad jokes are just going to start rolling here. Once I've got my core, then I'm guessing I want Claude to help me with a roadmap. Well- How do I shed the noise? Should I and how do I, or is it just I need to focus because the counterargument to this is, if you're so good at this at mustard, people are attracted to you and sometimes they want other things that you're maybe pretty good at. So why not offer it? And that's the counter argument here. And I think what sandwich shops offer it, but they lose the focus on the mustard, what brought people in.

Peter Swain (00:25:15):

Yeah. I don't think you should ... I think the people that made that counterargument are missing the point. It's not about not offering those things. It's about not losing focus on the thing that you do.

Joe Downs (00:25:27):

Yeah.

Peter Swain (00:25:28):

Starbucks makes a ton of money from cake and biscuits and cookies and

Joe Downs (00:25:34):

Sandwiches. The coffee's got to be good.

Peter Swain (00:25:35):

Coffee's got to be good. It's a coffee house. A friend of mine ages ago did this keynote and it was about how'd you win as an entrepreneur and Kevin Rose and his keynote was called Always Hold Australia. And his point was that if you play risk, everybody dashes for Australia, because that only has one in and one out. So it's quite easy to hold Australia. And once you hold Australia, you can go and try and conquer Africa and you can come up through there and go and try and go to America. And if you're not on the map near Australia, you try and hold South America, but you never try and hold North America, Europe, or Asia to begin with because it's a nightmare.

Joe Downs (00:26:22):

Risk is something I would like to play as an adult.

Peter Swain (00:26:25):

Yeah. It's gret.

Joe Downs (00:26:26):

I love it. I think I got it three or four times as a kid and maybe lasted five minutes with it.

Peter Swain (00:26:30):

Well, I think this analogy is not going to land very well then, but his point was do the thing you do and do the thing you do very well and never lose sight of doing the thing you do very well. And once you do that, you can then expand into other areas and start doing other things, but you should never, ever not be the greatest at the thing you do. Google was an example. Google builds hundreds, Gmail, Calendar, Google Workspace Admin, or Google Maps, hundreds of other businesses, but the majority of their R&D and investment goes into google.com. They understand that search underpins everything they do and they will not ever ... No, that's not true. They may lose it, but they're not going to lose it through lack of focus. Yeah.

Joe Downs (00:27:19):

Well, which is why I think they were late to the AI game.

Peter Swain (00:27:22):

I think they were late. I don't think they were late to the AI game. I think

Joe Downs (00:27:26):

That they- They birthed it all, but Gemini was one of the later ones that come out.

Peter Swain (00:27:29):

Exactly. But I think they deliberately held off until they knew that they could deliver quality. But it's the innovator's dilemma, right? OpenAI and Claude had nothing to lose because they didn't have a business. Google had a ton to lose, so they had to go a little bit. Anyway, so once we've gone, "Okay, we're going to do this. " What I would suggest is not the roadmap first. I would suggest the next exercise is, "Okay, let's plan a business that just does that. " Claude, help me generate a million dollar business around that.

Joe Downs (00:28:09):

My mustard.

Peter Swain (00:28:11):

And I would start completely from scratch, like zero employees, zero revenue, zero products, zero services. I want to make money from building Lego. I want to make a million dollar business building Legos. And I would start there, and once I'd got this business plan, this kind of alternate reality future state done, I would then go, "Okay, I'm here and I want to get here." This is classic start with the end in mind. How do I get from here to here? Because you need to actually know what this thing looks like. We don't want to start destroying our existing business to turn it into something else until we know what the something else looks like.

Joe Downs (00:29:02):

Yeah. Yeah. For the entrepreneur, this is one of those ... I loved reading this whole mustard business post because it made me think about my own business and the self-storage education business. And I think for a while we were living the sandwich version of this probably longer than I want to admit. We were trying to serve everyone who was just interested in buying self-storage, the people chasing five and $10 million portfolio deals and the institutional guys. And at the same time, we're also marketing to and catering to the husband and wife team and the brother-in-laws who are just trying to build something together or the two neighbors who had an idea around the fire pit, right? The solopreneur, the entrepreneur, the solopreneur, and they can only really afford to buy self-storage deals in the $400,000 to $2 million range. So you got the full spectrum here and who do you market to and how do you talk to them?

(00:30:06):

And we just weren't having as much success with that first group, the bigger, broader range group from a marketing standpoint, from a fulfilllment standpoint. But my goodness, to the husband and wife team, to the smaller group, that second group I mentioned, I don't mean smaller in that way. I mean, to the group that wanted to start smaller, we were so successful with them. And it took us a little while to figure it out, stop trying to be everything to everyone in self-storage education and just focus on the people that we could be the most effective with. And I think that what we came to realize recently, even before I read this, was that's our mustard. I didn't put a label on it, but now I will. That's our mustard. And that's what we're building at storagemoguls.ai, which obviously you're consulting with me on. We took the time to say, who are we most effective with?

(00:31:12):

Who's having the most success? It's not everything for everyone version anymore. It's the version built specifically for the husband and wife team or the solopreneur.

Peter Swain (00:31:20):

And then we go back to this, if you can create a million dollar business on a very, very high margin, you don't need to go and acquire bad customers. You can just acquire great customers. And

Joe Downs (00:31:35):

Not only that, I'm sorry to cut you off, but I'm passionate about this because I'm living it right now. The joy that my team has around helping that group classic-type avatar of people, there is joy. Put it that way. 100%.

Peter Swain (00:31:55):

There

Joe Downs (00:31:55):

Wasn't really joy with.

Peter Swain (00:31:58):

No, it's like I don't work with enterprise because I don't enjoy it. I don't like playing politics. I'm not particularly good at it. I do curse. Doing that in a boardroom doesn't really help you very much. I refuse to create in- depth proposals for the sake of creating in- depth proposals. I have disdain for enterprise. I have love for entrepreneurs. It speaks to me to help entrepreneurs, especially solopreneur millionaires. That's what I want to do because I will wake up early, go to bed late, cancel stuff because that isn't work for me. That's a calling. And I wish that for everybody that they could find their calling. Russell Brunson has a great test for this, by the way, Joe, which is, if you had the opportunity to have dinner with a hundred of your customers, would you find that exciting or would you find that like, "Oh, do I really have to?

(00:33:02):

" And he's like, "You should make it so that your customers are people you want to hang out with, that you have to create boundaries to give yourself space, but your natural instinct is like, yeah, I want to hang out with you. I want to watch sports with you. I want to drink with you. I want to eat with you. " Because you get their problems, you understand who they are, you want to help, you want to serve, you want to be part of the conversation. And that comes back to just having 15 types of pastrami if you're a New York Deli because you happen to just be great at pastrami. And if you want chicken, sorry, you're going to have to go somewhere else because we just sell pastrami. That's what that is. And then you can get passionate about pastrami. I don't understand how somebody is passionate about pastrami, but there is somebody that's going to listen to this and goes, "Yeah, I love pastrami.

(00:33:47):

I don't even know what pastrami is as a Brit, but apparently it's something."

Joe Downs (00:33:53):

And does it pair with mustard? I don't know.

Peter Swain (00:33:55):

Does it go

Joe Downs (00:33:56):

Mustard? I don't know. I'm not much of a pastrami guy. Do

Peter Swain (00:33:59):

You know once,

Joe Downs (00:34:00):

Matt,

Peter Swain (00:34:01):

I was once honored again, and I got invited to this really nice dinner in Monaco and there was a water sommelier. And I was like, "This is the most ridiculous thing ever." But he's like, no, no.That's

Joe Downs (00:34:15):

Some serious mustard right there.

Peter Swain (00:34:16):

This water pairs with this water and this bottle pairs with this water, but he was actually right. And he was so passionate about water. I was like, "This is great. I love this. I want more. I want to water somebody everywhere I go. " How does that happen?

Joe Downs (00:34:30):

I'm afraid to ask any follow-up questions because we'll be. We'll

Peter Swain (00:34:33):

Do it in a green room later on.

Joe Downs (00:34:37):

Tell me this. I mentioned you're helping us build our entire education framework on storagemoguls.ai. If I'm an entrepreneur, especially after you just said how passionate you are about helping the solopreneur or entrepreneur, if I am looking for you to help me or I think you have an audit that you do or how do I reach you if I'm interested in-

Peter Swain (00:35:04):

Thank you.

Joe Downs (00:35:04):

What are the types of things I can expect from you?

Peter Swain (00:35:07):

I'd say go to www.peterswain.com. There's links to all of our programs and courses. We have some free giveaways there. My book's there, the audit's there. So www.peterswain.com. And the AI audit is a fantastic starting point. What you can expect from me and my team is definitely some cursing, definitely somebody that spends their time trying to understand AI so that you don't have to understand all of it and just a relentless focus on how do we help you win in the space of AI. That's it.

Joe Downs (00:35:40):

And I can attest to all of that, including the cursing. Thank you very much. I have firsthand knowledge of all that.

Peter Swain (00:35:47):

But

Joe Downs (00:35:48):

Seriously,

Peter Swain (00:35:49):

Let's talk about the cursing for a second because there was a time when I tried not to do it because people told me I'd be more successful and da, da, da, da, da. But it's quite unnatural for me. So I found myself not enjoying myself as much. Box. Which means I didn't pour in the same energy that I was pouring in. So it's part of the DNA of who I am. I think we spend a lot of time, and this is why I love this exercise so much, we spend a lot of time trying to understand our customers. We spend very little time trying to understand ourselves. And I think as an entrepreneur, if you want to work for somebody else, go and get a job because there's some really good pain. If you're smart enough to be a good entrepreneur, you're smart enough to be an investment banker.

(00:36:45):

Buy a long way. So go and do that. Go and earn yourself a million dollars a year working for somebody else. One of the reason that entrepreneurs work for themselves, apart from the fact that they're slightly mentally unwell, is because they want to do their thing.

(00:37:02):

So do your thing.

Joe Downs (00:37:04):

In your way.

Peter Swain (00:37:05):

In your way, just be you. Be 110% you, because you were just talking about it for storage moguls. It's so important to be able to say who you can't help and who you don't want to help. You don't want to help people that are on $100 million. It's like, great, that's awesome. You want to go at 50, 100 self story. Brilliant. Love it. But we're not the people for you because it helps the people that are for you. It helps them understand of like, oh, okay, cool.This is who it is. This is how they can help. Got it. Brilliant.

Joe Downs (00:37:40):

And honestly, I think that's the gut check of this whole segment. A lot of us build our businesses by saying yes to everything and that worked for a while, but the market changes. And when AI can do good enough on demand now, good enough isn't good enough anymore. And the businesses that win from here on out are the ones that can't imagine getting ... What you're doing, someone else can't imagine getting from anywhere else. So that's your mustard. And I love that you also just tied in ... You have to focus on your own personal mustard because that actually, as an entrepreneur, we talk about this all the time, your life blends with business. So if it's going to be authentically true all the way through, make it authentically true all the way through.

Peter Swain (00:38:28):

And the world needs more authenticity.

Joe Downs (00:38:31):

Yeah.

Peter Swain (00:38:31):

People can sense it a mile off and they can see it and AI is going to make it way more,

Joe Downs (00:38:38):

Unfortunately,

Peter Swain (00:38:39):

Way more inauthentic. The internet is going to be a wash with inauthentic generated content. So the more of you there is, the better it is for you.

Joe Downs (00:38:50):

Yeah. Folks, good news is if you don't already know what yours is, your mustard is. Peter just gave you the playbook to nail it. All right. I love this next segment to follow the mustard. I guess we'll call it the cheese because it pairs perfectly with what we just talked about. And that's also cheesy that I just said that. So Justin Welsh, I told you, there's dad jokes are lurking around every corner. Justin Welsh had a post this week that went genuinely viral quickly, like 5,000 reactions in under 24 hours, which that's a lot on LinkedIn. He said that nearly everything he has, the life, the business, the freedom, came from the choices that seemed unreasonable at the time, not the safe choices, the ones where people around him thought he'd lost his mind. And his point was that the reasonable choices, the steady paycheck, the sure thing, the path that everyone approves of, those keep you housed and respectable, but they don't move you forward.

(00:39:53):

Now, here's why this lands differently after what we just talked about. We just spent the last segment figuring out your mustard and the thing you do that no one else get and the thing you're passionate and that you love about. But knowing your mustard is only half of it, Peter, the other half is actually committing to it. Even when it looks like the wrong move, maybe to you, but certainly to all the naysayers around you. And the expression that you're the average of the five people you keep company in with and unfortunately the people you're related to get to get to take some of that time and some of that space. And unfortunately, sometimes they're some of the naysayers, even if it's out of love. So Peter, how do you use AI to evaluate those big, scary, this might be a terrible idea decisions so you can take smart risks instead of just reckless ones?

(00:40:51):

In short, Peter, I've got my mustard, now I'd like to enjoy it with some cheese.

Peter Swain (00:40:57):

Okay. So we're going to be blending entrepreneur advice and AI advice again. So the first thing to remember in this conversation is the fear of the fear is greater than the fear. I love it. So we all know it, that once we do the thing we don't want to do, very quickly it loses our emotional, the grip on us. I just told you this morning I head to a call that I have not been looking forward to and it's like paused me and paralyzed me at times of, "I don't want to do this. " And then when I do it, within 10 minutes, I'm like, "Huh, okay. Well, that wasn't that bad, right?" Wasn't so bad. Yeah. And there's ... You know what? This is actually worth talking about. So Hormozi had a post that he did months ago, which really, really sat with me of like, "What is power?" And he said, "If God is all powerful, then what is that?

(00:42:06):

" And he said, "Well, in his words, it was, it's the gap between thought and reality." He's like, "Because if God thinks something," and you can replace this with insert blank, divine, or however you feel comfortable with this conversation, but if God thinks something, it's real. There's no gap. So what is all powerful? All powerful is the gap between thought and reality, how tight can you get that gap? So if you look at someone like Elon Musk or Jeff Bezos or et cetera, they can think I want a jet and they are one phone call away from having a jet. You and I can go, "I want a jet and we're five years away from work and saving and hustle and tax codes and da da da da da from having a jet. It's a very different experience."

Joe Downs (00:42:57):

Only five. All right.

Peter Swain (00:42:58):

Well, it's 18 million to get a jet, so you need four million a year and in an AI world, you should be able to do that. So yeah, I'd say five years. I'll

Joe Downs (00:43:07):

Put in the order now.

Peter Swain (00:43:08):

Put in the order now. So it's the gap between thought and reality. So the quicker you can get from being scared of the thing to doing the thing, the better the results you get because I could have done that phone call that I've been sitting on six days ago and it was a 30 minute phone call and instead of living with this phantom sitting over my head for six days, it would be done. I'd have had six days back and some people get so scared of something, they don't even pick it up, which is really quite saddening. When you speak to a friend that's been talking about divorcing their partner for 10 years

(00:43:51):

And like, "Man, just do it. If that's the right thing to do, I wouldn't wish that on somebody, but just do it. Get on with your life, heal, and you're not going to heal whilst you're going through pain, but they won't actually commit to the action that actually gets them to the other side of the thing." So one of the ways I do this, Joe, is I tell the AI to ... I can't use the exact words because we're not cursing here too much, but I tell it to make sure that I'm not a blank. I'll give it a different version. My AI and its customer instructions is told that every so often I can default into acting like a little bitch and it should stop me from being a little bitch.

Joe Downs (00:44:32):

Okay.

Peter Swain (00:44:33):

Hold me accountable to the goals I've given you. So it knows my goals, it knows what I'm trying to achieve in the world, and it will hold me accountable. I'll go, "This is not what you said. You said you wanted X and now you're doing Y and Y does not get you X." So is there new goals that I need to be aware of, Pete, or is this still the North Star? And that will lead

Joe Downs (00:44:58):

To- Let's take the example of, I've just gone through the exercise of I'm a sandwich shop, but I started with mustard, I still have mustard, it's still intact. I've just been neglecting it or not monetizing it the way I should. But I've got all these other revenue streams. I don't even know what kind of business we're talking about, but it could be anybody.

Peter Swain (00:45:23):

Okay. Well, let's actually do something. Let's say we're a

Joe Downs (00:45:25):

Sandwich shop. How do I-

Peter Swain (00:45:26):

And we added a jacket potato oven, right? Let's just do that. So now we're like sandwiches and jacket potatoes. Let's actually try and actually have a real conversation here. Like you're really good at sandwiches. Baked potatoes.

Joe Downs (00:45:38):

Jack or baked potato. Baked potatoes. We call them jackets. What do you call

Peter Swain (00:45:41):

It? Jacket. They're in a jacket. I don't

Joe Downs (00:45:43):

Know. What?

Peter Swain (00:45:43):

I don't know. Baked. Well, you guys invented the word broiled. I still don't know what that means. So a baked potato. Okay? So you're a sandwich shop and you bought one of those little ovens with the rotisserie things that baked

Joe Downs (00:45:56):

Potatoes.

Peter Swain (00:45:59):

And you realize that you spent so much time trying to work out that you've got the baked potato recipes and da da da da da. And now there's now two lines in the shop that the sandwiches haven't been getting the attention they used to get because potentially you went and did the baked potatoes and you let the junior do the sandwiches.

Joe Downs (00:46:16):

This is a great analogy.

Peter Swain (00:46:17):

Yeah. So what do we do with that? Well, I would ask the AI to give me five ways that I could reverse that trend. Like number one, put the junior on the jacket potatoes, baked potatoes. That'd be number one. All the way through to number five, stop selling baked potatoes because-

Joe Downs (00:46:41):

And model out each scenario or ...

Peter Swain (00:46:43):

Yeah. What is the worst case scenario? Because often the worst case scenario is nowhere near as bad as you think it could be. Nowhere near as bad. Almost never is it as bad as you think it could be.

Joe Downs (00:47:03):

I don't remember if this was in the post or was something I read recently, but one of the interesting concepts I've heard of recently, and I think only because of AI, is something goes bad, something goes wrong, we do a postmortem. What happened? How do we fix this so it doesn't happen again? Walk us through the premortem.

Peter Swain (00:47:30):

So the premortem was ... I first ran into it about 20 years ago and absolutely love it. So a premortem is you put your team in a room, you can obviously now do this with AI and say, "Okay, we're going to pretend that it failed. So let's pretend that we ran a three-day event and nobody came. We made no money. In fact, we lost money. We're supposed

Joe Downs (00:47:52):

To

Peter Swain (00:47:52):

Make half a million dollars and instead we lost $100,000." And walk through what are the most likely scenarios that could have led to that. The reason this is so powerful is because it's intellectual, not emotional, because doing a postmortem is emotional. If you just plan to make half a million dollars an event, you just lost $100,000, there's going to be a whole heap of emotion on that. There's going to be shouting and screaming and blaming and anger and, "You did this. No, I didn't an F you, you did, and da, da, da, da, da." And the truth is going to hide underneath this emotion. Whereas doing a premortem, like, "Okay, Joe, we just lost $100,000." And then literally try and make it a little bit real like, "Ooh, okay. Yeah, that sucks." So what could have happened that would have led us to lose $100,000 instead of make $500,000?

(00:48:47):

Okay. Well, number one is no one showed up.That would cause that. And then you look back through your plan. Well, have we accommodated for that risk? Have we done everything we can do within reasonable expectations? Have we done everything we can do to make sure they do show up? Yes or no? Yeah, we have. Okay, cool. All right. What's next? Well, they didn't buy the back of the room offer. Okay. Have we done everything we can to make sure that they do buy the backend offer? Yes or no? So you go through the, there's normally no more than three to five. Normally it's three. What would be the critical things that would have to go wrong in order to create this outcome? And normally if you do it, you'll find one or two that you haven't fully risk reduced. Almost always. You'll find, well, we could do a bit more here.

(00:49:41):

We could do a bit more here. We could do a bit more here. So in an AI world, this is really simple of like, I need to do a pre-mortem. We're about to do X. My expectation of results is Y. Walk me through a premortem exercise in order to find the two or three things I need to pay more attention to right now. So it's really that simple.

Joe Downs (00:50:08):

I love this for two reasons. On the one hand, you said team. So if you have a team, let's go to that example. Not only did you back check every possible failure, right? Every safety net is in place, but you got your team to buy in. And now in this example, you're at an event, right? Everyone on your team is looking for those scenarios that you played out in advance that are the reasons this event would fail. Their eyes are open to them. They're not blind to them. "Oh, I didn't notice that that was happening in a postmortem, now in a pre-mortem or during the event because you did a pre-mortem, now everyone's eyes are, oh, these are the big three or these are the big five. We got to make sure these go perfectly so we don't fail.

Peter Swain (00:50:58):

"So let me give you an example. I'm about to speak at an event at the end of April and we were talking about as a ... We did a premortem. We were talking about how do we get the close rates at this event that we're seeking. And one of the pre-mortem discoveries was if I don't have enough time to talk to people one-on-one, then we can't close the business we need. To which somebody in my team said," Well, can't Phil, our director of sales, can't Phil come with you to the event? "I'm like, " Oh, oh my God, why didn't we think of that? Why did that not ever come into our psyche? Well, the answer is because we've always done it that way.

Joe Downs (00:51:40):

"Yeah, but this could be true. You're talking events and that's because- It's true

Peter Swain (00:51:43):

For

Joe Downs (00:51:43):

Everything. In that space. Yeah. It could be a business meeting where you're bringing in a team, a client of three, and this is our objective and we got to make sure we do one, two, and three, and this is the order. Be true of your marriage.You

Peter Swain (00:52:00):

Can pre-mortem your marriage like what went wrong? It's probably not that the frog turned into a princess and ran across the road and married a zebra. It's probably you didn't pay enough attention to your partner. And

Joe Downs (00:52:15):

This is where the AI is such an incredible tool because you can't have this conversation with yourself, right? It's just that's important.

Peter Swain (00:52:24):

The worst self-reaffirming bias. You're just going to tell yourself

Joe Downs (00:52:27):

The

Peter Swain (00:52:27):

Thing you already need to hear.

Joe Downs (00:52:29):

And you're talking to, in an AI platform, you're talking to something smarter than a human being. So it's going to have angles, our feeble human brains aren't capable of thinking of. Even if we put five feeble human brains in the same room together, you still want to involve the AI because

Peter Swain (00:52:49):

It's going to come up with angles. I would recommend that every single person does the premortem exercise with AI and then brings their findings back to a team meeting of like, okay, what did you find? What did we find? And use that to narrow down the 15 into three of like, okay, so this is what you discovered, this is what you discovered. Great. Okay, what are we going to absolutely focus on out of this list?

Joe Downs (00:53:13):

But the biggest thing, back to the whole point of the topic is the fear. When you go through this exercise, you've removed all the fear. It's like, I don't know, do you ever watch the Jason Bourne movies or are you just a Bond guy? Are you strictly Bond movie?

Peter Swain (00:53:32):

Well, I watch them to just remind when there isn't a Bond film, I take a second class substitute.

Joe Downs (00:53:38):

I mean, Bourne is so much better than Bond. Anyway, I was watching these with my son recently, and that's why I'm bringing it up. In any situation he walks into, I realize it's a movie, but if this person exists or this type of assassin exists, maybe they do, I don't know. They have done a pre-mortem on every scene they're in. They know every exit. They know when this goes wrong, this is what I do. When that goes wrong, this is what I do. So that they don't have fear walking into any situation because they're fully prepared.

Peter Swain (00:54:15):

I think-

Joe Downs (00:54:16):

And that is what I think is most so amazing about-

Peter Swain (00:54:19):

I could be wrong on this, but I think premortems were invented by the Seals or the Rangers.

Joe Downs (00:54:28):

That would be another US invention.

Peter Swain (00:54:34):

So it's

Joe Downs (00:54:35):

Not just jazz and barbecue that you were- Yeah, jazz

Peter Swain (00:54:37):

Barbecue.

Joe Downs (00:54:37):

You're beating me up in the green room.

Peter Swain (00:54:39):

But I literally think-

Joe Downs (00:54:40):

We're adding premortem.

Peter Swain (00:54:41):

I'm pretty convinced that premortems were invented by US Special Forces because it's a great tool of like, okay, no one is dead yet, but let's pretend that only half the people in this room are coming back. Look around you, only half of you are coming back. What went wrong?

(00:55:02):

And it forces a real critical view of the plan of like, well, that could have gone wrong, that could have gone wrong. Okay, great. How do we reduce that risk to zero or as near zero as possible? Because the other thing this does, Joe, is this was a huge insight for me a few years ago. Somebody said, "How do you gauge a good decision?" And I gave this answer and that's completely incorrect. You don't gauge a decision by the results. You gauge a decision by the process by which you go through making the decision because you do not have full control of the world. You can't control other people, you can't control the economy. There is always going to be variables that you don't understand. So you can have a terrible outcome and still have made a good decision and you can have a great outcome and have made a terrible decision.

(00:55:53):

One of the things I've found inside this is it allows me to move through the emotion of it quicker if I know I did the work. If the event was supposed to earn half a million and it loses money and I can go back and go, "You know what? It just wasn't..." I thought it through properly, I planned it through properly, I put the right team members in place, I reduced the risk. I did everything I know how to do. And on this occasion, I didn't win. I'm much more, and I don't know if I'm talking to everyone or just me, I'm okay with that. What I'm not okay with is when I don't get the results and I look back and go, "I can't believe I was an idiot because I missed this and I missed this and I didn't do this and I didn't do this.

(00:56:37):

" That's much harder for me to move through. I think entrepreneurs are quite good with winning or losing. I think we beat ourselves up consistently when we know it is our fault because we didn't do the job properly.

Joe Downs (00:56:52):

Yeah. What's that? Mike Tyson, everyone's got to plan until it gets punched in

Peter Swain (00:56:57):

The mouth. Punch in

Joe Downs (00:56:59):

The face. You got to have multiple plans. You have to have the plan for when you get punched in the face. I loved this because it does remove the fear and just gives you the confidence. And we've all had to face these types of choices in life back to the original part here, which was, are you making an uncomfortable choice once you learn what your mustard is? And we didn't get to touch on this, but I want to plant this, maybe we'll cover it in another one. Sometimes the safe choice that everyone's telling you is the safe choice, the paycheck and the whatever, they're not always the safest. They just seem like the most reasonable in the moment, but they're never, ever as safe as they feel. But a lot of times they think because the risk is just less visible.

Peter Swain (00:57:53):

Well, it's

Joe Downs (00:57:54):

Kind

Peter Swain (00:57:54):

Of like taking a CD with Bank of America at 4.2% feels like a good idea until you realize that inflation is at 3.4. You're essentially losing money every year. It's just so slow that you'll never see it happen.

Joe Downs (00:58:11):

Great analogy. Great analogy.

Peter Swain (00:58:13):

Yeah, it is a real tough one, but I really hope for everybody listening to this, that they can find the courage and AI can help them with that and find the courage to lean in because the only ... It's a little bit more philosophical. The only thing I hope for everybody is that they get to say they did it their way. I don't necessarily hope that people win. I don't hope that people lose because who am I to judge what winning and losing is for them? But the only winning I can truly see is just being able to say, "I did it my way. I gave it. I shoot my shot when it was offered, I took it, maybe I succeeded, maybe I failed, but I'm really proud of the person I was and how I showed up and how I did it. " We've turned down multiple offers to do prompt packs for influencers on Instagram, multiple millions of dollars I've said no to because I'm like, "I don't want to do it.

(00:59:12):

I don't agree in it. I don't believe in it. I don't think it's helpful." I refuse to just take $97 from somebody to give them a bunch of crap that isn't useful, but millions of dollars and we'd be more financially successful if we'd said yes, but I wouldn't feel fulfillled. I wouldn't feel happy. I won't feel complete and I love what I do and my team loves what they do. I wish that for everybody. Just if you can wake up loving what you do, it's a pretty cool life.

Joe Downs (00:59:40):

And I totally agree with you, but-

Peter Swain (00:59:43):

But I think with AI, you can become incredibly successful doing what you do.

Joe Downs (00:59:47):

Because it can make the unreasonable choice more visible on both sides, right? The downside, the numbers, the real obstacles, it quantifies it for you. It takes the unknown and at least makes it known. And I think it helps you make, or at least shed some light on just how much of a risk is this choice versus the safe choice. It doesn't make the leap for you, but it does mean you're not jumping blind, and that's what I love about it.

Peter Swain (01:00:15):

I'll tell you, I've got a slightly different language for this. I don't think there's such a thing as risk. I think there's just a thing as how much are you going to have to sacrifice?

Joe Downs (01:00:24):

That's a whole nother episode. Folks, we always appreciate it when you share our podcasts with others, especially the ones you're trying to get to stop Googling and start AIing. So thank you in advance. Is AIing, you think that becomes a term?

Peter Swain (01:00:43):

AI-fying. I don't know. We'll find out. Just hashtag it and own it.

Joe Downs (01:00:47):

AI flying. AI. If you're Googling, you know how we Google. Yeah. And if you're curious about our businesses again, you can check them out at storagemoguls.ai and Peter Swain.

Peter Swain (01:00:56):

Peterswain.com. Just peterswain.com.

Joe Downs (01:00:58):

Peterswain.com. I apologize. Storagemuggles.aipeterswain.com. Folks, keep those emails coming, especially the dear idiots questions at idiots@successfulidiots.com. For Peter Swain, I'm Joe Downs. We are your successful idiots. Thanks for listening. We'll see you next week.