An Immigrant Entrepreneur, EOS and Creating a Business by Design

Intro  0:04 

Welcome to The Future Is Borderless podcast with David Nilssen. We feature top entrepreneurs and thought leaders from around the world, those who bring a global mindset and a unique perspective to their life and business. Now, let’s get started with the show.

David Nilssen  0:23 

Hey, David Nilssen here I am the host of this podcast The Future Is Borderless. We started this because we wanted to help entrepreneurs thrive in a rapidly changing world. And so I connect with business leaders who have what I refer to as a borderless mindset. And we get together we share new ideas and innovations, best practices, and different insights that I think it’d be relevant to the business community. Now this episode is brought to you by Doxa Talent. Doxa helps businesses to source full time highly skilled workers from all over the world and as a result, these companies can scale faster increase margin and improve culture. They provide everything from accountants, sales, development reps, virtual assistants, even software engineers to publicly traded companies and small local businesses. If you want learn how to grow your business with offshore professionals simply visit doxatalent.com. All right, well, today is going to be really fun show. I’ve invited Cesar Quintero on as our guests and I want to start by talking about his purpose because I think it was, one, I want something I want to dig into. But Cesar said his purpose is to empower leaders to build a business by design so that they can live a life by design. And at 24 Cesar mu moved to Miami, given the economic turmoil in Venezuela to pursue his own dream of starting a business. And he did, he wanted to help others achieve a healthier lifestyle. So he started Fit2Go, which was the first corporate healthy meal delivery service in Miami. And then in 2013, he founded two different companies actually Rawbar 2 Go and the Profit Recipe which is a coaching firm that helps entrepreneurs, by implementing best practices for scaling a business through the Entrepreneurial Operating System. Our EOS. Cesar is also a active member of the Entrepreneurs Organization. He’s held lots of leadership positions there, both at the local, regional and global level. And then his passion for teaching and business compelled him to get certified for training individuals under attraction implementation, why discoveries, the EO accelerator program and EO forum. So with all of that, Cesar, welcome to the podcast.

Cesar Quintero  2:26 

Thank you, David. Thanks for having me. That sounds like an amazing person there.

David Nilssen  2:31 

We do our best to dress things up here. That’s awesome. Well, I want to start with something that I read in your bio that I think would just be fascinating to learn a little bit more about it was the fact that you migrated here from Venezuela. It sounds like there’s some economic uncertainty, but you were only 24. So that’s a pretty significant change at that time in life. Tell us a little bit about that story.

Cesar Quintero  2:53 

Yeah, so borderless, right? So, my father is American, I was born in US, but I lived all my life in Venezuela, and I went to college there, started my corporate life there with Procter and Gamble, and rapidly the country was starting to go down the economic and political nightmare it is today. And I left after the first devaluation and the whole economic turmoil. So at 24, if I don’t see a future in my country, and I’m in this building phase, I said, I’m just going to get married, moved to a new country and start a business all at the same time, because there’s no risk at that age, I guess. But in my mind, it was more like, and I got into the food industry, which I had no idea about, right? I just saw an opportunity. I’m like, Miami is healthy, and nobody’s eating healthy here. And there’s no convenience and the corporate areas don’t have anything healthy around them. So I saw an opportunity and I just dove in, not knowing the industry not knowing the market. But mostly, I think it was, at 24 you think you know, everything but you know nothing. And I think my ego and my drive, this is 2004. So it’s pre UberEATS, pre Facebook, pre all of that. So I went door to door and convincing people it was convenient to have your meal delivered kind of thing. But eventually the company grew with a market. So the market was gearing towards healthy gearing towards delivery. So we grew with the market. I thought it was me, but it really wasn’t right. It was just the company growing with the market. And eventually I went down the path of growth and developing myself as a leader understanding that I didn’t like that business very much. But getting the most out of what I could at that time.

David Nilssen  4:47 

That’s amazing. I think most people like I can’t tell you how many times I talk to young people here in the US and they say, well, I can’t start a business, I don’t have the money or I don’t have the time right. I’m the experience. I love how you made that huge life change. And just kind of jumped in with two feet to make it happen.

Cesar Quintero  5:03 

Yeah, I guess in my mind, I always said like, well, if this doesn’t work out, I’ll just go and study something. And I’ll always I can always get a job like there’s, there’s never a way I won’t live under a bridge. So I think that was the attitude. I came into it naively. But it was, yeah, bootstrap, minimal investment, and just getting it started and growing. And that’s the way it grew. Yeah.

David Nilssen  5:28 

Yeah. It’s funny. Like, I was just talking about a Startup Weekend, this last week. And one of the things we talked about was the new sort of personas that we have to be mindful of when we’re hiring to one of those the idealists, and the idealist is untethered by any sort of home or kids or major obligations. Right. And so, it sounds like you were in that place as well.  Tell me a little bit about So Fit2Go was the business that you obviously started and are you still in the business today?

Cesar Quintero  5:58 

No, I sold that business in 2016. And it’s a funny story. But I realized by 2012, certain things happen, I got hit with a class action lawsuit, the business wasn’t doing the profits I needed. So that was like the year the 2012 was the year that my life shifted. And I went through a purpose discovery really understanding what was my true purpose and why I wanted to do what I wanted to do and then I started implementing EOS within my company, to empower my team to take ownership, I started doing profit sharing with my company started opening the books. So I started doing a lot more aligned into understanding on the business wasn’t just me, it was my team. So I kind of shifted that year. And with my surprise, within a year, we quadrupled in profit doubled in size, people took ownership, and I was less and less in the business. So it was a full transformation of me as a leader as well, of letting go and being able to let go. But it was a transition that was needed. And I think, as a result of that was that my team was now mentally and owner of the company, right? They had profit sharing, they knew the numbers, they knew where we needed to go. And I slowly started going down the coaching route, I loved all the things I had done for myself as an entrepreneur, I love doing for others, you read, for passion, I do purpose discoveries, I do EOS I do forum. So I do a lot of stuff that I went through. And I realized that my purpose was more aligned with people and not so much with the product. And so my team eventually told me, like you’re hindering our growth, you’re not investing the time you need to invest in the company, you’re doing all this stuff on the outside, I was volunteering like crazy working one day a week in the business. So they decided to get an SBA buyout loan and bought me out. So that’s at the end how it happened. And thankfully, they pivoted before COVID. Because imagine being solely a corporate meal company. And that was part of the things that they were seeing the amount of competition, the market was shifting, and I just didn’t have the energy to put my creativity into that pivot. And that’s when they said, you know what, we want this. So you go and do what you do, and we’ll do it.

David Nilssen  8:27 

Wow, that’s amazing. Like most of the people I talked to, you’re the first person that has actually said, at least on this podcast that I sold to my team, and that’s pretty cool. It’s pretty cool how you sort of developed a system that gave them hypothetically ownership in the business, and eventually, they turned it into real equity. If you think about that experience on with this in the rearview mirror, if you were to reflect on that, what do you think are sort of the one or two key takeaways that you carry forward with you now, as you’re sort of, in these other businesses?

Cesar Quintero  8:59 

Yeah. One of the realities is that my purpose was my people all along, right. So when I went to my purpose, discovery was about empowering others so that they can live the life they want to live in that way I can live the life I want to live, because if I empower them to take ownership, then I could live the life I want to live, which was more of the coaching life being outside of the company, volunteering my time. And what I realized is that up to 2012, I was focused on product profit process, and not people. And I think that shift helped me understand oh, yeah, people is what matters to me, because I think there’s different people that like different things. But for me, it’s all about the people. And going through that process it helped them gain that ownership, but at the same time, I was frustrated with my business. So it was a win win in all ways. I it’s unique, but it’s also because it’s aligned to what I love to do, but there’s a lot of ESOP companies out there. There’s a lot of big core movements on community and employee engagement. And so I’m very aligned and in tune with those movements because it speaks to me very much. Yeah,

David Nilssen  10:06 

I love that. I actually had a guest on here not long ago, Sean. Sean comes from Steelhead. And he was talking about his transition from being a typical entity to a B Corp and starting a foundation and sort of the way that they want it to be more socially conscious of the work that they do and places they invest their time, energy and effort. And I love that.

Cesar Quintero  10:27 

And it’s crazy. It sounds woowoo. Right? It sounds like oh, my gosh, it’s so good for. No, it’s the most profitable decision I’ve ever made. Like, it drove profit like crazy as well, because now people were vested into this profit. So it’s not only me trying to vas a profit, it’s all of us trying to get the profit. I went from a food industry average of 5% net profit to 12%. Net Profit, right? We doubled industry standards. And that’s because the team was vested in it.

David Nilssen  10:56 

Yeah, I also think treating people well is important, just, I mean, it take out how it feels, but you’re talking about how the performance is there. One of the things in the outsourcing world, which is a business that I’ve gotten interested, the idea of turnover or retaining your team members is such a key number, because in the outsourcing world, the industry standard is 40% per year, right now, the US is in the middle of a crisis around finding talent 30%. And it’s literally draining everyone’s resources, because the cost of turnover is literally 9x, the monthly salary. So it can drain a ton on people, people say, well, I can’t pay more, I can’t provide more benefits. But  the cost of turnover can be much more expensive.

Cesar Quintero  11:41 

Actually, outsourcing is like the perfect solution for this as well, not only because you’re getting top talent across the world, but you’re also what we’ve discovered is we treat them as employees, they’re true members of our team, not just because they’re outsourced doesn’t mean that they’re contractors on the outside, and they’re not treated differently. But I think that that applies to both outsource and insource. Right? So physical and virtual.

David Nilssen  12:09 

100%, no question about it. Let’s talk about the comment in your bio, it says, you help people create a business by design, so they can live a life by design. And that really actually spoke to me because my first company Guidant Financial, our tagline was create the life you want. Yeah, so very much in line with sort of this empowerment essence, I should say, but in your own words, like what does it mean to create a business by design? And how does that actually help you create a life by design?

Cesar Quintero  12:36 

Yeah, so I take my journey as an example. And every time I talk to an entrepreneur, I see my journey is not unique. Like every entrepreneur goes through exactly my same journey, they find an opportunity, they start building like crazy. And then they realize they need to evolve as a leader, and then they need to build a team, and they need to go the company, and then they need to understand why the hell am I doing this? Why am I getting myself into this mess, and understand the purpose around it. So I think everybody’s journey goes through that cycle. What I like to say is, you know, entrepreneurship was what really changes the world, right. And I think you and I aligned on that. It’s not governments, it’s not big business. It’s entrepreneurship, we’re the ones who have the real life experience in the day to day with our communities, with our teams, we are the ones who are really able to affect the world. But that only happens if we take the time and energy of our superpowers of what we’re great at, and what we’re good, because a lot of us get stuck in the day to day, mundane work. And that’s not our best use, that’s not our superpower. And I think the only way we can achieve that is by creating the business that works without you a business that doesn’t depend on you. A lot of times as entrepreneurs, we think because we start a business, or we own a business, we have a job in it, right. And sometimes we’re not the best person suited for that job. And having the vulnerability and understanding of, maybe I’m not the right person for this, maybe I need somebody else, and bringing that in. But also developing a business, that doesn’t depend on you, then that creates more value that creates more balance in your life. And then that way you can start living the life. There’s a reason we started the business. There’s an ideal life we aspired to, most of us did not want to start a business to have a job, right. And we didn’t want to make less money by working more. But we wanted to really create a passive income a vehicle for us to achieve the life we want to achieve. So that only happens if the business is serving us, not if we’re serving the business.

David Nilssen  14:39 

So let’s talk about the book that you wrote. You wrote the Profit Recipe, and I’d love to hear just sort of what inspired you to write the book and then what is the sort of thing that you’re hoping that people are going to take away from it?

Cesar Quintero  14:53 

Yeah, and I think what I just shared is the thesis of the book. It’s a lot about, the entrepreneurial journey and we all go through these five stages. And it’s really a flywheel effect. If you really think about it, my first business, it took me seven, eight years to get to a million dollars. And then the next five years to get to the two or three, my next two businesses within the first year was over the million. So because the first time you go through the flywheel, right, it’s startup leadership, team, business life by design. So you kind of like go through that the first time is rough, like you don’t know what you’re doing. I didn’t know what I was doing at all. 24 a new industry, understanding my core target by market fit, building a team, establishing myself as a leader or building that community, all these things. So I talked a lot about the five stages, but at the same time is how do you start building a flywheel effect that once you go through it once the second third fourth time is a lot easier because now you’ve gone through it, you know what you need, you know how to do it, you know your superpowers, you know your weaknesses, you know where you need to plug in those things, that just makes it easier to go around and around. So it’s not a book you read cover to cover? This is more of a, where am I at? Where am I stuck? Where do I need to go and I go to that chapter. And if I’m stuck in life by design, I go to life by design, I’m stuck. And so there’s an assessment, you go through the assessment, you understand where you are, and then you move towards that so you can start implementing the flywheel effect. So a lot of tools, a lot of resources, a lot of experiences, case studies on the different stages, and how do you get to the next one.

David Nilssen  16:31 

I love by the way, that I don’t have to read the entire book in one oil swoop, I hate having to read 300 pages to get the 15 that I actually need at the moment. So I sincerely appreciate the way that it was designed. How much of it is related to EOS, or the Entrepreneurial Operating System? And how much of it is sort of your sort of way of approaching both life and business.

Cesar Quintero  16:55 

I think EOS is captured on the business by design, which is stage four. So I think the first stage is about startup is really understanding your core market, your market fit, how do you leverage your profitability, scalability, you have a business that is scalable, right, so understanding what that business is, then stage two is a lot about leadership. So it’s understanding yourself being vulnerable enough understanding your pros or cons, your strengths, and being vulnerable enough to find people to start delegating to and knowing where I should be and not. And then we go into team by design, which is establishing your external team and your internal team. So external with peers, coaches, mentors, and then internal with structure second and command leadership team. And then you move into business by design, which is the having an operating system in your company, right. And I don’t care, I love EOS and simplicity. But I don’t care what you implement scaling up map, great game of business. EOS, whatever you implement, just choose one, because there’s a moment in your company that you need to grow up, there’s an adolescence piece, that the entrepreneurial messiness just doesn’t work anymore. And you need to kind of grow up into a more structured company. So any operating system can help you do that, and establish a clear vision, a clear rhythm of accountability and transparency. And then we moved to final stage, which is life by design, right? So once I can extract myself from the business, and what is my ideal state, what is my ideal life? Where do I want to live? And typically, that moves into a next business, next opportunity. So that’s why it’s a flywheel. So you go down the cycle.

David Nilssen  18:35 

Yeah, so the idea is not to help somebody right now, but to help them ongoing, right. Let’s jump into that a little bit further, though, because I remember the first time I started using an operating system, and I’ll just leave out the name for now. But I remember thinking, well, our business is a little bit complicated. It’s a little unique. And I just kept taking creative freedom, until it was unrecognizable. And then I couldn’t use it. And then I reimplemented actually used EOS. And I found it very, very simple. But again, I kept feeling like, oh, I should make a small adjustment here and small adjustment there, creative freedom should people take on an operating system?

Cesar Quintero  19:16 

Yeah, that’s one of my points. Like, I hate Franken systems. Because the reality is the power of what we need is simplicity. One of the top leadership traits, all the great leaders will tell you, one of the most complex things to do is keep things simple, right? And the more we grow in a company, the simpler it is, the better it is because the more Permian it will become right? So if we keep things as simple as possible, thus choosing one and sticking to that right and then just making sure that everybody does it well, then that would be the best result. I hate Franken systems. I was one of those, I implemented a bit of this, a bit of that, a bit of this, a bit of that and it was so complicated. Nobody could keep track, it was just not simple for us to follow. So eventually broke down.

David Nilssen  20:09 

Yep. That’s actually what we realized too, is that we had to become purists and just avoid the desire to sort of make it our own.

Cesar Quintero  20:17 

And entrepreneurs always thinks I can do it better, right? We can always do things better, we can always improve this, but at the end, there’s a proven long lasting business fundamentals that it’s true for every company, it doesn’t matter how unique you are, it just works for every company. So and most companies are like, no, we’re truly unique. It’s like, it’s the same thing. Let’s just make the shoe fit. And that’s why people hire an implementer, as well to help you craft that and make it in the purest way, but at the same time, make it work for you.

David Nilssen  20:47 

Absolutely. Let’s talk about people for a second. Because as you know, you could be the best leader in the world, if you got the wrong people in the wrong seats. Not much happens. So let’s talk about like, how do you think about that within running this playbook? How do you know whether you have the right people in the right seats? And then if you don’t, what do you do about it?

Cesar Quintero  21:06 

Yeah, so I talk a lot about and team by design, it’s all about this, it’s all about having the right people in the right seats, the right structure. So I think we first need to understand the structure, because a lot of times we have the people, but then we have the people just doing a lot of stuff. And then if we don’t have the right structure of understanding who is supposed to be doing this, who has final say, who has final accountability, who has final, who’s going there. So structure would be the first piece. But then once you have the right structure, you need people who are aligned to your values to your vision to the way you do things. Because the reality is, they’re the voice that your customers will see, the face, they’re who represent the company. And at the end, it needs to be a good fit. So when we talk about right people, it’s people who fit your values who fit your culture, who do the things the way you think they should do things. And then the right seats is people who are capable, who drive results who understand and want to do that job well. Right. So distinguishing that. And then the third one is doing things right, which is, are they delivering the results they said they would deliver? So by grabbing a person and being able to compliment allies, are they behaving the right ways? Do they know how to do the job? Well? And are they delivering the results they need to deliver? That’s right person, right, the right seat, right things. That’s how you really need to think about it. And it creates clarity of expectations as well. A lot of our people, they want clarity, and sometimes they don’t have it. And I think once the expectations are clear, I don’t need to wait for my boss to tell me if I’m doing a good job or not. I know if I’m doing a good job or not. Because it’s clear. I know my responsibilities. I know my results. I know the things I’m doing. So the detriments right. And you said it nine times if you have a bad apple, who I call terrorists, people who are high performing and low culture, it’s really tough because you have to take a financial hit on results for the betterment of a company as a whole, because these bad apples could really spoil the whole well, right. So we want to make sure that we’re not only preaching our core values, but we’re living by them. Because if not, it just doesn’t work.

David Nilssen  23:23 

Yeah. How do you help unearth that for companies, because I think that once people recognize that that’s the case, then it’s relatively easy for them to wrap their brain about it, but I think a lot of times people see results and assume that that means that this person is a good fit. And so like, how do you bring visibility to that?

Cesar Quintero  23:41 

Yeah, so EOS has a tool called the people analyzer, and we use a people analyzer, it’s a way where we think about the core values, and then we evaluate what are the behaviors of each core value of this person is, so we really complement allies, the person in three buckets, right? So first, we think about values, how they’re living those values, then we think about the skills they need in that position, the knowledge they need, and whether they know how to do it, and then the results are delivering. So once you’ve complimented that, in a clear way, we have quarterly conversations with every quarter just to make sure that we’re in alignment that they are have clarity of expectations, and that we’re delivering on all three fronts. And we talked about a three strike rule, which is aligned with many HR companies out there, but first you have a conversation and there’s a need here that we need you to improve. Then the second conversations are right up where it’s like, okay, the expectations have been set. If you don’t improve by this day, I’m going to love you out the door. I want what’s best for you, but it’s on you. It’s not on me anymore. So we drive a lot of accountability, right and transparency and saying, hey, you’re missing these two things are missing this thing. I need to see some improvement on this. And then by the third strike three, you’re out. And the reality is that just because somebody doesn’t fit our culture doesn’t mean they’re a bad employee. It’s just I like borderless. I was an exchange student in Japan. And you can imagine a Venezuelan in Japan just sticks out like a sore thumb, right? Like, I’m yelling in the middle of the street and doing all my stuff. And Japanese people would just like, calm down, speak lower, go in the sidewalk, do all these things. And, and I’m like, oh, no, no, it’s like, this is me, this is who I am. And that’s good for me in my country, because in my country, that’s normal. But if I go to a different company, a different culture, a different country, I’m expected to behave differently. And after six months in Japan, came the rest of the Latin Americans, a South Americans because of the time difference and school year. And now they were the ones screaming in the middle of the street and doing all these things. And I’m in the sidewalk going like, Guys, you don’t do that here. Right? So I either adapt, or I evolve, right? Or I either adapt or I leave, because if not, it just doesn’t fit. So the same analogy should happen. There are companies where if somebody’s not a good fit, and behaviorally, they might be a great fit in another company, it’s just that they’re not the model we want in our company.

David Nilssen  26:09 

I think that’s an awesome example, a way to personalize it. Because I think a lot of times when we say they’re not a cultural fit, people think that means bad person. That doesn’t mean that at all right? So it can be a lot of different things. It’s funny, you said, since you have actually, I believe, one of the largest, if not the largest EOS coaching businesses, period, I guess. What I’m curious about is, I guess, two issues. One is when someone comes to you, are there common characteristics that you see that need to be course corrected? Is there something like when you see someone that’s struggling to grow, are struggling to sort of break through to the next level like, do you see common characteristics? Is there something like in general, you’d say, man, 50% of them are like X.

Cesar Quintero  26:57 

I would say, if your company has between 10 and 250, employees, you’re in that phase of growth, where your stop being a mom and pops, and you’re starting to be a little more, you need a little more structure, and it’s feeling hard. And every time I don’t know how to delegate, I don’t know how to do this, and we’re being successful. But in spite of ourselves, right, it feels tough. And I think that’s where most of the companies that come to us come for and what I love about any of these operating systems, specifically EOS is very targeted towards agile process and all these things is that it’s a war time system. So like most of our clients did amazing during COVID, because they were able to pivot really fast because of their weekly polls, they were able to shift strategy constantly. Whereas if you’re just letting things go and not being on top of it not being intentional of where you’re spending your focus and your time, then markets and life just gear the business towards where it needs to be. So yeah, I think towards your question, I think most of the companies that come to us, it’s because it’s more about a feeling. A lot of companies are in rapid growth mode, but it just feels tough. It feels rough, it feels like we don’t have clarity of things and communication. The team is not, but in my case, when I implemented EOS, it was because I wanted more time for myself. Right? I was just burned out, like I was completely burned out. So there’s different people that come from different things. But I would say the majority is where you want to focus on something that operating systems help you focus. So if I want to focus on more time for me, if I want to focus on better sales, if I want to focus on better profit, I want to focus on, better team, or better team communication. Yes, this works for all of those, because where I put my focus is where I’ll get the results.

David Nilssen  29:02 

Awesome. Let’s transition to your sort of, well, actually, I want to make one comment here. It’s funny, because you were talking about 10 to 250 employees, I was thinking, the process that you guys are creating is one that can be re-implemented to some degree or relaunched inside of a business when it gets to the next phase. Because I remember, when we got to 100 people, we had to redesign our org structure and the kind of people we needed, the leadership positions was different when we got the 250 or 300. Again, the same sort of cycle repeats itself. So I love that that can be sort of used again and again and again. And I’m sure that you do that with your clients. Let’s talk about how you give back. You’ve got a little, you’re coaching people, you’ve sold a business, you’ve got a couple of others. But tell me a little bit about how do you spend your time and where do you invest your time and energy to give back?

Cesar Quintero  29:53 

Yeah, so I’m from Venezuela. So South America, Latin America, and entrepreneurship is underserved in Latin America, like South Asia, Latin America, if you don’t come from money, if you don’t come from a family of business, there’s no way you can be an entrepreneur. So one of my passions is to democratize entrepreneurship in Latin America. So we started a business called Imprint Our Growth Model. And what we do there is we help professionals start a minimum viable product or service using lean startup methodology and this type of stuff. So it’s a 13 week program that helps them launch their business. We launched this during COVID. And right now we have over 1500 students, we have 89 coaches are helping those students get started their business. So a lot of my time and passion is going towards that as well in trying to help because, again, entrepreneurship changes the world. So that’s one of the main issues in Latin America is that government just controls most of the centralized processes. So how do we get people to decentralize and really create change through entrepreneurship. So putting a lot of energy and effort in that as well.

David Nilssen  31:05 

I love how most of your life revolves around entrepreneurship and empowerment is sort of like this theme that’s thread throughout. Yeah, actually, that’s really great. Because I mean, you want your purpose to be very clear in everything you do. And obviously, you’re leading a life by design, and walking the talk. Tell me a little bit about what you’re learning today. I’ve always found like the best entrepreneurs are constantly learning. What is it that you’re trying to learn today and improve in yourself?

Cesar Quintero  31:33 

What I’m trying to learn today, let me see what’s the latest? The book I’m reading today I’m rereading Brene Brown’s Atlas Of The Heart. It’s taking a different meaning for me, it was weird, I didn’t know about Brene Brown before and the more I’ve learned about her, and the thing about congruence and alignments of actions and words and vulnerability has taken a different meaning for me now in my stage of life. So I think that I’m rereading that right now. They just did a two episode with Simon Sinek and Adam Grants in the podcast. And that was a class of engagement. They talked about quiet quitting, and engagement and all that stuff. So that got me thinking again about that. And so took me back to her book. So yeah, right now I’m a lot around engagement. How do I engage my team better? How do I engage people better so that we can all achieve more? So that’s what I’m working on right now a lot.

David Nilssen  32:41 

Awesome. Well, we’ll leave it there. We’ve been listening to Cesar Quintero, the author of Profit Recipe. Cesar, where can people go to learn more about the work that you do?

Cesar Quintero  32:50 

Yeah, so they can go to the profitrecipe.com or they can go on Amazon, the Profit Recipe is also the book is on sale there. Or at Cesar Quintero at any platform. But yeah, profitrecipe.com is just the easiest one.

David Nilssen  33:05 

Awesome, we’ll put all those in the show notes for our listeners. And thanks again for being on the show today.

Cesar Quintero  33:10 

Thank you, David. It was fun.

Outro  33:14 

Thank you for listening to The Future Is Borderless podcast with David Nilssen. Be sure to click subscribe to future episodes so you can hear from more top entrepreneurs and thought leaders and we’ll see you again next time.