How to Build and Scale Your Business: 11-Slide Business Plan with Brandon White

Brandon White [00:00:00]

All these other books, I mean seriously, that book I still have it on my bookshelf, How to Write a Business Plan. It's like, took you three days to read the thing, and then they wanted you to write a 50-page business plan. Like, that's over, man. That's not, you know, the modern business plan needs to be quick and easy.

Yong-Soo Chung [00:00:14]

This is Brandon White.

Brandon White [00:00:16]

I'll talk about anything. I mean, there's no secrets. I sold the company. I can't say exactly how much money, but I bought a house in California, paid off all my student debt, got freedom money basically, enough to give me space.

Yong-Soo Chung [00:00:29]

I've invited Brandon on the show to talk about his 11-slide business framework.

Brandon White [00:00:33]

It is a framework, but yeah, I mean you could call it framework, business plan, pitch deck. Yeah, I think that's the right way to phrase it.

Yong-Soo Chung [00:00:41]

Brandon's framework is designed to help you create a blueprint to launch and scale a successful business quickly.

Brandon White [00:00:47]

You should be able to build this in an afternoon. Financials for some people are going to take a little bit longer and they are going to be iterations, but you should be able to whip this thing out and get to work and start on Monday actually be doing something with a business idea by Friday.

Yong-Soo Chung [00:01:05]

And this framework contains just ELEVEN slides.

Brandon White [00:01:08]

..if you can build this framework, 11 slides, you basically are ready to build a new company or launch a new product or service. So you could be an entrepreneur and easily use this too. And that's sort of how it came up. It's a mix and match of all of my experience and failures and what worked.

Yong-Soo Chung [00:01:26]

Interestingly, these eleven slides actually started as four simple words written on the back of a paper napkin - product, people, market, and financing.

Brandon White [00:01:36]

Each one of those four from a high level get you an overview from a very high level, but in order to execute, you've got to have these details. For me, it was a function, what framework can I build that I can use across all of my needs?

Yong-Soo Chung [00:01:56]

Brandon White is my COPILOT on today's episode of First Class Founders!

Brandon White [00:02:00]

Hi, I'm Brandon White. I'm a founder with two exits, a lot of strikeouts. I'm a former venture capitalist and I'm currently running a holding company and investing $500,000 of my own money to turn it into $1 billion worth of value in seven years.

Yong-Soo Chung [00:02:17]

Over the course of the next thirty minutes or so, Brandon will take us through ALL eleven slides of his business plan framework.

Brandon White [00:02:24]

I'm going to talk about this as slides, but you could think of these as check boxes..

Yong-Soo Chung [00:02:28]

...and explain how he uses it to spin up ALL his new businesses.

Brandon White [00:02:32]

That's the framework. It is that simple. People try to make it more complicated. It is that simple.

Brandon White [00:02:47]

Hi, I'm Brandon White. Let's get down to business.

Yong-Soo Chung [00:02:05]

The next generation of successful founders in this digital age of entrepreneurship will leverage their audience to launch, build, and scale their brands. First Class Founders explores this golden intersection of audience-building & company-building with proven strategies to grow both your audience, which is your distribution, and your brand, which is your product.

Because those who can master both will create a category of one.

Hi, my name is Yong-Soo Chung and I'm a serial entrepreneur who bootstrapped 3 successful businesses from $0 to $20 million over 8 years.

On this podcast, you'll learn timeless lessons from world-class content creators, startup founders, and CEOs. You'll also hear tactical tips & strategies from me.

Are you ready? Then, let’s begin!


Before we begin, a quick reminder here that we teamed up with HyperPods to bring to you a quick 3-min hyper-visual summary for this episode with Brandon White on his 11-slide business plan framework.

By the way, it’s absolutely free and you can grab it to help you launch your own business at firstclassfounders.com/hypervisuals.

Brandon's framework is a distillation of all his knowledge, all his experience building different kinds of businesses on the internet over the years...

Brandon White [00:04:22]

I've raised money. I've recruited people. I've done all these things over the years, and I've failed a lot, so I saw what didn't work. I also really was a student of this. When I was raising money, and I've raised money for other companies, I took every single venture capitalist website, broke down what they recommended, took some gurus and experts, took what I learned in business school, all these things and said, how can we sort of make the best thing?

Yong-Soo Chung [00:04:54]:

The foundation for this framework was laid in a pub in Eastern Maryland, nearly two decades ago. Brandon was having lunch with someone who would eventually turn out to become his first-ever investor.

Brandon White [00:05:05]

We sit down and he pulls out a pen, flips the napkin over and he's like, writes down four things, product, people, market and financing. He said, let's build your plan right here. That was really my first lesson on the quote, air quotes for those of you listening, the modern business plan or framework.

Yong-Soo Chung [00:05:26]

So simple, isn't it?

A business plan, at its very basic core, is exactly these four steps. You design a product. You find a market for this product. You hire people to bring the product to market, and you find the money, the financing to make all of this happen.

Over the years, Brandon expanded these four 'things' - or four pillars, as I prefer to call them - into a bigger framework. This new & revised framework had 11 simple slides. Each slide had a specific task that needed to be completed before you could proceed to the next one.

Brandon White [00:05:59]

You can use this for so many different things and ultimately those four things just were very high level and you need those details.

Yong-Soo Chung [00:06:09]

Essentially, Brandon created a checklist for himself that he could go through before launching a new venture!

Brandon White [00:06:14]

...you and I can get off this episode and spin up an idea in an afternoon by just going through this framework and checking the box because you can't not answer these questions.

Yong-Soo Chung [00:06:26]

So, without further ado, let's dive right into this framework!

SLIDE #1 - ELEVATOR PITCH

Brandon White [00:05:39]

...and I came across this post and this guy said, I make a thousand dollars a week from Twitter.

Brandon White [00:06:33]

I'm going to talk about this as slides, but you could think of these as checkboxes, which is really the name of your company. So you could go through this, did you incorporate blah, your logo, which probably halfway important in the beginning, and as importantly, what your elevator pitch is. So you got to come up with a good elevator pitch. The elevator pitch really needs to be less than seven seconds to hook someone.

Yong-Soo Chung [00:06:55]

Yeah, he's right.

To me, the elevator pitch is almost like a landing page. A good landing page tells you clearly what you're selling within the first 10-15 seconds. A good elevator pitch needs to do the same.

Basically, you need to think of the elevator pitch as the entry-point of your business proposal. That is, it needs to be appealing enough to want to proceed to the next slide, which is:

SLIDE #2 - THE PROBLEM

Brandon White [00:07:22]

There's a lot of things, but it's pretty simple. A person does something, their pain is existing solutions are broken because you just need to fill in that.

Yong-Soo Chung [00:07:29]

A business exists because it tries to solve a problem for someone. So, for a business plan, the most important aspect is to define the problem explicitly and clearly.

Of course, not all problems are the same.

Brandon White [00:07:41]

There's these things like, is it an aspirin problem or is it a vitamin problem.

Yong-Soo Chung [00:07:45]

That is, does the problem need a solution? Or does it need some kind of support? Remember what Parker Worth said in episode 60? "The basics of a product or a good business is just solving a problem or providing a pleasure."

At the end of the day, regardless of whether you are solving a problem or providing a pleasure, whether you are giving people aspirins or vitamins, you need to ask yourself:

Brandon White [00:08:07]

What problem are you solving? And, as importantly, is that pain enough? And can you cross the threshold that someone will pay you to solve it, that you can charge a price to make money?

Yong-Soo Chung [00:08:21]

...and that brings us to:

SLIDE #3 - SOLUTION

Brandon White [00:08:26]

What is your solution? So how does it solve that problem in a way that does cross that threshold that someone will pay you for?

Yong-Soo Chung [00:08:34]

This one is pretty self-explanatory but I just want to point out that the 'threshold' part Brandon mentioned is incredibly important.

Sometimes, customers want a solution but they might not be willing to pay for it. That's why, before you launch your product - heck, before you even DESIGN your product, you might want to ask yourself: "Can I run this business with however much my customer is willing to pay me for solving this problem?"

These two slides - problem statement and solution offering - collectively form the "product" pillar of the original framework that was scribbled on the napkin that Tom gave Brandon in that pub many years ago.

So that leaves three pillars - market, people, and financing - and eight more slides.

And we'll look at all eight of them in a minute but, while I have your undivided attention, I want to give a shoutout to my wonderful sponsors CastMagic.

Yong-Soo Chung [00:09:31]

Jetsetters, as you may know, I hand-pick all my sponsors from companies I truly believe in.

That's why when Ramon from Castmagic wanted to sponsor First Class Founders, it was a no-brainer.

This isn't just any tool. This is the tool that gives me back 20+ precious hours every single week.

Say goodbye to painstaking edits and tedious content crafting. Castmagic has revolutionized my content creation workflow.

With Castmagic, you'll harness the power to amplify the value of any audio file tenfold. It's not just about tools—it's about shaping the future of content creation.

I can’t recommend it enough. Dive into the Castmagic experience now!

EXCLUSIVE BONUS: To make this a no-brainer, use code FOUNDERS30 to grab 30% off the first 3 months of your subscription.

Yong-Soo Chung [00:10:39]

Okay, now let's get back to Brandon and his 11-slide business plan framework.

Before the break, we looked at the first of the four pillars in Brandon's framework, namely, product. In the 11-slide business plan framework, this was accounted for through slides 2 and 3 - that is, the problem and solution.

Next up is the "market" pillar. And, in Brandon's 11-slide business plan, this corresponds to slides 4 through 8.

SLIDE #4 - MARKET OPPORTUNITY

Brandon White [00:11:15]

What is your market? And everyone gets, not everyone, a lot of people get this wrong. They're like, oh, and you heard me say this to you. Now I did it because we weren't going to the specifics. I said, oh, well, fishing's a $32 billion market. Well, that's not what the saltwater fishing market is. The saltwater fishing market's seven billion when you break this down.

Yong-Soo Chung [00:11:32]

Two things.

One, the fishing market that Brandon mentioned is actually a reference to his story of his first-ever business - an online magazine and forum called Worldwide Angler that he started out of college. You can hear Brandon recount the wonderful story of how Worldwide Angler got its first VC investment in a specially-crafted bonus segment available exclusively in the premium version of this episode.

Two, remember I mentioned Total Addressable Market in the previous episode? Yeah, that's what Brandon meant when he pointed out that the specific niche market of saltwater fishing was different from the bigger fishing market overall.

Brandon White [00:12:09]

So you need to understand what your true market and the market that you're going to go after.

Yong-Soo Chung [00:12:14]

...and, now that we understand the subtle-but-important difference between the market and the addressable market, it is time for the next step of this adventure:

SLIDE #5 - GO-TO-MARKET STRATEGY

Brandon White [00:12:27]

What is your go to market plan? What is that go to market plan? Are you going to buy ads on the internet? Are you going to use another means? Are you going to do TV? What are you going to do to get your marketing? How much is that going to cost? Meaning, how much can you spend to acquire a customer?

Yong-Soo Chung [00:12:47]

The simplest way to describe go-to-market strategy is a combination of how you can make yourself known to your customers and how much it is going to cost you to do that.

Brandon White [00:12:56]

So what's your customer acquisition cost? What's your average revenue per user ARPU? What's your customer lifetime value? If you're listening to this and you have a SaaS company or any sort of membership, what is your churn going to look like on a monthly cohort basis? Because that is your market and your go-to-market strategy has to be in there to do that.

Yong-Soo Chung [00:13:17]

After you have finalized a go-to market strategy, comes:

SLIDE #6 - TRACTION AND MILESTONES

This is where you will ask yourself:

Brandon White [00:13:27]

What are your traction and milestones?

Yong-Soo Chung [00:13:29]

Essentially, this is where you will set targets for yourself and identify the metrics you will need to track to ensure you can correctly diagnose the health of your business at all times.

Around this same time, you will also need to identify:

SLIDE #7 - COMPETITION

Brandon White [00:13:45]

...who's your competition? I think a lot of people focus on their competition too much. I think in the early days you need to identify it and then you need to go execute yourself, not react to your competition. Otherwise you're sort of in a really bad cycle.

Yong-Soo Chung [00:13:58]

I hope you made a note of that bit of advice: "Identify your competition but don't focus on it!" Your focus at this point should be establishing your product and your brand. Reacting to competition at this stage is just an unnecessary expense of time, energy, and resources.

These four slides - market opportunity, go-to-market strategy, traction & milestones, and competition - collectively form the "market" pillar.

I want to remind you here that all these slides are tasks or checkboxes on a checklist. Each task needs to be completed before you can move on to the next one.

Which means, if you have reached this point, then you definitely know what your product is. And you definitely know what your market is and how you plan to 'attack' this market.

What you don't know yet is what resources you will need for it.

And that's where the next three slides of Brandon's 11-slide business plan framework come in. Because the next 3 slides tackle the all-important question of organizing your resources. And by resources, I mean both "people" AND "finances" - that is, the final two pillars.

Let's look at them now.

SLIDE #8 - FINANCIALS

Brandon White [00:14:46]

And that is where your business plan is. How do the numbers work? And financials aren't just a P&L, a cash flow, and a balance sheet that effectively is automatically generated off of that in a moment in time, but it's also your marketing tab, which you need to understand what those waterfalls are. It's your HR tab. Everybody will say, oh, well, I hire someone and it's going to cost $120,000. Well, actually not. It's going to cost you about 12% more than that because if you put them on a salary, then you've got to pay that. So that's where all that sort of financial information happens.

Yong-Soo Chung [00:15:41]

Once you have estimated the financials you need to run your business, it is now time to actually bring in people who will make it a reality - the people you hire into your team.

SLIDE #9 - TEAM

Brandon White [00:15:53]

Then who's your team? So who's going to ultimately educate this?

Yong-Soo Chung [00:15:456]

Every entrepreneur knows that recruitment can make or break a business. It is incredibly important - and more so in the early days of the business - to hire the right kind of people into your team.

In my opinion, the biggest secret in hiring talent right now is offshore hiring. You can often find the same talent in Latin America or the Philippines for 70%-80% cheaper than hiring from the US. I hired my Executive Assistant from the Philippines and I’m looking to hire even more talent in the next year or two from abroad.

So at this point, you have a clear product, you have identified the market, planned a strategy, and hired the right people to execute this strategy. Which means, you are already invested in your business - literally and figuratively!

At this point, the only options left for you are to sink or swim. And even though you are in the deep end at this point, "sink" is not a voluntary option. You must figure out how to swim.

That is, you must figure out:

SLIDE #10 - FUNDING

Brandon White [00:16:57]

because you just built your financials, you know how much funding you need. So in funding needs, it's how much you need and how are you going to get that money? Are you going to use your savings? Are you going to trade stocks? Are you going to raise money, are you going to use another business's cash flow to fund it? So you figure that out.

Yong-Soo Chung [00:17:14]

And that's it. That's your business plan.

Oh, wait, I said this was an 11-slide business plan framework, didn't I?

SLIDE #11 - EXECUTIVE SUMMARY

Brandon White [00:17:24]

11 is really simple. It's your executive summary and you can boil down that summary to those four things, product, people, finance and market, because at the end of the day, those are the four principles of which you're going to have to understand and have goals towards to master your business.

Yong-Soo Chung [00:17:38]

As you can see, the eleventh slide is actually a summation of the previous ten. Nine, when you account for the fact that the first slide was the Elevator Pitch.

And both Brandon and I can tell you that this framework IS effective.

Even though I was unaware of Brandon's framework at the time, I now realize that ALL three of my companies were built with this exact sequence of steps.

In fact, one of my companies, GrowthJet, was born after I spotted a gap in the market that slide 2 describes.

Brandon White [00:18:05]

A person does something, their pain is existing solutions are broken because…

Yong-Soo Chung [00:18:09]

In this situation, the person was me. Here's what happened:

E-commerce fulfillment is a pain. One time, one of my customers emailed me asking me why we had shipped them an empty box. It turns out the 3PL had stolen the $1,000 product and shipped an empty box to my customer. Yeah, that was not fun.

So, I launched GrowthJet, a Climate-Neutral Certified third-party logistics company for e-commerce brands.

We pick, pack, and ship your orders from our 39,000 square foot warehouse without any hassles. You even have a dedicated on-site account manager.

GrowthJet is the 3PL that I wish I had when I launched my own brand, Urban EDC.

If you have an e-commerce shop, check out GrowthJet and hit me up!

Okay, let's get back to our episode with Brandon White.

Before that short detour, I had just finished sharing Brandon's 11-slide business plan framework with you. A framework that he has used consistently to spin up new businesses over the years and, on some occasion, departments in large companies.

Brandon frequently uses this framework as a simple rubric to stress-test his ideas.

Brandon White [00:19:45]

...you and I can get off this episode and spin up an idea in an afternoon by just going through this framework and checking the box because you can't not answer these questions. I think you don't have to have the answer or the right answer, but you need to have a answer, and you and I, or anybody listening, could go through this thing in an afternoon, even if you do your financials on the back of a napkin, and be off and running.

Yong-Soo Chung [00:20:13]

Yeah, I can definitely attest to this fact.

If you are currently toying with an idea for a business venture, just take some time to go through these 11 slides. I can assure you that you will come out of it on the other side, ready to go!

That's one of the things I truly liked about Brandon's framework - it is incredibly definitive.

Brandon White [00:20:28]

When it does change, you can change it. That way you can come in, you build your financials. If you build your financials correctly, you can have selectors where you can quickly change one thing that flows through your model.

Yong-Soo Chung [00:20:41]

Exactly.

Brandon's framework allows you to try out permutations of my your idea on paper before actually putting it into practice. Any change you make in one of the slides cascades on to subsequent slides. And, by the time you reach the 11th slide, you always have a clear picture of what to expect from the business venture plotted in the previous ten slides.

Brandon White [00:21:02]

Of all the things, you can make more money. You cannot get time back. That's what it's really designed, is to be efficient and do that. It's a living, breathing thing, like you said. The fact that you could go back and change it fast or you think that all this market research says that this is the market and it turns out maybe it's bigger. That means you need more money for more marketing and that changes the rest of it. But yeah, the main thing is it's fast, it's quick, and it's easy.

Yong-Soo Chung [00:21:28]

Of course, this doesn't mean that the framework is infallible.

And Brandon himself admits that he's had a few failures despite validating his ideas with this framework.

Brandon White [00:21:38]

Yeah, I have a podcast network. I have 10 podcasts now. They all don't work. I can go through this like, oh, well, I think this was a problem. It turns out that what I thought was a problem is a turns out that it's not an aspirin. It's a vitamin problem. Well, vitamin problem means that now you're in the entertainment business, which now means that's a different type of show.

Yong-Soo Chung [00:21:58]

But, here's the thing - I personally would classify this as human error rather than a flaw in the framework.

Because, if he had plugged in his podcast network ideas as a 'vitamin' problem in slide 3, that change would have cascading effects in every slide that comes after. That means, the market opportunities would look different, the go-to-market strategy would change, the financials and funding would also look different, right?

Brandon White [00:22:23]

The cool thing and the cruel thing is that the market doesn't care about your feelings. What this framework does allow me to do is get things out the door faster.

Yong-Soo Chung [00:22:35]

Getting things out of the door faster is important because a business idea is only really tested when it actually meets the market - something that Brandon has experienced several times over the years.

Brandon White [00:22:45]

Our SaaS software company, we wound up pivoting.  thought we... we would find files faster. Turns out that is a problem, but turns out that I lost my contacts and I'd like to have my contacts backed up all in one place from all my accounts. That turns out to be a bigger problem for a lot of people who are in some sort of sales or networking or rely on their network role to have it all backed up.

Yong-Soo Chung [00:23:09]

On the slide deck, this would be represented as a modification on slide 2, the problem statement. And because slide 2 changed, all subsequent slides - 3 thru 11 - would also need to change.

And that's exactly what happened.

Brandon White [00:23:22]

The original plan made a lot of sense. Our plan made sense, but then when it hit the market, we started listening to the market and the market said, well, you're backing up all my contacts. That's actually really important. And we thought, wow. We get it wrong all the time, but getting it wrong to get it right is really what you're trying to do.

Yong-Soo Chung [00:23:41]

Exactly.

This is also why I am so vocal about building your own personal holding company and bootstrapping your businesses over, say, raising capital through outside investors.

Because, the way I see it, pivoting on a dime in situations like the one Brandon was just describing is MUCH easier if you happen to own your own business 100% - an opinion that Brandon also shares with me, by the way.

Brandon White [00:24:03]

I don’t believe that venture capitalists are evil or bad or something, they are needed. They are needed for some businesses, but they're not a fit for all businesses.

Yong-Soo Chung [00:24:13]

To be clear, that doesn't mean Brandon is averse to VC money! He fully understands - and I do too - that there are situations when you NEED to raise capital from outside.

Brandon White [00:24:22]

It doesn't mean that one of my holding companies won't raise money. I have a SaaS company that probably we will want to raise money because it's going to accelerate it. But having that holding company model to throw off cash, to not get distracted in the early days of building that type of company is a really good thing, I think. Some people have described this sort of as the entrepreneur ladder. Sometimes you have to raise money because you're broke and then you move your way up and you get to this holding co.

Yong-Soo Chung [00:24:48]

It's just that, because of the way VC money is perceived, entrepreneurs can sometimes... get lazy, if you know what I mean.

Brandon White [00:24:55]

..because raising money is a big distraction. Once you like the rocket ship on that thing, you take somebody's check. Venture capitalist model is pretty simple. They need to have an exit within less than 10 years, depending on where they are in their fund cycle. It's not a bad thing. That's their business. They have LPs. They're in it to make money. Not having that pressure initially and being able to go with some traction, it's a really good feeling.

Yong-Soo Chung [00:25:20]

...whereas running your business under a personal holding company is like riding a rollercoaster with constant ups and downs and edge-of-the-seat moments - it is a non-stop adrenaline rush!

Yong-Soo Chung [00:25:30]

It can be scary as hell. You're like, oh my God, I am taking my free cash flow or my savings and I am dumping it into this. The cool thing is you either sink or swim on your own.

Yong-Soo Chung [00:25:42]

I'll let you in on a little secret. The real success of a holding company is not the idea or the niche or the go-to market strategy. It is choosing the right operators of your businesses...

Brandon White [00:25:55]

You get one good person and I know you've done this with several of your companies and you get an operator in there. And yeah, you got to be all in the beginning.

Yong-Soo Chung [00:26:04]

The way I see it, once you have a capable operator for your company, you can use this 11-slide framework to launch a new company under your Personal HoldCo. 

Or, as Brandon succinctly put it:

Brandon White [00:26:16]

We're human. We're scared. You're scared, excited, and all these things all at once, and you want to get it out there, but with the framework, it's sort of like, okay, I checked the box, let's just go.

Yong-Soo Chung [00:26:29]

Let's just go, indeed!

By the way, if you want to know the story behind the paper napkin, I strongly suggest that you sign up for the premium membership of First Class Founders.

Because this week's bonus segment features Brandon narrating the story of the famous paper-napkin, which is where it all started!

But, here's the interesting bit. The person who wrote that business plan on the paper-napkin also happens to be the first investor in Brandon's first-ever business - Worldwide Angler.

Brandon White [00:26:58]

Okay yeah that's a very good story that people don't actually believe nor does it normally happen that a partner from Sequoia shows up at your door. But it did happen and he's basically yeah we've been friends for 22 years.

Yong-Soo Chung [00:27:13]

Yeah, that’s THE Sequoia Capital, Brandon is talking about. I’d say one of the top 3 firms in Silicon Valley, right up there with Andreessen Horowitz or a Y Combinator. Brandon’s story of how he got connected and became FRIENDS with a partner from Sequoia is absolutely WILD.
So, yeah, join the First-Class Founders membership today to hear the full story. Go to firstclasfounders.com/join. Look for a link in the show notes!

Finally, if you are a new entrepreneur and Brandon's story has really inspired you, here's TWO pieces of advice for all new entrepreneurs out there, from Brandon himself.

ONE:

Brandon White [00:27:50]

Nobody is an overnight success. So, especially in today's day and age, don't be enamored. Use the successful stories as a goal, but don't focus on that to make your business successful. I think too many people stop too soon because it got hard. I got news for everybody listening - and Yong-Soo, I think you would attest to this - it's going to get hard. So use the stories to inspire you and to set those goals, but don't expect it to actually happen overnight or be like that and keep going.

Yong-Soo Chung [00:28:36]

...and TWO:

Brandon White [00:28:37]

Listen to the market really carefully. That's really what allowed me when I just shared that story with you. Originally, it was called File Finder. Now, it's called Trevely, going from files to contacts.

Yong-Soo Chung [00:28:53]

And, if you want to connect with Brandon.

Brandon White [00:28:55]

you can just go to my personal website, I'm on X, but BrandonCWhite.com. I'm Brandon C. White all around the internet, but that's my website, my email and everything, and you can find out everything that I'm doing and keep up with my adventures.

Yong-Soo Chung [00:29:09]

If you enjoyed listening to Brandon talk about his framework, you might also want to check out episode 41 in which I outlined my very own M.A.P.S. framework. M.A.P.S. is an acronym that stands for Mindset-Audience-Product-Scaling. You can think of it as a deep dive into slides 2 to 7 - that is, problem to competition - of Brandon's 11-slide business plan. If you properly combine the two, I genuinely believe that you will be able to go from idea to execution in no time!

 Brandon White [00:29:53]

I actually have ringing in my ears. I think that's called tinnitus. So I play music in my house all the time. In every single room, there's always, I have Sonos, and there's always music on, mainly so that I don't hear that ringing.