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Becoming An Unshackled Business Owner with Aaron Young

I have a fabulous guest. I have Aaron Young with us and he is a renowned entrepreneur with over 30 years’ experience and several multimillion-dollar companies under his belt. Aaron has made it his life’s work to arm business owners with successful formulas that immediately provide exponential growth and protection. He fully embodies the concept of the unshackled business owner and he inspires others to do by empowering them to build strong companies while proactively protecting their dreams. This is what Aaron knows. When you have the right systems and culture in place, you can build a business that works for you when it’s optimized for cashflow, growth and progress.

All three of those are super important. He’s a lifelong entrepreneur, trusted advisor to CEOs and creator of The Unshackled Owner, a program for entrepreneurs looking to build a business, not a glorified job. Aaron is armed with the expertise needed to quickly get to the heart of complex issues, identify solutions and illuminate the path for progress forward. His unique vantage point sets him apart from the crowd as a voice of real-world knowledge and authority. Welcome, Aaron.

It’s nice to be here with you. The truth is I have been doing this for many years of starting, buying and selling companies. I have only had one job at that time. I was recruited for that and it was the vice president of sales for a large, publicly-traded, multinational financial services company. We had 350 offices around the world and big board NASDAQ company. I had crashed a company into the dirt and a massive epic explosion of failure. I get invited to lunch by this guy that I knew. We were members of the same church. I grew up Mormon. I was a Mormon almost all my life.

I knew he had a good car. He asked me out to lunch and he said, “Would you be interested in a job? I know I see in the newspaper, on TV, I know your business closed.” In my mind I was thinking, “I’m utterly unqualified to have a job. I’ve never had a job.” I was young, I was 29. I was like, “I’m sure I’ll let you down in some way because I’ve never had a job. I don’t have a college education. You have a nice car. I had a good car but not that nice. What’s the job?” He said, “Vice president of sales of this company.” I was like, “Maybe the company’s not as cool as I thought it was.”

I did have that job for from ‘93 to ‘96. I saw him walking in one day. We were in this big building and you went up in the central elevator and there was a sky bridge. I had gone up the elevator, I was going across the sky bridge and I could see the parking lot. I saw the CEO walking in. When I went back down, I said, “Let’s go to lunch.” This is the same guy who had taken me to lunch a few years before. He goes, “Right now?” I said, “Yeah, we need to talk.” We went to the little cafe there in the building and I said, “I want to give you my notice.” He was like, “What are you talking about?” I said, “It’s your dream. It’s not my dream. I’ll stay as long as you want, but I’m officially giving notice.”

I didn’t go in that morning expecting to leave a lucrative circumstance. Entrepreneurs, you will have something inside of them that can only live underneath that basket for long before they let that light shine. The point is if it’s inside of you, you long to get it out. You work with a lot of authors and authors have something inside they’re trying to get out. The challenge with most authors is they get it out, but then they don’t know what to do with it except for store the boxes in their garage. We need to talk about how you help people be successful once they’ve decided they’re going to let their music out.

The reason I asked you on is that you are a business guru. One of the things I see so much of are people who decide they want to be an author. They’re getting their message out to the world. They’re putting out a coaching shingle or a small business, a consulting business that helps in some way. They’re not setting up the business in a way that will benefit them. What I mean by that is a lot of people haven’t set up a bank account, they haven’t set up an entity and they haven’t set up anything. I want to talk about that because that’s the first step to getting all of this going is being able to do that. Can you talk a little bit about some of the business entities they should seriously think about and how this benefits them?

There’s a great book called The Artist’s Way. In there, it talks about this idea of audacity. The difference between a talented artist and a financially successful artist is audacity. The successful person, it’s not that the art isn’t even necessarily as good as some other art they could compare themselves to. It’s that the audacious person will sign their name. They’ll tell people, “I’m an artist or I’m an author.” They find places to sell their books or sell their paintings. They put a price on it. They don’t give them away because they’re like, “This will help somebody.” They put a price on it and they demand their price. The audacity is what separates the hobbyist from the successful entrepreneur.

It’s because you go to the effort, you spend hours writing or you hire a ghostwriter, you go through a program, whatever mechanism you used to get that book to reality. The physical thing exists now. You don’t tell people you’re an author. You don’t stick it on your website, because who’s going to your website. Who’s going to that landing page? Almost probably nobody unless you’re investing money. How do you get your work out in front of people and exchange value? You’re not selling anything. You’re exchanging value. Here’s something I’ve learned and you’re going to give me $20. There you go. We have transactions.

The people that are not successful, the ones who are not audacious are the ones who see their book or whatever it is they’ve produced as either not worthy or, “It’s a side thing I’ve done. I don’t take it seriously.” If you want to be an author, speaker, coach. If you want to take your message you’ve put down and manifest on paper now and you want to sell your expertise, then you’ve got to start being audacious. That’s the first thing. You have to tell at least people you have something available to them. You have a cure for the thing that ails them, there’s a price for it, and we can exchange value.

Two, if you start to get comfortable with that where you start to make money, you don’t have to make a lot of money, just some money. If you’re organized in a corporation or an LLC and you’re endeavoring to make money and to grow a coaching program or speaking program. All the work you’re putting into trying to build that brand and launch that career, even though you’re spending more than you’re making. The government says if you’re properly organized, you can write all of those expenses off that are associated with it.

The Artist’s Way

If you’re a C corporation, the difference between what you made and what you spent in other words. If you’re a corporation or an LLC, an S corp or LLC, you can write off everything associated with growing your brand. If you’re a C corporation, the additional amount you spent can be carried forward. They call it a tax loss carryforward. You can carry it forward for up to twenty years. If you’re spending a lot of money up front to develop a business much more than you’re earning and you are a C corp, you can carry that difference forward next year. As you start to make profits, you can push those profits down, the taxable amount of them down with your tax loss carryforward.

If you’re thinking you’re going to have more tax write-offs, they don’t have to be specific like, “I went to a seminar so I got to write it off.” It could be, “I drove to the seminar, I had to eat on the way to the seminar, there were two seminars and I stayed in between.” Those three nights in between or whatever can also be written off. I paid for VIP and that’s helping me with my networking. I can write that off. You cannot just deduct, but you can defend your deductions. If you’re set up as an entity and there are thousands of deductions that sole proprietors don’t get that an S corp, an LLC or a C corporation get, the deductions are way up. More of your life can be pre-taxed. What else could you do? I need to have a coach. I need to see a counselor. I need to re-carpet my office.

All these things can become deductions. I need to work out, I need to meditate. There’s a famous case, now it’s a fact. In the stripper world, a stripper wants to write-off her breast augmentation. The IRS said, “No.” They went to court and the judge said, “No, that’s a legitimate business expense. That’s fine.” Having a guard dog for your house, can you write-off your dog because it warns people and you run your business from there? There are thousands of things that can enhance your life that you can’t have as Aaron Young selling Aaron Young’s books out of Aaron Young’s house. That’s not it. If I go from Aaron Young to Aaron Young Incorporated, it changes everything.

The other part too with that is the bank account. The IRS doesn’t favorably look at you commingling business with your personal, does it?

If you’re a sole proprietor, you don’t need a special bank account because you and the enterprise you’re involved in are the same. If your “business,” if your activity and your going concern of selling books, speaking, coaching gets sued and you’re a sole proprietor, then everything you own, your home, your mortgage equity or the equity in your real estate. Your savings account, your kid’s college money, your cars, your painting above the sofa, all of it is up for grabs. If you’re a corporation or an LLC, in the eyes of the law and the IRS, it’s a separate person from you, it’s not you, it’s something else. This other paper person, that ship can sink without you going down with the ship. That paper person can die and you can go on living. It can get sued and lose everything without it bleeding into your personal estate. That’s why we use business entities. It’s to separate our assets and reduce our liability. We don’t have everything up for grabs. We have this little part up for grabs.

It’s like the book or the intellectual property of the book could get lost in the lawsuit, but your home, your car, your savings, your idea for your next book, your whatever else doesn’t get lost. It’s just whatever’s in that one entity. That’s why people use entities. If you’re going to have an entity like a corporation or limited liability company, then it, because it’s not you, should have a bank account. More than that, it has to have a meeting. The shareholder or the member has to have a formal meeting and create a document called a resolution that lets Bank of America know that it’s okay to open a bank account for you. Somebody reading this is like, “That is not right because I went into the bank and I didn’t have a resolution and they gave me a bank account for my company. He does know what he’s talking about.” You don’t know what you’re talking about. The bank, which is obligated by law to have a board resolution, they have a generic one that they print out. They ask you, “Are you authorized to open this account? Are you a board member or an officer?” You go, “I’m the president,” or “I’m the only owner.” They put it in, you signed it and you didn’t even know because the bank isn’t allowed to open a bank account for a business, for a corporation or LLC without a board resolution.

There’s a lot going on amongst the companies that are highly regulated and in the know. They’re going to make sure at least from their perspective, you’re compliant to do that one thing. The thing is there are many hundreds of items that need to be documented formally for a corporation or LLC. All of them require meetings and then board resolution. There’s so much going on that the average rank and file beginner who’s trying to do it all right, they don’t know what they’re even supposed to do. That’s why companies like mine, Laughlin Associates, has been around 48 years and have helped hundreds of thousands of companies because in our little niche, which is forming entities and keeping them compliant, we have learned the learning the skillset. Do they need a bank account? Yes. Should you be commingling funds? No, but if you’re a sole proprietor, you can commingle anything you want because you have no protection and you have no need to separate. Everything you’re doing is you. There’s such a better world waiting for you if you want to get incorporated.

Can you talk a little bit about why those corporate notes, the meeting notes every month are important to your corporate veil?

The paper person, this entity, and you may be united in your goals. All the money in that company you put it in there, you borrowed it and you maxed out your credit cards or whatever. It feels like your company. “That’s mine.” The problem is when we think of ourselves and the company, the corporation or LLC. When we think of that entity as one and the same, we’re going to be all commingled, which doesn’t reduce. It eliminates asset protection and tax deductions. If the government sees that paper person is your alter ego and that’s the legal term of alter ego. If it’s your alter ego, they say, “You don’t get all these deductions. You don’t get this lawsuit protection. You don’t get any of it.” When they see that it’s actually being treated as a separate entity from you, you’re respectful of the laws that make this thing up. They will go to the ends of the earth to defend the separation between you and that paper person. That separation is known as the corporate veil, a veil that separates one room from another. It keeps the two things separate. It doesn’t matter how wonderful you’re keeping your receipts and you’re booking everything properly.

When you form a corporation or an LLC, you follow the rules associated with that. Meaning you’re having regular board meetings, you’re keeping minutes, you’re passing resolutions, and you’re not commingling money and so on. When you do that, the government, both the IRS and the courts, see the entity as separate from you. According to Cornell Law Review, the piercing of the corporate veil is now the most litigated issue in corporate law. You consider there’s a new lawsuit against the small business every 22 seconds in the United States. The number one most litigated issue is how do we get through the company and get to the owners and everything the owners own. Your equity, your vacation home, your savings, any art or coin collections or other things you might have in your house of any value, the piano or whatever you’ve got. The art above the couch, all these things, the prosecutor who’s often working on commission, they call them contingency fee lawyers. They come after the company looking for deep pockets. They always know if they can pierce the corporate veil and come to the owner or owners and get all of their stuff up for grabs as well, the odds of either it getting a big resolution if they win or getting a bigger settlement if you decide to settle goes way up.

If they get road blocked, they run into the corporate veil and they can’t get through, then depending on how you’ve organized your business, odds are there’s not a lot for them to get. If you’re organized well, you’re not going to have a tremendous amount of value inside the company. As you’ve increased the value of the business, you’re moving pieces into separate entities. My business partner was next door neighbors with the CFO of Intel Corporation. They were driving in the car one day and the Intel guy said that he had close to 3,000 companies that he was responsible for keeping track of. The vast majority had no employees, no location. They owned a piece of content. They owned a patent, they owned some little thing. Intel had moved these all into separate little buckets so that if Intel gets sued, not all of their intellectual properties are at risk. That’s what happens as you’re building an empire. At first, there’s not much money and then there’s a little bit, then there’s more than you need to live on. Once you have more than you need to live on, then you go, “What do I do with this money? I’m going to buy a rental property or I’m going to buy a franchise or I’m going to do something nice for something.” What you want to do at that point is start separating things out so that it’s not all available to be taken in a lawsuit.

The corporate veil is what gives you that separation between the entities in you and keeps you safe. Most people that form a company, a corporation or LLC, they know there’s supposed to be protection, but they don’t know they’re supposed to be having regular board meetings. The law says at or near the time of any significant decision there must be a board resolution. That includes things like opening a bank account, having the company pay for health insurance, paying for your gym membership or changing CPAs, borrowing money, loaning money or signing a lease. There are hundreds of these things that most of us think, “It’s my company. I do whatever I want.” If you do that and if you’re taking corporate deductions, if you’re not doing your corporate compliance as perfectly as you’re doing your tax compliance, you may find out one day you get audited or sued, and everything gets taken away from you.

You are the unshackled owner. Tell us about that.

Unshackled Owner: If you’re not doing your corporate compliance as perfectly as your tax compliance, you may find out that one day you get audited or sued and everything gets taken away from you.

For many years, I had my head down building my businesses, buying and selling companies, starting things. In 2015, a couple of things happened. I spoke at a conference for exit planning lawyers. In other words, the lawyers that helped that successful privately-owned company get sold and manage all the moving parts of the sale. I got invited to come to be the opening keynote speaker at the annual Exit Planning Institute conference. There was like 500, 600 lawyers sitting in this room and they wanted me to talk about what do I look for in a company that I’m going to buy or what do I do to get organized to sell a company.

I did that. You would’ve thought that I come down with the Ten Commandments from the mountain. It was crazy how fascinated all these professionals were with what I was doing. I thought, “Maybe people don’t know about this.” That was in April or May. My wife and I, we have a home on the Oregon Coast. We went down to the beach house for a few weeks. I’ll tell you what happens when you go on vacation for long. The first little while, everybody’s excited for you and they like all your pictures, “That’s cool. Have fun. It’s beautiful. I love Oregon Coast.” The next couple of weeks after that, week three and four, people are going, “What are you doing? Go back to work. You’re lazy.” Week five and six, they’re going, “What the heck? How are you still there? How can you still be gone?”

They know I own all this stuff so how are you still there? They start demanding answers. It was mind-boggling to me that many people were freaked out by the way we live our day-to-day. I thought, “I wonder if anybody would want a class on what I do to build companies to where I don’t have to go to work.” It doesn’t mean I never go to work. It means I work my butt off and then follow a program that at some point I can extricate myself from the day-to-day. The company, Laughlin Associates, when I bought it, I was there four-and-a-half days a week. I’d travel from Portland down to Carson City and I worked my butt off long hours. Four-and-a-half days a week, I would go home to my Young family. This was 2001. Be home on the weekend, go back down. I did that for a couple of years, absentee dad and husband.

As we started getting the ship righted, I could be there less often. Now, I haven’t walked in the door of the office for a few years. I don’t go there at all anymore. I have no plan to go there this time. There’s nothing on the horizon that would lead me to need to go do that. I’ve done this repeatedly over many years, built sub up, move out of it, kept it making money for me or sold it. I could sell Laughlin. We get offers every year to Laughlin, but I love the company. I love the people who work there. It’s this great thing that works. It was broken when we bought it, but now it works. The idea of being unshackled isn’t about being retired and sitting on the beach in Bali with your laptop. It’s about I can be as involved or as uninvolved as I want. I can do what I love to do in the company, and I do. I love to give the talks. I travel all over the country and give talks on behalf of Laughlin. I run the mastermind, the Inner Circle, for Laughlin. I love it and everybody knows I’m the owner and everybody knows I’m running it. The clients don’t know I’m not involved in the day-to-day.

It’s not a secret. It’s not obvious because most people don’t think that way. The idea of being unshackled is having control of your life, time, not only do you have money, but you have the freedom to move around and do what you want to do. You have the flexibility to decide, “Do I start another company? Do I sell this company? Do I just do one thing? I’m the sales guy and sales manager with Laughlin. Like I do with all my companies, I want to work myself to a position where I’m only the chairman. I’m looking out for the direction of the company. I’m making sure compensation, and everything is right for the leadership but leaves the leadership team alone as long as they’re meeting the objectives I’ve laid out for them. I’m not involved in how they do it as long as they get it done.

What we want to do is hire a team of people, in my case, that are smarter than me. I want everybody at that table. When I have a meeting with leaders, I want everybody there to be smarter than me in marketing, IT, sales, HR, finance, whatever. I should be the dumbest one at the table when it comes to any one of those topics, but I’m the one who’s setting the goals and the direction. It’s all based on my values. The objectives in Laughlin’s case, that Lee Morgan, my business partner of many years, what we want for that company. If it’s one of my privately held businesses where it’s just me, it’s the same thing. I meet with the leadership teams and I’m saying, “Here’s the place we’re trying to get. How are we doing in our progress?” My job is to help them be the best they can be at being successful at their job. We always have a general manager or president in those places. I’m working with the president and the vice presidents and that’s it.

It’s a formula. It’s not magic. It’s not luck. I’ve done this in recycling, in cellular phones, in financial services, in the corporation business, in the fix and flip business, in the land development business. Add all to that because the Unshackled Owner Class has become popular. We have the class, we have a down sell, and it’s something called The Freedom Call, which is for people who are not ready for the main class yet. They’re more solopreneurs trying to get their feet under them. They need an inexpensive place to plug into a hard-core business help but for a solopreneur. We have the Freedom Call, we have the Unshackled Owner Class, we have the Unshackled Owner Intensive and we have our coaching which is accountability coaching for people that have taken the class. We’re starting to do more corporate stuff. We’re going in and doing Unshackled Leadership inside big enterprise-level companies. What started off as trying to explain to people why I could stay at the beach for a few weeks has now grown into a multimillion-dollar company that remains my side hustle.

There’s a lawyer in Salt Lake who wanted to join the class. His name’s Jason Webb. He wanted to join and he put it off for several months and continued to put it off because he still didn’t think he was ready. He finally started doing it. He was in the last group. I know when people are watching or listening to a podcast interview, you may be getting this in 2020 or 2021, but he started either the November class or the January class. He’s now auditing the new class, which you can do for free. The part of it is the first lesson we talk about defining the explicit outcome we want to achieve. It’s more than a vision. It’s more than a dream.

Let’s get ridiculously explicit about how we’re going to measure success and it’s got to be measurable. Saying I’m happy is not measurable. Fulfilled, excited, that’s not measurable. You have to measure it. He did that. He came back as he decided to come in for the following class which was the beginning of March. He came back and he said, “I need to redo my outcome, my vision statement.” I said, “Already? It’s only been a couple of months.” He goes, “I’m blown away by how many things I thought were a few years out that have already happened by following the process.” I hear that all the time.

If you want to make chocolate chip cookies, you go into your pantry and you go, “I don’t know what to do. There’s probably sugar in them and I know there are chocolate chips. Maybe there’s some baking soda. Maybe there’s some salt. Do I add water? What do I do?” You started grabbing stuff, and you’re trying to figure it out on your own. Odds are you’re going to get something less than desirable at the end of the baking experience. When you have a chocolate chip recipe, and it’s in front of you and you go, “I need this much egg, sugar, flour, milk, butter, chocolate chips. I put this percentage in together, heat the oven to this place.” This is exactly what you do. This is a big secret. Twenty minutes later, you will get chocolate chip cookies, whereas if you had tried to guess, you’d get some gobbled gook and it could take you years to get to chocolate chip cookies. When you follow a recipe for chocolate chip cookies, you don’t get a loaf of bread or a bicycle. You get chocolate chip cookies because when you follow the process, the process works.

The problem most entrepreneurs have is they’re groping around in the dark, in the pantry and they don’t know what they’re doing. It’s not that they’re not good at the thing they are promising. They’re a great architect, they’re a great website designer, they’re a great landscape maintenance person and they’re a great whatever. That has little to do with business success. Being good at something is a technician. If you go back and read them the book, The E-Myth, they talk about the technician and almost everybody that starts a business is a technician. They know how to fix cars or fix computers or fix somebody, how they feel inside. They’re going to be a coach or whatever, a counselor, a physician.

Why are dentists and doctors some of the worst business people in the world? They learned how to be a great technician, not how to be a great business person. It’s because you have a degree in business doesn’t mean anything. It means nothing. It means you’re trained to be an employee. I have one year of junior college, one year of what was then called Ricks College. I don’t even think I got grades that year. I was in their show choir. I was traveling around singing. I wasn’t paying attention to school. I had my first company started during that time and by the time I was 21, I was making more money than my dad. I sold the first company. I started the next one and then built from there.

Unshackled Owner: You can be as in love with your ideas as you want, but if the market doesn’t want it, you will be that average entrepreneur at $25,000 a year.

Owning and successfully running a business is wildly different than being a great technician. According to the last census, the average income of an entrepreneur is $25,000. Only 4% of companies ever break $1 million in revenue. It’s because they are able to work to the level of their competency and then that’s it. They got nothing more. You’re only going to be as good as you are and the only way you ever get great is to bring in great people around you who lift you up, who augment you. “Here’s what I’m great at. Here’s what I suck at. I need to hire people to fill the places I suck.” We can be great together. This is why people fail. This is why they struggle. You don’t have to struggle.

What you have to do is follow a system that will get you to where you want to go. You can get from Los Angeles to New York on your riding lawn mower. They made a movie about a guy who went most of the way across the country on a riding lawn mower a few years ago, but you’re going to go slowly. You’re probably going to get tickets because you can’t be on the freeway on your lawn mower. You’re going to have trouble. You’re going to have to take a long circuitous route. Once you know how to do it, it’s like you got on a private jet. You didn’t even have to go through all the rigmarole of the airport. You pulled up, you got on the plane and you got to where you wanted to go fast and elegantly. That’s what happens.

I’ll give you one example. I have a thing coming up in May in Tuscany with my small elite mastermind group. You can’t buy it. I have to invite you. I only have twelve people. It’s not for almost anybody. It’s only for a few people I invite. One of the people in the group owns a gigantic commercial farm in Canada and he started the class last year. I called them and I said, “I’d love to invite you to be part of this. Our first event will be in May in Tuscany.” He was like, “Yes, I’m in. First, can I tell you why I’m excited? It’s not because we’re going to Italy together.” I said, “What is it?” He said, “If you had asked me last year or any year before, I would have said no because May is planting season here on the farm. I would have had to be here working fourteen to sixteen hours a day. Now, I don’t have a job anymore. I own it, but I can be in Italy while they’re doing it because the company is now set up where it works when I’m not there.” How exciting is that?

People always say, “What causes companies to fail? Why are there many entrepreneurs that struggle?” I’ve been one of them. I’ve done it too. There are three reasons most companies fail. The first one is your idea is either ahead of its time. It’s too early. You’ve developed a technology that there’s not an infrastructure yet big enough to grasp onto it. You’re ahead of the wave or your idea is a horrible, stupid idea, which is most of them. I have people come to me all the time and I go, “Your idea will not work. It’s not going to work.” They’re like, “I’m passionate about it.” Who cares? Nobody cares if you’re passionate. They only care if they want to buy it. I hate to break it to everybody reading. You can be as in love with your idea as you want, but if the market doesn’t want it, you will be that average entrepreneur at $25,000 a year. It’s a bummer but it’s true.

One, there’s a problem with the idea. Two, the idea is good. The second one is you don’t have enough money to live and survive long enough to get the business built up to where it can take care of you. You can do what Mark Cuban the billionaire did, which was go to McDonald’s, grab the ketchup packages and squeeze the ketchup into his mouth because he couldn’t afford a hamburger. He was eating ketchup packets. He knew enough that you live low while you’re building something and you’re paying employees while you’re not paying yourself. This is how you grow to become wealthy, not to make a living, to make wealth. The second one is you don’t have enough money. The third one is you have no plan. You can be great at the service delivery, but you can’t scale. Without scale, you can never get any bigger or wealthier than your personal calendar can allow. You can squeeze the most efficiency out of your hours is as big as you can ever get.

I don’t care if you’re getting $100,000 an hour to do coaching. You still have a ceiling because you can’t scale. When you solve the problems of we’ve got a good idea, we’ve got sufficient money, sufficient runway to launch it and we’ve got a process. All of a sudden you can go fast. One of the companies I was working with their CEO, the board called and said, “Would you work with this person?” They’ve gone from $9 million to $120 million in sales in the last few years. That growth transcends and blows past the person who was running it at $7 million to $9 million. You’ve got to get help. The biggest help is you’ve got to learn how do I now become the leader of a company this size instead of this small one? This is stuff I do. I’ve worked with companies, 2,000 employees, $100 million in sales, multi locations around the world. If you know the system, you can scale. If you don’t know it, you’ll flounder.

How do we find you to get ahold of you and to see what these programs are all about?

You can go to LaughlinUSA.com. We also had an operation in Europe for a number of years and in Canada. We had Laughlin International and Laughlin USA, and that’s why we’ve closed down the international stuff and we have Laughlin USA. If you want to find out about me and why I own Laughlin and why own other companies, how to do it and how to become an unshackled owner, you can go to AaronScottYoung.com. There is a ton of free stuff. They can get a free little book called The Critical Twenty which is fantastic if I do say myself. They can download The Freedom Formula, the seven-step recipe to become an unshackled owner. My podcast is on there. There are all kinds of stuff there.

Thank you so much for all this information. I’m sure this is going to help a lot of people figure out what they need to get done.

I hope so. Thank you for all you do and thanks for the way you’re helping these folks get out there and get their voice heard by the masses. It’s important.

Important Links:

• Aaron Young
• The Unshackled Owner
• The Artist’s Way
• Laughlin Associates
• The E-Myth
• Mark Cuban
• LaughlinUSA.com
• The Critical Twenty
• The Freedom Formula
• Podcast – The Unshackled Owner
• http://www.AaronScottYoung.com

About Aaron Young

Aaron Young is a renowned entrepreneur with more than 30 years experience and several multi-million dollar companies under his belt. Aaron has made it his life’s work to arm business owners with success formulas that immediately provide exponential growth and protection. Fully embodying the concept of the unshackled business owner, he inspires others to do the same by empowering them to build strong companies while proactively protecting their dreams.

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