What You Need to Exit for Millions | Yarin Gaon

What this episode is about

The main topic revolves around the critical stages of a company's growth, particularly highlighting the transitional challenges faced by founders as they scale from initial success (revenue milestones of $1 to $2 million) to a more structured business phase. Key points emphasize the importance of achieving clarity in business understanding, aligning team mindset, and the risks of over-expansion, which can lead to stagnation or failure as companies attempt to grow rapidly without a clear strategy.

Key takeaways

• Hustle to adolescence: founders often misstep by trying to scale without clarity, leading to a costly fizzle.
• Reaching $1-2M doesn't guarantee profits; many founders still see little return while costs climb.
• Indigestion is real: companies often die when they overextend, trying to scale everything at once.
• A $2M EBITDA makes you attractive to investors; think before you overcomplicate your growth strategy.
• Surprising truth: most businesses need to hit $10-20M revenue for substantial investor interest. Growth isn't always linear.

Who speaks in this episode?

• Daniel (Host) · 14 min speaking
• Yarin Gaon (Guest) · 20 min speaking

What is discussed, and when

1. 0:00 – 5:00: Yarn, Clarity Playbook, Private Equity
2. 5:00 – 10:00: Private Equity, Venture Capital
3. 10:00 – 15:00: Yarn, Clarity Playbook, EOS
4. 15:00 – 20:00: EOS
5. 20:00 – 25:00: Clarity Playbook, Private Equity
6. 25:00 – 30:00: Private Equity, Venture Capital
7. 30:00 – 33:51: Private Equity

Notable quotes from "What You Need to Exit for Millions | Yarin Gaon"

• So Yarn, it's great to have you because something I've been wanting to talk through is when companies tend to die. I know and I've seen this before where there's you know revenue milestones and.

  about Yarn · at 1:05

• You know what EOS I know many people that have when they implemented the system, it completely changed their business. Like pretty much everyone I know that did that took the time to.

  about EOS · at 13:18

• So they're looking at different things and it's really important if you are a founder to know who you're getting you're getting to bed with and to choose what kind of partner do you want to have.

  about Private Equity · at 28:47

Who and what is mentioned in this episode?

People

• Yarn — Person · Main guest · 4 mentions · first at 0:41
  Primary interview subject explaining why the $1M–$10M growth phase is a founder 'graveyard' and presenting his planning framework ('Clarity Playbook') rooted in private equity-style analysis.

Products & tech

• Clarity Playbook — Product · Business focus · 3 mentions · first at 0:41
  A system developed by the guest to help businesses achieve clarity in their operations and strategy, mentioned as a free resource available to the public.
  Mentality. So what I've built is I basically built a system. It's called the clarity playbook. The same private equity playbook that I would have deployed if I bought your…

Concepts & topics

• Private Equity — Concept · Key argument · 8 mentions · first at 0:43
  Discussed as a stage of investment for mature businesses, contrasting with venture capital in terms of risk and growth expectations.
• Venture Capital — Concept · Key argument · 2 mentions · first at 6:33
  Contrasted with private equity, described as investing in earlier, more risky stages with a portfolio game approach.
  Fade. That's like a more VC type of investment, right? it's a little bit more riskier. They play a portfolio game, meaning that they invest in 20 companies knowing that 16 are…
• EOS — Concept · Framework · 2 mentions · first at 12:12
  Entrepreneurial Operating System mentioned as a great system to systemize chaos and ensure team alignment, used by the guest in portfolio companies.

Full transcript with timestamps

0:00 You start by hustling, right? The zero to one, zero to two, anywhere between one and $2 million. And then there's an adolescent stage where a company beside what he wants to be when he grows up. A lot of founders miss that step. So they try to scale everything. That's where they fizzle out. I found that all of them really have one major challenge. Clarity. Clarity is the ability to really understand your business to the granular level and then make sure that everybody in the team share the same mindset. That's the shift of shifting from a hustle mentality into adolescent mentality. So what I've built is I basically built a system. It's called the clarity playbook. The same private equity playbook that I would have deployed if I bought your company. If you answer, you get clarity. You get clarity, we do less and you become more impactful that we actually do too. Focus on the stuff that actually move for you.

1:05 So Yarn, it's great to have you because something I've been wanting to talk through is when companies tend to die. I know and I I've seen this before where there's you know revenue milestones and then immediately after that revenue milestone is a place where many times companies die and founders don't really know this going into it. I think a lot of people just go into business but they are not prepared for these things and I know you have said that companies die from indigestion which I hate indigestion. So why is the journey from 1 million to 10 million what you would call the graveyard for founders?

1:43 Yeah. So these are just different stages. So if we take a company's life cycle, you start by hustling, right? The zero to one, zero to two, and it's a stage where you grow by adding more. You add more product, you add more revenue stream, more type of clients, and you try to see what works. But once you hit that milestone, usually depends on the company, anywhere between one and $2 million, you have some traction, some product market fit. But now what happens is a lot of founders try to apply the same logic that they use to grow the hustle mentality and it doesn't really work. And I'll give you an example. So they try to add more products. They try to add more type of clients. They try to add more revenue streams. And the challenge is that these are still very small companies and at that stage they really enter what we call an adolescence stage. It's almost like a human with just like a company

2:42 there's infancy that's the zero to one zero to two and then there's an adolescent stage where a company decide what he wants to be when he grows up and a lot of companies or a lot of founders miss that step where they have to decide what are we exactly. So we did a lot of things we had with multiple different line of products maybe multiple different types of segments but now there's the question of okay so what am I scaling and a lot of founders never ask that question so they try to scale everything they if you take try to scale everything with a capital constraint which is meaning I just don't have enough money to do all of these at the level that I need that's where they fizzle out a lot of them that's where a lot of like great companies if they don't die then they just they stall and they waste a lot of energy and money kind of trying to figure things out.

3:28 Does that make sense? It makes total sense. I think there's a misconception that if a company gets to, let's say, a million dollars, they're going to have so much or $2 million, the profit margin is going to be so much. I hear this a lot, like, I want to hit 1 to2 million and I'm going to make all this money, but I don't think they realize that many times they're not still taking home very much money. What are you finding once somebody gets to that 1 to2 million? uh what what has how much money are they really taking home and then what has really changed?

4:00 It's really an interesting question. The answer is at a one to$2 million business, it's still a lifestyle business. So, Profit Equity doesn't even look at these kind of businesses. They're way too small because if you actually take the cost to replace the CEO or the founder, a lot of time either they make very few very little amount of money or don't make any money at all. So, you said $2 million company, great. at 20% net. That's $400,000. Okay. But now if I'm an investor and I need to put someone else in your shoes, it's going to cost me 100 150 $200,000 to replace.

4:34 So now the company is making $200,000. Not as attractive. So it's just it's not the end, right? The zero to two or 0ero to one is the beginning of something that you've proven that something works. You found some success. Uh it's very hard to exit at that stage. at a like a life-changing amount. Does that make sense?

4:57 Yeah. So, got it. Okay. So, I I've hit the one to two million mark. I've proven the concept. I want to scale this thing because I want to exit. Where do I typically need to be in order to even even have start having a lot of these conversations where I can exit to something that could be very life-changing money?

5:17 Interesting conversation. So the short answer is it depends on the industry and it depends on what you do. But let's talk about regular businesses, not highly valued startups. Regular businesses start to become interesting to a sophisticated investor like private equity around $2 million EBIDA. And IBIDA is basically a different name for a net profit if I put back the cost of the owner that I need to replace. So at $2 million profit a year, you start to become interesting enough to sophisticate investor that can pay significant amount of money. And to get to a $2 million IBIDA, you have to build probably anywhere between 105 to $20 million revenue or sales a year business. Assuming that most business are sit between like 20% profit to 10% profit depends on the business.

6:08 That's our goal, right? Like that that's the hope. I know you've exited some companies. Was there a few things or something that you learned when you exited maybe the last company or a company before that? Was there something that you learned that you said, you know what, every single founder needs to know this?

6:24 Yeah. So, I learned Well, I learned a lot of things when I sold my last company, but what I really learned is from working as an entrepreneur resident at a venture capital firm and mentoring hundred of founders. And what I saw all these founders had come at the at that stage that we're talking about like at the two to$20 million. So I found some product market fit but I'm still in adolescent stage. I found that all of them really have one major challenge that is preventing them from moving forward. And that challenge or that that gap that they're missing is is clarity. So I'll explain what I mean by that.

7:03 Clarity is the ability to really understand your business to the granular level and then make sure that everybody in the team share the same mindset. So I'll try explain what I mean by that. When you approach growing a $5 million company, a $2 million company, a $3 million company, it's not just you anymore. Probably you probably have a core team in place. you are trying to leverage other people's abilities and what usually happens is that founders and teams feel tactical pain. It looks like our CAC has gone up or our churn has gone up or our campaigns are not converting anymore or we have a low conversion. Many many many different pain points that are now starting to emerge as you grow. But the challenge is that all of them or nine time out of ten they're looking for a like a tactical answer. What should I do? And what I found after working with hundred of them is they're asking the wrong question.

8:09 Usually they are facing this challenge because there's a question that they never asked and never answered upstream. So it's kind of ambiguous. I'll explain what in a minute. For example, if your CAC is going up, yeah, you can try different campaign, but maybe the problem is you're not clear on what kind of segment you're trying to pursue or you're trying to pursue too many segments and it's not really clear what is the value that you're providing to them. So, your marketing messages has been been diluted a little bit. So, that's the problem. So the the idea here is if if you fix the upstream or if you ask couple of highlevel question and you agree on them as a team everything else becomes easier as you execute. Does that make sense? A little high level but it's it's the key that I found if you're clear on your finance strategy and operations mostly on your strategy of exactly what am I building here? Who am I building

9:08 this for? What is my revenue pro roadmap look like? What do I do better than anybody else? These are just simple not easy to answer but simple question that if you answer as a team you get a mental picture that is shared these tactical decisions become easy you because you know what needs to happen. Does that make sense?

9:28 Yeah. I think that the one of the biggest challenges is that you have to do so many things because you don't have enough money normally to hire a big staff to have a big team. Obviously there's a lot of tools and things nowadays but uh but you still as a founder have to do and if you're you know the only founder you have to do a lot of things. You have to wear so many hats which is stretching and you never really take a chance many times to just stop and plant.

9:57 Correct. How did you look at this? It's that's the key, right? The planning piece is the hardest part, but it's the highest leverage one, meaning it's the most impactful one. [snorts] And the challenge is or the way that I I like to think about this. If you don't find the time to plan, then you take the little time you do have and the little resource you do have and you just waste them because instead of saying, "Okay, I'm gonna focus on X because a Y like X ABC and this is the reasoning and this is what we decided and I'm going to put all my eggs on this activity or this path and I'm going to commit to this." But because they didn't do that process, not because of they they they can't, but because there's missing knowledge of how to do that practically, they don't do it. And they just react. And the reaction basically takes all of their energy and instead of directing it like a laser to a specific like area, it just

10:52 disseminate and and becomes very very wide and ineffective across multiple areas. That's the shift of shifting from a hustle mentality into adolescent mentality. So something worked. Now I need to be able to say no. We're not doing this. And the ability to say no comes from planning. If you miss that step, it's super hard for you to say I'm not going to pursue this kind of campaign. I'm not going to pursue this kind of client or no, we're not developing this product because you skipped it. Does that make sense?

11:25 It makes total sense. How did you fit the planning in? Because I think the other thing is yeah, we're we're running like like our pants are on fire like things come up, you you start to do something and then you get a phone call and then it throws your whole day off and then you get this. It seems like there's always things that are popping up and you could work really an unlimited amount of hours per day many times, right? In the beginning, right, in the in the earlier phases or or maybe even later on too. There's always something that you could be doing. How did you plan your day? So you start with so the day is a byproduct of a larger decision. So the question is how do you so how do you actually plan of what kind of business you want to build and the the reason is you use a system just like we have EOS which is an entrepreneurial operating system. EOS is a great system to systemize chaos or to clean chaos

12:18 right to make sure that everybody's rowing in the same direction. So you use a system and a system has a cadence. So EOS has like the daily cadence, the weekly cadence, the quarterly cadence. You do the same for planning. So what I've built is I basically built a system. It's publicly open so everybody can use it. Doesn't cost anything. I want to like put it put it in the ecosystem. It's called the clarity playbook. And the idea is just like you have a system for execution which is EOS, you need a system for planning. And that system for planning comes before the execution and sits on top of it.

12:54 Meaning that you first start with the planning. You figure out where cash is coming from, what business model you're pursuing, and then what needs to happen. And then you take these insight and you bring those to your entrepreneurial system, right? What are we doing tomorrow? What are we tracking in the scorecard? What quarterly priorities are we creating? And it's it's it's a waterfall effect. You bring a system. You know what EOS I know many people that have when they implemented the system, it completely changed their business. Like pretty much everyone I know that did that that took the time to implement the system, the problem was the implementing the system, right? But I love that. I love that you have something for free, you know, a great resources that you know that people can use. Can you go into more about uh you said something early on like you have revenue streams and then all of a sudden

13:46 you add more revenue streams and I don't know if that's a good thing or a bad thing. When did you in business look at diversifying or adding in different revenue streams?

13:56 Oh, that's a great question. So, let me start with like the the idea. Profit is an average, right? It's an average of all of your revenue streams. Some revenue streams bring a lot to the end profit. Some revenue stream might be even costing you some of your profit. So the idea here is first to get clarity on where money flows to the business and where is actually profit coming from. And it's not the same as sales. Sales are very hard to see. I can see that this revenue stream bring more money than the other revenue stream. That's great. But the second stage or the more interesting question is okay where is the actual profit coming from because you might find that a single revenue stream is uh responsible for a very small amount of sales but it produces most of the profit from the business and I've seen this multiple and multiple times. So first you have to identify what brings the cash or what really

14:52 brings the profit more than the cash. Once you have this then you ask yourself the question okay what am I doing today that is not contributing to that revenue stream. So to answer your question I would even think about adding revenue streams. I would think about eliminating revenue streams and say okay I have three revenue stream four revenue streams. Which one of them is actually producing the most profit? So if I focus on that one alone, I'm going to become more profitable without needing to develop more revenue streams. Does that make sense? So the idea here is to grow by subtraction, not by addition until you reach a scale where you can add more product at the $20 million mark, $30 million mark, but the $5 million business is still in in this in the US infancy. It's still at the beginning.

15:43 you have so much more to explore inside a specific revenue stream than just say I want to add more. So the it's a mindset shift. Does that make sense?

15:52 Yeah. Some of the best companies I know they they make like one product like they they just they're like the the world leader of one product like water or like toilet tissue like something they become like the best the the industry leader in that one product. And then where I know other people that are are barely industry leaders in anything and then they add a bunch of stuff and it just becomes very complex and complicated and they might not survive. But I I I really like where you're going with that. I want to go back in time for you though when you were 14 years old, you started your first business. When you looked at when you were younger before you, let's say, exited one or two companies, what did success look like for you? What did you tell yourself when I do this I'm successful compared to now when you say okay when I do this or this milestone now I'm successful.

16:46 Oh wow that's a really interesting question. When I was 14 the measure of success was to be able to afford a car right that's that's that was my measure for success. I think that's a really interesting question about success and success metrics. So I want to touch on this from a different I learned the value of success metrics. Let me just expand on this for a moment. So I learned the value of setting a right success metric. So a lot of companies measure their success with revenue, right? I want to be a $10 million company. I want to be a $20 million company. But that doesn't really add a lot of value when you need to make decisions because there are multiple paths to get to an end result. The more interesting thing and what I preach and I it's part of my playbook and I push it that you want to create a success metric that is a little bit more interesting and connected to your problem solution thesis and explain

17:48 what I mean by that. Basically why are you why did you start this business? What are you really trying to achieve? And finding success metric that is not just revenue that tells you if you made it or not. Because once you have that when you come to a decision you can apply a filter. Does this is going to is this decision going to help me get to the success metric? But if the success metric is just a number or more just a revenue number it doesn't really tell me anything about what path I should take. The power of a really sharp success metric is much more powerful than any just like revenue goal. Why do you want to be at 20 million? Sounds like a nice number versus I want to impact 10,000 people with my solutions because XYZ much more interesting success metric. I want to have this framework in the hands of 10 100 thousand founders. So just like EOS is in hundreds of thousands of businesses and it's a great system and I

18:50 use it in all my portfolio companies. I want to take this system, this planning system that I developed and bring it and have it actually be used by individual to help them make smarter decisions because I believe if you have strong strong team and you just have you just are able to help them make slightly smarter decisions along the way or more logical decisions they rock and that's that's where I draw my pleasure right smart people plus a direction equals you enjoyment for me. I don't know how else to say it. Yes,

19:24 I like that. We had Gino Wickman on before, but many years ago, right when he had exited uh EOS, so that that was a interesting conversation. Um I was listening to the NetJets founder, I think he's like a billion billionaire founder, and he said a comment. I thought it was interesting, and I wanted to hear uh if you've had the same thing. They were asking him about his watch collection, and he said watches have no meaning to him. like he doesn't really care about watches. When he exited his first company, he bought a watch and he made that his success metric in the sense of like every time he has a milestone, he buys a watch and his watch reminds him of that success. Do you have anything in your life where you like, okay, every time I do I hit a milestone or a success, every time I attach it to something else?

20:14 The short answer is no. I don't uh I don't I don't attach it to something else. I don't really success because in my world success are almost like micro successes along the way because it's what I'm really building here is like this different category that doesn't really exist. It's really hard. It's really really hard. So my successes are micro successes. So when people deploy that playbook on their own company and get an aha moment that's a success. When people start saying no to stuff that's a success. uh when people come back to me and they have like oh my god I understand now or I know the path this like moment of preconfusion postconusion that's what I c that's what keeps me in the game that that's what I celebrate I don't buy a watch but uh it makes me feel really nice

21:06 you know I we had another guest on who talked about uh passion without profit and he was talking about longevity he's a doctor and he said everybody needs passion without profit it and that's what they're finding is something that keeps people living longer. So that's what it sounds like, you know, for you. It's this free resource is bringing a lot of passion without profit as a focus for you, which is amazing. You know, like if you reach a level of success and you do certain things and you have the ability, you might as well do something to give back and you're you're making a big difference for people all around the world.

21:42 I hope so. Listen, like I want to be completely transparent. It's not a not forprofit, right? because I give away the playbook because I believe the knowledge should be free and there isn't a secret to scale. There's no secrets. It's just better planning plus good execution. And the planning part is what I'm trying to solve. My monetiz or how I get paid is when companies want to do it with me. So when I take that playbook and I deploy it on them and I act not just as their implement but as their thought partner answering these questions as we propose them. Right? So when we talk about okay so what is your strategic advantage instead of just facilitating I act as a seasoned investor coming in if I was your co-founder how would I answer that question if I was in your shoes so I it's not a fully not for profofit but I wanted to mix the two between what I love doing and what I'm good at and what

22:36 I want to do for my life like do grow into so in 10 years from now if If I have a a success, that would be me working with 10 to 15 founders in my portfolio deeply because that's why I like to get my hands dirty and just like be a part of a lot of smart businesses. They just need someone to help them kind of zoom out every once in a while.

23:05 So, Yarn and I I appreciate you sharing those things. Uh what is the system? Can you talk about what is the system? Is there two or three things that people can listen to this right now and that they could take away from this because I'm sure they're going to need the whole system and I imagine it, you know, it's it's it's a long-term thing, but can you dive more into it?

23:27 Yeah. So the system or what we call the clarity playbook is basically the same private equity playbook that I would have deployed if I bought your company but I'm giving it away without buying your company. So basically this is what a private equity firm would do to your business if they bought you tomorrow but instead of selling you can just take it and do it yourself for your own business. And the idea here is really just to create three sources of truth or one pagers. Financial one pager, strategic one-pager and an operational onepager. And I believe that if you have that, we called it those clarity canvases. If you have those, everything becomes easier. So the system is basically just a series of workshops and modules. It's in notion. You can do it yourself. You can do it with your team where just it walks you through how to answer each question. question like who's my perfect customer or what are

24:25 they truly buying from me or what is our ultimate goal or what is our revenue roadmap and if you have answer to these questions everything becomes easier and that's the missing piece that I found in these adolescence company was they just become explicit and they align with their team everything becomes it just flows down

24:47 I would think too now you could plug this into AI I and you could maybe work with AI to helping you along the way. Like you don't have to go it alone cuz you know maybe they don't have a big team or you know maybe I know people that don't have any team at all or maybe they have a few like outsourced employees or virtual virtual employees. Do you think you can you can leverage obviously it's in notion but can you leverage technology alongside the system if it really understands your business?

25:16 Absolutely. It's just the system really is just a bunch of questions that you ask financial questions, strategic questions and operational questions. So you take that question and you ask shpt or you ask your your your employees or you ask we just have a discussion it can be with AI can be with your team it can be with your spouse around okay what do we actually do better than anybody else for for example it's one of the questions ask I use it with pity all the time to answer and reflect on question because even if you answer it stuff change you learn more business evolve so it's just it's almost like you're taking a snapshot out of what you believe to be true today. Then you take it and you refresh it. So the strategic clarity canvas is like once a year and operationally you can refresh it once a quarter. So just different questions at different times. If you answer you get clarity. If you get clarity, you do less

26:11 and you become more impactful with what you actually do. You focus on the stuff that actually moves the needle. That's my core belief.

26:17 I like this clarity. You know, I I feel like we we always want to say we're hustling, but in reality, nobody really wants to hustle. Like like nobody wants to really do that, but we feel like we have to say we're doing that. So, I like I like the clarity and starting early, implementing things like you said before you're getting to the phase of private equity. Why Why would you not start it day one? Maybe you're at 200,000 a year, 500,000 a year, 300,000. Start it now. Build up. I don't know if a lot of people really understand those. So, if you're in and you're in business and you're getting to these milestones and you're starting to get approached by VCs and you're starting to get approached by private equity, I don't know if I even understand what is the difference.

27:00 Yeah. So, let me explain. So, I came from VC. I used to be an entrepreneur resident, which is basically a fancy name to say. I was the entrepreneur that the funds send to their portfolio company, the companies that they invested in to help them grow. And specifically what it is is I fix them, fix the broken ones. But let's talk about VCPE. The major difference in VCPE, there are a couple of differences. One is stage. So VCs can invest in different stages. Uh most of them invest a little earlier, a little bit more risky. Usually uh PE comes when a company is a little bit more mature. So that's why we said $2 million EB when they have some predictable revenue, stable team. the m mature companies tend to go to PE and the like slightly more risky one uh disruptive one goes to VC.

27:52 So as a founder the first question is like what kind of company are you trying to build and what kind of growth are you looking for? Are you looking for a to double the business year after year and it's almost like playing a binary game. Either you make a $100 million or you fade. That's like a more VC type of investment, right? it's a little bit more riskier. They play a portfolio game, meaning that they invest in 20 companies knowing that 16 are going to fail and that's okay because it's baked in because the other four really one or two out of the four is really going to make up for all the rest versus pees that are a little bit more hands-on depends on the PE working with mature businesses value profit over growth. So their success metric is Ebida which is net profit versus VC might um value just number of users or yearby-year growth.

28:47 So they're looking at different things and it's really important if you are a founder to know who you're getting you're getting to bed with and to choose what kind of partner do you want to have because a VC partner and a PE partner are going to have very different expectations on how you should react to different events and how quickly you should grow and how risk you should take. just different ways to invest with different sometimes different kind of assets in a different stage

29:17 because you were and by the way I never knew what entrepreneur residence really meant. I see it but I've always wanted to know what what does that even mean. So thank you for for clarifying that when you looked at being from the founder side, the exit side to then PE side and looking at the investment side. uh where what do you think is broken in in the private equity world that you're like you know what we need to fix this coming from the perspective of the founder

29:46 there's ton of businesses in adolescent stage two to 20 they're too small for private equity to touch it's too risky for them but on the other hand from the founder perspective there's so much value there are businesses they have product that people love they have customers they have revenue streams that produce cash flow. The challenge is that they're just at the lesson stage. So, they're not ready for sophisticated investor to come and invest in them. So, either they're able to either grow or figure this out or they phase and or they sell to other small players at small multiples. They never enjoy that PE multiple. And that's what I'm trying to change. I say okay there is a breed of businesses that are the two to 20 found some success are not yet stable too risky for regular they need more handh holding they need more support than a regular investor would like to give them but there's a ton of value and

30:48 there's a ton of opportunity if you are able to help them they will grow and what I found is the missing piece is the planning piece They know how to build. They know how to execute. They know how to sell. What you need to do is just help them to focus on who's the better customer. Who's the better revenue stream? What's the better business model? Once they have it, they will grow organically. You don't they don't need me for the growth. Does that make sense? That's my thesis about private equity. And they're just missing it. It's just too they they it because they're not built to work so hands-on with these businesses and they're just too risky.

31:28 But if you can help these business become a little bit less risky, a little bit more mature, a little bit more predictable, a little bit more um proactive. So much opportunity.

31:39 It just reminds me there's a lot of opportunities in business as a whole. Whether you are in business to sell a service or product, if you're in business to invest, if you're in business to help people grow, if you're in business to create a system, it just reminds me that there's a lot of opportunity as well as there's so much opportunity I imagine from the investment side to the PE side. Like there's a lot of things, but the issue always is that I think when you create a business, you basically know nothing about nothing. and you do it because you found a problem to solve and then the journey gets then you're down the wild path of this journey. Um, but but the more knowledge I think you have upfront, I think you then can plan out for these things, which is what I'm hearing. You can create the clarity. You can do the plan. You can do these things upfront and not wait. And then you create a

32:34 better business. You have a a better time with your family, your friends. It doesn't destroy your personal life, which we've had many founders have told us, you know, it's basically led to the destruction of everything in their personal life because they had to sacrifice. But Y, this has been amazing. If people want to get in touch with you, they want to find out more about they want to get this notion. I want to get this notion. So, how can I do that?

32:58 It's at playbook.fractional.partners and maybe we'll put a link in the in the bio. Uh, it's publicly open. It's in notion. Um, use it. Use it. Like the the idea here, why why would you scale without first taking a quick pause and decide what is actually worth scaling out of everything you've built? Do this and everything will become better. It's like my true belief. Your family life become better. I don't promise you you're going to work less, but you're definitely going to be more effective and more usually it's it's more energizing. It's it's nicer to work with a company that knows what they're building. Uh, it's just that that's my whole belief.

33:40 Well, I love it. Yarn, thank you so much for joining us on Founders Story. Thank you, Daniel. Thank you for having me.

Questions about this episode

Who speaks in "What You Need to Exit for Millions | Yarin Gaon"?

Daniel (Host), Yarin Gaon (Guest).

What is "What You Need to Exit for Millions | Yarin Gaon" about?

The main topic revolves around the critical stages of a company's growth, particularly highlighting the transitional challenges faced by founders as they scale from initial success (revenue milestones of $1 to $2 million) to a more structured business phase. Key points emphasize the importance of achieving clarity in business understanding, aligning team mindset, and the risks of over-expansion,…

What is mentioned in this Founder's Story episode?

5 people, works and ideas are mentioned, including Yarn, Clarity Playbook, Private Equity, Venture Capital, EOS. Each one on this page links to its own page with every episode that mentions it.

How long is "What You Need to Exit for Millions | Yarin Gaon"?

The episode runs 34 min; the transcript is about 6,163 words in 51 timestamped sections.

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