How to Build an Brand That Lasts ft. Cody Foster | Season 2

Whether you’re a startup entrepreneur or a business owner considering a rebrand, this episode will give you practical strategies for building a lasting brand.

In this episode, Danielle J. Martin sits down with Cody Foster, Co-Founder of Advisors Excel, to unpack the timeless principles of building a brand with purpose, values, and authenticity.

Cody shares powerful insights on:
✅ Why doing what you say you’ll do is the true foundation of any brand
✅ How to balance personal branding with building businesses that serve communities
✅ The right (and wrong) time to rebrand
✅ Scaling a business while staying true to your core values
✅ Why excellence and consistency are non-negotiable

From real estate and restaurants to community development and financial marketing, Cody has built an empire rooted in Faith, hard work, and service. This conversation will challenge you to think bigger about your brand, your business, and your legacy.

Check out Cody's Podcast here: https://www.youtube.com/ ⁨@thebusinessofadvicepodcast3819⁩  

Transcript

[00:00:00] The foundation for your brand should be that you do what you say you're gonna do. If you want to long term build something of significance that's going to impact people. That starts by just delivering and doing what you say you're gonna do. People ask me all the time, like, how do you deal with all the comments and stuff people say about you?

And I'm like, I don't care. He doesn't pay attention to it. Yeah. A stranger online that I've never met and doesn't know me, like I wouldn't ask their opinion anyway. Right? So why do I care? How would you know when to say yes to a new business venture? If it's not a hell yes, it's a no.

Welcome everyone to the Authentic Media Podcast. It's your host, Danielle J. Martin, and on this podcast we are talking about ways to develop an authentic brand. It's a special episode today 'cause I'm sitting down with, I would say, my boss here, Cody Foster. He is a co-founder of Advisors Excel. It's a financial marketing company organization here in Topeka, Kansas.

He's also an owner of [00:01:00] multiple restaurants. And multiple businesses. But Cody, welcome to the show. Yeah, thanks for having me. So I'm excited. Yeah, we'll see how we do. Thank you for joining me. This is a different setup. Normally than you normally have a podcast, so you're normally actually interviewing the person.

Yeah, yeah. I don't do a lot of 'em, so, yeah. Yeah. I'm excited to have you here though, because I think your perspective around building a brand, in case you don't know, that's kind of the hot topic right now in. Um, I would say social media and businesses, people are all about building personal brands. Yep.

And I think you would be a perfect person to speak to this 'cause you've kind of created, I don't know if you know, noticed this, but in Topeka, Kansas, um, a brand around building commun. And that's sen. Essentially what this episode is about is how do you build a brand focused on your values, focused on what you truly believe in, and staying true to your core.

Cool, right? So we'll see what we can do. Let's see what we can [00:02:00] do. So I wanna start here with, um, how do you build a brand that not only grows businesses, but also transforms communities and lives while staying true to your core values? Big question to start off with. Big mouthful. Um, yeah, you, you know what's interesting too?

I think you've seen my friend Rory Vaden speak. Mm-hmm. You know, he talks a ton about the, the, like, personal brand. Um, and in a weird way, I don't know that I've ever invested a ton of time in like my personal brand. Mm-hmm. Um, it, it's, I hate to say it this way. It's like never been super important to me.

Right. Always focused. Like even when we started so much focused on just growing ae, that's really what we were focused on. And the thing that I think has always been, uh, part of that to a degree is like, we don't do business locally much, you know? Mm-hmm. Megan car, we've got some advisors locally, but like our business was always across the country.

And then we're not a consumer facing brand, like we're kind of the mm-hmm. The [00:03:00] people behind the advisor. So like building our own personal brand. You know, 20 years ago wasn't that big of a deal. It was more about building the AE brands. Uh mm-hmm. So I've probably approached this in a little different way of like, as the, you've heard me say this before, in an ideal world, I kind of wish nobody knew who I was.

Mm-hmm. So I, I may not be the best to talk about branding, but I think, um, a, a lot of. If you want to call my personal brand, I guess, in this community mm-hmm. Is probably, it's been a little different. I haven't been super intentional about building my personal brand. Mm-hmm. I've been very intentional about building businesses.

Mm-hmm. And then I think my brand has been maybe a little closer associated. So yeah, maybe I've gone about it a little different than, um. You know, what you see today. Right. A little bit more, especially, you know, we have a lot of people we bring in who have great personal brands, uh, especially on social media.

Yeah. Um, I don't know that I have that one Jenna Jenna's working on me, but, you know. Yes. She's pulling you closer. Yeah. So I, I'm gonna take this in a little different way. I guess I would say, [00:04:00] like long term. Um, building some, you, you used the word values. I think building something that's true to who you are.

Mm-hmm. Right. And it's the only thing I don't always love about some of the social media brands, like some of the people I've met. Yeah. Like that ain't who they are. Right? Yeah. And so I think building something like true to who you are and, and understanding what your core values are, but then. Also, I guess like long term I think.

Mm-hmm. Building something of value, like something that's valuable to the community Right. Is one of those things that's gonna build your brand for most people. My brands probably most closely associated with advisors. Excel, maybe in Topeka, a little different with some of the other stuff. But you know, I think, um, we've just tried to build that with an excellence and want that to be like, one of our core values is that we do things with excellence.

Mm-hmm. And I think, you know, over the 20 years, that's what that brand is. Kind of become known as in, in our space. Uh, I don't know that we set out to say this is what it's gonna be. We just tried to build it that way. Mm-hmm. And I think let the, the business or create its own brand or [00:05:00] speak for itself a little bit.

So I know that's a long rambling answer, but I would say it's, I, I think being like. Really core to who you are. Mm-hmm. Is the only thing that works long term. Yeah. We have advisors all the time, right? Mm-hmm. They want to try and build these social media brands and Yeah. Um, but they want to outsource it.

And I say the only people I've seen that do it well, like they manage and do their social media mm-hmm. Because it's. Who they are and they're being like authentic in their brand. They're not trying to fake it and be something that they're not. Mm-hmm. So I think it is like really figuring out what is important to you, what are those values that are important, making that kind of foundational to it.

But then second I would say is like long term, you know, whether it's like someone who is. Influencer on social media trying to add value there or, or business owner or something like, I think you also have to build something that, that adds value to other people. Right, right. If, if long term, if you don't add value to other people, like mm-hmm.

The likes and following eventually go away. I mean, I think people follow people that, um, are, are providing [00:06:00] value to whatever the world. Right. And I would say too, for those who may not be very familiar with your background, you've built a brand empire around, you know, financial marketing services, real estate, community and development, and so you've.

Been a huge pillar to, um, Topeka growing to the space and to the reason why we're here, why we're getting, um, development changes in the mall, why we're seeing restaurants downtown, um, why we're seeing real estate grow in the way that it is. And so I think that naturally without you realizing it, like Topeka is where it's at because of your interest Yeah.

In wanting to see the community grow. But I think you brought up a really. Unique word that I think is another buzzword that many people don't know how to do, which is being authentic to themselves. And, um, knowing you, as long as I have, you're really big in your faith and you don't put anything past that and you talk about that and all the things that you do, um, from your perspective.

Perspective, how do you, um, stay [00:07:00] authentic, um, when it comes to building a business? Um, well that's a. I don't know. That's a, that's a tough question to answer, I think. Um, because it can be, it, it can be trick or hard for people to do that today. Right? Because I think you kinda, what we were talking about earlier, I think you see so many people that kind of fake who, who they are try and portray something like, I mean, I had someone who, who, I won't mention their name, but like asked if they could come, we, we have a plane at work, right?

Mm-hmm. They asked if they could come take pictures in front of the plane, like they don't have a plane they wanted to take, and I'm like. That's not really, that's, you know, now on flip side, you, you, you won't find a picture of me in front of our plane ever. Right? Because that, that's not like, I don't care about that.

It's just I travel 150 days a year, right? Mm-hmm. It, it makes my life a lot easier. Everyone's life at a EA lot easier from that standpoint. So I do think it is like, um, like just not getting. Trapped in that a little bit, I think is [00:08:00] important. I, I think it can be easy for people who are trying to do that.

Mm-hmm. They see these other people doing it and say like, oh, that's what I'm supposed to do. Right, right. But I think honestly, the, the brands that have survived, like long term mm-hmm. Are more authentic. Right. They don't. Kind of follow those fads or like, what's everyone doing right now and trying to copy that.

So I think that's, um, a, a pretty important part of it too. I, I don't know if you've heard me say, I mean, probably heard me say it a little at work over the, the years too. Like I also. I take things very serious, but I don't take myself too serious. Mm-hmm. Um, so yeah. Um, you know, my philosophy is like, show up and do the work and what's gonna happen is gonna happen, right?

Mm-hmm. And so I, I probably don't. Overthink things too much or worry about things too much. Um, people ask me all the time, like, how do you deal with all the comments and stuff people say about you? And I'm like, oh, I don't care. Like, I mean, I, I, who doesn't pay attention to it? Yeah. I just, I, I mean, if it's [00:09:00] someone that I know and care about knows me, right, that's giving me feedback, great.

You know, I'm gonna listen to that. But a stranger online that I've never met and doesn't know me like. Like, I wouldn't ask their opinion anyway. Right? So why do I care, you know, what their opinion is as someone who doesn't know. So I think, but the only reason I say that is like, that can also influence you if you do let that impact you.

Right? Right, right. You will try and, um, appease or meet, you know. The needs of all these different people are trying. Mm-hmm. Uh, keep people happy. And so, um, I, I think that's important. Like, you have to, you have to understand this, this is what I don't like Right. Is, is your profile grows. Mm-hmm. Like you are gonna have a lot more people say stuff about you Yeah.

Who've never met you. Right. They'll know you at all, all the time. Yes. And so if you're not prepared for that, I think that can. Um, be hard and staying authentic to who you are. Mm-hmm. So, um, that I don't worry a lot about that now. Yeah. You know, probably early in our career that probably bothered me more.

Now I've kind of learned to realize like, that's just what, what happens. [00:10:00] Right. Right. It gives people a platform to feel significant. Um, so they'll use that in all kinds of different ways. Mm-hmm. So I think it is like understanding who, who you're trying to be, like, not following the fads that are there.

Right. To like, be something that you're not. Mm-hmm. But then also being comfortable with like, um. Not worrying what other people think or say. No. Is it, is is important, not, it's not always easy to do. Right. But it's, uh, it's pretty important if you wanna stay authentic to what you're trying to do. Yeah. And just so you know too, like the audience, um, who mainly listens to this is a lot of business owners who are trying to grow their brand.

So in the age of building a personal brand, what advice would you give business owners who really should be focusing on building a legacy rather than focusing on how many likes? And trying to go viral, right? Yeah, yeah. Depending on your business, if you can go viral, that's great. Um, you, you know, I, I mean that can, that can really, um, it could benefit be good for the business with, with some exceptions to that.

I, I say this all the time, is like you, you. You know, the, [00:11:00] you as the leader, but also the, the business and the foundation of it has to grow at a rate that can support mm-hmm. Some of those things. So, so there are a lot of businesses you'll see that, that may go viral with something, but they don't have the, the infrastructure or the, the pieces in place to really support that.

Mm-hmm. And it falls apart. So what I, I mean, what I would tell any business owner is. The foundation for your brand should be that you do what you say you're gonna do. Mm-hmm. Like, like if you want to long term build something of significance that's going to impact people like that starts by just.

Delivering and doing what you're saying, you're say you're gonna do, um, right. I would probably add like doing, doing it with as much excellence as you can possibly do too. Yeah. I think, I think matters, but it's probably, um, I mean cliche a little bit, but probably matters a little less what you say or what you post online and actually what you do.

Yeah. And so I think that if there's one downside I see to some of the personal branding efforts is like. More time is [00:12:00] spent on the brand than actually like the delivery of what you're trying to do. Yeah. And so foundationally, I think if you can start there, like, we're just gonna build a great business that delivers and, and we do what we say we're gonna do.

Mm-hmm. Like, that's a good foundation to build off of. So don't let the, that's solid. I guess what I would say is don't let the work you, you put into building the brand, like outstrip the capacity for the business to deliver, you know, what the brand promises to some degree. Very well said. Okay. Well, speaking of principles and values, I love the core values of advisors Excel.

And so when you and, um, David decided to put together these core values, right, of one ae Yep. And just all the things that we really stand strong on. Talk about the significance of what it means to build brand principles for your business and sticking with that while you're growing your business. Um.

While you're trying to scale it too. Yeah. And and what's interesting about that is like for the first 10 to [00:13:00] 12 years, somewhere in there, you know, time gets a little blurry for me now. Um, we'd never really articulated those. Mm-hmm. Right. It was when we went through the process and bought Derek out that mm-hmm.

And we went through this, uh, scaling up, brought in a coach to help us think about how to grow and scale the business. And that was one of the things that came out of that is like. Like what is the vision? The, the vision, the mission core values? Yeah. So we took some time to actually articulate, um, what is important to us.

Mm-hmm. What, what was nice is like, I think we had generally lived those core values out. We had just never really sat down to like, document and articulate them, uh, for the rest of the team. I think why that's been important, you know, if you look back eight. Eight-ish years ago or whenever we, we went through that process seven, eight years ago.

Mm-hmm. I mean, we've probably had 500 new people start at Advisors Excel since that period of time. And I think as the business has grown, you know, early on we, we were so involved and close to everyone that was [00:14:00] there, you know, for the. Couple hundred employees. I knew everyone's name. I hate that. I don't know it now, but it's virtually impossible, you know?

Right. So it became important as the business grew mm-hmm. That we were articulating and like repeating those values consistently versus just, I would say the first. 10 to 12 years, we just we're kind of living those values out. Yeah. And you could influence it, but as it's gotten bigger, like you have to communicate that better.

Mm-hmm. So, um, for, for us, I think we lived them for a while, but then we're able to articulate them of like, here's really what these mean. And I still think we can do a better job. Like, what does taking ownership really mean? Yeah. But it's, I I would say it's helped us in a lot of ways. It's helped us try and identify the right people we bring onto the team.

Mm-hmm. I mean, reiterate. Why that's important. Recognize the people who demonstrate that, right. You know, every month at our all team meeting, like the rock stars are nominated based around those core values. So we're able to repeat those. So, but again, I think that's one of those things for, um. Any business owner specifically.

Mm-hmm. Like you, even those, you have to make sure [00:15:00] they're true to who you are. Right. Right. That you're not just like, this is what, whatever the hot company of the month, you know, talks about being their core values. So we're gonna, we're gonna create those, like make it fit like who you are and what you want it to be, and kind of build the culture around that.

Because they're so simple, but they're so, um, necessary. 'cause they stick to you. Right? Yeah. Like being an excellent teammate, um, taking ownership. And so I think I love Never stop growing, never stop growing. I love how simple and easy it is for even for the employees to make it stick to you. Yeah. So, um, going into rebranding, so before we started, I, we were talking about one of our advisors who's in the process of rebranding.

Yeah. And I think it's exciting. I went through that process. Um, literally launching authentic media. And so, but from your perspective, you talked about getting a coach for someone who may be in the process of feeling like they're not connecting with their business anymore. How do you know when it's the right time to rebrand?

Mm. Well, we've never really rebranded, right? [00:16:00] So, um, actually yeah, you haven't, not in a big way. Uh, there, there, it's such an inter, well, I'll give you a real example of this, right? Mm-hmm. We're, we're talking about it with Westridge right now. Mm-hmm. Yeah. To a degree. Mm-hmm. Um, and. I mean, there's some debate back and forth of mm-hmm.

Should it rebrand? Like, as we, you know, we're probably six, eight months away from construction really starting, but Right. Like, all the design's almost done and it's like, so it's, it's gonna look different. It's gonna look better. Um, hopefully we can bring some retail back. Yes. You know, I mean, there's, there's, uh.

A big vision for what we want to do there. So there's been a bunch of back and forth, like, should we like rename it, rebrand it, redo all that? Mm-hmm. Part of me is like, when, when you've invested a lot of time, and so this will be where you're going a little. 'cause even mm-hmm. With Megan, right. This would be the example.

She's not necessarily changing the name. Right. And I think that's kind of what we've settled on. Right. I don't know that we're gonna change the name Westridge. Right? Like it's just so synonymous with that location. It's just like changing the colors and, [00:17:00] but yeah. And I think some of that is just like, what?

Like what do you want it to be and stand for? Mm-hmm. And look like. Yeah. Um, I would say it, uh. On, on small businesses for sure. Mm-hmm. Um, we're no different. Like if you saw like our early AE stuff. Mm-hmm. Like it's brutal. Like really, really, really bad. We've grown. Yeah. Yes, we've grown. And so I think most small businesses, you know, when you're, you're starting now, it's a lot easier today than it was 20 years ago when we started like.

Your brand could probably use some updating, like, and refreshing. Yeah. Yeah. Um, like our website right now. Phenomenal. Yeah. Love it. Yeah. It wasnt always that way, right? Our first website was really bad, so, so I think, um, yeah. But, but here's maybe the other thing I'd say yes, about timing. It, it, it can distract you to a degree too.

So like that I wouldn't. Changing or updating your brand's not gonna be the magic bullet if your business is struggling. Right. Um, it, it's, to me it's more one of those things as you built the business, right? Mm-hmm. Mm-hmm. And the [00:18:00] business is growing and you have some time and capacity and maybe some financial resources to do that.

Mm-hmm. I think that's a good time to do it. Mm-hmm. Uh, if you think your brand needs an update, um, which, you know, ours has along the way. Uh, very seldom if you put a lot of time into the name, do I like changing the name? Mm-hmm. I just think if you've, if you put that work in, that's a, a tough thing to change.

Yeah. Now, if you're early on, you're like, yeah, this just isn't connecting or Right. Maybe, but like, you know, it would be a mistake for us 20 years to change the name advisors Excel. Right. Because so much work has gone into mm-hmm. Um. Building that brand. So when I talk to a lot of business owners about building a brand, one of the things I always hit home on is the foundational piece to starting any type of brand is understanding your why.

Right? And I think that starts with who you are. Yeah. And understanding like, why did you start this business? What does it mean to you? And just kind of going. Truly, really internal, looking at yourself in the mirror and asking yourself, um, what is my why? What is my purpose? Um, what would you say to [00:19:00] that?

Do you think that is a part of building a brand as well? Um, starting with yourself and asking yourself what your why is. What I would say is if you, if you have a strong one, it. Will make, um, building the brand and building the business easier. Uh, I, I would agree with that. Now, there's a lot of people that I know who have built very successful businesses and brands that I don't know that they necessarily had a strong why.

It's just like, that's what they were good at. Right? Or maybe, right. I mean, my story's like first job outta college kind of evolved out of there. Um, mine's a little different. My grandma went through bankruptcy when she was in her sixties, and so that drove me into financial services. I was actually a PR major in college and wanted to work for a sports team, but went and got a job at Cap Fed like couple weeks after that happened.

Just 'cause I wanted to learn more about money and so mm-hmm. Kind of sent me down this, this path that I've, I've been on. Um, so not everyone necessarily has that. Yeah. But like, I think if you do have it in connecting with that, yeah. I mean it's, [00:20:00] yeah. That's a supercharger for sure. Yeah. Uh, I know. Bo Easton, who you, you've seen, we've bo speak a lot through, through the years, like talks a lot about that.

Mm-hmm. Like if you understand your personal story and what it is that's driving you. Mm-hmm. And he's the one who actually helped me kind of connect what I was doing and what we were building back to my grandma's story. Right. As he, he took us through that process. So if you have it and you can figure out how to.

Leverage or tied into what you're trying to do. Mm-hmm. It will be a, a superpower for the brand. That's awesome. Many entrepreneurs, they struggle with the idea of starting small, but thinking big. Right. So what advice would you give them when it comes to building something that's scalable and something that can sustain as well?

Um, start small and build a foundation. Right, right. So, so I, I don't. People ask us all the time, like, did you ever envision advisors Excel would look like this? And we tell the story a lot of like, no. When we started, we actually said we were never gonna have more than 50 employees. Um, now we're a thousand.

Yes. And [00:21:00] so, but, but part of that is I think we just started small. You know, we're growing it. People, people, I say this a lot, but people. Feel like, I guess maybe from the outside looking in, it looks like it's been this fast growth. Mm-hmm. I feel like it's been 20 years of just steady, consistent compounding, right?

Mm-hmm. It, to me, it doesn't feel like it's been this fast growth. Right? It's been, I've been there since day one and I've just seen the consistent growth in the compounding of that. Mm-hmm. So, um, that's maybe what I would say is like building it the right way and putting the work in and starting small.

Doing the right things allow you to, um, compound the results, right? Mm-hmm. The compound effect is a real thing, right? Yes. That doing small things consistently well over time Yeah. Compounds quickly. Mm-hmm. And so that would be, um. I think one of the key things is like you do have to do the small things and you have to do 'em really, really well.

Yeah. And most businesses are not overnight successes. They're, they're, you know, decade plus successes that [00:22:00] compound over time from doing the small things well. Uh, the, the second thing I would say is like, understand if, understand if you have a scalable business or not. Mm-hmm. Right. A lot of businesses are not.

Truly scalable and, and that's okay. Like, you know, probably 90% of businesses in the US aren't a, a truly scalable business. Mm-hmm. I think where you can, um, get yourself in troubles if you are trying to make it scalable when it's not really a scalable business. Yeah. There probably isn't the best example because obviously there's tons of examples of them scaling, but.

Um, you know, like the restaurants we have right? Like, we've never started those businesses with the idea of them being a scalable business. Right? Right. Mainly that wasn't important to us. What was important to us was trying to do something here in our local community. Mm-hmm. Not getting into building a franchisable restaurant.

Right, right, right. What I, the reason I share that is like. You would probably have done all those a little bit differently. And there's things I do different about all of [00:23:00] 'em, but you would have done those differently if you were trying to scale 'em. Mm-hmm. We don't necessarily want it to be a scalable business.

We're trying to do something here locally. So I think understanding like is the business scalable or not is also like an important thing. A lot of 'em aren't. Right. Um, so don't, don't try and do something that's scalable, that's gonna be, that you're gonna fight that, I guess the whole time. Right. So, and, and then final thing I would say is like.

A, a business or brand is only scalable to your comfort level with bringing in great people around you. Um, that's good that, that would be the thing I would say at ae, right? We, we could have quit after we hired 40 people. And it wouldn't look anything like it does today. And and part of that was our, you know, youth and inexperience at the time of thinking like, more people equal more headaches.

And, and sometimes it does. Right. You know, but, but generally speaking, I think where my mind's changed so much is like high and grade people's so freeing and it allows you to scale. Like that's the, obviously there's [00:24:00] like technology things that you could possibly scale, but even that's gonna require probably quite a few people.

But like, if you're gonna scale something, it's. You're gonna have to get really good at leading people. Mm-hmm. Because that's the only way to scale. Yeah. Any business or brand long term. Yeah. And you're right, like culture's important, but you can go ahead. You were gonna, well, I was gonna say, I was just listening to, um, Dave Ramsey.

Mm-hmm. He was doing, he's got a new book out, so he is doing a bunch of the podcast series. Mm-hmm. Um. Yeah. And it's, it's funny 'cause you know, he gets some hate in the financial world mm-hmm. About how terrible his advice is or whatever. Yeah. And I say all the time, like, no, his advice is incredible for people who are in debt.

Right. And need to get outta debt. Yeah. Like it's, he's the best. There is maybe all time at it, other things in the financial world he's maybe not as good at, but like that's what he's scaled that business off of. Mm-hmm. Um, but even him, you look at. He, he has over a thousand employees, right? Mm-hmm. And so he's a brand to himself, but now, like even that brand that it's built, like, he's got a thousand employees helping him run and generate revenue off that brand.

They have a $600 [00:25:00] million campus in, in Tennessee mm-hmm. That he paid cash for. You know, he has no debt on the business. So, um, just anything like that, you know, you think of him as, I mean, that's one of the premier. All time personal brands and personal finance. Right. All, all time. And, um, it's scaled like crazy, but he's got a thousand employees and Yeah.

You know, I mean, he's literally brought in a lot of people to be able to do that. Yeah. You know, to the level he has compared to like, I don't mean this, we've got some of the best advisors in the country work with us. Mm-hmm. Like none of 'em are. Touching what Dave Ramsey's done. No, but none of 'em have a thousand employees.

Yeah. You know, so it's like that is gonna be the long-term key to scaling. Also, your brand deserves more than just a selfie. It deserves a vision. Captured perfectly. Hi, I'm Danielle J. Martin, and I'm here to help you create a visual identity that. A lasting impression. So whether you're launching a business or you're enhancing your presence, or you are rebranding your photos are your first [00:26:00] impression.

So our brand photo shoots aren't just for you to take pretty pictures, but they're for you to tell your story, build trust, and connect with your audience in a whole different way. So if you're ready to elevate your brand that creates a lasting impression, go ahead and click that link down below.

Let's even get into that. Let's get into the brand of advisors Excel. Um, one of the special things I've learned too about stepping into this industry of us being this FMO, is that we offer something that many f os do not. Um, did you ever see advisors excel getting to this space of being the top number one FMO in the world?

Uh, probably not. Early. Mm-hmm. But it, there was a point where we definitely did. So, um, you know, when we started the business, I think out of the gate, and, and I think any business, you know, back to that, like start small, think big. Mm-hmm. You know, when you start a business, like your first few years are more survival.

Yeah. And anyone who tells [00:27:00] you differently trying to make money, it, it's, it's so much harder than you can ever dream or imagine it's gonna be. Right. Mm-hmm. And so, um. Uh, that I think that's such, uh, the first few years are about like, man, how do we just build this to survive? Mm-hmm. Pretty early on, and, and this is one of the things I think we did, is we stepped into an industry.

It was kind of an older, I would say maybe a little. Uh, complacent, maybe a little lazy. Mm-hmm. Um, it was kind of this forced distribution advisors had to use a group like us. Mm-hmm. So all that really matters. Did you have the contracts or not? And they weren't really adding value because they didn't have to.

Right. I mean, we, we kind of stepped into that and. Like part of it was 'cause we were struggling advisors and wanted to find someone who could help us. So I think when we started adding value and we started to have results pretty quickly, and everyone's like, man, this is different than what I'm used to.

Mm-hmm. Pretty early on. So our first goal, I say this a lot, it was more of a spiteful kind of goal. When we left to start it, our boss said we'd never make it. We didn't know what we're [00:28:00] doing, underfunded. You know, just three of you. And his goal had always been to do a billion dollars in production. We never did it when we were at PBS, the place I worked at before.

Mm-hmm. So our original vision, I guess you would say, our goal was like. We're gonna do a billion dollars in a year just to prove him wrong. Yeah. And so that, that started and we ended up hitting that in like our, like fifth, fifth year, I guess. Mm-hmm. Um, kind of fourth into fifth year. And so that's when we started talking about, so then our second kind of vision, I guess you would say is like, we wanna become number one all time.

Mm-hmm. Like, we wanna do it at a level where no one will ever, ever duplicate it. So, you know, four or five years in, we started thinking that way. Like we have. A, a chance to go do something special now. Yeah. We've kind of moved beyond that to where now we have this vision of a business can really impact, you know, the three communities that we serve.

And so it's probably gone beyond this like numerical number like ego thing to more like, you know, how do we now leverage the business in a way, right. To impact others. So I, the only reason I [00:29:00] share that is like. I think it's one of those things that can evolve and change mm-hmm. As you evolve and change over time.

Right. You know, as the business has some success as you grow and learn and, um, get better. Mm-hmm. Uh, I guess I would say like your business like vision should probably change mm-hmm. As you're going through that. Yeah. So, and I think that's important for people to understand that at some point you do have to kind of spoke about it, evolving your mindset and being in a growth mindset.

So if you want your business to sustain and get to a specific space, like you're gonna have to grow as a person. Yeah. Right. And you're huge on personal development, which, yeah. And the company is. As well, which is one of the things I love so much is that yes, we're working in serving our advisors, but we personally also have to grow as well, which seems like that is a core value for you as a brand.

Yeah. It's some of that necessity rights, the business growth. But, but we say this a lot that if the, the pace of the gr the, the pace of the growth of the business ever outpaces our own personal growth to lead the business like we're gonna be in trouble. Mm-hmm. [00:30:00] Um, and, and that trickles down through the entire organization, right?

Yeah, it, it's, um. Uh, and I think that's something people have to, to realize more than anything. Mm-hmm. Is like, as the, I say all the time, like in a lot of ways my life is easier today because we do have such a good team around us. Like I get to spend more time doing the things I'm probably most gifted at and enjoy, which is a great place to be at.

On the flip side, there is a, there's a weight and responsibility that you carry that, that's hard to completely explain at times. You know, there's just mm-hmm. A thousand people, um, show up every day, kind of counting on us and their families and 600 advisors and all their staff and their clients. Um, and, you know, plenty of things in the community.

I don't know, probably have. Three or 350 employees outside of AE through the other businesses that we have. So there, there's a certain weight or responsibility you carry. Mm-hmm. So I'm, I'm part of, I think what's always driven me from a personal growth is like there's a lot of people that do, um, count on us.

And so I [00:31:00] just feel it's kind of my obligation to continue to grow mm-hmm. In a way that, um. Those people know that if something goes bad, it's not gonna be because of lack of effort or me trying to grow and get better. Right. So let's dive into a little bit more of AIM strategy. So you're the owner of AIM Strategies and which means basically you own a lot of the restaurants in real estate in Topeka.

Um, that's another hot topic for a lot of people my age trying to get into real estate. Yeah. But I want you to be real with us. And what's something that you've learned? Let's say in the restaurant business, real estate business that you wish you would've learned or known before. Oh, where should we start there?

Um, okay. You always say that. Never open up a restaurant, don't do it. It's bad. But we're here now. So here's funny story. You know, I shared a little bit about my grandma. Not a lot, but my grandma owned a restaurant and that's what led her to bankruptcy. Um, gotcha. So, and I grew up working in the restaurant with her, right?

So, um. So I should know better. I say all the [00:32:00] time, like I've got to witness firsthand. Mm-hmm. Unlike most people, like firsthand how hard it is to, to run a restaurant, how hard it is to make those, um, make good financial sense. Here's why though. Like people think I'm joking. They're like, you own four of 'em.

And I'm like, that was more because we're trying to have a positive impact on some things here. Right. And we've been able to put some of the people around to help us run them well, right? Mm-hmm. So that, that is. Said a different way, and this is gonna sound bad way, I've had the financial resources. Mm-hmm.

To hire some great people to help us run them well. Not everyone always has that when they start out. So I always say there's like some components of a great business. One is like. Is it a low cost of capital to start? Mm-hmm. Like restaurants don't check that box. Right? They're expensive to open. Just a kitchen alone is gonna cost you a hundred thousand dollars if, if not more, depending upon the size of the restaurant.

Like, can you open it with just a few people? Restaurant's pretty tough, you know? Yeah. It's, um, I use Penant as the example. Pentecost is $2 million to open, you know, we went into of. [00:33:00] Very empty space, so you could maybe lease something a little cheaper. Had 53 employees, I think day one. And then the other thing I always look at in a business is, um, does it have a good margin?

And restaurants don't have good margins. Right? Yeah. And, and those have gotten a lot tighter over the last few years as the cost of everything has gone up. So like if you were checking a box for a good business mm-hmm. Like low cost of capital to entry. Um, not one I left out. Not a lot of competition.

Yeah. Right. Yeah. A lot of competition restaurants. Um, don't have to hire a bunch of people to start in a good margin. Mm-hmm. Like, doesn't check any of those boxes. So that's why I really do say like they're mm-hmm. They're tough. Um, the other thing, if you're gonna be an owner operator, like you're open a lot to make 'em work.

Right? Right. So when you, when you look at just the hours, like it ae, I mean, I pr honestly, I don't work eight to, I mean, I work eight to five, but like my mind's consumed there a lot more. But like restaurants, like you're open a lot of hours, you're open on weekends, you're open on holidays, like it's. It's just, [00:34:00] it really is a tough business.

Yeah. So, um, those are the reasons I say like real, really, I wouldn't, but, um, on the flip side there, there's, and I try and tell our team this a lot too. There's also, as someone who grew up in it mm-hmm. Um, like from the time I was five years old, washing dishes, you know, till I graduated and came down here to Washburn.

There's also something noble to serving other people. Mm-hmm. Uh, and, and I think that gets lost a lot of times in hospitality. I'll call it hospitality versus just restaurants, right? Mm-hmm. Hotel restaurants. Um, you, you do get the opportunity to serve people through some, some really like good times and bad times, both, you know?

Mm-hmm. I mean, you people celebrate at restaurants. Yeah. People go to restaurants after a funeral, like mm-hmm. I mean, you're able to serve people in some, some cool moments and I think done well. Like, give them the opportunity to kind of either enjoy or step away from something they're dealing with too.

Yeah. So you're good. Um, let's talk [00:35:00] about, for people who want to venture off into real estate, buy a, buy a restaurant, if that's something that they wanna do. Um, would you recommend, like, how would you know, what is your personal litmus test of like knowing when to say yes to a new. Personal business venture.

Um, you talked about it earlier that like sometimes rebranding or focusing on your brand is not something that you should do 'cause then it takes your eyes off of the, your business. Yeah. But for someone who wants to, you know, make an impact in their community, kind of similar to like what you're doing, like, I wanna Be a Cody Foster, um, what advice would you get them?

Like, what is your personal litmus test to saying yes? Um, let, let me answer that a couple ways. So, so here's what I would say my. Um, personal litmus tests. This is my friend Darren Hardy said this so long ago, and it's just my wife and I both, this has kind of been our thing. If it's not a hell yes, it's a no.

And so it's, um, if it's something I'm like, from the minute I hear it, I'm like, yep, absolutely. I want to do that. Right. If it's not that, then it's a no. And so that's kinda my [00:36:00] personal litmus test. What, what I would say more specifically to like, let's talk real estate, restaurants, anything that you're going to invest in.

Mm-hmm. Um. Uh, one, make sure you understand it. Yeah. Like so many people, I hear people want to invest in real estate 'cause they think that's like the new money maker, correct? Mm-hmm. There's so many better places to invest your money than real estate and easier. Right? Right. So it's not just that, um. You have to really understand what you're doing to make money in real estate.

Yes. I would argue you could put your money in a well diversified, you know, low cost ETF fund at Vanguard and probably do better over a decade than you would investing in real estate. The other thing there is like, you can set it and forget it there, you don't have to do anything. Right. Depending on what you're doing in real estate.

Mm-hmm. Like you may be cleaning toilets on a weekend trying to change out that, you know, it's just so more than anything like. Understand if you're looking at it from an investment standpoint mm-hmm. Understand what the heck you're investing in. Right. Yeah. And I would argue there's [00:37:00] probably easier ways to make similar returns with a lot less headache and not having to know as much about it.

Um, the second I would say is like, if it's something you really want to do though. Mm-hmm. Like you're passionate, let's say you're passionate about real estate mm-hmm. And you want to, um, let's say you wanna start investing in this community and try and try and reshape this community like. Then put the work into learn it.

Right. Um, that, that would be the other thing I would say, like some, some of the people that I know who do well in real estate, they know real estate inside and out. They know what they can pay for a property. They know what they have to rent, they know their margins, you know, they know what it's gonna cost them to renovate a property.

They're just, they, they're students of that game. So they do well because they invest the time to. To know and understand it, so. Mm-hmm. But, but I would say that about anything, right? Any business that you're gonna start, real estate, restaurant, anything else, like, you've gotta be a student of the game and understand how the business works mm-hmm.

And, and how to make the business work and put the time in. Um, if you [00:38:00] don't like you're mm-hmm. Business is not easy. Right. Yeah. I know it's super sexy now to being an entrepreneur. It's not, but it's, it's not easy. And so. Um, sometimes I think it's, it people make it look easier or it appears easier from the outside looking than it really is.

So like you're gonna have to put the work in, uh, if, if you want it to be successful. Yeah. You know, I told Michael the other day, I said, it's your fault that I'm starting a business. 'cause you made, it looks. Too easy for me. Yeah. I was like, I don't know what I signed up for. Like, this is not fun. Yeah. To do it by yourself.

But it's funny, him and I just had lunch Saturday. Um, yeah. And so I was like, this is not fun. But even he, he was talking about like just challenges and growing and scaling. Right. And he, he's an example. 'cause I've seen him from day one when Omni started. Right? Yeah. I, I remember meeting him for the first time and this was like an idea, right?

Mm-hmm. I've gotten to see all the hard work. Like yeah, people don't see the 15, 20 hour days and stuff that he's put in, right? Mm-hmm. And so, um, yeah, you only see like the, the, I I like to say you only see the front of stage [00:39:00] production. Yeah, for sure. You don't see everything that that's gone on behind stage Yeah.

To, to get it there. Definitely. Yeah. Okay. So I know this might be a hard question for you, but, um, you've invested. Millions in Topeka, the Topeka community, because you genuinely want to see it grow, right? Sure. Yeah. And so I'm curious from your perspective, what do you hope that people say about you and your brand, um, as you are continuing to wanting to see this community grow?

Um, I, I don't know that I, I guess I would say I don't know that I care what people say about me or my brand, which I love that about you. Yeah. I, um. Lecrae's a good friend of mine. Mm-hmm. He, he has this great line, he says all the time, he says, if you live for people's acceptance, you'll die by their rejection.

Mm. And that's just always stuck with me, right? Mm-hmm. Of, um, I, I'm very comfortable in, um, who I am. And, you know, that ties into my faith a lot too. Yeah. Like, I, um, so [00:40:00] that there's, there's not something there that, you know, um. Is a, an issue for me, I guess, you know, so I'm, I'm comfortable with who I am and what I'm trying to do.

Uh, and, and other people's opinions aren't gonna impact that. Yeah. W with that said, what what I would hope, um, and, and this is where I would say the opinion would, like, if we're getting terrible reviews on all our restaurants, 'cause they're being ran poorly and we're doing a terrible job. Mm-hmm. Like, that does matter to me.

So, so I guess, you know, anything I would. Want to be associated with is that we're trying to do it well. Right. Doesn't mean we're always gonna be perfect for sure. Especially in, you know, restaurants, hospitality, some of those things, even ae right? Mm-hmm. We make a lot of mistakes there too. So you're, you're never gonna be perfect.

But I would hope, like, you know, if, if someone looked back, they're like, man, everything he tried to do, he tried to do well. Yeah. Right? Didn't cut corners, like, tried to build it the right way. Tried to do it with some excellence. Mm-hmm. Um, I, I think that would be one thing and, and then hopefully long term, um.

People [00:41:00] will, will say, realize, understand, like a lot of what we've done, um, it really is to try and improve this community. Mm-hmm. Uh. Yeah, no offense, my investment portfolio has done 50 times better than my restaurant portfolio and real estate portfolio in Topeka. Yeah. Over the last 10 years. Yeah. Uh, Dave, my partner's so much smarter than me.

Mm-hmm. He doesn't invest in this stuff. Yeah. He just puts his money into a well diversified, you know, investment portfolio. Yeah. And he does a lot better than I do. Um, but. It's interesting to me. I've, I've, like, I bought my first house, um, 13, 12 Garfield, a couple blocks away from Washburn going into my senior year of college.

So I've always kind of liked real estate. Going back to it, it's been a passion for me. Mm-hmm. I like, um, making old things new. Mm-hmm. So like I really enjoy that. It kind of scratches my, uh, creativity and vision, um, itch, I guess you would say. Yeah. So, um. I, I don't do it for the return, right? Mm-hmm. Most of 'em aren't great, [00:42:00] great returns.

Mm-hmm. Some are okay, but, uh, I, I do think long term, like it will improve our community. Right? Yeah. I, I think, um, I, I. Continue to hope that we have more and more local developers that mm-hmm. That are in a position to do that. Uh, and we have some, you know, we just need more. Yeah. And you know, eventually some out of out of town money will come into peak.

You're starting to see that already. I think sometimes we fall in love with. Out of town, people coming in and promising all kinds of things. And very seldom do they, do they come through, come to deliberate. Yep. Yeah. So, so I guess, you know, it's a long way of saying like, um, I just hope people understand why we're doing it.

Mm-hmm. And then more, more importantly that anything we do, we are gonna try and do. Well, you know, and, and hopefully over time that will be reflected that, you know, things that we do, we, we do well. So, okay. I'm gonna ask you the big elephant in the room. You bought them all for crying out loud. Right. That was multimillion dollars to, that was a big, big investment.

Yeah. Okay. But why was that so important for you? Clearly because no one else was gonna do it. [00:43:00] That was part of the reason, right? Uh, you, you saw this community asset that was just, um, going in a bad direction, right? This is, keep in mind, it's kind of right in the middle of all the White Lake small disaster, you know, that was going on.

But, but I will say like even this, it was also. I would say we view it as a wise financial decision. Mm-hmm. And, and I think anything we've ever tried to do, it goes to. Building the right foundation, like we've tried to make wise financial decisions mm-hmm. That, that set our business up for the long term.

So, you know, we ended up buying it for about $9 a square foot, building something new right now, today is mm-hmm. Four to $450 a square foot. So Yeah. Even after we do all the things we want to do to the mall. If you were to look at, from, just, just take the AE office space, right? Like if you were to look at the, um.

Cost that we would have sunk into real estate compared to other businesses comparable to our size. It's gonna be half to less than half, maybe 40% of what other businesses would have to have. We'll have about. [00:44:00] 400,000 square feet of, of office space when it's all done. Um, so it, it, it is a wise financial decision at, at least on the AE side it is, right?

Mm-hmm. The mall side and trying to revive the retail is gonna be a little different. I just, because I don't, that's a work in progress. Like, I mean, it's kind of a field of dreams a little bit right now. Yeah. It's like if we build it mm-hmm. Will they come? Um, and we've had some great conversations, so I, I think there's a great shot to bring some life back into that.

The mall side of it's a little more uncertain, you know? Mm-hmm. We're gonna invest some money in, in updating and improving the mall. And I maybe by the time this launches, we'll have, um, everything kind of done and can release kind of some of the, the images of what final construction package is going to look like.

But that one's a little more uncertain with our space. I know we're moving into it. Right. Yeah. You know, I, I, that, that part doesn't worry me. The rest of the mall that we're building out. Mm-hmm. I think it's gonna be great. I think, um. Development, you know, retail tenants will development mm-hmm. Will want to come in there, but I mean, that's still little like, [00:45:00] we're, yeah, we're, we're rolling the dice on this one a little bit.

So, but I, I feel good going back to what I said a minute ago. When, when people see it and, and when we execute on what we're trying to do. Yeah. I think people will say it was done with excellence and, and it will look different than anything that's been done in Topeka. Mm-hmm. Right. Exactly. And so it will look like something the community will be proud of.

Mm-hmm. Can we get all the retail back in that we would like to get in there to, to drive that? I, yeah. I don't know, you know, that that remains to be seen, but, but it won't be from a lack of effort. Like, we're gonna put the effort in, we're gonna do it right. To where, um, it will be something the community will be proud of that I think community will come out to.

And if those things happen, I think the retail will follow that. Right. You know, and, and then I have the whole, um, theory that we also have a thousand people on that campus every day. Right. That hopefully will drive, you know, retail wanting to be out there. Also because you have kind of a built in Right.

Traffic and consumer base there. Exactly. So it's gonna' a great ecosystem there. So I'm [00:46:00] excited. Okay. To close this out, what's one last piece of advice? I know we've been talking a little bit about everything, investments, um, building a brand, um, real estate. But if you could give, um, one. Piece of advice of staying true to building your authentic brand.

What would you say to startup entrepreneurs and then people who are still in business three to five years right now who are thinking about this might be a, a good time for me to rebrand? I don't know if I have just one. I, I mean, okay. Three. Okay, well, okay, three. Let me, let me, so I, I think what I would say, you know, first and foremost is, um.

DD don't complain about the results when you're not doing the work. Right. So, so I just think, uh, like underlying to everything is like you have to do the work. And, and so if, if it's building a personal brand, I think you may have seen this guy Chad Willson. Mm-hmm. Is, uh, he's got this massive following on LinkedIn.

Chad and I were at this men's event and never met each other. Ended up being in the [00:47:00] same cabin. Start talking, I'm explaining what he does. He's like, oh, like a FMO. He's like, yeah, I do annuities and investment, you know. So he's built this massive falling on LinkedIn and all his business comes from that. A hundred percent of his business comes from LinkedIn.

And I'm like, man, we've had advisors try that. I don't, I don't understand. Like, how are you doing that? Mm-hmm. And he goes, I've posted every day for seven years. Every single day. Wow. For seven years. Wow. Right. So he is done the work. Yeah. And, and so, um, I use that more specific 'cause he has built this great brand on LinkedIn, a huge following that's now driven his business, but he's done the work.

Mm-hmm. So I think in anything like you just, there, there's no substitute for doing the work, like any, any great brand. Mm-hmm. Any great business is gonna be built on a lot of hard work. Mm-hmm. So I think that's, you know, probably foundational. Um, and, and maybe. Best advice I can give it is like, you gotta go do the work.

I, I think first and foremost, I know I've said this a couple times, but I think also just, um, just doing what you say [00:48:00] you're gonna do. Yeah. It is also core, I think, to a brand that has longevity. Mm-hmm. Um, you know, it's one of the things I say at our recruiting events when we're trying to convince advisors to join us, I'm like.

I said maybe the hardest thing for us to convince people is like everything we say we're gonna deliver on, but I'm like, we have retained 97% of the Yes, best advisors in the country over the last 20 years. Right? Yeah. Like, they would leave if we don't say, if we don't do what we say we're gonna do. So I think that's, um, if know, probably the, the second thing I would say is like, if you just become known as someone who always does what they say they're gonna do, I think that's, um, really, really important.

Um. And then probably going back to, you know what I would hope we'd be known for, I think. Try and just do it with some excellence. Mm-hmm. You know, I think if you can find something that's unique or different, I think that's a good thing. But I, I think then just do it with excellence. And I mean, if you do the work, do what you say you're gonna do and do it with excellence, like you're gonna do pretty well.

Um, you, you'll build a brand that, that [00:49:00] is well known and sustainable and, um, adds value to other people. I think that's. Probably the best I got. Wow. That's off the top of my head. That's good. So, okay. You got away with three? Yeah. Okay. That was good. That was good. All right, Cody, that's all the time we have for today.

Thank you. Thank you so much for your time. Amazing. Yeah, it's been awesome watching you this too. So thank you. Yeah, I appreciate it. Anytime. All right you guys. We'll see you guys next week. Thanks for watching the Authentic Media Podcast, YouTube at Authentic Media Company. Our mission is to help you develop an authentic brand so you can make the impact that you are called to make.

If you got anything from today's episode, make sure you drop a comment down below. I'm interested to see what your takeaways are, and if you haven't already, make sure you're subscribed to our YouTube channel so you can be the first to know when we drop our newest episode. In the meantime. Have a great day.