“The people who are crazy enough to think that they can change the world are the ones who do.”
That quote from Apple founder Steve Jobs is a special one: “The people who are crazy enough to think that they can change the world are the ones who do.”
Our guest today was crazy enough to think he could change the world and, as you’ll see, he’s doing just that. Greg Connolly is the CEO of Trifecta, the largest organic meal delivery service in the United States, a company that he founded with his sister Elizabeth.
Both Greg and Elizabeth had experienced all the highs, lows, and frustrations of trying to eat healthy – they tried weekly meal prepping, reheating frozen food, ordering expensive meal deliveries – but deep down they knew that systematizing their diets was the key to making a sustainable habit of eating healthy.
After all, trillions of dollars are spent on healthcare costs each year in the US alone, with a big part of that being chronic disease caused by poor nutrition.
But what Greg and his sister wanted didn’t exist.
Admittedly, they wanted a lot! Their wish-list combined organic, healthy, and delicious food, it needed to be cooked fresh, it needed to be convenient, and it had to be at a reasonable pricepoint.
It didn’t exist, so they created it.
Trifecta was born with a focus to help people thrive in the three fundamental areas of health: mind, body, and social. Their mission is a simple one: “to get America back in shape.” And, since inception, Trifecta has helped more than 200,000 people do just that.
Greg is a veteran entrepreneur and a business ninja. He’s run five startups and spent more than 20 years in the health and software industries. He built Trifecta into one of the fastest-growing startups in the US and established partnerships with premier global sports leagues and organizations including the UFC, the PGA Tour, and The CrossFit Games.
Check out the YouTube or podcast version where Greg Connolly does the Win the Day Rocket Round, answering questions about his favorite quote, what advice he’d give his 18-year-old self, the one thing on his bucket list, and a whole lot more. 🚀
In this interview, we’re going to talk with Greg about:
- What he’s learned from reading 1,400+ business books;
- The secrets behind the company’s explosive growth (USD $120M+ in annual recurring revenue);
- How Trifecta is able to manage the complexities of shipping 20+ million meals each year;
- And how entrepreneurs can turn their passion into a purpose-driven and profitable company fast.
Stay tuned for a special bonus if you’d like to sample some of these delicious Trifecta meals at a discount, too.
And remember that the right bit of inspiration can completely change the trajectory of someone’s life, so if there’s a friend or loved one who needs to hear this episode, share it with them right now.
Let’s Win the Day with Greg Connolly!
Greg, great to see you! Thanks so much for coming on the show.
Thanks for having me, James. I think that may have been the best intro I ever got!
We just mentioned the UFC, and sometimes I feel like Bruce Buffer when I introduce the guests!
You've got such an amazing story and you've experienced all the highs and lows of the brutal journey of entrepreneurship. You and I are big fans of the growth mindset and having a passion for lifelong learning. Can you take us back into when you developed a growth mindset for the first time?
Initially, it was when I was trying to hack my way out of the corporate world, which is what I got into right after college. I started thinking, okay, well I want to become better so I can move up the corporate chain faster or become an entrepreneur, and I started reading personal development books.
That's what ultimately led me to understand what a "growth mindset" is and what led me to reading such an incredible amount of books. And I just developed a voracious appetite for learning.
And it's a huge competitive advantage. You've now got expertise in so many different areas, which enables you to be as hands-on as you need to be with your business in all areas?
Yep. Absolutely. One of the things I'm working on right now is being a little more hands off in certain areas.
The team is probably like "Beat it, Greg! Get on the golf course or something so we can get some work done."
We touched on it a little bit in the intro, but what's the big problem you wanted to solve when you launched your business? And why did it fall on your shoulders to do something about it?
I had been a software entrepreneur [software as a service] in the San Francisco Bay Area, and had been part of the founding team of some successful companies. We had raised venture capital, and ultimately sold the business.
I was really inspired by entrepreneurs like Elon Musk who continue to roll the die and want to build something bigger that solved a bigger problem for humankind, not just necessarily the United States. And I joke that Elon was kind enough to tackle getting us to Mars, electric cars, and electric houses all by himself!
But one of the next biggest problems on the list for humanity is what's known as the obesity epidemic, the chronic disease crisis, there's a bunch of different names for it. It's been in the news for decades at this point and it continues to get worse.
And for me, my wife happens to be an emergency room physician. She sees people at the final stages of type 2 diabetes, or hypertension, or heart disease, when they're literally dying in a lot of cases, so this was a big problem. It was very expensive for the United States. Like you mentioned in the intro, we spend over $1 trillion dollars a year, a lot of which is through Medicare for type 2 diabetes care.
It's a problem that is solvable through the food supply chain. There was just nobody in the market doing it, so we said, "Hey, this is something we're passionate about. It's big problem. A multi-billion dollar market, let's go for it."
It sounds like that's the real pandemic. Why is there no urgency around wanting to fix all this chronic disease caused by poor nutrition?
It's a great question. Many people say that it's personal choice. They're saying, "Oh, people could go eat chicken and broccoli. They're just choosing to drink Coca-Cola and go to McDonald's instead." And I don't necessarily think that's the case. I think if healthy eating was more convenient, less expensive, and simpler than just going out and grabbing a Super Burrito or a Double-Double, people would do it.
I think if healthy eating was more convenient, less expensive, and simpler than just going out and grabbing a Super Burrito or a Double-Double, people would do it.
That was really the idea behind the business. We made it so you don't even have to go through the drive-through. The food comes fully cooked all the way to your door! Everything's labeled, and all your calories and macros are counted.
It's literally people pushing the easy button on the internet to completely solve their diet.
So to remove all the obstacles to getting in good health?
I've heard many champions, especially in combat sports, refer to themselves as being the best before they had even manifested that. Can you take us through your own journey of self-belief and perhaps mention some of the actions that have helped reinforce and up-skill that unwavering self-belief you have today?
Going way back, both of my parents were electrical engineers and I think they just generally assumed I would become an engineer because I loved problem solving. Overall, I had kind of a standard suburbia upbringing. But I felt like, because I didn't face a bunch of adversity as a kid, I should be one of the people that has the opportunity to go out and have a major positive impact on the world, so that ultimately led me to becoming an entrepreneur in the first place.
I really think business is the only problem that was big enough or the only force that was strong enough to create this problem, and it's really the only force that's going to be strong enough to ultimately solve it for us. For me, that led me to launching businesses, where I had a lot of failures, et cetera.
And ultimately what's now become Trifecta, which is easily my biggest success. We're over $100 million in annual revenue today. We just closed a $20 million Series B and we're leading the industry when it comes to organic meal delivery.
You've read more than 1,400 business books. What one or two have contributed most to the mindset you've got today?
I mean, the easy layup on that is Mindset by Dr Carol Dweck. That was definitely a big one, and we actually give that to all of our employees when they start at the company now.
The other book that we give to people is more of a tactical business book called Radical Candor. That one is really about having open communication, making sure you're doing your best for your subordinates, your superiors, and of course yourself in whatever particular career path you choose. Those two are amongst a number that were particularly impactful for me.
We're over $100 million in annual revenue today. We just closed a $20 million Series B and we're leading the industry when it comes to organic meal delivery.
The other one I always recommend to people is not actually a book. It's the CVO article on Digital Marketer. It really shows how to scale a business on the internet. I think that's really a problem that most people ultimately haven't figured out — they get a website up, maybe they do a little bit of social media, and they can't understand why they aren't getting millions of visitors to their website, so definitely check out those three resources. Those are three of my personal favorites out of everything I've looked at.
Was there anything else on the tactical business side that you've been able to implement?
I think for us, because we have a fairly sophisticated supply chain, I loved The Goal by Eliyahu Goldratt. That's just kind of a classic supply chain and business operations one.
Another that I get for a lot of people who are really looking to raise capital is Raising Venture Capital for the Serious Entrepreneur. That book is literally like everything you're going to see in a term sheet, tactically. What's the difference between participating preferred shares and maybe convertible preferred shares? And should you have a cap on where they convert? And all these different factors that I think a lot of entrepreneurs don't think about.
They get that term sheet and they see that valuation number in the multi-millions and they don't realize there's a lot of structure in that term sheet that's going to wall them in in a lot of different areas, all of which is potentially negotiable.
There's so many resources out there to upskill along the entire part of that journey. I genuinely believe that people are able to find the right resources they need to get to that point. The question is whether they have the willingness to actually go and seek those resources, and surround themselves with the right people, to be able to hit those lofty heights.
Yep, absolutely. And that's part of what we preach at Trifecta to our entire team, and pretty much everybody we interact with — it's not he or she who knows the most, it's he or she who learns the fastest.
I'm in the digital marketing space and the algorithms are changing every other week. I mean, it's literally, how quickly can you keep up with the advertising platforms, multi-touch attribution, influencers, like all these different elements that are really happening on the internet that you need to take into consideration.
You were big on branding. It's one of the things I really love about the Trifecta journey.
There are a lot of people out there who believe you should worry about getting the customers first, and then you can take care about the branding side. Me, and it sounds like you too, focus more about building the foundations of a great brand first, and then you can really start to initiate a movement from there.
What is the role of branding and what are the lessons that you learned early in the Trifecta journey?
I tend to side with you. I recommend that people should figure the brand out first, even if you've got to pay a little bit of money to a branding agency. I always recommend McLean Design, they're based out of the San Francisco Bay Area. We used them literally for the Trifecta brand. They've done a ton of brands you'd be familiar with, like they took Hansen's Energy and turned it into Monster Energy.
Hansen's Energy had about a 3% share of the market, and now Monster is the largest energy drink company in the world. So brand matters, absolutely. And figuring out a really solid brand in advance that is memorable, easy to digest, et cetera, will save you a ton of headache down the line.
It's not he or she who knows the most, it's he or she who learns the fastest.
Because if you're thinking about getting the customers first, you're going to set up a domain, you're going to set up a bunch of handles on social media. In this day and age, it's hard to change those things. And you really don't want to change your domain a year, two years, three years down the line, because you've built up all that SEO juice with Google. Maybe you have a bunch of people linking to that domain now, and it's going to be a huge effort for you to ultimately get off it, if you do change the brand.
So put the effort in, figure out the brand first. And then from there, you'll be able to scale the business.
Any funny Trifecta competing names that remained on the cutting room floor that you can share!?
They came to us with eight brands and honestly, it's over six years ago at this point! I can't remember a ton of them, but there were different style brands where it was like French names or stuff like that. And Trifecta happened to be one of the brands and just going through the deck when they were presenting the ideas, we were like, oh, it's clearly that one.
Because you've got to think, if you're a celebrity or celebrity athlete, do you want — and I hate to use other brands names — but do you want like, 'HelloFresh' or 'Freshly' on your shirt? Or do you want Trifecta? You want the cool brand that's got much more structure to it and is associated with all these celebrities, and the UFC, and all of that.
And aligns you more into a movement rather than a specific category as well?
Yes. So, one of the things we wanted to be cautious about when we launched the brand, we launched with an exclusive partnership with the Paleo Diet. This was kind of early 2015, all of us remember that the Paleo Diet was the most popular diet in the world from Berlin to Tokyo at the time. We thought about it in advance and said, okay, well diet trends change.
And thank God we did because Keto came along and upended Paleo and became the most popular diet in the world. Then that James Cameron, Arnold Schwarzenegger documentary hit, and vegans saw this huge meteoric rise. So there were a lot of transitions that happen in the diet world, and we wanted to really be diet agnostic, but still be able to play in some of these trend areas.
For instance, we do sell Keto and Paleo. We just make sure we've constructed the meals in a healthy way so that even if you're eating Keto, you're eating the right amount of calories, the right macros, etc.
You mentioned the different phases that nutrition and fitness go through. Is there anything else specifically that you're focused on to make sure Trifecta doesn't become one of these fads?
Absolutely. You were talking about the brand, and building the brand over time is a key to your inbound marketing funnel, what you were talking about with the CVO article. Eventually paid media — and what I mean by "paid media" for those that don't know, are things like Facebook advertising, Google advertising, the big multi-billion dollar advertising platforms — they get more expensive the more you spend on them. And that's because you get less efficient, so it's easier to spend $1,000 than it is $10,000, or now we're at the point where we're spending millions of dollars on these platforms.
You want the cool brand that's got much more structure to it and is associated with all these celebrities, and the UFC, and all of that.
Knowing that the brand is going to become more popular allows you to anchor your customer acquisition costs, so probably about 70% of the traffic we get to the website today is direct branded traffic. People typing "Trifecta" into Google or directly typing our URL into the browser and coming direct to the website. That helps us control costs so we can continue to scale the company, so all of that is built around brand.
The business model seems to be your secret sauce. How did you figure out the right business model for you? And was there a process of trial and error, or straight out the gate were you immediately comfortable with what you had?
It was straight out of the gate, and I cheated! Both my sister and I came from the software as a service industry, so we knew the subscription model is what investors liked.
We knew the subscription model is how you build a scalable business, because if you don't have a subscription model, you're starting every month from scratch, which sucks. We start every month with knowing that we've got more than $10 million worth of revenue coming into the business, so that puts us in a position of stability.
We knew the subscription model is how you build a scalable business, because if you don't have a subscription model, you're starting every month from scratch, which sucks.
That allows us to hire a huge number of employees, put money into facilities, systems, data, all of the different areas that we invest as a business. And of course, improving the quality of the food, the packaging, all of that type of stuff. We knew right out of the gate, it had to be a subscriber model.
Candidly, that's what's more effective for people as well, they don't want to have to worry about reordering food every week. They just want the box to keep showing up so they can stay consistent on their diet, long-term.
Yeah, it's convenient for your members and also looks great for the investors, so you can keep growing economies of scale and go from there.
It's so interesting to compare that to, say, a clothing company where they have to pay so much for a fixed retail space, then they have to wait for foot traffic before any of the transactions take place. It's not hard to see what makes a good business versus what's a bad business.
And I guess what we've seen in the last couple of years with something like the pandemic, if that can wipe you out, then the foundations of the business probably weren't very strong to begin with.
Yeah, absolutely. And I mean, I have a bunch of entrepreneur friends, and I feel for the ones that were in industries like hairstylists, restaurants, elective surgeries. A buddy of mine is a medical device company that they sell for elective surgeries, which got completely closed down nationwide through a government mandate. The extra facility space was used to house people that had COVID, so that type of stuff is anomalous.
This is the first pandemic I've experienced in my lifetime at least, but yes, for most people having a direct to consumer business where you're selling directly to the person — you don't need retail locations, or hospitals, or anything else — has a lot of sustainable competitive advantages and obviously is great for your margins as well.
There's a lot of banter about the word ‘organic’ and even so much misinformation about what organic actually means. Was organic something that was important to you and your sister personally, or did you recognize it as a big thing for your target market?
We cared about organic because it came down to the agriculture systems, what type of pesticides they were using, what that was doing to the environment, and obviously with animals. We're both animal lovers. My sister's actually a vegetarian, so it was a lift for us to sell animal products in the first place!
But we agreed, if we are going to be selling animal products, we should do animal welfare level five, grass fed, wild caught, etc, whenever we're able to source that in the market. Then with produce, it's obviously a lot easier. You can directly source organic stuff in almost all scenarios at this point because organic has become so popular.
It was less about organic giving you a better macro or calorie profile because it doesn't. We're team science here. Let's be real, it doesn't change the macros or calories of the vegetables, but it results in animals and agriculture systems that are better for the environment, and better for the actual animals themselves. Because there's additional regulation when it comes to organic, so that was more of what we cared about — making sure we were doing the right for the entire supply chain, as opposed to cutting corners just so we can maximize our profit.
Greg has a special gift for the Win the Day community! Get 40% off your first order with Trifecta plus free shipping. To claim, click here and use code: wintheday
The respect that you've got for all aspects of the supply chain, as well as investors and customers, seems to be so instrumental to your success. Is there a particular partnership you had or were able to establish that really moved the needle for the business?
It was definitely Mike Rashid who's sitting here in studio with us!
All jokes aside, a lot of our original partners — including people like Mike [pictured below] — helped us get visibility around the brand very quickly.
But to your point, if you're a direct consumer brand, consumers are really going to look into your brand, they're coming to our website, they're clicking around the About Us section, how it works, they're looking into the ingredients, all kinds of stuff that they may potentially not do if they're just picking a product up in a grocery store.
Ultimately for us, it was about being as transparent as we possibly could be as an organization. Getting the right people involved in the organization as quickly as possible from celebrities and celebrity athletes to supply chain partners, the whole nine yards. And then at that point being intelligent entrepreneurs and making sure we could scale the business up through savvy digital marketing.
What's an average day for Greg Connolly look like?
I now have a five month old son, so-
Congrats! You're looking pretty well-rested actually...
Yeah, he's starting to sleep through the night, which is pretty phenomenal!
For me, it's wake up, do some baby stuff. I'm very fortunate that I have a full gym in my house, so I get my morning workout in, make breakfast. I'm usually headed to the office around 8:00 - 8:30ish and it's maybe a 10 minute drive.
Then from there it's diving into mostly meetings at this point, I used to be able to do a lot more hands-on stuff. Now it's more lawyers, investor relations, accountants, and meetings with my senior executives, and giving speeches, and going on podcasts and stuff like that.
Yeah, you're a real business now, not just a startup!
Yeah, exactly! It's that founder-to-CEO transition, like we were talking about before the show.
Your wife, you mentioned, is an emergency room physician. That's incredible. How do you manage each of your very complex and stressful careers when you're at home so that you can keep your marriage intact?
Plus you have another complexity running the business with your sister...
With my wife, it is a lot of effort that we put into the marriage. Over the years we've done everything from counseling to make sure that we were communicating well and super deeply connected. We've been together for 13 years at this point, so we make sure we're still doing date nights, and us time, and all of that type of stuff. Marriages are amazing in that you get out of it what you put into it. I think both of us make a huge effort to make sure the marriage stays intact, and we're still connected, and we're as excited as we were when we met 13 years ago.
Marriages are amazing in that you get out of it what you put into it.
Above and beyond that, I would say I don't have a stressful job, she has a stressful job. I go to work and talk on camera, and type on a laptop, and lead some meetings. She's got people coming in from car accidents and obviously the pandemic over the last 18 months has been a heavy weight on her, for sure.
She was part of surge response in Sacramento, so that was them setting up tents and building out systems to be able to handle the surge of people. She does an absolutely incredible job and thank God there are people out there that can handle all the blood and guts, because I certainly can't.
But it's really putting a lot of effort into the relationship. I feel the same way about our company culture. And of course, my sister, we make sure that we're communicating regularly and we remain siblings, not just business partners because that line can get fuzzy sometimes.
Yeah, if all you're talking about is business it can be easy for the stress and emotion to come up.
Yeah, absolutely. We'll do like family dinners and stuff and I try and redirect the conversation because she'll be like, "Well, we have these packages get diverted in Detroit..." And I'm like, "Okay, no, no, no, let's talk about Christmas!"
With Trifecta, the user experience side seems to be something that you have really taken a personal interest in. Where do most companies fall down on the user experience side?
I think design is a big one. When it comes to crafting the overall experience from the product to the user experience on the website, it should be easy. A famous Steve Jobs quote, "A six-year old should be able to do it and understand it."
And it should be aesthetically pleasing. Google will actually rank your site higher now if it's well-designed and aesthetically pleasing, so that comes down to having a great team. We've got incredible graphic designers, incredible videographers, and photographers, we've got full in-house studios at our headquarters, so we can shoot fitness content, cooking content, just general studio style content like this.
Putting a lot of effort into the design of the website is a lot easier to do today, as opposed to when I first became an entrepreneur. There are template websites for WordPress that are stunningly gorgeous and a monkey could set them up. I mean, using Avada or Elementor, and a lot of these template systems, you can get a website up in a day that looks absolutely gorgeous.
Plus you can grab images from sites like Unsplash and Pexels. These are images that you can download for free to be able to throw on your website immediately.
Yep, absolutely. There's a lot of tools available today on the internet and anybody who wants a side hustle at their work or is thinking about becoming a full-blown entrepreneur take advantage of them. There's a lot available today.
What first couple of steps would you take a solopreneur through to help them turn into a high-level entrepreneur?
The best one-liner I have for solopreneurs is they need to focus on working on the business instead of in the business. Let's say you're an accountant, or a lawyer, or you're a motivational speaker, or whatever it is. Make sure you're out getting more clients, and building the business, building the infrastructure, the pitch deck, the business model, all of that type of stuff, as opposed to just servicing the clients.
If you're just servicing your customers day in and day out, you've just really created a job for yourself, which is still oftentimes better than working for a company in some cases, but it's really important to make sure you're focused on getting more and more and more customers, especially in those early stages so that you can hire people with your skillset to ultimately be the ones actually servicing the customers.
Yeah, and what's interesting about that is that there is always a reason for you to convince yourself to work in the business, rather than on the business. Being able to take a step back or just specifically blocking out that time, it's such a massive difference.
Yeah, it's hard because oftentimes your customers are creating fires. And you're like, okay, I don't want to lose this customer so I'm going to go above and beyond.
If there's a customer that's taken up like 80% of your time and they're not 80% of your revenue, fire them.
And the other bit of advice I would have on that is if there's a customer, I'm sure you've given this advice to people before, if there's a customer that's taken up like 80% of your time and they're not 80% of your revenue, fire them. That is a hard thing to do with a customer but ultimately you need to be focused on the highest, best use of your time and that's working on the business instead of in it.
Yeah, it goes right back to what we said at the start about the difference between the fixed mindset and the growth mindset. The difference between that scarcity mindset of "I desperately need to keep that person otherwise I'm screwed" versus that abundance mindset of saying, "there's actually going to be someone out there better who I can specifically target by either improving the value of what I'm doing or expanding the reach of who I'm going after."
Yeah, absolutely. And the easiest way to do that for people, whether you're working a job or you're an entrepreneur, is find somebody that's one step ahead of you. Like I recently was introduced through one of our investors to the gentleman that runs Nectar, the mattress company. And they're very large, I'll just say many hundreds of millions in revenue north of Trifecta.
And I immediately... I met this guy and I was like, oh my God, like let's hang out! We're now BFFs. I'll buy you a beer, like whatever you need. And the amount of knowledge I've gleaned from the maybe five or six hours I've spent with this guy over the last few weeks just kind of pestering him to give me advice on different things is hundreds of hours of reading, and learning, and strategy, and all of that type of stuff.
Make sure you have people in your ecosystem that are one, two, maybe even three steps ahead of you so that you can continuously be getting the information you need. Maybe you want to quit your job and become an entrepreneur, find somebody who's a solopreneur and just do that, and then maybe if you're a solopreneur, find somebody who's got five or 10 employees and be like, Hey, how'd you break out of this and start to scale up. There's always a next step, no matter how big your company is.
Check out the YouTube or podcast version where Greg Connolly does the Win the Day Rocket Round, answering questions about his favorite quote, what advice he’d give his 18-year-old self, the one thing on his bucket list, and a whole lot more. 🚀
So good. It's the power of relationships that changed everything in my life, and it sounds like for you too.
We like to keep it pretty real on this show from a mental health perspective. Is there a particularly dark day on this whole entrepreneurial journey you'd be open to sharing with us?
I bet we could do a whole episode about the dark days!
Yeah, we could do a whole episode on that. So, after we had sold the software as a service company, I tried to tackle the obesity epidemic through fighting sugary drinks. I was like, oh, we'll take on Gatorade, and Coca-Cola, and all of this type of stuff. I launched a drink company and we started having success. We got shelf placement in Whole Foods, and BevMo, and all these retailers and we started getting sales, and it was fantastic.
What I didn't understand coming from the software industry is inventory carrying costs. I didn't understand the bigger we got, the more drinks I was going to have to keep in my various warehouses. And I got to a point where we ended up closing the business when we launched Trifecta, but I was $750,000 in debt.
My wife was throwing pillows at me at 2:00 AM like, "You spent my grandma's inheritance!" I spent practically every penny we had, except for money for us to be able to pay rent. My car got repossessed. Like I was in a pretty dark place financially.
My wife was throwing pillows at me at 2:00 AM like, "You spent my grandma's inheritance!"
That was literally right as we were launching Trifecta and seeing that business take off like a rocket, so I just really pushed through it. One of my favorite quotes, is from Winston Churchill: "You can't beat someone who never gives up."
And that was really the mindset I had to have through that, because my marriage was hurting, I was completely broke, I was massively in debt, I had creditors calling me, all kinds of crazy stuff and I just found a way to engineer my way out of it.
Yeah. You've got those scars, but I'm sure some very valuable lessons, too. And as they say, an expensive lesson can be worth every penny.
Oh yeah. And you appreciate when you're successful when you've had tragic, massive failures in the past. I'm incredibly thankful for where we are as a business today. Very thankful to our team, our customers, all of our partners like Mike and others. Yeah, we're in great position now, but it's not because we didn't get our asses handed to us at one point in the process.
You can go and buy all your repossessed items again!
Exactly! I did buy that Beamer back. I gave it to one of my employees after I got a Tesla.
And final question. What's one thing you do to Win the Day?
For me, it's making sure that I've got a very well-planned out day. A lot of people think they're organized, but the more organized you can get and strategic with your time, the better.
I'm very fortunately in a position where money is no longer the limiting factor, it's time. It's what is going to be the highest, best use of my time. And I get scientific with my calendar at this point.
If you're just looking to be more productive throughout your day, make sure you're not screwing off for half the day and wasting time that you could be reading books, or making connections, or building your knowledge base, or whatever it is.
Yeah. Everyone's busy but busy doing WHAT is the most important thing.
Amazing stuff, Greg. Thanks so much for coming on the show.
Appreciate you having me, James. Love it.
Resources / links mentioned:
🎁 Special gift for the Win the Day community! Get 40% off your first order with Trifecta, plus free shipping. Click here to claim. For 40% off, use promo code: wintheday
📷 Trifecta Instagram.
🌿 Trifecta Facebook.
🍏 Greg Connolly Instagram.
🧠 ‘Mindset’ by Dr Carol Dweck.
📚 ‘Radical Candor’ by Kim Scott.
📈 ‘Customer Value Optimization: How to Build an Unstoppable Business’ by Digital Marketer.
🚀 Learn how to 10x your income, influence, and impact. Apply now for The Day Won Mastermind (strictly limited to 12 people).