Georges Levesque 3:02
Yeah, well, thanks for having me, John, and a great introduction. There’s no such thing as just starting. I think like most entrepreneurs, I fell into it by accident. So after graduating from university, I got a job as an international fraternity consultant. And it was my duties to travel around our different chapters in North America, talking about affiliate is to ensure Oh, yeah, yeah, all my job
John Corcoran 3:28
That was a real problem for me, if I ever would have emerged alive.
Georges Levesque 3:35
My father at the time said, That’s not a job that’s just an extension of university. And they actually hate you, you actually get paid to do that not paid Yeah, I have a place to live in Indianapolis. And it was my job to make sure that the chapters are running properly. And we had good relationships with the alumni and the university, so on and so forth.
John Corcoran 3:55
And to sample the local culture and think well
Georges Levesque 3:57
Of course, visit some of the pubs and make sure everything was running smoothly there. But it was fantastic. You know, as a young man, and particularly Canadian, the ability to travel to 3035 states and see the array of different cultural explosions was fantastic. I mean, I learned a lot by doing it. I was in small towns like Emporia, Kansas and large ones like San Francisco, and all over the US and it was very exhilarating. And a close friend of mine fraternity brother had started a business based out of Vermont and he was doing a trade show in New York. And at the tail end of my service. I met him there and just spent some time with him going out to have dinner and help them out in his booth. And next door was a fellow who owned a company called Le t co usa name was Paul. And after just striking up a conversation and decided to have a couple of martinis and Manhattan that evening we created latigo Canada and I was to go up north with a new partner and start this important district Business of leather goods, wallets, handbags, those type of things. I had absolutely no experience either in business or the import side. But I just got going in the trunk of my car with a dozen samples, and then moved back into my parents and started using their garage. And I would sell during the day, just walk into retailers and say, hey, I’ve got some things I’d like to sell Yo, are you interested. And then in the evenings, I would ship the goods and then put up an order with Paul and he would bring them back up from the US. And we started very, very slowly that way. I think the first year we did $58,000 in sales in the second year, we were closer to 200,000. And then by the third year, I had pretty much taken over my parents and tire garage, my dad at the park, the car outside and the lawnmower on the side and Canadian winters. Not good at all. He wasn’t a big fan of that. But business was picking up and we needed to keep costs low. And my mother had recently retired from teaching so she became a receptionist in the kitchen. And we didn’t put in a second line to save some money. So when she answered the health slide, she’d answer latigo, Canada, and then my grandmother would say, oh, I’ve got the wrong number. And I’d say no, no, it’s us. It’s us. And, and so it just, it just picked up momentum that way. And eventually, it grew at a level that we had to move out and get our own warehouse and office space. And at that point, we had crossed over a million dollars. And I was introduced to an entrepreneurs organization in Montreal, which is frankly, the greatest organization for entrepreneurs in the world. That’s enormous. I have to pause, pause on one thing before we get into the EO part. I love and I think this demonstrates maybe your negotiation prowess early
John Corcoran 6:49
But you’d spent years traveling around the country as a consultant of returnees. And you convinced this guy and the next booth over to let you head up starting up the Canadian end of his business. So why do you think that he saw that potential in you?
Georges Levesque 7:09
Well, he made the decision after four martinis John, so that that helped her Yeah. But I also think we had had a chance to get to know each other over a couple of days at this booth. And he was right next door to my friend’s booth. And, and I think that was a bit of a trust factor built up and we just decided, hey, let’s hop in. He had had his own business for over a decade. He was a shrewd entrepreneur, he knew what he was doing. And I think it just helped out in sales and volume. And I learned a great deal from him. There was some potential
John Corcoran 7:37
I’m sure. And so you joined eo and what was he Oh, like for how did that help? The trajectory, the business sounds like you’re doing well.
Georges Levesque 7:46
We were doing well. But certainly not as quickly as we would have hoped, which is typical for a lot of entrepreneurs. And when I think eo did was just open up the world, the focus, certainly the breakdown in various lines of learning whether you do that the chapter level at the forum level is enormous. And then building trust with your forum, which is a smaller subgroup where people meet monthly, and the discipline of putting not just a focus on business, but a focus on yourself and your personal life is enormously beneficial. I speak the world of AEO. I just think if you’re an entrepreneur, and you’re doing at least a million dollars, or now they have an accelerator program. So if you’re doing at least 250,000, you can join the organization they bring you up to a million is a necessity for everybody. And I think it does exactly what it’s supposed to do is support entrepreneurs. So after joining shortly afterwards, I had an opportunity to buy out my us partner, we became very amicable over it, he was just still providing me with some goods, but now I could import from different places around the world, and then reporting from different companies, then you weren’t limited to just his supplies. Got it? Okay. Okay. And then did that allow you to grow the business further? It did. And we grew quite rapidly from the late 90s to the early 2000s 2000 2003. You know, we went from 20,000 square feet to 45,000 to 60,000 square feet of warehousing. And we were selling a great deal to the large retailers in Canada, including Hudson’s Bay Company, and Costco. And we were also selling about 30 35% to promotional products, which are distributors that just put their logos on your specific products and resell them.
John Corcoran 9:36
Gotcha. And were you affected by the downturn after 9/11?
Georges Levesque 9:41
Not at all there was a bit of a dip in travel. So some of our areas were hit a little but I think we weathered it quite nicely. We were on a nice growth trajectory. We had also done a merger deal with a Canadian wallet distributor and that proved to be very positive. rustle opened up a lot of new markets. And the business just continued to grow. And we were very pleased with the results.
John Corcoran 10:06
Was that because of your products that you were in? Or was the Canadian common economy overall not as affected by the downturn after 911?
Georges Levesque 10:15
You know, the economy stayed pretty strong here after 911. We didn’t face it the same way as we did, I think we had a competitive range of products. But we were, I would say, John, our expertise was selling, we were excellent at relationships. Now I got the Costco contract, because I must have called at times, and then I waited in the headquarters office for the buyer to show up. Seven hours later, I sat there reading a magazine, and I had brought some candy to the receptionist and told us Let me know when the certain buyer would walk in. And I convinced her to give me 10 minutes. And that started a great multi million dollar round ship that lasted years. So we were very persistent. I think the people that joined us, including my brother in law at the time, were very, very good at selling and opening up some markets.
John Corcoran 11:06
Hmm. And you were self-taught in sales, right? Or Had you ever done any training,
Georges Levesque 11:12
I had never done any training, nor had any formal business, education or training itself, although I’d learned a great deal from obviously eo in the chapter events on a monthly level. But for the most part, I’d learned on the fly, which was in hindsight, a mistake, because I think I could have accelerated the growth and been a lot more strategic in the manner in which I drove the business. If I’d had a little bit of training, which is what I learned a couple years later.
John Corcoran 11:40
So you get the business up to 14 million in sales, I believe, around 2004. And then how did a buyer come along? Did you put it up for sale?
Georges Levesque 11:48
No, purely by accident, really. The business was doing relatively well, there’d been a couple of periods of us struggling with liquidity. I think once I was way over leverage, and the banker was coming to have a tough discussion with me, but we closed the office early. And then on the weekend, I was able to raise some money and I was back on the ratio. But I was in a restaurant with one of our agents. And we were talking about different product lines, including one called Invicta, which was a company at the time that was very well known for their colourful Italian backpacks based at a Bunty balloon that was made in Italy. And unbeknownst to me sitting at the table beside us were the owners of a company called midway industries, which was the largest fashion accessory company in North America, based out of Montreal, they have lots of different customer facing brands, but they also do a lot of white label stuff for some largest retailers. And they were an acquisition mode, they were sitting on a pile of liquidity and wanting to grow in that fashion. So they first approached us. They quite literally approached me at dinner, John and said, Hey, I heard over review thinking, we’ve been watching, talking, excuse me. We’ve been talking about Invicta in our office and wonder if you would sell us the rights to the license. And we started those discussions. And when they came into the office and started kicking the tires, they said, Oh, well, what about? Would you sell us the whole thing?
John Corcoran 13:14
Wow. So yeah, had you considered selling at that point?
Georges Levesque 13:17
I had not. I mean, we certainly had a partner at the time through our merger with Monday. And they certainly like most businesses have gone through a rough patch. But we’re bouncing back the stress of liquidity at times because the import distribution business, your biggest battle is always with cash, because you’re outlying 90 days before the goods even arrive and then you gotta wait 6090 days to get paid. So if you’re growing faster than your margin, then you’re always trying to catch up to cash but overall, it was quite stable at that time. And it was purely accidental. And they were incredibly reasonable and I think we were also and the negotiation itself and money you talk about that maybe I wasn’t as a student, I certainly wasn’t as astute as I thought it was but only lasted about 20 minutes. I think we agreed to most of the parents very, very quickly. It just took six months to close because we had two dozen licenses and some complexities on lots of different areas
John Corcoran 14:18
It all yourself then or did you use any other m&a advisor anything?
Georges Levesque 14:22
No, we did it all ourselves. I mean, this was in the day of course we’re not the multiple of revenue you see now in the digital space it’s based on a factor of a bit. So it’s Yeah, you get a payout but it’s certainly not enough to buy a private jet and a couple of homes in Malibu and Paris. So yeah, yeah, quite realistic that it was reasonable and it was a fair price and But no, we handled that all. And then in hindsight, we might have gotten some advice, but if it felt so good and comfortable and that, that we stuck with it, we did it ourselves.
John Corcoran 14:55
And did you stick around for long after that? Usually there’s an earn out period.
Georges Levesque 15:00
Six months was the agreement
John Corcoran 15:03
And then you might want to move on at that point.
Georges Levesque 15:06
I did, I did. I think I’d been doing the same thing for the last 12 years, and I was looking to maybe do some more interesting things, or at the time perceived it to be more interesting. My partner was more in the design and product side, and I was more in the sales and finance angle. And, and she, you know, the buyers really wanted more design help, they felt that they were covered on the sales and business development front. And they certainly had our various to finance team. So, yeah, our agreement just said six months and six months to the day, I walked out, shook their hands and moved on.
John Corcoran 15:40
And you then A while later, were in Boston doing a sales talk, and you happened into what became your next opportunity?
Georges Levesque 15:51
Yes, it’s actually quite interesting how life takes you that way. Now, the same fraternity brother who introduced me to Paul to start latigo, was now working at a company called EF Education First, their Swedish home-based in Switzerland, but with big operations in Boston. And he was running a division, which provided school trips domestically in the US to middle school students. And he asked me to come down to give his team a bit of a rah rah on sales, a relatively small team, which I did, and then we had a chance to spend some time together, go for dinner, and discover Boston a bit. And then unbeknownst to me, in that presentation was the president of the largest division that he F, who then called me back and hired me to give a sales talk at their kickoff that fall. And I was really quite impressed with the company, the setting, the people. And they called me probably a month later and asked if I’d be interested in beginning to interview for a position there and try to support the organization and growth period.
John Corcoran 16:58
And what was it like to go to work for them mostly, like going to work in a larger corporate environment, after having been your own boss for so long?
Georges Levesque 17:06
humbling is the best way I could get a job. You know, I think if I could talk bluntly, I thought when I sold a company, and I was playing poolside, the dogs and I really thought I’d reach an apex and that I was really quite good. I built up a business over 1012 years, negotiated quite a few deals, bought and sold a few companies and was a member of eo was on a few boards in the city. And I thought very highly of myself. And I think my thought process was Oh, look at them, they’re going to come to get this expertise as entrepreneurial genius, who will then help them go to the next level. And what was interesting about a Yaffe is I had seven interviews in four countries. However, only when I hired people in my company, it was a 30-minute interview and just my gut, well, they didn’t work that way. And that should have been the first sign that it’s a level above. But the bottom line is, so they offered me this job. And they were a little cautious because I had never worked in the corporate world. And I had all the typical signs of entrepreneurial add I was high energy, it was hard to kind of stay put, taught fast-talking. And, and they said, Look, why don’t we do this for six months, and you can commute from Boston, Monday to Friday. And after four, we’ll tell you if we’re good, and you can move your family down and build up your career. And otherwise, you can just move on. And I thought that was a great, a great setup. And then they did confirm and offered me a job full time after a few months, and then I moved down. But I gotta tell you that in January 2005. When I started there, it took in my first day. I really thought I was hot stuff. And it took me about a week to realize that I was the dumbest guy in the building, that I was very unsophisticated in many areas. I knew nothing about analytics, a strategy was quite weak. My finance document was mediocre at best in comparison to certainly to people that were there. And I really struggle to understand and I came to realize that I was just really a great salesperson who built up the business by being able to sell like mad and put a ton of energy and work 80 hour weeks. Otherwise, my acumen was quite limited.
John Corcoran 19:23
You know, oftentimes you hear about this, you hear about an entrepreneur, longtime entrepreneur joining a large corporate environment, and they chafe against that environment. But it sounds like you liked it. It didn’t bother you.
Georges Levesque 19:35
It was a little challenging at first, but they recognized that I could bring a lot of good, certainly a lot of energy and push on development. So they started to put me through training regimens. So I spent some time with folks that have analytics and more time with folks in finance and our human resources department. And then they said hey, why don’t you start taking some classes at Harvard and MIT because it’s in town and we have an agreement with them. And so I started, in essence to do a joint MBA, which I never completed because we moved back to Canada. Before I could continue, I was just taking one or two classes. But it was there that I fell in love with negotiation, got first class with Manny Malhotra at Harvard. And then that was it. So then I started to apply that and my role
John Corcoran 20:21
And you know, I studied negotiation in law school also. And I remember, it’s like, you’ve been seeing the world in black and white, and all of a sudden, everything’s multicolor, once you start to really study and understand negotiation, and the different styles of negotiation, and it was like that for you.
Georges Levesque 20:39
Completely, completely. I mean, the misconception is that negotiation is a natural skill. And I thought I was a born negotiator. And I was very proud of that. And then I quickly realized that it is not at all a natural skill. It’s a learned one, we get trained, and we practice, and we get better. I quickly became almost enamored in the different types of personalities that taught negotiation at Harvard and MIT, and how amazing they were, but didn’t have the same personality types that you would expect from strong negotiators. They were big salesy types of people over the top kinds of personalities. Yeah,
John Corcoran 21:19
Correct. Yeah. But they understood how to get their way, I guess, in a sense, right? Yeah. Yeah. At what point did you decide, you know, we’re flashing forward a little bit in your career here, but decided that you wanted to teach others how to negotiate is that that’s a big jump from, oh, I realized how much I don’t know about negotiation to now I’m going to turn it on to show others and teach others.
Georges Levesque 21:43
I spent quite a bit of time in late 2000 and early 2010s, going back to classes doing refreshers, and then going to the next level, advanced negotiation, labor negotiation, and so on and so forth. for quite a few years, John, I spent a week a year at Harvard, and would devour anything I could get my hands on, or get trained on virtually, virtually. And, and I think by the time I felt I was getting pretty good at this EF was also in a point where they needed to train more and more their managers and directors and I volunteered to do that. Something we call the F bricks and those seminars, slash classes became very, very popular. And I realized that I might have a capacity to do this. So by 2014 2015, I started to do this on the side. And it’s grown quite a bit ever since.
John Corcoran 22:37
Yeah. And what was that program that you were doing at Harvard? Was it wasn’t the entrepreneurial master’s program through eo was it?
Georges Levesque 22:45
No, it’s not. It’s the program on negotiation at Harvard Law School. And then they also have a subset at Harvard Business School, and their certificate programs really, words three or seven days.
John Corcoran 22:57
And there are different styles of negotiation that you identify with a particular style for yourself personally
Georges Levesque 23:03
Well, I adjusted really and focused a lot on what we call distributed negotiation, which is trying to find a way to expand the pie. So there’s really two types, right. And the metaphor is that there’s a, there’s a, there’s a pie, and you try to get the largest piece of that pie. So one time negotiation, which is typical, let’s say in buying houses or cars, where you don’t have to have continued interaction with the other person. So you could really go as hard and aggressively as you can. But in a distributed negotiation, you have to take into account that you will continue to exist and coexist with the other side. So that’s true in labor negotiation, or acquiring companies or building up partnerships. And there’s a lot of subtleties to that. So you want to try and grow the pies so that everybody has a bigger piece?
John Corcoran 23:49
How did you, during this stage, this period of time in your career, you’re learning a lot, you’re kind of like a sponge? How did you reconcile the fact that you’d sold this business in the past, you kind of feel great about that. But then you kind of become the student again. You know, and you’re learning and, and at the same time, you want to come into this business and share your knowledge and your worldview and all that kind of stuff, because it’s kind of two different things at once. So on the one hand, it’s, you’re coming in, you’re bringing your expertise, and then and then you realize how much you didn’t know, or was that just the culture of the organization where they embrace that?
Georges Levesque 24:29
Well, they embrace that and it was tough learning feedback and the ability to be humbled is a keystone to growth at EF and, but there were great surroundings. You know, my first boss, which ironically was the first boss I’d really hadn’t my entire life except for a few jobs here and there may be working for the fraternity but in my adult life, certainly. And she was instrumental in guiding me through the process, that it’s not you know, as an entrepreneur would be From a central focus point of not just our business, but almost our worlds, and here, I had to learn to work more collaboratively in a team and find ways to add value. So it was admittedly a tough transition. But in speaking with others who have followed similar paths, they all say that one point you get, you get mentors and people that help you through it. And I think that that’s what I was able to do there and build up a pretty solid coalition of people. I had also John right at that point discovered, and Robin Sharma, the writer and the 1executive coach, I think most of your listeners will be familiar with them. I had read “The Monk Who Sold His Ferrari”. Robin, also Canadian, and I happen to cross paths with him in Toronto, quite a long time ago, and spend a bit of time with him and this super entrepreneurial ship conference. And, and I think what I learned from Robin was not just the system of being efficient, and not wasting time and getting the most out of yourself. But also that humility, I think, until you can really reconcile that. It’s about serving and learning constantly, that you don’t necessarily have all the answers all the time. And it’s okay to lean on other people, and just absorb that and show some weakness in it, I think, then you become not just a better entrepreneur, but a better human being.
John Corcoran 26:24
That’s great. I, we’re running a little short on time. But I mentioned at the beginning that you went through some personal challenges, you had a divorce, you’re hospitalized at one point. Tell us about that period, and how that came about.
Georges Levesque 26:38
Yeah, that’s a long story, but I’ll allude to it a little bit if I had been undiagnosed for a few years suffering from various mental health issues, and they really came to the forefront 2014 2015. And that led to really complications in some of my business affairs, divorce, which, in essence, was a long time coming, and then some fragmentation with my family. And I found myself hospitalized in late 2016. With access to no resources. And when I say no resources, I mean, I left a hospital with two bags and $4 in my pocket, and then was everything.
John Corcoran 27:17
Or you mean, you just didn’t have access to it.
Georges Levesque 27:22
I just didn’t have access to it. I had lost a good chunk of it. But I also just didn’t have access, my behavior had been so. So off base that my family had just shut it off just until they could figure out what was happening. Because it was very logical. And I’d gone through lots of different things there.
John Corcoran 27:40
Was it there at the bottom? Was there a moment where you hit rock bottom?
Georges Levesque 27:46
Oh, yes. Yes. And that, that was just prior to entering the hospital where I had just really given it up?
John Corcoran 27:56
What were the circumstances?
Georges Levesque 27:59
I had decided that I should find a way to end it. And I was walking through the woods and Western Montreal, and, and I was trying to figure out how I can kill yourself myself. And, and I was in the process of trying to really, it seems very blurry today. In hindsight, yeah, that was in the middle of it. And then it was just by luck, a woman was walking by with her dog and scared me and like me, and then that just led to a chain reaction that led me to hospitals by the month there, and then just got just allowed me to get my bearings a little bit. And then with a lot of help and support, was able to get my balance back. But I found myself with virtually nothing and no access and cut off from family. And I don’t hold that against him at all, I would have probably done the exact same thing. And that’s probably a longer story that we have time for. But the point is, I had to start at zero in terms of getting some financial liquidity. So the one thing I still owned was a Breitling watch that had been a gift from my old partner, Paul. And that first morning out of hospital, I took the train in the city and sold it to a trader and was able to put a little cash in my pocket and I got a cell phone and then I started on then I got lunch at Burger King, which was a real joy because it was on sale. And then I just slowly rebuilt from there. And then my family started to reconnect because my behavior started to be really instructive. And I started to get the help that I needed and one step at a time. And I’m still making amends certainly with some of my fellow EOvers, which I heard some of them and I’m very sorry about that. But certainly with my family, ex wife, kids, I have solidified structure and caught up on lots of different things and proud that I was able to pull itself out but I pulled myself out rather but I think the key point there was if I had not had entrepreneurial skills, and I don’t know if I could have come out of it.
John Corcoran 29:58
Yeah, I was gonna ask you about So what in particular, what entrepreneurial skills do you can refer to that helped you pull help pull you out of this.
Georges Levesque 30:09
So first of all resourcefulness, right to work with what you’ve got, which is a great trait of entrepreneurs. And to also look ahead, so I had, as my head started to clear, and I started to see things as they should be, I was able to think, okay, let’s fix one problem at a time. So the first problem was I needed liquidity, I needed sport as best as I can, and eat and maybe support my ex wife as much as I could. And so I quite quickly figured out a way to build a website and GoDaddy for virtually no money and, and then just sell some of my negotiation training seminars, and then one with the TD Bank and another one, and there’s, you know, 500 comes in and 750, and then helping out and doing a free one for an event downtown, which leads to company hire me and then one step at a time that way, wow. And reaching out to people who could have used my services, but it was very grinding, work. humbling, but also very empowering. Because you, you were in control, and you could take one step at a time and put the resources and, and I did it all on my own.
John Corcoran 31:22
You had a relationship with EF before and you have a relationship with them. Now, how did you maintain that relationship?
Georges Levesque 31:29
So I always remain in close contact after leaving. Part of the reason I left EF was that we just wanted to move to Canada and they had no operations in Montreal and I wanted to move on to different things. And as I started getting my equilibrium in 2017, I realized that the best thing to do would be just to get a good job and build some stability in parallel with my negotiation work. So I reached out to the senior executive team there, including the CEO. And incredibly, they were considering opening up a new division, and that had been my job at E f, through the better part of the 2000. It was 2006 2009 was to start new divisions, of which three were still operating with hundreds of employees in them. So they gave me a crack to do it a fourth time, and it was quite successful. And, and it’s been a fun journey getting back in the saddle there.
John Corcoran 32:21
Huh. It sounds like some of the key relationships have made a big difference for you at different pivotal points in your career. And that’s one of the things that I’d love to talk about and focus on through this podcast. So, you know, looking around at some of your peers, who you know who you work with now, or you’ve worked with over the years, who do you admire? Who do you respect? Who do you look to and you admire the work that they’re doing?
Georges Levesque 32:49
You know, this might sound a little corny, but my girlfriend Paulina. So we met in 2017. And she’s been incredibly supportive on all fronts. But she’s an entrepreneur herself, owns a company called SOS sitter that CA, very similar to care, calm, but mostly for the Quebec Canadian market. And she always has something going on business wise, you know, she’s sold 10s, of 1000s, of dollars of masks on Amazon through the pandemic, she had the first virtual babysitting platform in Canada, she continues to push on SOS sitter, she does dresses for people because she’s the same stress and, and she’s just so an incredible amount of empathy and lovely, but always on the move great energy. And in a driver, really. And she came from being a single mom to building up a business and I couldn’t be more proud of her. I mean, she’s an example for me every day.
John Corcoran 33:48
Yeah. And what about in your EO community or through EF or anyone else there that you would acknowledge?
Georges Levesque 33:56
Yeah, I mean, there’s so many, but I do and you might be familiar with this name war in rust that
John Corcoran 34:01
Yes, I’m talking to him tomorrow actually about interviewing him for his upcoming book. I’m excited about that.
Georges Levesque 34:08
He is one of the greatest human beings alive. Yeah. His stories and certainly the people he has helped. And the example that he has set is as a tribute to humankind really. he’s a he’s a an incredible, incredible mentor to 1000s of people now, and I can’t thank him enough for his guidance at times and what he’s provided to your members over the years. He’s What a privilege for you to be interviewing him tomorrow. He’s a great individual.
John Corcoran 34:44
Yeah, I’m thrilled. It’s this one that has been months in the making. I’ve been slowly working my way across different circles until I get to them. So I’m super excited about it. Last question I’ll ask is let’s pretend that Georges that we’re at an awards banquet, much like the Emmys you are receiving an award for lifetime achievement for everything you’ve done up until this point. And what we all want to know is who do you think is family? Of course, right? But in addition to that, who are the mentors? Who are the friends or the business partners with investors, strategic partners? Who are the people along the way, the fraternity brothers, you would acknowledge in your remarks?
Georges Levesque 35:23
Well, funny, you should say so. So if I could just split it quickly into I think the folks that eo Montreal, want to thank them and I for some of them, I need to apologize. But for the most part, I think the growth and the understanding there was key and just not just life prior, but life posts and of recuperation. And they probably don’t know it, but they were enormously instrumental. And jokingly fraternity brothers because it was my fraternity brother, Eric, who introduced me to my first business and then introduced me. And both of those things have been a positive add on in my existence. So it’s funny how the people you come across really make an enormous impact in your life.
John Corcoran 36:05
You never know right? You never know who’s gonna you know, the friend from childhood that you’re going to know for life that’s going to have a big impact on you. Georges you have been great. Where can people go to learn more about you in the work that you do?
Georges Levesque 36:17
They can go to Levesque Negotiation. So levesquenegotiation.com.
John Corcoran 36:25
Perfect. Alright, Georges. Thanks so much.
Georges Levesque 36:27
Thank you, John. Appreciate it.
Outro 36:29
Thank you for listening to the Smart Business Revolution Podcast with John Corcoran. Find out more at smartbusinessrevolution.com. And while you’re there, sign up for our email list and join the revolution. And be listening for the next episode of the Smart Business Revolution Podcast.