THE WEALTH SAVANT SHOW - EPISODE 2
Title: [TITLE TBC - see shownotes options]
Host: Briony Winchester | Savant: Perry Mardon | Guest: Nicole
Recorded: 21 July 2026 | Runtime: 46:47
Timestamps approximate. Machine-transcribed; the audio is the record.
[0:00]
Hello and welcome to episode 2 of the Wealth Savant Show. I'm Briony Winchester and this is Perry Mardon. And as we know, Perry has a unique ability to see things that other people simply don't see. Last week we went deep on my own wealth challenges, my own wealth patterns, uh, which has been astounding for me. And this week we've returned to our format of 2 questions for Perry, and then we're going to bring in a special guest, Nicole, who Perry is going to read.
So we start with a technical question. Are you ready, Perry? I am. Let's see what you know. Our first question is, if you lost everything tomorrow, what would you build first?
Do you mean forms of— when you say lost everything, do you mean business and income? Or do you mean family? Yeah, if you lost everything. I think let's just focus on business and income. What would I build?
That's a great question. And I love the immediacy of just asking questions that are so random. I would go to build trust with specific people as quickly as possible. Now, that's just the basic foundation of business because I have to have a bunch of people that trust me before I can make any income. So, does that answer your question?
I would be focusing on delivering something that builds trust in people so I could sell to them. You wouldn't even start with an idea for a business, with what you're going to sell, with where's the gap in the market, with anything like that. You'd just go out and build trust. Well, I'd keep doing what I do. So, if I lost everything, I have a particularly unique set of skills, and because I have a particularly unique set of skills, I can organize— I have a unique set of skills, and that's provided me with a unique set of knowledge.
So, I don't move from that framework. I'd just start tomorrow and find ways of building people, building a database of people that trust me, that are interested in what I have to offer. It would be that simple as a priority. So, that's an interesting way to start. You're starting with the audience and not the product.
What does building a database of people get you? Well, building databases traditionally is that we're doing things or we're giving away things or we're providing content to people, education, or that helps someone understand, for me, how what I do helps them. So by getting good content, getting them onto a database, that means I can now control the relationship with them. So for example, a database is always backed up with email marketing. Email is a free and easy way to continue to build relationships with people.
From that, they've got social media profiles, there's WhatsApp, and so you're able to build relationships. If you build relationships effectively and properly, money's just made naturally. I feel like once you've got an audience, You could almost sell— that trust you, you could sell them anything. The product becomes irrelevant. It's about building that tribe or that community around you, which you've done.
Yes, but that's true, but I couldn't separate purpose and meaning from building a database because that's just who I am. So what I mean by that, Well, coming back to your question, I've seen many people build databases and sell stuff. So yes, you can do that. I like selling stuff, but selling stuff has to be meaningful to me. What am I providing?
How am I providing value? What am I contributing? I'm here to give something. I want people on my databases that can use the knowledge that I have. And to be honest, I'm very— a lot of people are scared of me because of what I know.
So, to build businesses, you do it best when you don't have an ego that needs validation or gratification because you'll make purely strategic decisions. Like last week we talked about identity and most of us have an identity and if you've got an identity you want to protect, then that takes a lot of energy and effort and if you come across me, I'm going to see what you can't see and it mightn't help you. It won't fit with your view of self. I remember last week you said something to me like when I pointed out you might be wanting success as a way of hiding from low self-worth. And you said, well, that's mean.
Well, and afterwards you could see how true what I said was. I actually mapped that out into a tactical— I showed you how that particular pattern interrupted and interfered with good tactics within your business. So you went, at the end you went, well, without me seeing how this low self-worth might drive these behaviours into my business, I could never change. But that means that you've got to hear uncomfortable information that didn't fit with your self-view. So I'm hugely effective with people that are past having to have been identified as something or somebody.
Which you can dig into if you want more, because then they want to hear that their self-identity is not what is in the way of them making the changes that need to be made to get them more successful. I feel like we're really good at building businesses that feed our egos, but what percentage of business owners build a business that's meaningful to them? And should you do that? Well, I don't know. I can't use a rule like should, okay, because everyone's different.
All I can tell you from my perspective and in my experience, if I build a business based upon what's fulfilling to me and what's meaningful to me, It will mean that I have energy for it, that I have an energy for it other than something shallow or just making money. And I understand that when I'm in alignment, being who I am, using the gifts that I have to help other people see what they can't see and it's stopping them in their business or their investing, But that's what I am and that's my greatest act of service. There's a certain percent of the population that don't like truth. In fact, we're living in a world at this point in time that seems very anti-truth on all levels of leadership. But the truth is required to change.
So we have to, as business owners, own behaviours and ways of operating.
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that aren't serving us. And to own means that you might be upset with yourself. You've got to see things you don't like about yourself. So from my perspective, that's alignment for me. So that means it brings an energy to it.
It's not just about money. I don't have anything against money. In fact, I love money. But I'm a vehicle for something. So that's just how I operate.
And I would also say that I've worked with I've worked with thousands of entrepreneurs and those in mission— a mission is an internal state because you understand what you're here to do and give— they just operate quite differently to someone that's just selling stuff. I think, coming back to what you started with before about building trust, if you're in the selling stuff business, If you don't have a lot of meaning, I think people will pick that up. And I think that people pick up when you're in alignment and you're doing things because it's meaningful. Another thing I can say to that, if you're in alignment that's meaningful to you, you'll tend to be an expert at it because you're putting all your effort and energy into— like, I've just had a huge interest in human behavior since I was a kid. And I've had a huge interest in human behavior because I've had— I had a challenges to overcome in my life.
And so I had to find out about me and how to change this thing. And so I've just had a huge interest in that. Yeah. So— I've answered your questions. It's sort of been all over the place, but you would ask me some deep questions.
Yeah, the first thing you'd build is trust. If you lost everything, you'd reestablish the trust. I'd just have to build trust, yeah, because I understand that if people trust me, they'll buy from me. And the caveat to that, of course, is that I have something, so people on my database must want something that they can't get now that they can get through me, as an example. I mean, that's a very simple thing to say, but it's like, to sell pimple cream, you need people with pimples.
The old pimple cream, mate, that's a trillion-dollar business now. Okay, we're going to move on to a patterns question because we've got Nicole in our waiting room ready to be read by you next. The question is, why do capable people stay small? Again, there are many reasons for that, and you actually have to sit down with the individual because we're all programmed by different things and we all grow up in different environments. There's a whole bunch of reasons why.
However, I can probably move into some stories that might help one understand this. And one that's coming to mind is an investor I worked with. And this is a great story to highlight certain things, and it will cover bases with a whole bunch of topics. So this particular person, she got out of corporate and within 3 to 4 years she was financially free from property investing. And the organization that coached her and trained her to become a good property investor, they sort of put her out there as one of their star advocates because she'd done so well.
She's a lovely lady. And she came to me, again, the organization sent her to me because she built that wealth really quickly and then she hit a ceiling. And she couldn't go past that ceiling in income. And this is quite an interesting story. And it's actually a good one to come up after what we worked with last week.
So I went in to diagnose her subconscious and I could see what was causing her to suddenly not produce the same results. She also told me that she had issues with motivation. She said, I got to a certain point of wealth and then the motivation just dropped off. And so that's a pattern. If she's achieved it, that she achieved that success quickly and then didn't, that means there's a financial ceiling.
In fact, for whatever reason, I've got Nicole coming in here and their financial ceiling's already just come into my mind in regards to Nicole. Okay. Okay. So, why do people have financial ceilings? Well, on a subconscious level, you— And again, people watching this, you don't know what's in your subconscious.
The best way you can tell what's in your subconscious is through the sensations in your body. And the sensations sort of point to, if you feel a bit uncomfy or nervy, it usually means there's a subconscious belief triggered. Okay, so this particular person, to go over that ceiling would give her anxiety and she wouldn't know why. Okay, but that's the point to the pattern, the subconscious pattern. So I'll go to the setup story.
So she grew up in a rural environment, in a small town, rural supply town in Australia. And we all know what times were like back then because it was a very patriarchal, a strong Christian culture in small Australian rural towns. And men were men and women were supposed to serve their men. This is a conditioning factor that is all through those rural areas through the 1950s, 1960s, and 1970s. This young girl was quite brilliant, high intelligence, and she learned that her friends didn't like her high intelligence.
The girls didn't like her high intelligence and the Boys didn't like her high intelligence. The boys and the men didn't like her high intelligence because they perceived it made her uppity and was a threat to the role that they wanted her to play as the good woman that serves men. Someone with that much intelligence who's doing well— you get where I'm going. Yeah. Now, you could go and speak to these men and say you're sexist or whatever the word is.
And they go, no, we're not. But they are. That's what the conditioning factors of the time sort of created in them. Old school, call it now. Misogynist.
Yeah, misogynist, sexist. Women weren't really allowed passions, so, because passions, yeah, the roguish stuff. Remember, the same period that The person I'm talking about probably is a little bit younger than, say, some of the women I've worked with in that period. Like, when they were kids, they would have— they'd get pregnant and the parents would send their kid, the pregnant kid away 6 months. They'd disappear them in 8 months because it brought shame on the family.
So that sort of period. The client I'm talking about, that was probably another 10 years on top of that. But so here she is in the town. She says she learned not to stand out. Okay, not stand out.
Bear with me. Do not show my intelligence because it triggers people and they want to knock me down. Okay, does that make sense to you? Mm-hmm. They said in something else
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Not physically knock her down, but just push her off her stool. You push her off her stool, and that was basically the thing. Don't you get too big for your boots? And not being a woman. What is a good woman?
Well, a good woman is outperforming the man. I know this is ridiculous, but that's part of the conditioning factors. And then I'll bring in another one here. Oh, that's right. A good woman shouldn't be successful because it means she's not a good mother.
Now, you just held your breath then. Did you notice that, Bree? Yeah, I'm still holding it. Yeah. So have you ever seen anything like that?
Well, think about it, right? Yeah. If you want to control the feminists, look after the family, you know, you don't want them out there being breadwinners. The lady was out at a little job down at the corner takeaway for 4 hours a week, but you weren't supposed to do something you know, executive or super brain, because you're not going to be a good mum. That was part of that construct.
And then finally, viewpoints around wealth. So in small rural towns, and you've had a bit to do with small rural towns, haven't you? Yeah, I've lived there. It's like what I said to you the other day. So what do they say about the wealthy?
Yeah, that they're— Yeah, got it. They're the devil, basically. Yeah, correct, correct. So here we are, modern days. This lady, she built wealth, got to the point where she could semi-retire, but she wanted nice things, but she couldn't go to that next level of wealth because on a subconscious level, it was equated with her being a bad mum, was equated with her being an evil wealthy person, and it was equated with her standing out, and if you stand out, you get knocked down.
I must fit in. Now again, just because I was watching this, she didn't know she had this. This was subconscious. Easy to map back into childhood. Easy for her to understand that's what she grew up with.
But these messages stay in the subconscious forever, and they were controlling her actions as an adult. Yeah. So it tends to stay small because you've learned that if you get big, you'll get rejected. But there's also other things here, like if you've got low self-worth, with low self-worth, then subconscious will want to mirror that in the outer world. If you don't think you're any good, even if you don't know that's happening because you've got compensatory strategies.
As an example, very arrogant or very, very confident people can be masking low self-worth. Now, low self-worth— everything in the subconscious must prove itself to be true. All beliefs want to prove themselves to be true. Subconscious ones more so because they operate habitually outside of your awareness and they operate as truths controlling behaviours. Does that make sense?
So that's why the subconscious will always express outwardly through behaviours, but you're not seeing what drives those behaviours. Don't sense the sabotage of it all. Yeah. So, you know, just on that sabotage, until you work with someone to help them understand these patterns, what does it feel like for them? Does it just feel like frustration that I can't get beyond this ceiling of wealth, or frustration that I can't, you know, build a successful business and sustain it?
Like, how does it manifest, these patterns manifest? Well, I think that's a very good question. In reality, I don't think most people know. So what do I mean by that? Right, okay, so what most people experience is a set of results.
That's all, a set of results. And then they might rationalize why they have those results. I'll extend your question more. Because they're not seeing what drives their behaviours or drives their actions. So all you can see is the result.
Now, what will happen for most people is they're getting poor results, so they'll go away and get technical training, which makes sense, doesn't it? So they'll get more technical training, but what they'll start to see is that the results Still don't shift. Okay? And at this point, if you were somewhat wise, you would go, what is it in me that's contributing to this that I can't see? I mean, look what's on the screen.
Until you make the unconscious conscious, it will direct your life and you will call it fate. Okay. That's what it is. So we backward engineer. Why is this happening?
We're going to tie this into an earlier message too. So I may better look inside. What's driving these behaviors? Now that would be the start of revealing the subconscious, or as Carl Jung's saying here, the unconscious, and what is driving these things. Okay.
And that's when things start to shift and change. Does that kind of answer the question? Yeah, absolutely. But I'm not convinced. I want to say this.
It's really important. Most people don't want to look inside because they've been trained that way, right? What they're going to do, people will blame the government or blame the economy or blame this. Now, of course, from an egoic perspective, that's great because you get to be the victim. You get to be angry at someone else or something else.
Again, it's not about you. And that's more of an immature ego. So I've said before, people like that don't really like me because I'm a real confront to their identity. I have this all the time. Especially with rationalists, right?
I'm an intellectual human being, academic. But the rationalists are the least likely to know what's in their subconscious. So, you know, they'll come to me and they keep telling me all these stories about why they haven't got what they've gotten as business owners and investors. And it's just stories because the truth is they're not owning the subconscious. But it lets them off the hook.
Okay, so as an example, a really good one is business owners why I'm their staff. Yeah, so they all walk around, they blame staff, blame staff, can't get good staff, can't get good staff. And I ask them, who chose the staff? OK. They go, well, I did.
Why did you choose such bad staff? OK, now we're moving into a level of ownership, aren't we? Great. By the way, and I'm going to say this because I just get sick of it, right? I prefer to work with people that want action quickly.
I can't be bothered so much. I don't have the patience for it anymore. I'm too good at what I do. Why should I waste my energy on people that aren't willing to own what's going on? So, I think it's not for me.
What percentage of business owners or entrepreneurs actually do go, oh, this might be a me problem, do you reckon? Is it like 2%? I couldn't qualify. I think I'd probably look at the world. And I feel sadness in me when I say this.
And the sadness is, I just see so much needless suffering because people just keep playing out these patterns that they won't own. Everyone's just out there, everyone else is the problem, I'm not the problem, no one's looking at themselves or working on themselves because It requires one to be really honest about oneself and most egos, most people don't like a lot of self-honesty because they are highly identified in what we might call positionality or a view of self. So, if I have to think of myself as a good person,
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I'm a good person. That probably means that subconsciously I think I'm a bad person. So anyone that frames up that I'm a good person subconsciously probably feels like a bad person. And so they'll identify with being a good person. And now this becomes very black and white.
And so if Perry comes along and says, hey, maybe have a look inside because you could be choosing this because you've got this belief system and, you know, Again, that brings it to them and they're like, no, that makes me a bad person. I don't want to hear about that. And it's actually quite simple in that way. It's like the ego doesn't want to hear things because it ruins its image of itself, you see? Which is also an interesting conversation itself because we want to show the world an ego, a positionality, and we want to show ourselves a positionality until we don't.
And when we don't, we're usually way freer because we've come to some form of self-acceptance and self-love and we understand there's no perfection. I mean, Perry Mardon, I can't be perfect right here, right now. He's a work in progress, right? So what's the big deal about owning something else that's in me that's blocking me from getting this or being that or doing or achieving that? But then you have to be okay with yourself.
Then you can be quick. Then you can tell yourself the truth without any egoic pushback. See, as an example, most people you'll work with, you'll point something out to them and then you'll see the judge comes in and they don't like themselves for what I've just helped them learn about themselves because it's a weakness and I'm not perfect. Yep, a strong inner critic. Yes.
I mean, you know, just from reading your book and obviously talking to you, the wisest thing you can do as a business owner or entrepreneur is know yourself intimately. Know everything about yourself intimately. I can, yeah, I just know that. I would say as a human being. As a human being, if you want to have good relationships, if you wanted to have good health, if you wanted to have any mastery over what you create in the world, you have to have mastery over what is in you that creates that in the world, and that requires a deep sense of understanding of self.
And that will lead you to the point where you are no longer your personality. You're not identified with your personality. You will come to the observer position. So as the observer, you watch your personality and you're less identified with the personality. Yeah.
I love that word, self-mastery. We should go into that in future. Well, this is— Once you've got self-mastery, yeah, once you've got self-mastery, it helps in every aspect of your life. And I know because I'm slowly learning. It's also interesting, by the way, that sense of self-mastery, you get to a certain level and what is the self that's been mastered?
But that's the heart of the thing because— Yeah. Because there is another sense that when you do a lot of internal work, that something else starts driving you. And yeah, we'll maybe talk about that on some other— I can see your face. Episode 3, yeah. A whole other podcast series, absolutely.
All right, so we've got Nicole waiting in the waiting room. If you want to bring her on. Sure. And you're going to read her sight unseen. Hi, Nicole.
Oh, we're just having a bit of trouble hearing you. Did you mute yourself while you were in the waiting room? If so, I'm glad. No, I hit the button on my microphone. I'm good at that too.
Hi, Nicole. Thank you for coming on in the show. So Nicole, you're in fact our first, um, guest who's joined us externally. I was the guest last week. It was amazing.
So thank you for joining us. And the point of this section is really for us to understand a bit about what you do, a bit about your wealth goals, and then Perry's gonna have a chat to you. Perry's gonna see if he can read you and help you get unstuck or help you with something you might need help with. So just, if you're willing, tell us a little bit about what you do. It can be generic industry, whether you're a business owner, just let us know a little bit about what you do.
Yeah, well, I've just always been self-employed. That's how I grew up with my parents, so I feel a lot more secure working for myself than others. I find, yeah, Anyway, I had some small bouts of working for other people. I feel like it's selling my soul. So, but I was always creative, so I always assumed that I would always be broke, but I'd always be happy.
So when I did have my last big successful business, that's how it started. I just thought I would be broke but really happy. It was a really fun thing that I was doing, and it became huge. I had a 10-year whirlwind ride of success until it ended up in overwhelm and breakdown and, you know, totally just workaholism, you know, overachieving. I just had to sell everything and run away.
What did success look like to you in that period where you were successful in your mind? What was— Well, in the beginning, like, I was just— had the smile on my face the whole time, and I realized that other people around me in the I was consulting and manufacturing my own stuff, but I was around a lot of other people that I was involved with in the industry. And they didn't like to see people smiling all the time. It wasn't serious business. I'm like, no, I just did that.
I'm having a great fun time here. And it was never about the money. It was always about having fun and being of service. But ego gets in the way after a while, and you start making a lot of money and borrowing a lot of money and buying expensive cars and having a lot of things to maintain. And then when things go wrong, And it was just— I'd created a monster and I couldn't hold on to the wheel.
It was a runaway train. And then things went bad. So— and things changed too when you have to employ staff, whereas I was always just a creative and I never expected to make money. And then suddenly I was a people manager and I wasn't very good at that. It's funny, I'll have to read you.
Even your words, you'll see when we get into the words you're using. Yeah, that's right. Yeah. So, you know, I was just— Well, I sold everything 20-odd years ago, ran away to the mountains for a year off to lick my wounds, and 10 years later I still didn't know what to do with myself and I'd run out of money. And since then, the last 10 years or so, I've been fiddling with a few different things, and every time I create something I seem to sabotage it and go, yeah, no, I don't want to do that, after I've spent 2 years putting it together, like digital businesses and things like that.
And I'm watching myself do it again, and I've gone back into doing transformational coaching work. With, for people, but I'm just setting myself up with over-preparing and never getting into anything. I feel like I've got the handbrake on because I don't want to get back into any— I don't want to experience that overwhelm ever again or something like that. Yeah, that's exactly— so you've said it. We're going to work off the back of what you've just communicated about.
So there's actually a lot to talk about. So we'll just go on to say some of the most important things that are showing up. When you had that burnout experience, a decision was made. Do you know what that decision was? Oh, I don't know, but I'm feeling it in my chest like I want to cry.
Right, okay. So you see that?
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Okay. Yes. Okay. What was the pain like after you experienced that loss? Can you talk a little bit about that?
Well, I was in a total state of depression and I sort of knew what that was because I'd been there before, but I also had anxiety and even just an ad on TV about a bank, you know, money, would put me into a state of anxiety and I'd never experienced that horrible monster before. Yeah. Got past all of that. Yeah, no, I can sense it. Okay, so you can sense, like, do you sense that there's still trauma held in the body from that experience, by the way?
Yeah, no, this is brilliant. As much as I look for these things, I've never got this, what you just, when you asked that question, it's like profound. Great. Also, I want to ask you a question, then I'm going to go somewhere else. After you had the crash and you went into the, you had all the emotions that you had, In what way did that feel like an experience in childhood for you?
In childhood, did you ever have this experience of being really overwhelmed, out of control? No, I think I had a very pretty innocent and creative, nice childhood. Right. Yeah. Okay.
Just for speed, you know, if I was working with you normally, I wouldn't cut you off, but just for the show, I'm not being rude. That's okay. Okay, great. Just so you know, you made the subconscious decision you'll never let that happen again. Okay, that's why it's in your body.
Does this make sense to you? Now, you're shutting your breath down. You just shut your breath down. Yeah. So, I've thrown something at you and you shut your breath down when I threw it at you.
Do you know why? Yes. It's scary to go there because it says there's some beliefs that I'm protecting. Correct, correct. So you held the breath because I said something that was bringing the feelings up from the body and you heard what Bree and I had just been talking about.
So, yeah, yours is a bit different. You're not that egoic around your identity, but you don't want to feel the feelings that are coming up that I've just triggered because the decision was I never want to experience that again. And you see again, even as I've said it, where's that feeling in your body right now? Yeah, it's just in my chest and I'm just relating back to that darkness of depression and being out of control and not— Correct, we're going to get into out of control because that's a big part of it. Because you don't want to let control— you don't want to lose control.
Losing control is really scary to you because the last time you did it, You end up burnt up and felt like a deep failure. You actually ended up in shock. Yeah, great. Okay. So I've actually read your book.
How Bad Is the Business? Playing out. I'm going to go back to that time, I mean, to help you see why you had the crash you had, and I'll help you understand the learning lesson in it. Okay. Super.
Yeah. So you're creative. As a creative, you're not a traditional business builder. So, we can look at 4 hats. I think it was Keith Armstrong that first came up with this.
This is something I use all the time. There's the technician hat. Right at this moment in time, I'm a technician. I'm Perry who can diagnose people's subconscious and can do consulting. That's me.
That's my skill set. So, as a technician, that's what I do. Now, I can go and build a business around my technician, but it's not really a business. I'm just trading time for money, trading expertise in a particular way. I also have a CEO hat and an investor hat.
I'm going to go to the investor hat. The investor hat looks at things financially. It only looks at things financially. And it says, Perry, how much are you investing into this? What is the risk profile?
And how much of a return is it going to get? And how fast am I going to get that return? That's what that part says. Okay. Now, you're holding your breath right now.
Right now. Can you see you're holding your breath right now? Mm-hmm. So I've got that hat. And then that hat talks to another hat in me.
These are all in me. And we can say these are sub-personalities or characters or personas within my consciousness. I learnt all this stuff the hard way. So I've got the investor, because this manages my money and helps me make good decisions. The CEO reports to the investor.
Now, my CEO couldn't care less about my ability to read people, and nor should it. My CEO— that's me— doesn't care about my skill set other than, Perry, how do you market this and make a lot of money for it to pay back the investor? Now, there's a few breaths being held, including Bree's at the moment. Okay. Now, what this does is it creates safety because I'm bringing an investor and CEO into a business and I'm bringing in the technician that's got an expertise.
The CEO helps me package up my expertise in a way that creates either very good income one-to-one Or it creates ways of creating scalable and leveraged income. Does that make sense to you, Nicole? Yeah. So, now I think of you. You've got a creator.
You didn't have those things in place. Your success came from the creator and there was a lack of structure, system, and organization in what you were involved with and that crashed and burned. Does that make sense? Yeah. Now, is there anything there that I've said that you think is untrue, or do you think it's fairly true what I'm looking at?
No, that's fairly true. I was, yeah, absolutely, it was all emotionally driven. Yeah, correct. It's the practicality. Yeah, this is why when you go out and start to do things, it starts to go, don't, I must stay safe.
As an example, it'll make health a priority. It'll make health a priority. Also, I know that sometimes you've gone out to build something again and you start to get run down and you start to get symptoms and your subconscious says, I've got to look after myself. Okay, does that make sense? Is that true?
Yes. Yes. Yes. Sorry? Do they all know that?
Is that true? No, it's true. It's good. It's good to have it identified. OK.
And then I'll just finish this off. Yeah. OK. Now, part of that's about support. I'm not going to go into that.
We'll leave that. You just held your breath. Support. OK. So an entrepreneur won't burn out because an entrepreneur asks for support.
So who will do this so I can't? Who will do this so I don't have to, or what system will do it so I don't have to? Okay. Now, something in you, again, if we come back to— God, it was fast, eh? I'm even going to give myself gold stars.
Look, I'm laughing or crying or both. It's just— Probably a bit of both. Yeah, my back is just aching at the thought of staff, you know? Yeah, correct, see? Yeah, great.
So basically you've had an experience you haven't come back from, really, as of this point. Yeah. No, I've had great staff, but I had terrible experiences. And even when I've had virtual assistants in the last 5 years, just dipping my toes in,
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with that sort of thing. Oh my God, it's just— it hasn't been a great experience. No, but again, I've had a wonderful experience with staff. Okay. So, investor hat, well, I'll give you that.
My investor hat knows little about people. My CEO hat, combined with my technician skills of reading people and understanding people, means that from a CEO, I have very good recruitment systems. In fact, I have recruitment systems that company views company-wide to ensure really perfect staff fit. So again, see, this is about knowledge. OK.
Bree, how are we with time? What do you need? I feel like Nicole's experience is so common for people who accidentally create a monster because they're so good at what they do and then suddenly find themselves as recruiters, as people managers, as business development managers, as HR, as everything to everyone, and it's little wonder they burn out. So I guess that, you know, Nicole's obviously, in her subconscious is this terror of success again because of what it did to her mentally and physically. What, how does she now redefine what success looks like for her?
Well, I don't know if it's about redefining yet. And again, maybe it's above the scope of what I would do right here and now because I would take time. I'm not a flippant person. You know that, Bree. I would have to really spend time with Nicole.
I could probably do some things here and now, but that's a big, huge conversation that comes into All kinds of things like what's she here to do? How did she overcome these traumatic experiences? Yeah, it's a big conversation. Yeah, what feels safe for her now? Nicole, were there any— did you learn anything then?
A lot, yeah. You know, it's all wonderful experiences even though I've got the baggage still, or some of the baggage still. But yeah, no, it was great, and I really feel like I'm ready to go. It's like I just want to get back up on the horse and go and do things. The way that I can say it, yeah, I can give you this.
Handbrake. Yeah. So first of all, I would ask her what it is she loves. I won't do this now because of time, but I'd be wanting to know exactly what she loves, what's really meaningful to her. There are some things there.
Like I say, I'd start with that. Once she had that, I don't think that's going to be hard for her to identify, by the way. Then secondly, I would be setting small business goals for her along that. I'll tell you why I would do that. So I wouldn't have her in hyper-control while she builds out this thing that she loves.
And keep her feeling safe in that while she explores the subconscious and all those past traumas. And you would be— if she was my private client, I'd be working with her over a year to 2 years within her business, taking into account what she loves to do, how she produces the income from that, And then, as we start to help her understand the subconscious belief systems that are driving her, start to understand knowledge gaps, you start to train her about, as an example, helping her to understand who to recruit and why, giving her knowledge about how to recruit. How do you lead people? These are all the CEO skill sets that you learn over time. I'd be upskilling her in that while keeping her safe and not overwhelmed.
But the big thing at this point in time is she's easily overwhelmed because of all the trauma that's still carried in the system. The moment that she starts to get a sense of out-of-controlness, these symptoms and this comes back up and it's trying to say, don't go out into the world. So you'd have to sensitively navigate that while she changed the subconscious so it didn't have those beliefs that were going, No, I don't want to go out into the world. No, I don't want to employ people again. No, I don't want to get larger again because it's all going to happen again.
Because that's actually what this is saying. So I hope that answers it. Yeah. It's so interesting because I just saw the duality of Nicole saying, I'm ready to get back on the horse. I'm ready to start again.
I want to build a business. But then also the terror that Perry uncovered at the same time that's there. And it's working, you know, it's integrating the two almost, isn't it? Well, it's interesting because if you watch her body, you can see her head said that. That's exciting.
There's a big part of her that does say that. That's that part of the personality that she's used to start many businesses. I'll just give this as actually an admirable part of Nicole. Nicole's actually got a very positive— you'd get on with Nicole, Bree. You're both positive, outgoing, people people, creative, excited.
This part of her gets her inspired. And then she'll go so far in the endeavor, this will carry her into it. Look, she's probably smiling right now. Something will happen or get to a certain point, and then what's in her body will arise and start to strangle inspiration, even turn her against the concept or the idea. So even right in front of us when she was excited, I could still see in the body the other subconscious messaging.
She was freaking out, her subconscious messaging. When she was exclaiming her excitement about getting on the horse. The parts down below that she's going, no way, this is dangerous. So she actually has, you'll see, conflict within her psyche. So the part that likes to go out in the world is deep conflict with the parts of her that want to hide and keep away and keep safe up in the mountains, hiding from people in the world as an introvert.
And that's another interesting thing to say, because she's an extrovert introvert. So she told me. So she's extroverted, and then she has to have a lot of space and time on her own to get her energy back, and she processes a lot of information. Absolutely. Yeah, that sounds familiar.
Yes. Nicole, thank you so much. You have been our first guest on the Wealth Savant Show. So much to learn, so much to take away for you now. Good luck in your business journey.
Perry, thank you so much. Uh, you've been listening to and watching episode 2 of the Wealth Savant Show. We'll see you next time. Thank you. Thank you.
