There are many incredible opportunities opening up for you to introduce and market your products on Amazon. In this episode, Chris Larsen sits down for a conversation with Neil Twa on how you could build, grow, and sell our own Amazon business for seven figures! Neil Twa has built a system to help you build a business that can produce over $100,000 a year in 18 months. Since 2012 Neil Twa has been launching, operating, and growing private label businesses on Amazon FBA. He’s a co-founder of Voltage Digital Marketing, an Amazon growth consultancy. He’s focused on launching, operating, and accessing e-commerce brands with a continued focus on Amazon FBA and multi-channel marketing. He has a passion for unleashing creativity in the application of his business. Learn a lot, and create innovative ideas for your business!

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How To Build, Grow And Sell Your Own Amazon Business For 7-Figures With Neil Twa

In this episode, you’re not going to want to miss Neil Twa. Neil has figured out how to optimize, automate and then even let you outsource building your own Amazon business and brand so you can make over six figures a year and ultimately sell it.

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In this episode, we have Neil Twa. Since 2012, Neil Twa has been launching, operating and growing private label businesses on Amazon FBA. He’s a Cofounder of Voltage Digital Marketing, an Amazon growth consultancy and Cofounder of a software called SixLeaf that helps sellers launch brands. Since 2016, he and his partners have helped 1,000 of students launch and grow their own private label brands. Many of whom have gone on to create amazing 6, 7 and even 8-figure businesses. Together they sold over $100 million in physical products across the Amazon channel. He’s focused on launching, operating and accessing eCommerce brands with a continued focus on Amazon FBA and multichannel marketing.

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Neil, welcome to the show.

It’s good to be here. Thanks for having me.

We’ve had some great conversations, Neil. I enjoy getting to know more about you and your business. I’m super excited to share your story and what you do with our audience. Before we get into the nitty-gritty, share with us a little bit more about your background. You have an amazing team you’re working with so maybe you can catch us up to where you are.

I’m a college dropout. People sometimes think it’s funny. I have a school of hard knocks education. I wanted to learn about eCommerce in college. I went to college on a full-ride music scholarship and work-study. I thought I was going to be a musician. I loved Miles Davis and jazz. I went on classical. I thought I was going to do that for my life. By the time I got into the third year of that, I realized I was going to be living in a van down by the river. I’m like, “This isn’t going to fly.”

I got into Business Management. The internet kicked off. I’m like, “I want to learn how to make money. The internet is going to be something else.” We were doing green inbox on the computer screens at that point. I went for Computer Science. They’re going to teach you Fortranand mainframe programming. I’m like, “No way. I’m not living on the green paper thing. I’m not doing that.”

A guy comes in. He’s an adjunct professor. He’s teaching and he’s a consultant. I’m like, “What are you doing?” He’s like, “I’m starting to learn this HTML thing and Active Server Pages, ASP.” I’m like, “What is that?” He’s like, “It’s dynamically driven. It’s going to be on the internet and all this stuff.” I’m like, “Teach me how to do that.” “We can’t do that here at college.” I’m like, “I’m out of here.”

I went and got a little gig, making $8 an hour as a consultant near Kansas City. I had learned in the Computer Science lab how to set up a network with these computers when they first came in. I taught myself. I learned how to do it. Nobody knew how to do it at that point. I’ve gotten good enough that I got this little job. I was working inside a bank going around and helping them network their computers, printers and all that other little things we have to do once upon a time.

I got pretty good at that. I started teaching myself HTML, Active Server Dynamic Pages, programs and the web. I did get picked up as a consultant in Sprint local where I helped them build a knowledge management platform and realized they had more of an aptitude for the business and the understanding of the technology. The application of its business is more of the creativity of my background was flowing into the business and the jazz. I love making this creation because nobody had done this before.

I had this opportunity to create something. It was pretty successful. With that, I went and applied for this company called PCS. Sprint had opened its mobile division in Kansas City. I got hired on the spot. I was the 5,000th employee because they were sucking employees from everywhere and trying to hire people as fast as they could. I’m like, “It’s cool. Let’s do that.”

I went there and got a job. We were running the whole 50,000 web page version of the mobile division internal customer support thing. It got crazy so they decided, “Let’s build this knowledge management platform.” I’m like, “What is that? I have no idea what is knowledge management.” I learned about tacit, implicit, learning, knowledge, latent semantic, search engines, natural NLP language and all this stuff that had to go as a part of that and immersed into all of the business. Science is behind all that.

I got good at it. I launched that project. I got to be a part of and had access to the first knowledge management that helps support Sprint as it grew to 80,000 employees by the time I left and 25,000 customer service reps. It became a mega organization. They needed more help to expand and stuff so they hired IBM to come in. It was a cross-project team.

Long story short, the project was going great. One of the partners and I became friends. The cued here is networking is net worth. It’s networking with these guys, getting to know, going to lunch and finding out what they were about, making friends and learning. At the end of the day, I discovered one critical component and that is who you know that gets you and it’s what you know that keeps you there.

If I couldn’t have figured that out, learned it or adapted to it, I would have been kicked out, fired and removed but I found that I could do it. IBM said, “Come work for us.” I’m like, “Great.” They partnered with me. I went to Armand. We handshake and suddenly, I’m in IBM with no degree. I felt like the dumbest guy in the room, which is what everybody wants to do or says. I was the dumbest guy in the room. The MITs, the super guys at Yale, Harvard graduates and all these people. I’m sitting in the boardrooms of some of the largest communication companies. At that point, I’d been in Verizon and CenturyLink. I had gone into the Thompson Family Companies. I’d been in Wall Street and sitting in a boardroom.

We got to all over that and realized there was nowhere else to go but I’d always been playing the little side hustle game. I had a little game server company running on the internet. We had thousands of customers who were doing VoIP communications so they could multiplayer their games. I’m dating myself again. You couldn’t do the game, play and talk to each other unless you had cell phones. We set up this little audio codec on servers and people could connect in groups of 10, 20 and 50. We had little pay-per-package. They would talk, network and do their multiplayer gaming long before games incorporated it into the actual game, which we all take for granted.

It always gave me that entrepreneurial spirit. I always knew I was going to eventually kick out on my own. IBM says, “We’re going to Argentina. Do you want to come?” I’m like, “No. I don’t want to go to Argentina.” They said, “Here’s your early retirement.” In 2007, I left. I started my own management consulting company. I made IBM a client. I got into the public sector as well. Some security clearances got to go work at places like Boeing and do other things in the drone programs. We got to work more in the knowledge management side like Cummins manufacturing. I got this cool stuff when I was my own consultant. They paid me a handsome fee to do that way more than they were paying me when I was an employee.

It’s funny how that works. It’s reinventing myself. I kept moving forward and filling holes where I could fill holes. Always knew that I keep doing my own thing. I kept expanding and adapting. I got into wireline communications and a startup company in Oklahoma. Oil and gas fields got patents on digital wireline communications, turning copper lines in the home or business into communications that could accept gigabit transfers.

That’s one plug for Sony where you plug a television in, all your internet data and everything or wherever you plug it in. That was cool and demand good. If you had a brownout happening in California, all the homes and businesses in a certain area would be demand elastic so they would come down. Things and businesses would shut off automatically. It would avoid brownouts and blackouts. It’s a super cool technology. No one’s ever going to hear of it because that bombed and failed. They put in too much money.

I found out my partners were cooking the books one day. “Why are we having so much trouble? Where’s the money going?” I discovered where it went. It then led to the reinvention of myself as I started to learn how to do mobile paid ads and mobile traffic ads. I got to be pretty successful at that, which saved my bacon because I had to go bankrupt. In that business, I had to indemnify myself, cancel out the business, clear out everything and be absolved of all of that because of the investor money to do it.

I got out of all that trouble because I wasn’t involved in it but what a mess. I had to reinvent myself and start over again. I did in affiliate marketing. I got into lead generation, traffic generation and mobile. We were uploading mobile spreadsheets of products into servers, watching it go across the networks and seeing what came back. I struck a little bit of gold on a mobile dating app in South Africa. I never believed the South Africans would ever have so much fun dating but apparently, they were hot in the mid-2000s.

My coach says, “If you can sell sex health or how to get rich, you’re going to make money.”

Dating is a combination of all those, is it not? That was a great hybrid market. I got into it well enough to have some companies be very successful. I learned about Series A funding, how to fund companies and stuff. We had done that and did some more to help them do that. I was realizing that while I was generating their traffic and leads, I should be generating my own product leads, too. It dawned on me.

I need to be running my own products. I need to switch gears here and stop running other people’s products or apps. I need to start running all this traffic on my own. Thus began the break era of my eComm evolution. As we got going on that, learning about what people wanted, the right avatar and what the numbers look like in order to make that profitable especially on volume, A friend of mine one day posted on Facebook. “I sold something on Amazon FBA.” I’m like, “What is on FBA? I never heard of this.” I called him up and he’s like, “This thing is called Fulfilled by Amazon. They shipped the products and handle the customer support. You use their warehousing. It’s a cool thing. Nobody’s doing it. You can jump right in.” I’m like, “I got to try this.”

I signed up to their seller account, got going and started looking for product arbitrage. This is how I originally started as a little hustle. Buy low, sell high. We were looking for deals where it was $1 a unit. We could turn around and flip it for $7. We got it for $5. We flipped it for $25. We were using other people’s brands to do that who already had established some traffic. A lot of corporations at this point, not individual sellers, were involved in the early stages when it launched. There’s another company that Amazon purchased in order to allow that infrastructure to occur. FBA is a separate company from Amazon.

We learned that this filing system of Amazon is a giant search engine. At that point, Google was becoming big. They were taking over market share like crazy but it was all information, ranking and SEO to get somebody, to digest their information and then maybe go to one of your products or purchase something once you reached a certain consumer level.

Amazon blew all that out of the water because their big filing system and this little engine were all about producing products and purchases. In 30 seconds or less, that’s the basis set. Buy all things to all people in 30 seconds or less. I’m like, “That’s where the buyers are going to be. Let’s stay focused on that.” It’s a big search engine. It runs like the engines we were building that I started my career on. The latent semantic knowledge-based learning engine is this engine, this filing system that runs all those products when you click in, looking at your reviews and you’re at the surface level of your phone, there’s a lot of technical stuff happening behind all that.

In the end, it was a big search engine. If you give it what it wants and you dance with it, it will reward you. You don’t even necessarily have to have the best product but if you don’t have the best product and you rank your product, customers will eventually find you and suck you. You’ll suck it down and you’ll die. There’s a combination of ranking and providing a great brand. Longevity and profitability will follow.

We started to build brands about two years into that process, realizing that other people’s brands and spending all that time and energy were going to be building somebody else another car, not us. We got into brand building. That’s when things took off and got to be fun. We’d launch a product and another product. We developed a system we call the 5×5 game plan. We started deploying those into the brands, repeating that process weekly, quarterly, looking at 90-day cashflow plans and turning it into a business.

We’re business builders. My partner and I found that right around that time. His name’s Reed. He was also high up in a company he cofounded. He was the VP of over $100 million firms. He had left that but at the time, I did and he discovered Amazon around the same time. I said, “You build a business with knowledge, attitude, logistics and a detail-oriented brain. Why don’t I come in with my neuro ADHD brain and what marketing and stuff I can put together? You help me systematize this and let’s see what we can do.” Eight years later, we’re still together. We’re two halves of the same coin. He does things I don’t and I do things he doesn’t. We stay in our lane and do well at it, which is cool. We kept launching those.

If you’re reading and thinking the same as me, if Neil is the dumbest guy in the room then there are some smart people. I work with neurosurgeons for most of my career, spine surgeons, ortho. I always thought I had this complex. I’m like, “I’m not a very smart guy.” People are like, “You’re a pretty smart guy.” I’m like, “I’m working with geniuses every day.” It is a treat when you get to work with people like that.

A couple of things before we jump in. You’re talking about building knowledge management systems. I started to implement a system called Notion. The course I’m doing is built by a guy called August Bradley. He’s talking about how to blend these knowledge management systems with you as a human so that ultimately you can access those. We’ll have to chat about that at some point in the future.

Knowledge is so much fun on how we learn, how we adapt, when we buy, when we choose certain things whether it is drawn into the emotional component whether we’re using our right or left brain at the time we decide to purchase, buy or do anything, frankly. There are lots of components of building that. Implicit knowledge is when you ultimately understand without a doubt. A tacit knowledge is the training and learning of knowledge in your brain. There are different ways to adapt learning in audio, visual and other things to people’s ability, not just to learn but to purchase.

If you apply it over to the side of eComm, we developed a process that knows exactly what people want from the product we’re giving them so that we get 30% to 50% conversion rates on our listings inside of Amazon every time we put a listing out there. It’s the formula that we went through and learned how to adapt for every person who wants to buy in that system. It’s systematized. It’s a formula. It doesn’t change. It’s math. What we do is by the numbers. It is not guessing and not emotional. It’s not, “Maybe this is going to work.” It is, “It will work when you follow these steps. It’s by numbers.”

That’s what’s so cool about you and Reed. You’re two halves of the same coin. You’ve been able to blend human behavior with spreadsheet algorithms, all this information that we have access to. The company that you do this with is called Voltage. You were talking about your 5×5 game plan. That epitomizes this whole process. Maybe we can talk a little bit about what that is and how that blends all this technology and psychology together.

It gets down to one simple question. “What do I sell?” It’s the same one that everybody has when they get started, even people who are ex to some degree or already selling in the marketplace. It’s the same question I deal with whether they’re in the market selling or they’re brand new, got a Management degree and never sold anything online, whatsoever. At the end of the day, it’s about the process, people, the buying signals and the emotional aspect.

When you find a certain demographic, you tie into that demographic and then go deeper into that. A lot of people think you go lateral so if I need to move to more markets or more channels, that’s where a lot of people fail. When you find a particular avatar you lock into, there are numbers that are going to flow. You’re going to keep piling into that and keep going deeper and deeper into that vertical. What I see so many times is people making mistakes of going too wide. What they think is, “If I don’t do that, I’m losing the opportunity.” What I’m saying is you’re losing time, money and energy if you do that. If you apply capital and aspects directly into answering that question, staying focused on who that avatar is in that person and doubling your understanding of them, you will double the revenue.

When you answer that question, it has a number of components that tie together with answering that question. It can’t just be, “It goes umbrella.” That doesn’t add up at the end of the day. Is it working the numbers? All emotions aside, “Can I make it profitable? Can I pay for rising logistics and shipping costs? Can I have people come in, help me automate components of it, getting my freight charges in, my storage fees, ensuring that I have the capital to market purchasing the product?” I got to consider all of these numbers in the business and paying taxes while also being profitable and making some money.

In answering that question, there are certain criteria that we go after at a high level. I don’t want to take a huge amount of your time talking about it but there are segments of this. I’ll give you a pro tip. It’s usually women 27 plus. If you’re going to sell it to the majority of, it’s been 27 plus. They run a lot of the purse strings and money. It’s the largest buying demographic on Amazon. It makes up the majority of purchases online. I got 1, 2 and then I’m raising four more. We call it subscribing spend in my house. We got to save money by not spending it. It’s this whole concept.

At the end of that, you have to realize that there are people like you who are buying things. One of the simplest things I ask people to do is most of us are all Amazon consumers of some level. Who is not? About 125 million Americans are. Go to your last 90 days of order history. What you need to understand is 6 out of 10 of those or 60% of the FBA sellers are third-party like us. If you look at those packages and what you purchased, many of those are from third-party sellers.

I buy a box of protein bars. This is interesting because I started to figure this out. They’re not coming from Amazon.

We’re leveraging a simple little equation. Similarity plus familiarity equals trust. I’m bringing it into the market. I’m going to put a product into the market. I’m looking for similar products that are already selling in the market. I don’t need to invent. I am an inventor and I have patents but what I realized was innovation is where the money is made the fastest and could be the most scalable in the least amount of time. Typically, an inventor has to do a whole lot of things like patent stuff, get people to validate it and go this direction but innovators see ideas, opportunities, similarities already in the market and then innovate little changes to that creating a familiarity of that product.

I’ll give you an example. We’re going a little by the numbers in terms of the equation. We call this don’t marry your product by somebody else’s girlfriend instead. There are plenty of products in the market that you can steal. We’re cheating on products, not people to be very clear. These products that are in there are already selling and brands. You don’t have to guess. You have to pull the data together. Once you pull the data together, it’s a data-driven decision at the end of the day.

If I know that I’m going to make it profitable, if I know where my competitors are, what their profit estimations are and the number of sales they’re making then I’m going to come in and say simply, “Can I beat them on profit? Can I buy up their customers? How long does it take for me to do it?” People go in with a shotgun approach thinking, “If I throw everything at the wall, something will stick.”

There’s an analogy that popped in my head, which my dad gave me. I’m not going to say that this thing is sticking to the wall. It’s a side tangent. What we’re looking at is a concept of a specific number. We’re looking at products that make us more than $12 profit per unit, preferably more than $20 to $30. With my business builders, we average more than $35 in profit per unit. That is after land costs, marketing, logistics, shipping, freight and taxes, all of the business. We put that much in our pocket for every unit sold because that’s all that matters at the end of the day. I can tell you 7 and 8 figures. That’s really sexy but I know guys who were doing seven figures who are spending under seven figures a year to make it work. That’s not profitable.

It makes sense when your net margins are above 15%, much better when they’re above 18% to 20%. When done correctly, our builders are always shooting for an 18% to 20% net margin across their entire business. In very simple terms, a profitable product makes a profitable brand and profitable business but we don’t have to guess. Remember the equation, similarity plus familiarity equals trust. Amazon is your trust. Products are already selling that are in there. Find similar products that are familiar to you or in your purchase history already from the last 90 days. Start to ask questions then about simple first level policy questions.

Could this product be profitable if it’s more than $50 to $300? It’s probably profitable. If it’s $25 or less, it’s not very profitable for the seller. After the other costs, fees and everything else, they might be making $2 to $3 max and in many cases are making $1. Once they get their marketing in high competition and you get the bestseller badge, there’s a big race to the bottom pricing problem that people faced. We don’t play in that.

Let me give you a simple analogy to wrap that up. I have an abscessed tooth and I want to go to the doctor. I’m looking for the dentist who’s going to fix my problem. There are people who will go and say, “Can I get in?” He’s going to say, “I’ll get you in an hour. It will be $300.” They’re going to say, “What can you do?” He’s going to say, “I could do it in ten minutes for $500.” “I can’t pay that much.”

The people who are at $300 in 1 hour are typically people who are selling $10, $20 to $30 products on Amazon. What I want is a ten-minute solution and to pay $500. Many people do too. In fact, millions of people will pay that because they want that solution. They want it solved. They don’t want the pain and the headaches anymore. They want it done. We’re at a different level of selling in the marketplace, which has given us a different level of profitability, longevity, sustainability and actual business building of profits. That’s very important.

You figure out what these products are. They’re not even your own products. You figure out who the customers are. How do you systematize that whole process after that knowing?

It’s a process that we call our Green Light Spreadsheet. As we go through and look at those numbers.

Is that from Matthew McConaughey?

Not that spreadsheet. It’s a sheet that goes in and looks at three components of the business for that unit. It is profit ROI and profit per unit. When those go green, you should sell that product. Once you validate with your sourcing agents and manufacturing that you can hold a price point, you should sell that product. It’s not more complicated than that. Finding those products is a little bit of a process. Virtual assistants can be taught to go with data tools, data mining tools.

Some of you may have heard of these, maybe not. There are things like Helium 10. There’s Jungle Scout, Phoenix from six lead. They go, data mine that and show you that data that you’re looking for your competition so you can gain an 80% understanding of that product, estimated sales, profitability and how you’re going to compete with them in the marketplace. Remember, revenue is vanity. Profit is sanity. Cashflow is king. We’re going to make sure that we look at the profit line so that we have great cashflow. It’s all that matters.

If I can get better profit and cashflow than my competitors, I’ll go to market against them because I know it’s a matter of time for me to up all their customers. If they have $10 in profit and I can come in with $20, I’ll spend $19 of that buying of all their customers until my average costs come down. It would take me 30, 60, 90 days to do it. I dominate the market and become the lead player. Why? It’s because my average order value, which has referred to the number of people who buy my product in a certain amount of time will go through the roof. They’ll buy that first product but then they’ll also buy a 2nd and 3rd product at full profit. We can track those metrics. I can go in and start tying the products together.

The goal then is that 5×5 with that game plan is we went in and systematized the product research component, the sourcing agent component, which we have all these sourcing agents working for us to validate those sheets and then produce a number, a project launch costs that we either say yay, nay or reorder and launch that one. The process is going through that plan, the goal of putting five products in the market inside of your brand for a couple of different reasons.

One, you need more than that to lower your risk. Five should be the beginning amount of SKU you have in the marketplace. It lowers your risk as you put more in the marketplace. It’s also more products making more money at the end of the day. Amazon rewards brands and they were rewarding a lot more. In fact, they killed $15.4 billion in revenue. You can go look this up online from over 50,000 sellers in the Chinese side that they moved out of the system to get rid of fraud and other things. We moved out about another 200,000 who were doing buyer networks, fake reviews. They had secondary accounts. They were jacking and messing with the stuff.

It took down about $15 billion in revenue to clear that out. There are huge opportunities that were not there months ago. Things are opening up. It’s incredible to put those products into brands because Amazon wants you to be brand-driven and it’s starting to kick everybody out who is not playing by brand rules, not brand trademarked and not brand registered in the system.

When you’re doing this, they give you things like a sponsored brand. Advertising via sponsored brands. They can even tie you into the marketing. You get into their prime email blasts. They can even advertise you on ESPN. We’ve had our product show up there. You can do a very short email blast to your customer, which you couldn’t do before. Retargeting option and targeting option brands that weren’t there before. They’re becoming very brand-centric, which is cool. It’s finally a great way to see that evolve.

You asked about the 5×5. It is a component of ensuring that you have a systematized amount of products that are going in. The other five I that 5×5 is each of those are averaging five sales a day across all of them. Why? It’s because with the profit margins that we’re talking about, you can have $100,000 in profit a year when you extrapolate those numbers. Profits to the business owner. That’s how you make $100,000 a year in this business.

In the process of extrapolating that, systematizing, going quarter by quarter, product launches, continuing to adapt your brand, the example here would be I sell a high-end bike seat. I don’t do the cheap Chinese $29 hurt your butt seat. I’m doing the gel-padded, the hole in the middle, don’t crunch and munch the goody seat that cost you $69. It’s the stuff I’m going to write up the back of the bike with. Once I get you to buy that, I’m going to sell you the high-end panniers, maybe the $250 version of those.

You’re talking to the right guy. I’ve ridden a lot of miles on my bike.

You got the right calibers, brakes and better lights. You want the right-hand grips. You’re going to get the right gloves and gear. All of a sudden, your order value is going through the roof for me. My brand is continuing to put products in front of you that you like. You’re coming back and buying more of those products you like. You’re getting all the other components that go with it. That’s that vertical I talked about.

Lock into that vertical and keep feeding that vertical more and more of your brand. People will come back in a quarter or less than 90 days and buy again. You can even have them on subscribe and save so they’ll be purchasing regularly from you. That builds continuity into the business with that profit and cashflow, which is king. There’s a lot to unpack in all that. There are lots of things I didn’t say, which some people are like, “Let me say this.” There are other things in there, including how to even get people to see your products in the system. We’ll maybe have to unpack that.

Amazon is a river but it’s also a tree. That goes back to that knowledge management component, that search engine and filing system they’re running, how some products are more relevant, why they show frequently bought, how do I get customers to see them and rank them correctly. That’s all tied into the technical component of that. It’s all keyword-driven so you’re aware, which means people are very specific about what they’re looking for. Remember, all things to all people in 30 seconds or less. When you walk into some of those great keywords, there’s a lot of profit behind them.

With everything you said, I’m sure people’s heads are spinning. This sounds great but what does that mean for me? The day we spoke, I was in the middle of reading a book. It’s called Idea to Execution. In that book, they talk about to optimize, automate and outsource. I’m a big systems guy. I always try to figure out things. My son even said, “Dad, you’re always trying to figure out how to make things more efficient.” I was like, “Optimize, son.” I’m always looking for systems. Neil, your company has put together this optimize, automate and outsource to help people build these businesses.

We have a thing called Amazon Account Management Services, AAMS as we refer to it. It’s the ability to gain operational independence from your business before you exit it. We refer to it as the platinum principle. You may have heard of the golden perish in the corporate world and that is you do all your years, bailout, get your jet, your house, go off and meet your wife. You’re doing great but not everybody can do that.

The principle gives everybody the opportunity to create a business that is worth more in the end when you sell it than at any time during the business building phase. When we build, we build great foundations of business and then we put great brands on top of them that are profitable. It creates a whole profitable business that can be exited. It’s an exit play. It’s a very good monetary play for capital, time and money you’re putting into a business.

It’s worth something. We have the ability to automate those for individuals who come in and be business builders with us. We give them the capability of creating operational independence before they exit, which takes over the full account management making it a completely done-for-you solution. Once that brand is up and running, we know the upside and exit potential of that business. We know that in 18 to 24 months that business could be worth 3X to 4X, its revenues and profits. We know that that market is taking this by the horn. In fact, in the last several months, $6 billion in capital has been deployed to buying the Amazon FBA channel. It’s one of the greatest amounts of money I’ve seen in many being deployed into one area this fast.

You see some pretty big areas with internet, oil and gas.

It is like a little bit of the tech bubble. The difference is it’s a commodity-based business because you’re leveraging into inventory as a physical asset but you’re using Amazon’s platform and infrastructure, which is a bit virtual. It’s virtual real estate in their platform that you’re gaining control of physical inventory. It’s a cool little bit of hybrid going on there unlike a traditional brick-and-mortar retail store. It gives you that opportunity to create that. As a buyer of these companies, as we set this up to bring in home offices, other brokerages and people who were interested in buying these companies, we help our business leverage those relationships to exit so they have a smooth transitional path from start to exit.

You help business builders figure out the products, build a business behind it, develop the strategy to exit and then provide.

Provide the pre X, which is a little bit of the reverse of the way most people would see an X. You typically would build it up. You would have some components of automation and operational independence and then you’d go to the X that at which point you’re going to try to reverse yourself out of the company. I got 70%, 30% in the next five years kind of thing. What we’re doing, I’ve been burning that. We’re innovating against it, meaning that we are exiting the people from the business, creating all of that operational component, handing it to an investor and saying, “Here, it’s independent. Here are its profits. You want to take it on. Here’s who’s going to manage it. Do you want to buy this company?” It is for them to purchase.

Neil, what’s the best way for people to find out about your business if they want to get involved? What’s it called? How does this work? How do they get ahold of you?

In simple terms, you can go to VoltageDM.com. You could go to LinkedIn if you want. Go check out my LinkedIn if you want to determine if I’m serious or not. I have my partners. Reed is one of my long-term partners, a good friend of mine and has come into the business in 2020. Kevin Harrington, you might know him from the Shark Tank and seen on TV. He’s a partner in our company as well, helping to coach and mentor people.

We got a strong team of support. He’s brought his son in who’s very good and handles a lot of his operations. I also have Brandon who is a two-time Emmy Award Winning Videographer for a Success in Your City series that he’s doing where he goes around and interviews people in the cities. It’s a very cool team, good group of people, smart. I’m the dumbest guy in the whole room of super-smart people, which is cool. I’m enjoying that because these guys are good.

If you’re interested, you can check out a free video. It goes a little more in-depth. It’s almost like a training video. It’s 90 minutes where I go in and break this all down a lot more. That’s free to watch. You can sign up on the site. When people are interested in talking to me, they text me. I make it simple. I’m only looking for a few people.

This is not for everybody. It’s for those who are wanting to build businesses first, are interested in eComm and thinking, “How do I deploy cash in a different way? Maybe I’m in infinite banking, doing multi-tenant real estate, own franchises or other ways. I’m looking to open up different deployed capital that at some point, I don’t have to run every component of the business.” That’s how we’ve structured this. You can go check that out. If you google me, you’re going to find me in the former TWA Airlines. It’s that one on the social networks.

Neil, we’re going to figure out a way to bring you back here and get some more information out there to the audience. Thank you so much for everything you’ve provided. We appreciate everything you share with the audience. You’ve brought a different business idea than anybody else has been on the show so far. Neil Twa, thank you so much.

Thanks, Chris. I appreciate you having me on.

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I hope you found this episode valuable. I have one more thing to give you. We have a page from my coaching clients where you can get a free copy of my book as well as much more from previous guests on the show. Check out NextLevelIncome.com/coaching to get a free copy of my book, audiobook and much more. I’ll send you a copy of my book and cover all the shipping costs as a thank you for reading the show. Also please like, share and take 90 seconds to give us a rating on Apple Podcasts.

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