Engineering a Global Business Legacy with Robert Indries' Vision

How often do you meet someone whose life reads like an adventure novel, filled with daring leaps from small-town origins to international business acclaim? That's precisely what Robert Indries brings to our latest conversation. From his roots in Transylvania, Robert epitomizes the essence of personal accountability, having built an empire that spans eight distinctive businesses. His story isn't just about financial triumphs—it's a masterclass in self-growth and the transformative impact of mentorship.

Embark on a journey through the intersections of engineering and entrepreneurship with a man who values skill over scholastic accolades. Robert's unique approach to hiring in the engineering sector, prioritizing hands-on capability above interviewing prowess, has been instrumental in his success. He extrapolates the precision of engineering into business management, constructing streamlined operations that serve clients across the globe. Through his diverse portfolio—from innovative luggage solutions to a successful card game—Robert's narrative explores methodical craftsmanship in business.

This episode isn't simply a tribute to a single man's achievements. It's a broader commentary on societal attitudes toward career choices, work ethics, and the cultural consumption that defines us. Robert critiques common misconceptions about engineering careers and emphasizes the importance of selecting a profession out of passion. We dissect hiring practices that sieve through the masses for the most zealous candidates, leaving you with a newfound appreciation for the rigorous pursuit of excellence. Robert's candid revelations promise to deliver both if you're seeking a spark of inspiration or practical insights into achieving your business and personal goals.

Transcript

Keith Haney: 1:01

My guest today is Robert Indris. He was born in a modest family in a small town in Transylvania, romania. He spent the first part of his life on farms, caring for livestock and working the land. When Robert was young, his family told him if you want to learn, you can learn in any school. That's the preschool version. You can achieve anything you want, no matter where you are right now, and that's exactly what he continues to believe. Traveling gave him an ideal vantage point to observe common mistakes and successes in businesses on a worldwide scale. This mindset has helped him to build an empire of eight businesses, generating seven-figure yearly travel of over 100,000 miles, visiting 17 countries, speaking in front of thousands of people in three different languages and maintaining a loving relationship with this gift from God, diana and their close family and friends. Through these years, he's also generated over 500 million in business value for his clients and delivered over 200 projects for clients in 19 different sectors. We welcome Robert to the podcast. Well, it's so good to have you on the show, robert. How are you doing today?

Keith Haney: 2:16

Very well, thank you so much, and thank you for having me. I'm so glad you're calling in from Transylvania so all my audience can know how the vampire war will population is doing here.

Robert Indries: 2:28

They're vibrant, very healthy, very good, good spirits.

Keith Haney: 2:31

You want them in good spirits. You don't want them angry at you, Sasha.

Robert Indries: 2:34

Yeah, yeah, yeah. 2020 was a very good year. They could do this Rome freely. Everyone was at home. There you go, that's right. Oh my word, that's too funny.

Keith Haney: 2:47

Robert, I'd like to ask my guest a question. Can I get to know you a little bit better? What's the best piece of advice you've ever received?

Robert Indries: 2:53

Wow, the best piece of advice I think that I've ever had is to take 100% responsibility for everything in my life Good, bad, whatever, it doesn't matter Everything. If my relationship is a certain way, whatever that way is, it's my responsibility. I created that through doing things or not doing things, through saying things or not saying things. I created that. The same with my career, the same with my finances, the same with everything in my world. Maybe you can't say that when you're like three years old, but if you're 30, 40, you've sort of created everything that you have in your life. By that point, even in your early 20s, you can say that you are starting to create everything that you have.

Keith Haney: 3:43

You can't blame people that way if you take that approach to life.

Robert Indries: 3:47

Exactly. You can't blame anyone else, which now forces you to focus on yourself. I've had a very, very interesting conversation not so long ago where the insight was that if we focus on looking at others and helping them get better, what we are doing is we're basically taking the focal point off of ourselves and putting it onto someone else because they could do something better. Yeah, 100% they can do something better. But focus on yourself. Just work on yourself. Obviously, if you're a manager, you have to tell people what they need to do better. It's part of your duties, it's a responsibility, right? What I'm talking about is the day-to-day engagements. Some of your friends could do better. You can tell them, but telling them doesn't mean that you change your focal point. Telling them just means that, okay, let's say they do some things that I don't like. Am I being a good example in that? Am I showing them a different way of being that they can then aspire towards, so that they stop doing whatever it is that they're doing that's not good for themselves, their community, their family or anything?

Keith Haney: 5:06

like that. See, you're just ruining so many people who like to blame other people for their problems. Just take a responsibility. Thing. He isn't going to be popular. I can see the audience now going. See, I didn't like that part.

Robert Indries: 5:21

Yeah, there's another little metaphor that someone told me many years ago If you point fingers at someone, if you blame them. Typically, when you blame, you blame something else or someone else right my co-worker, my spouse, the government, the job, the whatever right. That way, Secondly, you blame God for whatever you weren't bestowed enough.

Robert Indries: 5:48

You were like you don't have enough, whatever you think. Enough money, not enough, whatever, like God's to blame as well. However, three fingers are towards you when you point like that. Three fingers are always towards you, so you are three times more responsible than any one of these two. Right? Yes, if someone hits you by accident with the car whilst you're driving, maybe not your fault, okay, someone else hit you. Okay, you can say that, maybe it's God as well. You know, changing, derailing your schedule. Right, yes, because you should have been meeting someone but you didn't because this accident happened. Okay, yeah, but three of those is you Did you leave on time? Did you buy the car that has the right safety things? Do you have insurance? You know, like, all of those things are still for you. Right, so you are much more responsible than anyone else that you could ever blame. Right? And when I say much more, I'm like okay, blame 2%. It's 1% someone else, 1% God and 98% you.

Keith Haney: 6:52

Right, I like that. I'm always curious, Robert, people like yourself who've achieved the levels of success in their life. There are always people who were involved in our lives, who either inspired us or were mentors for us. Who are some of the people in your life that you could think of that played an important role in your development?

Robert Indries: 7:11

There are literally hundreds of them and I can mention a few of them or a few dozen. I had my mom, obviously very, very important. I learned a lot of things from her, and let me not be general. So for mom I learned never ending love for everyone and everything, never ending forgiveness for again, everyone and everything. I've never seen someone be so loving in my life like her. From my father I learned education and the importance of education and investing in education. We never had money to buy anything, but we always had money to buy books I could buy. Anything else was off limits.

Robert Indries: 8:00

From my aunt I learned the importance of being productive and always taking responsibility, not as much as I said earlier, but to the extent that, hey, if I want my house to be clean, I need to clean it. Hey, if I want a better career, I need to do something about it. And she would always tell me at least a thousand times there is nothing you can't do. She would literally tell me there's nothing you can't do, Because I would say I can't do that, Like I can't jump as high, or I can't do this or whatever. She's like there's nothing you can't do. And she just kept saying that I got a lot of help from many teachers across the ages, from my remember my physics teacher very, very helpful because I learned humor from him Because he was teaching physics very exact science Right.

Robert Indries: 8:52

He was very humorous about everything that was going on and he was making jokes like as if it's not enough that these explodes, you also have a shockwave of air going everywhere else, just moving things that were otherwise just staying there and mining their own business. So he was very funny and he would explain physics concepts very nicely. I had very good other teachers in civil engineering and so on and so forth. My grandfather I learned the love of the craft from him. He was a woodworker. He would build anything you would need out of wood and it was gorgeous. I couldn't believe it. I would spend so much time, hours, just looking at him carve and I couldn't believe the end result. It was like oh, how did you know that if you do this, then this comes out. It was just so cool. It was so cool to see.

Robert Indries: 9:52

I learned the value of dedicating your life to service from my grandmother. She was a cleaning lady in the hospital and so she would always do whatever would need to be done, because cleaning ladies, especially a while ago maybe now, no, but 50 years ago they would basically be the admin of the building. They would do everything that would need to be done and if someone needs a towel, they would just go catch it, get the towel and bring it, and so on. So she was very good with that and she would take that and do the same thing at home. She would always care for me and be there and allow me to do my things, and so on.

Robert Indries: 10:35

I learned a lot from my previous romantic relationships of what to do and what not to do, what to say and what not to say. So many things incredible. And you really do learn If you have an open mind and if you don't have ego. You really do learn from every engagement. That's important at least, Because obviously you might not learn from someone you just see for a few seconds on the street, but I mean, if you spend a few years romantically being in love with someone, then if you're open, you will see parts of yourself that you really don't like reflected in them, and it takes a certain level of maturity to say, actually, everything I hate about you is things that I don't want to deal with in myself, and so that takes a little bit of time. Some people it might take a little bit. To me it took a long time, like years, to figure out that everything I don't like in others are the things in myself that I don't want to believe I have to a certain extent.

Robert Indries: 11:46

And it's not easy to take one other percent responsibility. I've tried. At one point I said, OK, starting now I will take 100% responsibility. I couldn't take it. I swip it. Three weeks, I couldn't. After three weeks I was done. It was exhausting to take responsibility for everything. I just couldn't anymore. I was like I can't. Yeah, give me a slice of pizza, I can't, I don't care, I can't. It was so difficult Because we are not used to operating like that. No one teaches us to take full responsibility for everything in our life Because they're the teachers, they're the mothers, they're the fathers, they're whatever. Yeah, it's fine, that's fine. Oh, you couldn't do that, it's fine, and so on. There's actually a good movie on it. It's called Whiplash, with the drummer and the guy that's torturing the guy like crazy, just so he becomes the best drummer of his decade in that period of time.

Robert Indries: 12:53

I disagree with people being so aggressive and so mean and so on and so forth, but the message that that guy says is worth its weight in gold Because this generation, or the past one or two generations, invented the participatory diploma. Right, you would get the reward just for participation, just for showing off, which defeats the purpose. Exactly just for showing up, like, that's not difficult, in no way, shape or form, is it difficult to be the last guy in the race? You know, it's just, you shouldn't get to, like you shouldn't be rewarded. You know, okay, you're rewarded for trying.

Robert Indries: 14:32

I understand the concept, I understand where it comes from, but it diminishes, you know, the, the, that part of us that says I could do so much more, I could be more, I could, you know, because now you're just happy, oh, I want to participate in a laboratory diploma, you know, for being, you know, the 175th person you know in the race and like, yeah, okay, fine, well done, bravo, you could have obviously done much better, you know. So I do believe there are many, many things like that that we could, you know, learn from and do better. On is just, you need to be open about it and say that, okay, every, every colleague, every friend, every enemy, if you, you know, believe in that, or every person that wants my harm or wants the harm of others, I can learn something from all of them.

Keith Haney: 15:26

Right, I'm curious about your story. Tell us how you got from a small town in Transylvania to where you are today.

Robert Indries: 15:38

Well, that's a very long story. I won't have time to go through all of it. The short answer is that I was born into a family of love. I was fortunate enough to have both of my parents, which isn't the case in many instances. And even if you do have both your parents, in many cases one of them isn't loving, and we know what I'm talking about. And so I've had the fortune to have two loving parents.

Robert Indries: 16:08

And I didn't agree with my father, and he was a retired Army general. He is much, much more disciplinary than my mother. And so I left my house when I was 14 because I couldn't take it. I just I can't stand your rules anymore. I'm leaving, sorry, just not for me. You know there's like you need to go to bed at 10. And like I'm not tired at 10. I don't want to go to bed at 10., you know. And we'd have arguments like hundreds of useless arguments, as I felt, you know, and with many other things, and like I don't want to do this your way. Just please understand, and it just it works. I just left.

Robert Indries: 16:46

I left my house when I was 14. And you know I was in an argument with my father and then I started, I needed to get odd jobs to sustain myself and to make money, right. So I was a lumberjack. At one point I was building furniture. At another point I was on a production line at one point just assembling things on the assembly line and so on and so forth. And then at one point, I started building tech, building engineering products, hardware and software. We've built anything from autonomous flying drones to their mythology sensors, to all types of cool things that at least I consider cool. You know, it's just I'm very geeky. By the way, it might not come out, but I'm incredibly geeky. You know. I have Grogu here, you know, and Groot to prove it.

Keith Haney: 17:34

Oh, yeah, I like those. Those are my favorite movies, yeah, yeah.

Robert Indries: 17:38

So I'm very, very geeky and I love building stuff, so I really am an engineer at heart and I just did that. And there has been, and continues to be, a lot of money in engineering, in building things. It's not the skill set that most many people have, even the engineers like you. Look at many people that have engineering degrees 90% of them are incompetent and I don't want to exaggerate when I say that We've tried, we've hired so many engineers and so many of them lie outright lie in their CVs, like it's just so puffed up and it's crazy and you can't tell, because they know how to say the right things. You know they literally train to be good in an interview. They literally pay people to write good CVs and train them for the interview when in fact they're just not good at the work, because if they would be good at the work, they wouldn't need to pay people to train them to have an interview, because there's such a huge need for competent individuals, like all of those people that are getting rich training people to go to interviews. They're doing such a disservice to humanity Because now we're hiring people that are doing amazing in the interview and then you hire them and a week later you're like, who are you Like? Did I talk to your twin brother or something a week ago? You know, just makes no sense. So but yeah, coming back, I started doing engineering and so on, and so I started like that and then after that I realized I can use engineering to build business, because business is procedures and systems and doing the same thing the same way every single time and improving on that right, this constant and never ending improvement, which I love in engineering as well. Okay, we build the car. How can you get faster, better, safer? You know, it's just, it's very engineering thing to do, and so I love engineering businesses to perfection. And so right now, so far, we've had 11 businesses. Three of them we've sold already. We have still eight in our portfolio.

Robert Indries: 19:51

We operate in 19 different sectors in over 18 different countries and we have thousands and thousands of clients all over the world, and they're all different businesses. So one's an engineering business, one's a marketing business, one's a management business, where we literally manage other people's businesses for them. Like, let's say, if it's a business owner that's making whatever two million a year and they can't like, they just don't want to do all of the work anymore. They hire us and then we do the management like we manage the work for them, like the business, and they either take off completely, retire or they help us in other parts of the business where they want to actually add value, parts of the business that they love adding value in. And so so far, in terms of services, we've generated over half a billion dollars in value for our clients in over 300 companies that we've helped so far, some of them small, and we've helped them make millions. Others big, we've helped make tens of millions or hundreds of millions. So it's very cool to see.

Robert Indries: 21:00

And other businesses are. You know I have an Airbnb for luggage that started in Manchester and now we have over 80 locations in the UK. Last year we went to the US, now we have over 15 locations in the US and we this year we opened four other countries in Europe. Another business is a card game for couples and it's the world's first truly replayable card game for couples and we actually won an award last year on it. It was the most innovative game of the year award in the UK, so that was great. And that business was built in Sheffield. That's why it won the award there and then so on and so forth, an HR company we have, and you know various other things, a business that is like software for companies so that they can manage their teams, on and so on and so forth, and just I don't know anything.

Robert Indries: 22:00

I like to do and in terms of exits. Last year, for example, our last exit was a software we've built in the marketing sphere. Marketing is very, very competitive, but I love competitive spheres because that means there's demand wherever there's competition, it means there's demand.

Robert Indries: 22:20

And typically I out do, I out compete everyone in an industry, so I love those. I just go into them like head on. And so we built the software because we can build it and we have the marketing team, we can market it Right. So any business I want to start, I can build it, market it, manage it like I can just do anything there. I just need capital to actually make it happen, and so either my own capital or investors or whatever, but basically we can scale anything.

Robert Indries: 22:48

So that business we worked on it for like six months more or less. I mean we worked on it for four months. Then we launched. Then in the first two months we made a quarter million dollars, which is crazy. And then we got the buy out offer at the end of month two and by the end of month three it was already sold for eight figures. So it was is a very good experience. And I was looking at everyone is like this is a good offer, this is a very good offer. Like, let's just okay, fine, let's just call it they, because we wanted to keep growing that business. Like we want all of our businesses. When you get such a good offer, you're like, okay, let me sell you this. Let you have that. And, by the way, since then it more than 3x in value since then. So it's been a year.

Robert Indries: 23:40

So now I'm looking to start my next venture. So I'm just raising capital for that one. I literally just started last week so I emailed like five people or something like that. So far about it. Then I'll raise some capital and then I'll start my next venture, which I hope to pass nine figures and that's 100 million in the next seven years, if I can with that one. So that's at least the goal. If I hit half of that goal, I'll still be making 50 million. So I'll be more than fine by hitting half of my conservative goal Right, so it won't be a problem.

Keith Haney: 24:18

I want to go back to something you mentioned. I'm curious as to what your thoughts are. You mentioned that a lot of engineers that you hire aren't good at their job. Why is that? What are you discovering, maybe in their education or in their training that's lacking, that you're looking for?

Robert Indries: 24:37

So a few things. Number one many people that are engineers shouldn't be that in the first place. They have become engineers by social pressure in one form or another. Either their mom said you need to be an engineer, right, Because there's a lot of money, blah, blah, blah, blah, blah, or they themselves said I need to be an engineer because there's a lot of money, you can make money in anything. Just stop choosing careers based on money. Choose it based on what you actually love doing, Because then, either way, you're going to make money and you're actually going to enjoy your life, which, by the way, is the most important part of living life.

Robert Indries: 25:12

So that's number one they shouldn't be engineers in the first place. Number two they're not smart. I'll tell you very honestly you need an engineering brain, logical brain, you need to be very good at this. You can't. Just some people cannot. As good as their intentions are, as good as their desire is to become an engineer, they're just simply not smart enough in this specific vein. They might have physical smarts, like they could be an Olympic athlete. They might have social smarts, like they can wing their way in any social interaction or they can negotiate or whatever, but specifically engineering smarts not everyone has and not everyone should have. We shouldn't all be engineers. The world would just already be living on three planets by now if everyone would be engineered.

Robert Indries: 26:11

Just literally everything would be robots and automation and so on. But we do have people that just lay back and write stories. They write Harry Potter, they write Lord of the Rings, they want guardians of the galaxy, whatever. And we as engineers appreciate that, because sometimes I think, for 18 hours a day I want to watch something stupid. I mean, I don't want to be mean, but I want to watch something that's physically inaccurate. This can't possibly be true. I love it. Just show me that. And I remember I had this conversation with my wife because I can't watch violent. I mean, I can't is a lot said, but I really dislike watching violent movies because it's like why? Why the violence, why the torture, like?

Robert Indries: 27:02

I can't even remember the last time I saw a horror movie, I kid you not, I watched two episodes of Game of Thrones and I couldn't stand it. It's like, why so much backstabbing, so much hate, so much violence? I can't, it's just so bad, you know. And then and this same person doesn't mind watching, you know, like fiction, like Lord of the Rings type of violence of orcs and elves and whatever. And I literally I remember my wife saying, because again, your, your spouses, catch all of your BS, like it doesn't matter, like anything, like Did you like that movie? Like I loved it, it was amazing, I loved every part of it. It's like, okay, do you know that was very violent. And then I stopped to think, yeah, someone died every other minute. I, yeah, that's true, that was very violent. I like, why did you not consider this violent? And then I think, well, because I know it's not true, I know it's fiction, right, that I swear. It's as simple as that. It's stupid, it makes no sense and it shouldn't make sense because it's still violence At the end of the day. Violence is still depicted, war is still depicted, backstabbing is still depicted, but because it's like a creature that doesn't exist, you know fighting with another creature or whatever. I know it's fiction, I know it's just whatever is going on there.

Robert Indries: 28:25

So, at the end of the day, what I want to say is that some people don't have an engineering mind. They can be amazing in building movies, they can be amazing in writing scripts. They can be amazing in anything else Poetry maybe, who knows, I don't know. But look into yourself. Ask God if you don't have the insight already, because God will tell you you're good at this. They'll immediately, immediately. He'll tell you Whatever you like, what should I do with my life? Boom, like that. It's just instant. If you really pray with sincerity, he'll tell you immediately whether you actually do what he says you should do or not. And now that's a totally different ballgame.

Robert Indries: 29:06

But so, number one, they shouldn't be engineers in the first place. Number two, they are not competent. They are not smart enough as engineers. And then, number three, they are lazy. The vast majority of people nowadays are used to be lazy. This was not a problem 15 years ago, I kid you not, when I was first hiring people, when I was younger, no one was lazy. Everyone was happy to have a job. Everyone loved the opportunity to make money. Everyone loved the opportunity to grow in their career. They didn't ask for bonuses, they didn't ask for trade. They would just love working. They just love doing things and I would just love working with them. It was amazing, now crazy, like the type of pretentiousness that you see is outstanding. It's just I. We have a saying in Romanian. The saying, the natural translation, is I was dumbstruck. Yes, that's the image. You're so stricken by the stupidity of what you heard. It's like are they serious? Do they mean that, for example, we had someone? This was like obviously we let them go a long time ago.

Robert Indries: 30:23

We had someone that had a client call and they weren't making, they weren't coming. And the client emailed them and texted them and whatever. And one point, they called them because they had their number, Like where are you? And they said, oh, I'm walking my dog, I kid you not. That was their answer. And she was like, well, we had the meeting starting 15 minutes ago. Well, yeah, but my dog needed to go out. And you don't even know what to say. I mean, okay, your dog needed to go out, but you had a meeting. Why didn't you tell anyone that you have no intention of joining the meeting? At least have the courtesy to say that. I kid you not. And they considered it perfectly natural for them to prioritize their dog walking from, you know, being on the meeting with the client and letting the client just stay there. And then, by the way, it was difficult for us to fire them because laws are in favor of the employee interestingly enough, right, and so and it's cute, it's cute in law, is cute in favor of the employee.

Robert Indries: 31:34

It's clear. Everyone knows everyone in business knows this, if even employees know this that if they see a company, their chances of winning the lawsuit is higher than of the company winning against them, right. And this is not justice. Justice should be just, it should be ethical. But we couldn't fire that person.

Robert Indries: 31:54

It was very difficult to let them go because they were performing their duties at a very poor level of quality. You know, even though it said that the duties need to be performed at a very high level of quality, as, in comparison to you know what is expected in that role, and so on and so forth. But guess what? Because, like, they would have three meetings a week with the client, if they would miss one or two of them, they still made one or two meetings, right? And so you can't fire them for not making meetings, because they did make meetings. And like, what are you talking about? They need to make all of the meetings, and if they don't make all of the meetings, they need to say in advance why they're not gonna make the meeting. And so it's just stupid.

Robert Indries: 32:36

You actually need to prove this stuff. I'm sorry, too court and too whatever, but you literally need to prove that they are either charlatans or lying or lazy or anything like that. So that's the third thing why you know they're not good. And then otherwise, let me tell you the opposite. So, number one, if you're very passionate about engineering, number two, you're very smart. And number three, you're very hardworking, definitely you should be an engineer. Please apply to my companies, please. We can't get enough of you, right, we need as many as we can, and then we just build amazing stuff together. That's it.

Keith Haney: 33:14

You just have identified something I've noticed in the workforce today. So, as a company, how are you adapting in your hiring practices or even in the front end? So you just said it's hard to get rid of a bad employee. So what are you doing on the front end to do better screening, better recruitment of the right kind of employees for you?

Robert Indries: 33:33

So something we do now is or hiring, recruiting and hiring process now is, I kid you not, over 140 steps.

Robert Indries: 33:43

Only after all of these 140 steps, is someone hired with us, right, With all benefits and so on. So we have multiple interviews. We have interviews to test culture fit. We have interviews to test technical capability. We have tests that we give people. If they're an engineer, we give them an engineering test. If they're a content writer, we ask them to write an article, right, and so on and so forth Like everything that we would need them to actually do in the day to day. We would give them tests on and see if they're good. After that we would hire them on a trial basis. Once they do good on the trial, we would then hire them for a project basis and then after that we would hire them longterm right. And even when we hire them longterm, there's a specific contractual wording that says hired indefinitely right. Which then makes literally all the laws against you. Every law is against you in the book, Every employee law is against you when you say employed indefinitely. Never again will we do that.

Robert Indries: 34:52

Every single employee has a one year contract or a three month contract or whatever. So worst case scenario, their contract literally just ends Like if I can't get rid of them in two months, fine, it's just gonna be done. I pay them for two more months and I'm done and I'm done. But basically what we do is when people don't do like, we have SOWs now, statements of work, so we say what do you need to do this and this and this? How much time will you dedicate this much time? And then we have them sign date and sign their commitment to doing this work by this time at this budget. And they sign every single person sign on their work. And when they sign their work, then they can do the work. If they don't sign the work, they can't do the work. So we won't pay them and that's in the contract, right? And so also in the contract it says that if the work is not at the sufficient level of quality, determine unilaterally by us that the quality is there. Then you don't get paid for that work. And so you can sue me all you want, because the contract is very clear I determine if the quality is there. If you had to make three meetings and you only made two, I'm sorry the quality wasn't there. I'm not paying you for the meeting. It's time to make the meeting right. Of course, this can sound one-sided, but the only reason companies have to have one-sided contract is because the law is against you. If you get to court with an employee, the employee has more rights than you have. So it's obvious that the only way you can counterbalance that is by having things that you can unilaterally decide on, for example, the quality of the work, what it means to how much I pay you, until when am I paying you, if I decide if I want to pay you or not, and so on and so forth. Right, so far we've always paid people that have done the work. We've had issues when we couldn't meet financially, couldn't make payments on things, but then we would agree on payment plans and then we would pay later, and so on and so forth. So we have done things like that because it doesn't matter how much you foresee things.

Robert Indries: 37:07

You can foresee a global pandemic, right, you can foresee. Or the all of the negative effects of something like that. Let's say you can foresee it, because Bill Gates did foresee it five years before it happened and he actually said if we do this in the next five years, we won't have a problem with the global pandemic. And guess what? No one did anything about that. And then we actually faced all of the consequences.

Robert Indries: 37:33

He said in a TEDx I kid you not, you can search it Five years before the global pandemic. He said the global pandemic is imminent. This is the way to prepare for it and to be ready for it. Right, and so we can prove like, prevent it, but, sorry, foresee it. But prevention is very different than the aftermath of that. It just like you can't say 100% of what will happen. You know ships sorry ships not being able to port, people not being able to buy your product. You know you having to close shop, you having to close offices it's just things that you can't expect and don't know how to deal with. And then you figure it out as you go and then, if goodness is there on both the companies and the employee side, you will make it work all the time.

Keith Haney: 38:23

I like that because I've been trying to figure out. A lot of companies have been struggling with some of the things you're talking about. I think what you gave us some pretty practical ways to do it. It's time consuming, but the other side of that is, if you don't do it, you're looking for trouble down the road.

Robert Indries: 38:38

Yeah, and that's why we are managing companies for other companies, because many times it's literally not the case of you don't know what to do. You literally don't have enough hours in the day to do everything you know you should be doing. That's why we come in and do a deep analysis of everything in the business and say, okay, you have issues with these 200 things and 200 isn't an exaggerated number, by the way Right, you have issues with these 200 things in your business right now. And so, in order of priority, this is what we think we should do and you know how we should do them, and so on and so forth. And then we have those conversations and we start implementing.

Robert Indries: 39:15

So we like to say that we are the ends of society, of the productive workforce. We need visionaries. You know people that do good things and you know, want to do this and that and help people or help animals or help whatever they want to do. You know, help the planet, help, you know us become an interplanetary species. Doesn't matter what you want to do, right, as long as it's ethical, of course. We are the ends that help you build it, market it and manage it. You know it's just weird the guys in the back. Almost no one knows we exist. It's literally like we're not like SpaceX. You wouldn't even know if we're helping SpaceX. Let me be frank.

Robert Indries: 39:55

No one would know that we are helping Elon with whatever it is that he's doing, because we don't talk about that. We have it like we have, you know, some of the biggest banks on the planet that we've worked with and we've built tech for. We have, like insurance companies that we work with. We have real estate, we have lifestyle companies, you know, like yoga centers and things like that. We have what's it called automotive. You know anything you could think of like 19 different industries that we've helped, and it's really as beautiful to see that, where there's no ego, like you don't care who gets the credit, you know just everyone can just grow much better.

Keith Haney: 40:36

I love it. I was like that's my guess. My guess is question as you think about what you're doing now and kind of, when this is all over, what do you want your legacy to be?

Robert Indries: 40:48

Legacy. I'm going to give you an answer that might not be the best. I don't know if it'll resonate with anyone, but I am too young to tell you what I want my legacy to be. I believe, based on stats, that I will live to be over 100, whether that's 120 or 150 or 200 by the time you know. Who knows what they will invent, but I'm right now. So I was born poor and I passed a million when I was 25, and then I passed 10 million when I was 30, going to 31. I'm now 32.

Robert Indries: 41:35

And so for me to decide now what my legacy is going to be, I feel would be premature, right?

Robert Indries: 41:43

And so I don't want even to think that I know I don't know what my legacy is going to be.

Robert Indries: 41:50

What I do know is that, as long as I pray for wisdom, pray for insights, pray for you know to be on the right path, to add value, to help others, to do everything that I am doing, the path will show itself to me, and so, whatever businesses I have right now I have eight businesses in certain industries 20 years from now, I might have none of these eight. I might be doing something completely, completely different. I might be a teacher at the university, I might be a rocket scientist, I might be, you know, a nurse at the hospital. I didn't know what I'm going to do. I might own the hospital and just provide healthcare for the rest of my life, you know, and that's it. I don't know what my legacy is going to be. What I do want is for the world to be a better place because I lived in it than without me. That's that I know for sure, that I feel in all of my cells that I want to do Other than that the specifics. I'll let future dictate that.

Keith Haney: 42:56

That's great Working. My listeners find you, especially companies who, like you know I love to have them come along and help me do what we do. And we're going to find you on social media.

Robert Indries: 43:07

Well, if they Google my full name, robert Tindres, they should find you know, my website, my socials, my. You know I should be, you know so many things have already happened. I'm so grateful. A few years ago, entrepreneurcom did a documentary on me. They featured me as an international tycoon. That was cool. I think I was 27 at the time when I was already featured Within the documentary, so I love that. It was very, very good. And then, basically, if anyone wants to reach me directly, if you know I can help them grow their business or their careers or things of that nature.

Robert Indries: 43:46

if they want to invest in you know cool things, they can reach me at roberttindrescom and if they mention Keith, write your name or your podcast name or anything like that. I promise to reply person.

Keith Haney: 44:02

Well, thank you so much, Robert, and blessings on what you're doing. You're inspiring. I love the fact that you pour into business and people's lives to help them to achieve their dream more effectively, but also that you have you really figured out how to encourage people to be their better self. You know, it's so easy for us to just, like you said, phone it in, but it really is important for us to really put the work in, to be passionate about what we've been given the gift to do, and that really is what makes life fulfilling. If you love what you do, if you give it your all, life is so much more enjoyable than just kind of coasting through life. So I'm glad you kind of reminded us of that today in our time together.

Robert Indries: 44:46

Well, thank you so much for the great questions. That's why you know this came about Right.

Keith Haney: 44:51

Well, blessings on what you do, Robert. Thanks so much for being on.

Robert Indries: 44:54

Thank you as well.

Keith Haney: 44:57

Thank you.