The 8 Most Powerful Moneymaking Lessons I Learned From The Multimillionaire IT Business Tycoon Robert Herjavec

Posted On July 2nd, 2015

This month I’m taking a radical change from the “norm” in this newsletter to deliver a report on what I learned after spending a day with Robert Herjavec, CEO of a $150 million Canadian IT security firm, the Herjavec Group, and #1 shark on CNBC’s reality show Shark Tank. This IS an abbreviated version of the full report that I delivered to Apprentice Club members; if you want the FULL report, please go to www.robinsapprenticeclub.com and renew your membership. That said, the insights I’m going to share with you in this report will have a dramatic impact on you and how you think, albeit in some cases providing an uncomfortable truth that will force you to look at certain beliefs and habits you have now and force you to either change or stay stuck in mediocreville forever. But first, let me set the stage for how this all came about…

Back in October of last year, we contracted Robert to speak at our Producers Club meeting. Given he’s already grown and sold an IT security company to AT&T to the tune of $30 million, and his current IT services firm delivers managed IT security (security as a service), he’s clearly “one of us” and could easily talk shop to anyone in the room. (Side note: Robert actually DID talk shop to people at the private breakfast we had, non-stop. I got a chuckle out of how much of a geek he is at heart.) Robert commented multiple times to me how much he enjoyed my group and how connected he felt to them; so while he was there, I proposed that we arrange a field trip to his office in Canada to get a behind-the-scenes look at how he runs his company. He immediately agreed, and last month I and 30 other IT services firm’s CEOs flew to Canada to meet with him and the leadership team, to learn what steps they took to grow from ZERO to $150 million and how they were tackling many of the same issues you deal with on a day-to-day basis, including selling their services, hiring and managing a team of people, competitive pressures and figuring out how to price, deliver and sell a profitable managed services model in a very competitive marketplace. MUCH was learned. Organized here are some of the significant lessons learned from that day. The following are in no particular order other than how they came to my mind as I wrote this. I believe they are ALL interwoven and necessary, just like parts of an engine work together. Read full article and comment →