Sometimes, in the pursuit of success, people tend to lose track of what really matters – their life. Jeff Hoffman, the Global Chairman of Dream Tank, joins John Livesay in this episode to talk about what you can do to get your life back and still grow your business. Jeff shares his personal story and how he discovered a straightforward formula to achieve success. Leaning on the notion of working efficiently instead of working all the time, he dives into the details of how this strategy contributed to his success. He also touches on the biggest mistakes you can make when pitching to investors and reveals what approach you need to use to capture their interest.
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Scale: Seven Proven Principles To Grow Your Business And Get Your Life Back
Our guest is Jeff Hoffman, who is one of the Cofounders of Priceline. He tells great stories about how he got his philosophy of life, which is to dream big, work hard, and create value. He then goes on to tell us about it’s important when you pitch to not be so dependent on your slides and when you use stories instead of slides to make your point and have logical transitions, you’re going to be much more successful. You’ll find out about what he’s doing to help small businesses during the COVID. Enjoy the episode.
Our guest is Jeff Hoffman who is a successful entrepreneur, a proven CEO, a worldwide motivational speaker, a bestselling author, Hollywood film producer, and a producer of a Grammy-winning jazz album and the Executive Producer of an Emmy award-winning television show. In his career, Jeff has been the founder of multiple startups. He’s been the CEO of both public and private companies and served as a senior executive in many capacities. Jeff has been part of a number of well-known startups, including Priceline.com/Booking.com, UBid.com, and many more. Jeff, welcome to the show.
Thank you so much for having me.
We know we have a mutual friend, Brandon Adams, and I know you’ve been involved with producing his show about success but you have so many wonderful examples and lessons to share with the audience in your own story of origin if you don’t mind. Let’s go back to when you were growing up. It could be a child, high school, or college. When did you start getting the urge of what you wanted to do with your life?
I was born at ten years old because my mom couldn’t afford toddlers. I had a single mom, four kids, grew up in the Arizona desert. My mom was always working on multiple jobs. When I was a kid, the concept of independence was big because I didn’t want to bother my already stressed out hardworking mom. When it was time to ride our bikes to the mall to get pizza and go to the movies, I didn’t want to ask her because I knew it was stressful. Early on, I discovered this relationship between hard work and freedom because I would go down the street and say, “Do you need your lawn mowed?” In Arizona, I would go to people who had pools. “Do you want me to clean the leaves out of your pool?”There is a real relationship between how hard you work and how much control you have of your own life. Click To Tweet
I delivered the newspapers in the neighborhood. I went out in the hot sun and found a way to get paid by doing hard work. I always had a little roll of money in my pocket that was mine. I realized that working hard is a good way to be independent and make your own decisions. I was doing it honestly to not stress my mom out. Once I did it, I discovered there is a real relationship between how hard you work and how much control you have of your own life. I went to this big public school where even college, honestly, wasn’t that big of a deal. I had this huge educational goal.
I wanted to go to Yale which my guidance counselor in my own school laughed in my face. She said, “People from here don’t go to a school like that. You go down the street to the community college.” I said, “That’s not what I want to do.” She laughed. I said, “That’s your answer? Are you going to help me or not?” She didn’t help me. My mom had to call the school and say, “Could you fill out the paperwork and give the kid a shot at least?” When I got to Yale, the very first day, I got booted out of class because I didn’t pay the whole tuition. I said, “I gave you my scholarships, my aid, everything I have.” “You didn’t pay,” which is fair.
You can’t pay for 2/3 of your meal at Outback. You had to pay for your meal. I couldn’t go to school. I was faced with my first big defeat. I worked so hard to get into this school and then they’re sending me home and I said, “I’m not going home. Not after all that, not after everything I did.” I remembered that formula. “Why don’t I find some way to do something valuable enough to someone else that they’d pay me to do it for them because that’s the formula?” I later wrote this in three little sentences on my wall, “Dream big, work hard, create value.” I wrote that down back then and I was like, “This has to be the right formula.” You’ve got to have a big dream.
Yale is a big dream for a little kid in the desert. Work hard because you have to work as hard as your dream is big, but create value. If you’re working hard doing something no one cares about, it still doesn’t get you to success. Dream big, work hard, create value. I was like, “I’m going to try that again.” I started my first little company writing software to solve people’s business problems while I was a college student. I funded my entire Yale education and graduated in four years. I never used the word ‘entrepreneur.’ I always thought of it as there’s a way to solve your own problem if you’re willing to do whatever it takes to do that. There’s a saying I saw once, “Everybody wants to be successful just until they find out what it takes.”
“This is harder than I thought. I’m out.” Dream big, work hard, and create value, what a wonderful takeaway right out of the gate. I love that you ended that story letting us know that you got kicked out of Yale in your first day for money challenges and payment issues. You did, in fact, figure out a way to not take that no and finished on time. That alone is a fantastic example of all of that coming alive. Let’s fast forward. You were out of Yale and you’ve got this great experience in computers. How did you apply these principles for Priceline?
Let me tell you one story before that. Doing the three things I talked about, I did have a big dream. Since I grew up in a little town where no one ever went anywhere, I wanted to see the world. I heard an old man one day talking about all the countries he visited in his life in different continents. He’d been to 33 countries. I was like, “I’m going to visit 50 countries before I die.” I’m some broke kid in the desert. I had a big dream and I got an engineering job at a big engineering company writing software out of college. The problem was I wasn’t living any dream at all. I went to my cubicle every day and watched the clock because I hated my job. I didn’t hate my paycheck but it wasn’t worth it because I was getting paid to hate my life every day. That didn’t make sense. I was like, “How am I ever going to live this dream of seeing the world while I’m sitting in this cubicle?” My job doesn’t require me to go anywhere but the fourth floor on the elevator every day. Even the cafeteria was already on my floor. I don’t even get to go to another floor.
For someone who’s got the urge to see the world, that’s not exactly exciting every day.
I walked out and quit. My mom was mad at me. I was completely broke, unemployed, but I was like, “Now that I don’t have somewhere to go tomorrow, I can take a shot at this dream.” I’m going to work way harder on it because, this is in the entrepreneurial world, if you don’t create value, you don’t eat. If I want to keep the lights on, now that I’m unemployed, I better create value for someone so someone pays me. That was where my journey started in the travel industry. It was because I wanted to see the world but I wanted to keep the lights on and pay the bills. I was trying to come up with a solution that enabled me to live my version of an epic life.
We want everybody reading to define their own and live it but be a responsible adult because everyone was yelling at me for quitting my job. I did not want to ask anyone to borrow money when I was broke because I knew they were going to mock me for quitting. I was in the airport, a busy Friday. The ticket I bought to see my mentor, I have an idea it was expensive for an unemployed twenty-something. To get a boarding pass, you had to check-in at a ticket counter back then. It was an hour and I missed a flight. I was upset. I’m at the bottom. There’s no dream. I’m not going anywhere. I’m unemployed and broke. I’m going to have to borrow money for groceries. Everything sucks. All of a sudden, the light bulb went off. Here’s a chance to combine all the things that I told you about.
My big dream, my work ethic, and a way to create value. It took an hour to check-in to get a boarding cart. I got all fired up. I went home and that Friday, I started my first startup. If you’ve ever gone to an airport and checked yourself in at a self-check-in kiosk that prints the boarding pass, that was my first invention. I created those and I started a company, and now they’re in airports all over the world. Instead of sitting in my cubicle all day, my job was to fly to a different country every week because everybody wanted to buy these things. Not only did I get to go to all those countries, I’ve now been to 95 countries, but I got paid to go to them all because they wanted to buy the product. That forage into the travel industry led us to look at the front end of the reservation process instead of printing your boarding pass, which is how I wound up getting involved with Priceline, Booking, and even Expedia before that. I got into the travel business because I wanted to travel.Dream big, work hard, and create value. Click To Tweet
I want to analyze what you said for everyone. There are so many great takeaways. First of all, clearly, you’re a great storyteller and you’re taking us on the hero’s journey or in the startup world, that’s called the trough of despair where we reached that low point. We’re like, “I missed my flight. I don’t have money. I’ve quit my job. The stakes are high. What am I going to do?” Most people think, “It’s over for our hero. Poor Jeff.” Then you have that moment of epiphany of, “I’ve had this problem of missing a flight for waiting in line so long, then others have too.” When I coach people on their pitch to get their startup funded, that ability to explain a problem if you’ve been in the customer’s shoes for potential investors makes them feel you have the solution as opposed to trying to imagine the problem.
On a personal level, having worked as a ticket agent at TWA at O’Hare years ago, I know what that feels like to be behind the counter and see a line out the door of people asking back in the day, “Smoking or non? Window or aisle?” where you would get stuck or they’d be in the wrong line to buy a ticket and not get a boarding pass. There were so many reasons why those lines were so long. That story resonated with me. It’s so great because that’s the ultimate story of origin that people can start to look at and say, “What problem am I experiencing that many other people can and I get to live my dream?” You’re tying in all your values. “If I want to travel, I’m getting paid to travel. I’m solving a problem for travelers.” It’s so good.
You have to be intentional about it. You have to be thinking about those things or you won’t see that moment.
I know you’ve interacted with Steve Wozniak and many other successful founders. One of my favorite quotes from Steve Jobs is, “You can’t connect the dots looking ahead, only looking back.” That’s why the value of hearing your stories allows us to see how those dots get connected so we can start to, as you said, intentionally set our own vision, goals, and define what that looks for us. You also have written this wonderful book, Scale: Seven Proven Principles to Grow Your Business and Get Your Life Back.
You had this concept of either, “I live my dream and don’t have a job,” or “I do a job I don’t like and I’m getting money.” They seem mutually exclusive to live your dream and make money. This concept of growing your business, “I’ve got to have to sacrifice my life. I don’t have to have a personal life.” This concept, again, you’re mirroring for all of us and mentoring us, if they’re not mutually exclusive. The snippet to get people to want to buy the book is, what is the secret sauce to grow your business and still have a life?
I’m so glad you said that because people accept that those things are mutually exclusive. As soon as you accept that, then they are. You have to not accept that. Here’s the thing. Again, I’m glad you picked this topic. When people, entrepreneurs especially and small business owners, brag about their work hours, “I’m an entrepreneur. I work 24/7. I work around the clock because I’m an entrepreneur,” let me tell you something. Working all the time is not a badge of honor, it’s a badge of inefficiency.
One day, I said, “I’ll work around the clock when I have to.” That’s the difference. What entrepreneurs do that you don’t have to necessarily do in other types of jobs is when it’s time to go, we go. I once did three all-nighters. I never went home in three days. I snuck into the gym in the building and showered. When it’s go time, we get it done but don’t accept that. I remember saying to myself one day, “Jeff, I’m giving you a new challenge.” I’ve never referred to myself in third person in my entire life. One day, I gave myself a challenge. I said, “You should try to figure out how to do in two days what it takes everybody else the whole week to do.” The design goal is not to accept that we work like dogs if we’re entrepreneurs.
The design goal is to say, “Can I build a business that is so well run, well designed, efficient, and automated that I could be at the beach three days and the business is running and I’m getting paid?” I’m only in the office two days when I used to be there 6:00 or 7:00. That should be your goal. Again, I’m going to use the word intentionality. If you’re not looking at your business and saying, “What things could I turn from a week to two days? What things could I automate, outsource, and do better?” with the design target of saying, “I want to do as much work as everybody else in way less time than it takes them to do it.” That’s what David Finkel and I wrote that book for. It was to help you go through the list. It’s like a workbook in it of things that you need to do so that your business becomes more efficient and your time requirement goes down.
Pitching Mistakes To Avoid
The value of setting your intentions much defining the culture you’re in and all of those things, people think, “I don’t need to spend any time thinking about my intention. I just want to make money.” That’s never the right vision to have for a company. You and I were talking about a producer friend of yours who’s very successful at creating content and doing the work but struggling a little bit with the ability to tell a story in a way to pitch it to get it funded to make it happen. What are some of the biggest mistakes you see people making, whether they’re in the entertainment business, trying to get a show made or a startup trying to pitch to an investor to fund their idea?Everybody wants to be successful, just until they find out what it takes. Click To Tweet
I was so excited to join you here on your show specifically because you address this elephant in the room. This big topic that so many people do wrong. In this part of my life, I listen to hundreds of pitches all the time, that’s what I’m doing. I see it all the time. Here are some of the things. The most important thing, and you’ve already said it, is to tell a story. People don’t tell a story, they give a presentation. Do you know what I do a lot of times? I have people to take a dry run when I’m helping people get ready for a pitch. I reach over and unplug the projector. They say, “The projector is off. You can’t see my slides.”
I say, “You’re going to give the pitch without looking behind you at your stupid slides.” If you can’t tell the story, if you need a PowerPoint to give a pitch, you’re already way behind. The reason why is you should tell a story not like you’re formerly dressed up in a suit and tie and giving a pitch to investors. You should tell a story like you ran into your friend at Starbucks and he goes, “Jeff, what are you up to?” and the story has to sound like a story. The reason why is pitches and presentations, a lot of times, every slide should come from the previous slide logically and lead to the next on, and they don’t. I’ve been sitting in pitches and people say, “Let’s talk about our forecast.” They say, “We’re going to show you the members on the team.”
The slide before had nothing to do with the slide after and vice versa. You wouldn’t do that when you were telling a story. If you were in Starbucks and someone said, “Jeff, what are you doing?” I would say “I was in the airport and the line was so long. I missed a flight. I started talking to people and I realized everybody is sick of these lines. I was like, ‘Is there a better way to solve this problem? It looks like this in every airport in the country, in the world right now.’ I went home, did this research, and I was like, ‘The self-check-in kiosk.’” I got some people together and we started a company. My friends were like, “What are you building? How does it work?”
I said, “The kiosks will do this. It will be connected that way.” Your friend would say, “How are you going to sell it to the airlines?” “I’ve got this idea. I’m going to call these people.” I’m telling a friend a story in a coffee shop, “How are you going to make money? How much are you going to charge?” That’s how your story should be to an investor. This is how I always start my pitches. I always use the default assumption that I assumed when I’m walking in to pitch you, what you are thinking is, “Why am I wasting my time listening to this moron? I have a busy day and I’ve already heard twenty morons before him.” Is that true? No, but if you assume that, you will start with a compelling story. You’ve got seconds to get the person’s attention.
Even if they sit there for your whole 25 minutes, they tuned out after minute two, because you didn’t set the hook or you started and then you straight off in a bunch of slides. It’s not a story. The biggest mistake is you should be able to tell your whole pitch with no slides, no PowerPoint, no visual aids because you’re telling it in the logical order that people would ask you questions if you were telling it to a friend anyway. “How do you build these things? How much do they cost? Who’s going to pay for that? You don’t have any money to buy those.” Do it. Tell it to a friend that has no idea what you’re talking about. Make a list of the questions they asked in the order they asked them. That’s the story you should be telling.
“Use stories, not slides,” that says it concisely. When I work with people on their elevator pitch, I completely teach them what you said, be conversational. I teach people to open up their elevator pitch with, “You know how,” and then you go into describing a problem or a person that you helped. Most people start with, “I do this. I’m a lawyer,” or whatever. I go, “No, make it conversational.”
It’s an invitation. You start with an invitation to stand next to me in the airport line when you said you know how. “You know how it takes forever to get to check-in at the airport?” That’s your example. I’ve invited you to mentally stand next to me in the airport line and now you’re with me. I completely agree with you. Start with an invitation.
The whole goal of an elevator pitch or even a pitch that you get ten minutes in front of an investor group is to intrigue people enough to want that second date. “Tell me more, then we’re going to invite you back,” not to tell everybody everything. That is so hard for people to not boil the ocean. I go back and I tell people, “Remember Amazon sold books first?” If they had launched doing everything now, they would never have gotten there. It does help to do that. I want to touch on what you’re doing now helping small businesses because I’m fascinated with this whole concept. You’re the Global Chairman of Dream Tank. Tell us a little bit about how that started and what you’re doing to help people in small businesses now.
There are three things I spend my time on right now. One is I am the Chairman of the Global Entrepreneurship Network. We now have people on the ground in 180 countries. We launched this with a simple mission statement, “To help anybody anywhere that wants to launch their own business do so.” That’s what the Global Entrepreneurship Network is. We built it all over the world to help people turn their idea into an actual running business and achieve economic freedom. I’m also the founding board member of something called the Unreasonable Group. Unreasonable is the same thing.
That’s named after the George Bernard Shaw quote where he said, “A reasonable person adapts to the world around them. An unreasonable person expects the whole world to adapt to them. Therefore, all progress is dependent upon unreasonable people.” The Unreasonable Group is social entrepreneurship. The Global Entrepreneurship is all kinds of network. In Unreasonable, we help entrepreneurs who are specifically trying to solve some of the world’s biggest problems that align with the United Nations’ seventeen goals. The third one is I’m also the Global Chairman of Dream Tank which is everything I said about with kids. It’s a youth-driven problem-solving network.Working all the time is not a badge of honor; it's a badge of inefficiency. Click To Tweet
We’re trying to engage young people all over the world to come to the table where the world’s problems are being solved and include them in the conversation. Those are the three places I spend my time now because I’ve made a commitment to teaching entrepreneurship to as many people as I can. I don’t even call it entrepreneurship. I’d rather call it self-determination. What is the future you want? What is the world you want to live in? What does the company you want to work for and the job you want to have? Why don’t you create those things? Go design the future, don’t wait for it. It’s about self-determination.
That’s why I like entrepreneurship. Entrepreneurship is not a job, it’s a mindset. That being said, we started in this process, then COVID hit. A lot of these small businesses we work with all over the world were in the worst possible situation. I was on national TV reporting that two million small businesses in America closed their doors permanently in the second quarter of 2020. In 90 days, two million little businesses in the US disappeared. In fact, on TV, I said it’s a pandemic how we’re losing millions of small businesses so we look into it. The government has this program. Everybody knows in the US the PPP program to save small businesses.
When we look at the numbers, it’s not working. It’s not getting to enough small businesses and it’s definitely not getting to minority-owned small businesses. In this case, my organization, Global Entrepreneurship Network or GEN, and friends of mine that have a small business resource form that is called Hello Alice. We teamed to start giving out $10,000 cash grants to as many small businesses as we can. We’re trying to find the people that if we give you $10,000 cash right now, would that help you for a while? Would that keep you alive so you could at least still eat?
Some of them literally are out of cash. That’s what we’ve been doing with this program. Some of your audience might have seen one of my good friends has partnered with me on this and that’s Pitbull, the Fireball singer. Pitbull and I did a public service announcement on television to try to make sure that small business owners that are hurting knew about it. I’ll end by telling you it’s COVID19BusinessCenter.com. People can go there if they want to apply for some cash from us.
I want to go back to what you said, Jeff, which is your personal mission is to teach people how to be self-determined to as many people as possible. In my case, my personal mission is to help as many people as possible get off the self-esteem roller coaster. You’re only feeling good about yourself if your numbers are up and bad if your numbers are down or things are going well because I was on it and it’s exhausting. When you have a mission statement bigger than yourself, then you can use your creativity to find ways to do that. You and I are both keynote speakers so we get in front of audiences.
My audiences tend to be salespeople and teach them how to get out that self-esteem roller coaster judging your worth by your numbers. I want to touch on your ability to get in front of not just TV audiences but as a speaker. When I give my talks, I see a picture of you with Michael Phelps. I was able to meet him when I was at Condé Nast. Everyone says, “You’re such a great swimmer because your feet are fins. You’ve got this huge lung capacity.” I’m guessing there’s something else. He told me this story of his coach asking him if he would workout on Sundays and he agreed to do it. He goes “We’ve got 52 more workouts in your competition.” That little moment for me was, “That totally dives into your philosophy of work harder.” I asked the audience, “What are you willing to do that your competition is not to be at that Olympic level?”
The Secret To Success
For you, when you met Michael Phelps, he came out narrating and telling his own story in the HBO documentary, The Weight Of Gold. Getting to talk to you at this perfect time is so exciting for me because what he talks about is, who am I after I’m no longer an athlete and the depression that comes along with that. Your whole book is about, don’t let your business define you. Do you have a story about what you tell audiences or to intrigue us to want to hire you as a speaker or anything around Michael Phelps that you want to share?
No, but you triggered what I am going to share something else. Let me summarize that piece that you said from the book because I finally found a more succinct way to say it. Your career, job, and business should be the vehicle that takes you to the epic life you want to live, not the obstacle that prevents you from it. That’s the point of the book. Many people, when they’d see me and say, “You’re out traveling the world. I’ve got a business to run.” That’s the mutual exclusivity. Most people allow their business to be the obstacle that’s preventing them from living the life they want to live instead of the vehicle that takes them there.
I didn’t look at that like, “What epic things can I do around my business?” I said, “How can I re-engineer or design a business so that I could live my life?” That’s the question you should be asking yourself. Don’t work around your business, your business has to work around your life. People say, “Of course, it’s hard having an epic life.” No one hands you that whatever your own version of epic is. People say to me that that’s hard. That is why I’m so glad you brought up the Michael Phelps swimming on Sunday. I’m going to tell you a different story because it’s how I learned it.
I learned it from an athlete friend. A friend of mine was a boxer and it turned out his left hook was good. His name is Evander Holyfield. Evander and I have been friends for decades. He was the Heavyweight Champion of the World at that time. The people that don’t know boxing don’t know Evander. They all know him because Mike Tyson bit my friend’s ear off. Everybody knows that story even if they don’t know boxing. Evander is training in his house, getting ready to go to Vegas for him to fight for the Heavyweight Championship of the World. He’s doing this exercise that he does 300 reps a day. It is an insane exercise. A normal human being couldn’t do ten reps and he does 300 a day. I think it’s crazy. Why do we need to do that? What’s the point?Design the future, don’t wait for it. Click To Tweet
I’m spotting and counting. We’re in the gym and I’m like, “299, 300.” At the end of these ridiculous 300 reps, Evander looks up at me and he goes, “Jeff.” I said, “What?” He goes, “Was that 299 or 300?” I was like, “300.” He said, “Jeff, I ask you again, did I do 299 or 300?” I said, “You did 300.” He looks at me for a second and then he goes back to the ground and does another rep. As he’s doing it, he says, “I think that was only 299.” As he’s sitting back up, I rolled my eyes like, “Are you kidding me? You do this every day. It might be 299 now.” I rolled my eyes and when he sat up, he goes, “Jeff, look at me.”
I turned and I looked. I have to tell you, John, I’m looking at this guy. The muscles are rippling and the sweat. I was like, “My life was short-lived. I hope someone will notify my next of kin.” What he said next, and I’m being serious, was a life-changing epiphany moment for me. He turned and he looked me in the eyes and he said, “The difference between 299 and 300 is the difference between being the heavyweight champion of the world and every other boxer.” I had chills. I had goosebumps. He got up and he walked away in silence. I closed my eyes and I didn’t move for ten minutes because I was like, “This has to sink into my soul, into my very being.”
I sat there and when I went home, I made a sign. I wrote 299. I put a red circle with a slash through it, no 299s here. I stuck it on the wall. Do you know what’s cool, John? When I speak all over the world, I got one from Bulgaria, someone will take a picture of a no 299 sign on their wall. The times when I feel like good enough is good enough, I’m walking out of my office, and I look at that, no 299, I ask myself, “Did you come in here to do 300 and did you quit at 299?” If 299 is good enough, it’s almost 300. Tomorrow, 298, that’s almost 299.
Michael Phelps is down the street doing 300 and he’s going to kick your butt. The same applies to everything you do in life. I always ask myself and people that know me, sometimes will call and say, “I finished something and I looked at my 299.” I went back in and said, “That was 299. I’m going to do 300.” Winners swim on Sunday and winners finish the 300 every single day. There is no shortcut. I was on TV once and this reporter goes, “Jeff, what’s the secret to success?” I’m like, “The secret to success is there is no secret. Everyone was out trying to find one, I was at work.” It’s like, “It’s not the answer I was expecting.” I was like, “That’s all I’ve got.”
What a wonderful story to end on. You opened with an incredible story of being a paperboy, figuring out your key lessons, not wanting to let your mom down, getting into Yale to now speaking, impacting the world, and helping small businesses. This great line, “Your job is the vehicle that takes you on the epic life you want, not the obstacle.” Jeff, I can’t thank you enough. Your website is JeffHoffman.com. Anything else you want to tell us about how we can find you or learn more?
Thank you, John. That’s the best place. I’m most active on LinkedIn. My email is Jeff@JeffHoffman.com. It’s right there on that website. As I said, those organizations, Dream Tank is DreamTank.co, Unreasonable group is UnreasonableGroup.com, and Global Entrepreneurship Network is GenGlobal.org. Those are all the things that I’m part of. Again, if the $10,000 would help somebody, go to COVID19BusinessCenter.com. Thank you for having me.
It’s been a pleasure. Thanks for doing everything you’re doing to make the world a better place and following your own mission to help us all live epic lives.
- Jeff Hoffman
- Scale: Seven Proven Principles to Grow Your Business and Get Your Life Back
- Dream Tank
- Global Entrepreneurship Network
- Unreasonable Group
- Hello Alice
- LinkedIn – Jeff Hoffman
About Jeff Hoffman
Jeff is a successful Entrepreneur, Proven CEO, Worldwide Motivational Speaker, Bestselling Author, Hollywood Film Producer, a Producer of a Grammy-winning jazz album, and Executive Producer of an Emmy Award-winning television show. In his career, he has been the founder of multiple startups, he has been the CEO of both public and private companies, and he has served as a senior executive in many capacities. Jeff has been part of a number of well-known successful startups, including Priceline.com/Booking.com, uBid.com, and more.
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