When we mentor people, we are always asked if we have the answer to consistent deal flow for their business.

And our reply is always the same.

We ask them:

Have they asked for referrals from their last sale?

And have they followed up on their last sale?

98% of the time, they haven’t asked for referrals.

And 80% of the time, they haven’t followed up on the sale.

So our solution is the exact same for every company, whether they make bicycle chains or rocket parts.

We sit with the client for a little while after we ask these questions to see how it lands with them.

Some take it very badly, but others ask what the best way to do it is.

So let’s look at the people who take it badly and see why.

Referrals are always the growth lever people have issues with because a lot of people let their ego stop them from asking.

They think it shows weakness, unprofessionalism, or begging.

None of these assumptions are true.

All you’re doing is expanding your client base, and the best way to do that is with a referral from an existing happy client.

This principle has been proven since the existence of humankind.

Just look at anyone who gets their first job.

In almost 100% of cases, they were referred by someone who knew someone who was looking for staff.

So what happens as we get older and more mature in life?

How and why do we lose this ability?

The answer is simple.

We are embarrassed to ask because we see it as some kind of failure in our own ability.

Again, this thinking couldn’t be more wrong.

If there was no shame in getting your first job through a referral, then the only person who has built a wall around it now is yourself.

Donal has been in business for almost 40 years, and for 35 of those years, he has asked for referrals every single day he met a client.

Not once was he called a loser for doing so.

He didn’t get referrals from everyone, but he got enough to sell billions of euros worth of property and finance.

You already know at least one client who would introduce you to someone valuable, and every time you avoid asking, you’re choosing slower deal flow over something that could have been immediate.

I can promise you, if you get good at asking for referrals, you will not have a problem with deal flow—if the product or service you’re selling has a place and need for it in the marketplace.

Now let’s talk about following up on the sales you do make.

Why don’t more people do it more rigorously?

Most of the time, people tell us they are afraid of complaints or even cancellations.

We have heard this excuse many times, but it never ceases to amaze us how flawed that thinking is.

What kind of future do you think your business will have if this is how you think?

Is it any wonder you didn’t ask for referrals?

If you’re avoiding follow-up because you don’t want to hear something negative, you’re not protecting the business—you’re allowing problems to sit unaddressed until they cost you far more than the conversation would have.

By now, the picture should be very clear.

The real question you should be asking is not how we can help you with deal flow, but how to get your thinking straight.

When we get you thinking properly, your business will transform within one year.

You will even see positive results within 90 days.

We have seen that anyone who has a culture of asking for referrals and following up on sales regularly never has problems with deal flow.

Remember, your success in business is directly related to just two things:

Your ability to make appointments.

And your ability to ask for referrals.

These two are more important than sales.

Because most people can sell what they produce—they believe in it and understand it.

But many people struggle to make appointments, and almost everyone struggles with referrals.

This is where we focus with all new clients who have deal flow problems.

And those who implement what we teach never look back.

So with that in mind, let’s look at how that works in practice.

The biggest mistake we come across time and time again is that too many elite men have not educated themselves on the laws of owning a company.

It’s vital you understand this if we are going to help you.

First, a company is a separate entity and should be treated as a separate living entity—completely separate from you.

This is harder for gentlemen founders to understand than you might think.

When they set up the company, it was often on the advice of their accountant, usually for tax purposes as turnover increased.

And tax structures around companies are often more favourable than personal tax, depending on where you live.

You could be forgiven for thinking nothing has changed, because you’re still doing the same work you did before.

But everything has changed.

You are now an employee of your own company.

Or put another way—you bought yourself a job.

The company is now the entity with the assets.

It is responsible for its own taxes, debts, creditors, sales, legal documents—and the list goes on.

You are simply an employee, like everyone else, receiving a wage.

But you do have one major difference.

You are a director.

And as a director, you have a legal responsibility to ensure nothing improper happens within the company, and you must sign off on its tax returns.

So why is this so important?

If you still treat your company and personal wealth as the same thing, you’re building assets you don’t actually control—and that only becomes obvious when you try to access them and realise what it costs.

Let’s look at a real example.

We worked with a client who was working hard and honestly, but not experiencing personal success from his efforts.

When we reviewed his structure, we found he was using his company to purchase everything—including his investments—from company profits.

So the company was getting wealthier, but he could not benefit from it personally due to tax structures in his jurisdiction.

His setup would have required him to pay 55% income tax to extract funds.

His company had grown to €15 million in value, with €4 million of that in investments.

These investments were separate from his main business activity, yet they were all held within the same company.

He had no structure to separate them.

When we asked why, he said:

“Isn’t it my company? Don’t I own it all?”

Wrong.

The company owned everything.

And worse—those €4 million in assets were exposed.

If the company ran into trouble, those assets could be seized.

Even though they had nothing to do with his core business.

By the time most founders realise their assets are exposed or inefficiently structured, the correction is no longer simple—and the cost is significantly higher than if it had been addressed early.

So we brought in our trusts and domiciliation team to restructure everything.

This situation was not caused by stupidity.

It was caused by poor education around how money works at scale.

And once again, Donal’s father’s words came back:

Any fool can make money, but it takes a smart man to keep it.

So we:

• Separated investments from the main company

• Set up a trust to protect assets for generations

• Moved him to a more efficient tax jurisdiction

• Structured his investments in a dividend-free tax zone

He now receives €500,000 per year tax-free.

The total cost of restructuring was €378,750, once off.

And for the first time, he understood:

• the difference between company and personal ownership

• what a trust is

• how dividends work

• what domiciliation means

For the first time in his life, he understood how to play the game.

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