Go Big Or Go Home: Taking Calculated Risks To Find Success With Brandon Steiner

Success is about being able to go big and risk everything for that one shot. Are you ready to learn the foundations of success? Join us as Lance Tyson sits down with Brandon Steiner, Founder and President of The Steiner Agency and CollectibleXchange, to talk about how Brandon got into sales and marketing and the lessons he learned over the years. Brandon reviews elements he’s found to be necessary for success, the need for taking calculated risks if you want to win big, and peppers his discoveries with original business quotes like, “don’t let success get in the way of more success.” Give this episode a listen and discover insights into sales, life, business, and how to tie them all together.

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Against the Sales Odds Reviews the Calculated Risk and How it Impacts Success with Brandon Steiner

I’m excited about this episode of the show. I have Brandon Steiner, the President of Steiner Agency and the Founder of CollectibleXchange. We met a few years back at a Yankees event in a little cruise on the Hudson. I’m excited to have you on. Welcome.

It’s nice to see you again. That was a beautiful day. We’re hanging out with outlighter. It was Old-Timers’ Day Weekend if I’m not mistaken or something was going on with the Yankees. There’s always something going on with the Yankees and it’s usually good so that’s cool. Thanks for having me on. I love talking about sales. I live and die. It wasn’t a career choice for me to sell. It was a life choice. I love selling. Everything has a little bit of a sales twist to it for the most part.

When I was thinking back to this site, we have a mutual friend, Kevin Dart. I was talking to him about who to have on. He goes, “You got to have Brandon Steiner on.” I said, “Ironically enough, we were talking. We have that in common with the Yankees.” You founded a couple of businesses and sell by choice because you have to grow businesses as I do. Tell everybody about Steiner Agency and CollectibleXchange.

The Steiner Agency was the first company I started back in 1988 where I help companies grow with the use of sports, celebrities, and all kinds of different sports promotion and marketing. It’s a very celebrity player-driven idea that we can use talent to help you grow your sales, get new customers, and get your brand a little bit of pop if you’re dealing with a lot of competitiveness in your industry.

Don’t let a successful idea get in the way of more success.

CollectibleXchange is a new company. Most people know me from Steiner Sports but I’m not there anymore. CollectibleXchange is interesting. It’s a better form of eBay. It’s a marketplace where people can collect, sell and buy directly with each other. You can buy directly from players and celebrities. It’s launched already. You’re able to go on the site and buy products directly from athletes and celebrities.

I’ve written three books. On CollectibleXchange or if you go to CXStuff.com, you can get any one of my three books for free. That’s through Labor Day. I love my three books. If you are a salesperson or entrepreneur, you’ll love any one of the three books. All three cover different topics but most people know me on You Gotta Have Balls. My last book is Living On Purpose.

If nobody has read one of your books, what book should they read first?

If you’re a young entrepreneur, somebody in college or coming out of school, I like my first book, The Business Playbook. If you need a reset where you’ve done some things but you’re flat, You Gotta Have Balls is a great story because you read the story about how I built a couple of my companies and you’ll say, “That guy’s not that smart. I can do that.” There are a lot of nuggets and easy stuff to put into play, which sales and business have to be kept simple.

Living On Purpose if you’re 40 or over. That book is one of the best things I’ve ever done. The notes I get back from that book is if you’re somebody approaching 40 or over 40, it gives you some great tips and directions that I’ve learned to help myself. I’m proud of that book too. You Gotta Have Balls was my mother’s favorite line. A big part of selling against all odds is being relentless, fearless, not being afraid to go all the way, and your first idea is never your best idea. Don’t let a successful idea get in the way of more success.

ASO 17 | Calculated Risks
The Business Playbook: Leadership Lessons From the World of Sports

You start in business leveraging celebrities or sports icons to help accelerate business. How did you get in that? Where did that come from?

I was in a restaurant business and got involved with the sports bar business early on. I met a bunch of players and I saw a need because nobody was helping them. Back in the ‘80s, nobody paid much attention. There were nobody marketing athletes. Celebrity marketing was minimal. I thought I’d jump into that and start representing players to do their marketing. That was a disaster. It didn’t work.

Why is that?

I needed to do the work and didn’t want to do it. The players that wanted all kinds of work, I couldn’t find the work for. What I did there is I flipped and started representing companies. I decided to start helping companies grow through the use of athletes because I have so many athlete relationships already. I’m like, “Let’s figure out how I can help your company grow. We’ll figure out how to get the talent later.” I know these athletes. I have surveyed thousands of athletes. I’ve found that the athletes love certain products, love to do certain things, use certain medicines and have injuries.

I go to these different ad companies, PR companies, pharmaceutical companies and say, “You’re not going to believe it but this athlete uses your product. He’d be great as a spokesperson.” That’s how I flipped that business around and it became successful. That’s probably what kept me in business. I started the collectible thing because I was doing all these appearances. I want to try to figure out a way to make more money.

Every time I did an appearance, I came up with a little bit of a collectible play to it, a raffle, a give back to the top clients, people that wouldn’t be able to make it. I never thought I was going to be in the collectible business. I thought I was going to be a sports marketer of celebrities. The collectibles were an extension to book players. You book Roger Staubach and he’s bringing ten footballs. You raffle the ten footballs away or give them away at the booth on a trade show or that kind of thing.

When you first started and found all these pro athletes, you had to convince them to go with you and then you had to go find the opportunity. It’s almost like double sales at all times. You’re selling two different parties in the beginning before you started going more to the corporations.

It’s why a lot of celebrity marketers don’t do particularly well. The big names do well because of the big names but there’s a huge drop-off. That’s because you have to wear two hats. You’ve got to be able to see your talent for what they are like the way you look at your kids. To be a great parent, you’ve got to see your kids who they are and most parents can’t. They are so clouded with their judgment. You got to see your kids great. You got to see their talent and understand where that talent lies. At the same time, you’ve got to be able to put on a suit and tie, get into Corporate America, and be able to put those decks together.

It’s gotten better but there’s a huge drop-off, which is why we don’t see mid-level talent. It’s not the superstar but right underneath the superstar who does particularly well with marketing because there’s not a lot of people that understand how to do true marketing. You’ll see some success stories with marketers that are marketing Kevin Durant, Kobe Bryant or Derek Jeter. When you get to the next level where you’ve got to start coming up with ideas and start looking for matches for your players, that becomes more difficult.

For me, it’s easy because that’s what I’ve been doing since the beginning. I’ve been coming up with ideas and focusing on the company’s needs, what they need to either grow their brand or grow their base, solidify or watch a new product. I study the talent day in and day out, which is a little bit of a lost art because everybody thinks that with a click and a pic, they know everything.

Sometimes with personalities, it goes a little deeper. You got to get into the “what else” factor, which is always my underlying theory. What else? The what else is not who you know or what you know but what you know about who. You’ve got to take a deep dive into these companies and what they need. Understand how that particular industry works, which is difficult in itself. It’s very consulting-like, and then you’ve got to see the talent that you have available and what they really are.

All the grains of sand are what equals the beach. If you can come up with an honest formula with the not-so-big talent, sometimes that not-so-big talent becomes the big talent.

I interviewed a guy named Todd Kline who’s with Endeavor. He and I were talking about different deals. One of his guys was with Omaze. They’re going, “Some small deals take as long and as much effort as the monster deals.You’re in this spot where no matter what this deal is, it takes a long time to do. Some are home runs and some aren’t. That’s a tough living.

It can be. All the grains of sand are what equals the beach. If you can come up with an honest formula with the not-so-big talent, sometimes that not-so-big talent becomes the big talent. They’re very loyal when you stay with them from the beginning, the cradle to the grave. It’s important because, for most people, it’s easy to go after the big deal and the big dollars. In the end, what you want to do is you got to have a mixture of it all.

Sometimes you’ve got to take some risks and work with talent that you know are good talents, as long as you create the right expectations. I see a lot of different companies that only want top talent but I always say that you can see them on a team. A lot of times, you can bring 2 or 3 talents together to create a good team and save a lot of money. You get even a bigger pop and a lot more flexibility because the bigger names that are making a ton of money are sometimes hard to work with.

Many salespeople that I trained myself are always solution-based and needbased. You’re truly that salesperson like, “I got an idea. Have you ever thought about this opportunity?” That’s more your approach in most of your career.

Since I’m ten. There isn’t any other way to serve, “Did you ever think about this?” First of all, it starts with being not accepting. I walk into any business and immediately, I move to what I’m not accepting in this business. I wanted to check in with the owner or the CEO if they agree because when you get into a high level of non-acceptance, it means that you’re not going to put up with it anymore. Only then do you get into what you’re going to do about it. It doesn’t matter what kind of idea you come in with if the people you’re dealing with won’t accept what they got.

I’ve always had a high level of non-acceptance. It’s another life choice. Almost every business, restaurant and business idea, I immediately look for what I don’t like about the business and what’s non-acceptance. I go to the people and say, “Do you want to get this business better? Do you agree that this is not as good as you think it should be?” I can be a solution-based salesperson because what you want to do about it is solve a problem and start thinking but only you start caring about what you’re doing because you can’t be upset about something you don’t care about.

You start your first organization and get into collectibles, which is a tie-in. You have this open market like eBay. How many people over time have you developed to be able to do what you can do? You’re a true entrepreneur like me. How do I duplicate myself? I’m good at what I do. I can sell out of my sales training and consulting, but trying to get other people good at that has always been a tough thing.

What’s difficult is when I fit Steiner Sports, which is the company that most people remember me for, we were building a business and an industry so this was a lot of trial and error. I lead the league in winning because I built something from scratch. Many things to the first, but I lead the league in losing. I’ve made more stupid mistakes in the process and some of the things I thought were going to work out incredibly.

If you want to win big yard, be prepared to lose a little bit bigger than you normally used to. That’s an important aspect of selling. To sell big, you’ve got to think big but also realize that you’re going to deal with a little bit higher level losing. Not just somebody not returning your call. You may spend six months on something and all of a sudden, it pops in your face. You’ve got to look back on the other two things you did that worked. Most people put a lot more emphasis on losing than they do winning. Another thing to be careful of is not to let the losing overplay it. We all overplay our losing a lot more than we overplay our winning, which I don’t know why people do. I would do the opposite.

For me, I probably have a good couple of hundred little Brandon disciples out there that I’ve taught and trained. I’m a teacher. I’ve always said there’s a teaching hospital when I interview people. If you’re not a learner, you’re not going to be an earner and you’re probably not going to be happy here. If you’re not somebody I could walk over to, comment, critique you, and get into your stuff, whether it’s eating, you looking tired, the way you’re dressed, I get into it all.

ASO 17 | Calculated Risks
Calculated Risks: You have to really see your talent and understand where that talent lies. At the same time, you have to put on a suit and tie again in corporate America and be able to put those decks together.

Some people are not that happy about that. Some people have a lower tolerance for somebody like me as a boss. I’ve had a lot of different people work for me for long periods. I’ve got a lot of people that have left and started companies so I’m proud of that. There are a lot of Steiner disciples out there that are doing well. I’m a very difficult person to work for at times. I know that. Bosses that think they are nice and difficult are the ones you’ve got to watch out for.

I tell my people, “I’m not an easy person to work for.” It’s not personal. If you’re not growing, you’re going. If you’re green, you’re growing. If you’re ripe, you’re rotten. Don’t even think about resting because if you rest, you rust. I want no part of you if you’re somebody who’s like, “I want to rest. I’m a little tired.” Who said you were tired? You’re twenty-nothing years old. I’m a little crazy about that.

On the selling, it’s critical for me that people around me have a lot of energy. That’s one of my most critical aspects. Energy is huge. Faith, make sure you believe that if you do the right thing, the right thing will happen. Being teachable is critical. I call it FAT, Faithful, Available and Teachable. Most importantly, it’s not who you know or what you know but what you know about who. Are you willing to do the extra work? Understand who you are working with, not just who you are selling. Who is that person? How can you help them besides getting them some X, Y and Z? People appreciate that kind of concern and caring that goes further and past selling some products.

You hate to lose more and love to win more.

I’m insanely competitive, which is probably one of my strengths and weaknesses. I’m not a great loser. Losing is a real problem for me that at this point, I probably am never going to get over. I love winning. Everybody loves winning. I’ve learned to understand that there is some losing that’s going to happen. I’ve learned to be more of a lesson-learner on the losing than I am about getting all grapey about it, which is important to say that and do that because losing is a bitch. Even on basketball courts to this day, playing a stupid basketball game, I’m yelling at my teammates because we blew a stupid shot. I like to win. Life is about competing and getting better. I expect myself to get better. At my age, I still expect to get better. I still want to learn more. If not, I’m going to check out and retire.

I want you to go back to the early days of the business as you started. I want you to pick at random. It doesn’t have to be your biggest sale. What was your most favorite or gratifying sale that you made early on in your businesses? It doesn’t have to be your biggest but because of what it taught you.

I was doing this deal for 7UP. It was a deal loader program. I was in this marketing play collectible thing. I was still in middle ground there. They came to me and said, “If you buy 100 cases of Dr. Pepper or 7UP,” or whatever they were selling different soda products, “You would get a signed item.” I said, “We’re going to get 7-fo0ter basketball players.” I got Kareem, Scottie Pippen, Larry Bird and one other player.

I went to them with the idea, which was a cool idea back then in the ‘90s. You’re going to get a framed jersey from either one of these players. I negotiated a price and everything else. My guy that was doing the buying had negotiated some of the pricing on this. They came back to me and said, “We think we want to order more of these.” What I did is instead of ordering more, I switched my framer to a more massive framing because my guy was like, “Fine. They could do more.” I’m like, “No.”

I went to all four athletes and tripled the number of autographs. Even though they were only adding about 50% more, I knew they came back and wanted more. Whenever I didn’t sell it, I found another way to sell it so I tripled it. I always say your first idea is not your best idea. The way to make the most amount of money is here they are coming to me, bringing me a larger order. I went to the athletes and renegotiated a lower price for all the autographs they were signing because they were signing a lot. I made more money on that.

I went to a different framer who could do more mass framing and made more money on that. Instead of making X, I made Y. I always say to people, “Your first idea is not your best idea. Don’t let success get in the way of more success.” When most people have success, what they want to do is they want to celebrate and they want to have lunch. I want to stay at the table and think, “What am I missing? What else could I have done? What could I have done better differently?” I studied this deal and saw this thing was going to spiral and get a lot bigger. They got to take a little risk, which I did. I went a lot longer than what the customer wanted. As it turns out, I still didn’t have enough. I ended up quadrupling my profits and quadrupling the number of sales.

It was one of the biggest sales I made in my young life because I didn’t get happy about making some money. I didn’t play small. No matter how small or big your business is, you should never play small. You should always put in the option of playing big into your thinking. Regardless of whether you can manage or handle it, if you don’t even think big, there’s no chance of being able to play big. You need to always incorporate the big play in your thinking regardless of how much money is in the bank or how many employees. When something big happens, you can figure out the rest most of the time.

Life is about competing. It is about getting better.

A theme that keeps coming up with you and never ceases to amaze me is the best salespeople I know are always the best entrepreneurs. They end up being the best business people because if you’re going to succeed in sales, you’ve got to be a good business person. One of the themes that keep coming back is the bottom line is you’re going to strikeout. If you’re going to try and hit the home run, you’re probably going to strike out more than anybody else.

My favorite player growing up was Mike Schmidt who played for the Phillies. When I was young, he would strike out all the time. He struck out a ton. I used to be so disappointed until I finally got to understand because he was always trying to hit the big ball. You got those failures behind you. The other thing is you and I sound very similar. When I walk out of a deal and I’ve got the sale and it was a big sale, I always say to myself, “I could ask for a little bit more.” I hate that feeling that I left some money on the table.

More along the lines, when I have a big sale, I don’t think about whether I could have gotten more. I think about, “Is there still more value I could add?” I’m always a value-adder. When I walk into a deal, I’m thinking about what’s the most amount of value I could add. A lot of time, the customers want all that I could provide but I want to make sure I’m thinking of value because that’s what gets people entrenched and want to do business with you. It’s when you’re adding value.

You’ve got to make sure that you reiterate the value you’re adding because sometimes you may think it’s clear but a lot of times, it may not be clear to your customer about why they’re doing business with you and why there’s a great price or why there’s a great deal. It only opens up the door for you to add more value once you laid the value path down, which a lot of salespeople forget to do.

When I was doing my homework on you and your business, it’s interesting that it seems like you constantly do business with people you’ve done business with for years. Does it have a lot to do with the value you’ve added and your philosophy there?

I’m open to doing business. I’m not one of these guys who doesn’t want to let anybody into my sandbox. I’ll let a stranger and new people in. I see a lot of people like that as they get older. “I got who I got. That’s it.” I’m very open-minded about who I’m going to work with next but I will see through you. It’s amazing how a lot of people approach me and want to do business with me that were on the wrong track. They don’t do the homework and don’t have a good feel for me.

For me, I’m a loyal person. Especially at this point in my career where I’ve done well. I have a rule of thumb that doesn’t work with people that are going to bust my chops, that are going to give me a hard time. I’m not afraid to fire a customer even though I could potentially make some money. I don’t want to go through the rigmarole of it all. I do block and say, “I’m probably not the company for you. I’m going to pass you on to someone else.” I want to be a happy solution-based salesperson.

As much as I’m going to give you value, I want value back from the client. I want to give you my all, give you more than probably what you need and overdeliver. If you’re not going to pay me on time, pin me down or not appreciate it, then I got other things to do. I’m very grateful for being in that position after all these years. That’s what your work for. Most people think they’re working hard so they could be on a beach one day and golf every day. If that’s what you’re trying to do, you’re probably in the wrong career. I didn’t try to do what I’m doing and be the best at what I’m doing so one day I wouldn’t have to do it.

I have the opportunities. I’ve been good at what I do, to choose who I want to do it with, and boycott some people who are rotten and not fun to work with. I’m going to try to avoid that. That’s the blessing I have had over the years. I have enough independence and I don’t have to deal with somebody that is on a different spiritual page than me.

Talk a little bit about your other book, Living On Purpose. You’ve built successful businesses. You’re highly competitive. You love to win and compete. You said, “If you work with me, I expect you to have those values also.”

ASO 17 | Calculated Risks
Calculated Risks: No matter how small or big your business is, you should never play small. You should always put in the option of playing big into your thinking, regardless of whether you can manage it or handle it.

Living On Purpose, I woke up one day and realized that I was a great businessman. I was crappy at life. I wasn’t a bad father or husband. I always thought I was going to be an extraordinary one like the way I was in business but I wasn’t. A lot of people get confused because they think that if they’re great at business, that makes them automatically a great husband or dad. You’ll find out later that your kids didn’t care about how many cars you have or how big your house was.

The other big part of the book is I went and interviewed all these incredibly successful people at different aspects of life, outside of business, people that have been able to incorporate faith and do well, fitness, family, friends, how to become the best friend and partner. A lot of people look at life like, “Let me do well, get through this period, then I’ll do good and take care of myself. As soon as I get done with this year, then I’m going to go on a diet and start working out. As soon as I get done with this one quarter, then I’ll go have a catch with my kid.”

The reality is that’s the opposite. That is wrong. Not only is it wrong but you’re also sprinting in the wrong direction enthusiastically. It’s about doing as much good as you can. When you do good, that will lead you to do well. That is going to align with one in my book. It’s about finding the good that you can do every day for as many people as you can and as often as you can. That will lead you to do well too.

I say it in the book. Besides getting more healthier, besides the sleep and all this stuff that people talk about, it’s just as important. If nothing else, do the money grab too. It’s okay to do the money grab. It’s okay to say, “Today, I want to make a lot of money. This month, I’m going to kill it. I’m going to focus on sales.” When you start doing that for multiple years, you wake up ten years later and you’ve made a ton of money. You’re completely absorbed in your business and you haven’t done the other pillars.

I truly try to make sure that I don’t tell you what to do in this book. I show you what I did because you got to remember, there’s not a lot of data out there for people over 50. When we were growing up, we’re on the same age. If your parents were 60, they are very close to retiring. They retire and they are done. They are probably going to die between 65 and 70. That’s what the data says.

You’re 50 years old and the data says you’re going to live to 83 and probably going to work until 70. You got 20, 25 more years of work left. You want to be effective and efficient. This book spells out how to do it, how you can reset and re-fire. I love the Purpose book. If you’re an entrepreneur or salesperson, you’ll love the Balls book. If you’re young and getting started, The Business Playbook is all my little secrets that any idiot or anybody who wants to get a little better and get themselves on a roll can use. That’s what I like about my books. They are very simplistic. I’m half-illiterate. Most of the things you read in my book, anybody could put in play.

Living On Purpose book is interesting because I watched how passionate enthusiastic you got about the front end. It sounds like you wrote that book more for yourself than anything else.

Even this conversation will fire me up too. It’s a give and get. I’ve always given everything I’ve ever learned to as many people as I can for free on all my platforms. The feedback I get has been incredibly educational for me. Also, making sure that I’m living what I’m saying. It’s hard talking about all this stuff but then you got to do it. Otherwise, you live a life of lie and then you got somebody like my wife who’s my accountability police. She’s going to make sure that everything I’m writing about and going, “You said in your book,” and I got my kids, “You said in your book.”

At least they read it so they’re following up and holding you accountable for it.

People put a lot more emphasis on losing than they need to do. We all overplay our losing a lot more than we overplay our winning.

They want royalties because I’ve added them in there.

To pull this together, number one, You Gotta Have Balls, you summed it up by describing how you do business. Adding that value and going after the big deal. You also said, “I failed. I had businesses that didn’t quite go as much as I thought the idea would have,” but you’re still in the game. You also said as a leader, “I’m going to operate and lead. If you’re going to work with me, these are my operating principles. If you can’t keep up, you might not be with us long.” The other thing you said is if you’re not growing, you’re dying. The biggest room in the world is the room for improvement. Those Brandon-isms that you kept bringing up, I can tell you use them a lot.

If you’re running a company and you look at your company, it’s a reflection of you. If you want your people to work hard, you want them to work with class, dignity and focus, then you got to show that example and do the right things. If you want your people to be good and learn how to do the right things, you got to show them that you’re going to do the right things. Sometimes CEOs don’t realize how much of an example and role model they set as a boss. You have to remember that people are looking at you all the time.

The business is a reflection of you. I heard some guy in Good Morning America talking about, “You got to learn to lead you.” It’s a lead me. If you can’t lead yourself, you’re a reflection of that. I’m so sick of these conversations about culture. The culture is what you establish it to be. The last thing before we close this out, you and I both understand that it is tough out there. You got to sell. I’m getting more feedback. I had a big pharmaceutical company come to us that do sales training. They want some training on prospecting because it’s tough out there. Their reps can’t even show up at a doctor’s office. They have to pick up the phone and be a little creative. You’ve been through a lot, so have I. What’s your advice to younger sales and business people? What’re the next years look like?

Life is difficult and messy. The first thing you have to do is get out of your head about the whole difficulty thing because it’s all a matter of perspective. I don’t think Domino’s Pizza or CVS is thinking how difficult things are. There are a lot of people who are doing well. You got to get out of that. Life is difficult. Nobody promised it was going to be smooth sailing.

If you look back over time, even when I started my business, the economy is in the toilet. I started my company at a time when things were rough back in the late ‘80s. Losing the things that are tough attitude and even a thought process is not a good way to get the conversation started. The second thing is fish where the fish are and develop a high level of non-acceptance.

The reality is you’re probably going to have to maybe make twenty calls to get the same result as maybe you had with eight. Be prepared, grin and bear it, pick yourself up, dust yourself off, get going, and realize your days can be a little longer. The reality is along with some of the difficulties you’re dealing with, you’re able to do a few things socially because you have a little more time.

You just got to be careful especially when you’re working from home. You got to have time management and make sure that you have the energy and enthusiasm to go further than what you would normally do in a workday, then you’ll find the results. Fish where the fish are. Stop worrying about all the companies that are going bankrupt because most of those companies that went bankrupt were on the way to going bankrupt anyway. Not all of them but a lot of them. Let’s not take out too many hankies.

There are a lot of companies that are booming because of what’s going on here. They have started up and found new ways. Get attached to those companies and look at the positive stuff that’s going on. Be careful about the news. I was saying, “When the water does get rough, the sharks keep swimming.” If you don’t see any big story, you don’t see some sharks coming up the shore. That’s the attitude that I try to maintain.

My favorite saying is the last four letters of enthusiasm is IASM, I Am Sold Myself. Brandon, you sold yourself. I love your enthusiasm and thought process. The most important thing for me is keeping it simple. It’s not about the complexity. It’s about simplicity. Thanks for being on the show. I appreciate it. Remind the audience where they can go get your three books.

Go to CXStuff.com. BrandonSteiner.com is always good. That’s my personal site. I’m on LinkedIn. Follow me. I do a lot of great posts. I always love hearing from you. Tell me your biggest problem and where you’re struggling. I always love to respond to people where I can. If I can help you, I’m happy to. Thanks for having me on the show. I appreciate it.

Thanks, Brandon. I appreciate you.

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About Brandon Steiner

ASO 17 | Calculated RisksBrandon Steiner is the Founder & President of The Steiner Agency and CollectibleXchange. The Steiner Agency is the nation’s premiere independent athlete procurement source, and CollectibleXchange is an online platform for fans, collectors, store owners, celebrities, athletes and teams to buy and sell collectibles.

Prior, Brandon created Steiner Sports Marketing and Memorabilia, one of the largest companies of its kind. In addition, Brandon is a premier motivational and inspirational speaker.

Steiner has spoken to world-class organizations such as the New York Yankees, BMW North America, Nike, Live Nation, Cornell University, TEDx and Harvard Business School. Aside from speaking to audiences, Steiner is a permanent fixture in the media as a regular on ESPN NY Radio 98.7 FM and as co-host of Yankees-Steiner: Memories of the Game on the YES Network.