Andy Elliott on Making $715k as a Car Salesman, Becoming Disciplined, & Problems With School System

Andy Elliott says his childhood was defined by abandonment, poverty and instability. His mother left when he was two, he describes a chaotic family environment, and he says he grew up feeling poor, unwanted and embarrassed by what his family could not afford.

Elliott barely graduated high school in Oklahoma after earning mostly D grades. A tornado destroyed his school, and students with passing grades were allowed to graduate after completing additional tests rather than repeating 12th grade.

His first job after high school was cleaning tornado damage for about $200 a week. He lasted roughly one month in construction before an older brother of a friend offered him a sales job and told him he could make about $5,000 a month.

The possibility of earning $5,000 a month was extraordinary to Elliott because he says he had rarely possessed even a few dollars growing up. At 16, his father used a tax refund to buy him a $400 1972 Chevrolet truck with a rusted floor through which the ground was visible.

Elliott says his first day in automotive sales produced about $1,700 in commission and changed his perception of what was financially possible. The interviewer later restates the first-day figure as $1,800, creating a small discrepancy in the conversation.

Once he discovered sales, Elliott immediately focused on what the highest performers earned. He was told elite automotive salespeople made roughly $100,000 a year and that one exceptional salesman had earned about $120,000.

He says he spent the next two years obsessively studying sales rather than treating the job casually. He listened to Grant Cardone cassette tapes, took notes in spiral notebooks and used downtime at the dealership for training.

Elliott claims he was earning about $500,000 annually by age 20 and about $800,000 by 22 or 23. Those results convinced him that sales was an unusually powerful path for someone without traditional credentials.

He argues that strong sales and leadership skills are especially valuable because he sees both as scarce in the current market. In his view, businesses and families are searching for capable leaders and communicators.

Around age 24, Elliott moved from individual sales toward leadership and management. He contrasts earning roughly 20% on his own production with earning approximately 2% on the store's overall performance, which made the performance of other salespeople financially important to him.

Managing others made Elliott discover that he enjoyed teaching. Training salespeople improved their income and his own compensation, but he says helping others improve became rewarding in itself.

During his 20s and 30s, Elliott says he remained an automotive employee rather than thinking seriously about entrepreneurship. He eventually became a general manager and says he reached roughly $2.5 million in annual compensation.

His wife repeatedly told him that he was capable of more than succeeding inside one industry. Elliott admits fear was a major reason he remained inside automotive, where he already understood the environment and knew he could dominate.

At 39, in 2019, Elliott says he deliberately began reinventing himself. He watched entrepreneurs and personal-development figures online and decided he wanted to become more disciplined, influential and useful to other people.

That reinvention ultimately produced the Elliott Group. It began as a sales-training business, expanded into leadership training and later incorporated fitness into its programs.

The Elliott Group expanded beyond automotive into industries including real estate, solar, pest control and alarms. Elliott defines the company's core competency broadly as training people who communicate, influence, persuade, tell stories and close transactions.

Elliott describes the Elliott Group as a nine-figure-plus business based in Scottsdale, Arizona. Later in the conversation he says the organization has trained approximately 500,000 salespeople.

Several entrepreneurs Elliott originally watched from a distance later became personal friends. He specifically discusses Patrick Bet-David, Brad Lea and Andy Frisella, saying that people he once hoped merely to meet eventually entered his close circle.

He says his family and Brad Lea's family became close enough to vacation together and that their children became friends. He uses this change in social circle as evidence of how dramatically his life changed after his reinvention.

Elliott believes deprivation in childhood often shapes what a person seeks as an adult. He says a lack of love when he was young contributed to his desire to build a warm workplace where employees hug, fist-bump and openly show affection.

He rejects the idea that business success requires becoming emotionally cold or hostile. He says a leader can deliberately create a culture that is ambitious while also being supportive and affectionate.

A humiliating high-school church experience reinforced Elliott's feeling that he did not belong. He recalls arriving alone in torn jeans, being questioned about whether he was in the right church and leaving because he felt unwelcome.

Poverty repeatedly produced embarrassing social situations for him as a teenager. He recalls being unable to afford a $5 amusement-park admission and climbing a barbed-wire fence instead, and being unable to contribute money when staying with friends at a lake.

Those experiences created an intense desire to escape being perceived as the poor person who could not contribute. Elliott says the pain and embarrassment mattered more to him initially than any clearly defined ambition.

After earning his first large commission, Elliott asked his manager whether that level of income was genuinely sustainable. The manager told him that although Elliott struggled with eye contact, handshakes and a stutter, he could eventually make hundreds of thousands of dollars if he became highly coachable and out-developed his coworkers.

Elliott responded by committing himself completely to the manager's instruction. He says he agreed to work seven days a week, arrive around 7 a.m., remain until the dealership gates closed and do whatever he was told.

His early dealership strategy was aggressively focused on getting first contact with customers. Elliott placed a lawn chair in the dealership entrance so incoming cars had to pass him, repeatedly replacing chairs after coworkers broke them.

He says he personally greeted virtually every arriving customer and reached approximately two vehicle sales per day. He attributes much of his early advantage to being willing to remain outside in heat, sun and freezing weather when other salespeople would not.

Elliott's early financial success quickly changed his lifestyle. After his father asked him to begin paying rent, Elliott says he bought his own house, a Corvette and a heavily modified Hummer as visible symbols that he had escaped poverty.

He nevertheless describes discovering sales as largely accidental rather than the result of a carefully designed career plan. Without the friend's older brother who introduced him to automotive sales, he believes his life could have developed very differently.

Elliott gives substantial credit to the young manager who believed in him before he believed in himself. The manager was about 22 while Elliott was 18 and provided specific instruction on where to stand, how to speak, how to present and even how to shake hands.

That manager explicitly warned Elliott not to let other employees contradict his training. Elliott believes restricting competing advice helped him remain focused long enough to develop competence.

He generalizes that experience into a warning about allowing the wrong people to influence a person during a period of growth. In his view, someone who has earned your trust and genuinely believes in you deserves serious commitment rather than half-hearted effort.

Elliott's central explanation for major personal change is that pain eventually becomes stronger than the fear of changing. His own willingness to transform accelerated once remaining poor, embarrassed or dissatisfied felt worse than abandoning his existing identity.

His first recommendation to young people trying to escape poverty is physical training. He repeatedly argues that going to the gym changes self-image, discipline, confidence and how a person presents to others.

He recommends an extremely demanding fitness routine, including roughly two hours of training per day and inexpensive food if money is limited. He cites a gym membership costing around $10 as evidence that physical self-development does not require substantial capital.

Elliott uses Arnold Schwarzenegger as an example of visualizing a future identity. As a younger man, he kept a Schwarzenegger poster in his room and imagined eventually building a similar physique.

He endorses Patrick Bet-David's concept of a “future truth”: behaving according to the person one intends to become rather than remaining constrained by one's current identity. Elliott recommends studying the behavior, communication and charisma of successful people and deliberately modeling useful traits.

He says imitation can initially feel like acting but eventually becomes part of a person's normal behavior. He describes this as installing a new personal “operating system.”

Elliott places physical fitness at the center of his broader self-development philosophy. He believes taking care of one's body improves self-respect, emotional state and usefulness to others.

His broader prescription for someone starting with little money is fitness, mindset, free education and a high-earning opportunity. He emphasizes that YouTube gives people free access to information that previously would have been difficult or expensive to obtain.

Elliott says he initially built much of his own knowledge through free YouTube material before paying for higher-level education and mentors once he had money.

He recommends door-to-door sales as unusually effective training in communication and resilience. He suggests that almost everyone could benefit from spending approximately six months knocking doors because constant rejection forces rapid improvement.

Solar sales is one opportunity Elliott specifically recommends to young people because entry barriers can be low and commissions can be large. He claims a successful sale can sometimes produce roughly $10,000, although the figure is presented as an example rather than a guaranteed result.

Automotive sales is another low-barrier opportunity in his framework. He says dealerships often hire inexperienced people readily and that strong performers can earn several hundred thousand dollars, while insurance requires obtaining the relevant license.

Elliott distinguishes between taking a sales job for education and expecting the first company to be ideal. A young salesperson may not initially find an exceptional manager or organization, but he believes the experience itself can function as a practical school.

He also urges young people to deliberately become more interesting, confident and socially engaged. His practical rule is to shake hands, make eye contact and interact widely because relationships can create opportunities that did not previously exist.

Elliott believes opportunities begin appearing when other people perceive increasing value in you. He describes this partly as a “law of attraction”: self-development changes how others respond and can cause employers, mentors or partners to seek you out.

His first technical sales principle is entering every interaction with what he calls “delusional belief.” He teaches salespeople to assume that the prospect can buy, came to buy and will buy if the salesperson performs correctly rather than entering the conversation hoping for a favorable result.

His second major sales principle is attitude. Elliott argues that many salespeople appear indifferent or unhappy, so visible enthusiasm and genuine interest can create an immediate competitive advantage.

He teaches salespeople to identify exactly how the prospect reached them. The referral, advertisement, inbound request or other origin can reveal useful context and provide leverage in the conversation.

He then focuses on the prospect's “dominant buying motive.” Elliott defines this as the central goal or emotional reason that caused someone to inquire and says that goal should remain at the center of the entire sales presentation.

His life-insurance example centers the sale on protecting loved ones after death rather than on policy mechanics. He asks prospects to imagine the final moments of their lives and decide whether they want surviving family members to receive a tax-free payment.

When addressing a cheaper competing insurance offer, Elliott shifts the comparison from price to certainty of payment. His example warns the prospect to consider how they would feel if a cheaper policy became delayed in probate or failed to deliver the expected benefit.

He also suggests telling the buyer that the salesperson will contact the named beneficiaries and explain the protection that has been put in place. He uses that future action as both reassurance and an additional commitment mechanism.

Elliott argues that selling is not limited to formal transactions. He sees persuasion as part of recruiting employees, attracting partners, communicating a vision, dating and maintaining a marriage.

He even frames marriage as a continuing sales process in which spouses should keep giving each other reasons to remain committed. The broader point is that relationships deteriorate when people stop communicating value and appreciation.

One host, Josh, says he previously sold home-remodeling services door to door before working on School of Hard Knocks. He used an icebreaker asking homeowners whether he was “late for dinner” before introducing himself and the company.

Josh says his door-to-door performance improved when he stopped feeling that he was bothering homeowners and instead believed that his company genuinely offered the best option. That change made approaching strangers feel like service rather than intrusion.

Elliott praises Josh's experience but argues that precise professional scripting could have made him far more effective. Elliott believes many salespeople fail not from lack of effort but because nobody has taught them exactly what to say.

Elliott demonstrates a solar pitch built around rising utility costs, inflation and an alternative source of energy. His example tells homeowners that utility bills may double or triple in the next 12–18 months and claims some homeowners will not qualify for the alternative, using urgency and exclusivity as part of the presentation.

His approach repeatedly attempts to make the purchase feel like the customer's own logical conclusion. He summarizes the technique as making “yes” easy, “no” difficult and making the decision feel like the client's idea.

In a home-remodeling example, Elliott focuses on delivering the exact result the customer's spouse is imagining rather than competing primarily on price. He argues that the contractor who can confidently reproduce the customer's desired kitchen, pool or bathroom has a stronger position than a cheaper bidder.

He also uses increased property value as a justification for remodeling expenditure. In his example pitch he describes a pool or renovation as effectively “free” because the expenditure is supposedly recovered through higher home value; this is presented as his sales framing, not independently established financial advice.

Elliott separates “selling” from “closing.” Selling happens before the offer is formally presented and should remove limiting beliefs; closing begins once the prospect confronts price, commitment and objections.

His goal is therefore to resolve likely objections before they become explicit. By continuously returning the conversation to the customer's original goals, he tries to make later objections inconsistent with reasons the customer has already accepted.

Elliott says the foundation beneath scripts and tactics is confidence. He wants a prospect to feel that the salesperson understands the problem, knows the solution and can guide the transaction without hesitation.

When Elliott first became a manager, his hiring standards were comparatively basic. If someone worked hard and arrived on time, he says the dealership would hire and train them because his own leadership environment was not particularly sophisticated.

His current hiring philosophy is far stricter and built around values alignment. He wants employees who share what he considers his core behaviors: honesty, loyalty, family responsibility, hard work, physical fitness, positive energy and consistent attendance.

He describes this hiring filter simply as asking whether a candidate is “us.” If someone does not fit the culture, he would rather reject the candidate than gamble on technical ability alone.

Elliott recommends that leaders create the cultural equivalent of a brand book. Just as a company defines visual standards, he believes a leader should explicitly define how employees behave, communicate and make decisions.

He rejects the assumption that adding headcount automatically fixes company problems. His preference is to develop existing human capital and hire people whose values reinforce the operating culture.

He says social media now functions as a recruiting mechanism for the Elliott Group. People see how the organization works and approach the company specifically because they want to participate in that environment.

Elliott believes likability matters in sales, but professionalism matters just as much. Being friendly can create rapport, yet a personable salesperson who lacks competence remains an amateur in his view.

He places extraordinary importance on learning to speak well. Because selling, interviewing, networking, hiring and leadership all depend on conversation, he argues that communication may be one of the highest-leverage skills a person can develop.

Elliott considers physical fitness directly connected to financial and professional performance. He says exercise improves his mood for hours, functions as therapy and makes him more effective with employees, clients and family.

He contrasts exercise with unhealthy responses to stress such as drinking, drugs, complaining or persistent negativity. For him, the gym became the default mechanism for regulating stress and restoring energy.

He uses a $10 million hypothetical to argue that health is more valuable than money. If someone would reject $10 million in exchange for dying the next day, he reasons that simply waking up has value greater than the money people obsess over.

His routine philosophy includes “beating the sun up,” training early and building repeatable habits. He argues that good habits improve mindset and make a person more visible to potential employers, business owners and partners.

Elliott also believes public audiences demand constant personal development from creators. He tells his team that if he stops improving, followers have millions of other people competing for their attention and can quickly leave.

One host says Andy Frisella's 75 Hard program changed his life and recommends it to listeners. This comes during a broader discussion of disciplined routines and personal transformation.

Elliott says his marriage became the decisive trigger for his transformation at 39. He had been married about 17 years and realized that relentless attention to work was causing his wife and children to learn how to live without him.

He describes his wife as a 42-year-old CEO, mother of their three children and an unusually strong endurance athlete. He says she can perform roughly 100 push-ups, 50 strict pull-ups and run extremely long distances.

His previous definition of success focused too heavily on providing money. He says he was delivering a house, cars and financial security while failing to give his family enough time, attention and presence.

A confrontation with his wife forced him to acknowledge the gap. She told him that she and the children loved him but had learned to function without him and that material provision did not replace being an engaged husband and father.

She also challenged his declining physical condition. Elliott had gained weight, stopped training consistently and still had hair at the time; he now tells people to compare his oldest YouTube videos with his current appearance to see the transformation.

His wife physically grabbed his love handle and told him his condition was below his own standard. Elliott says the gesture infuriated him but broke through his excuses.

That night he trained for approximately three hours and shaved his head because he wanted an immediate visible break with his old identity. The following morning he woke around 4 a.m., ran for an hour and worked out again.

He simultaneously began leaving work earlier and delegating responsibility to his team. Instead of remaining at the dealership all night, he told employees that he trusted them to perform and went home to his family.

Elliott then brought his wife into the fitness routine rather than transforming alone. Although she initially did not want to train, he says exercising together became part of rebuilding their relationship.

A compensation dispute with the dealership owner finally pushed Elliott out of automotive management. After Elliott reached approximately $2.5 million in earnings, the owner told him the company could no longer pay a general manager that much despite the previously agreed percentage structure.

Elliott interpreted the attempted compensation reduction as betrayal and quit immediately. The owner called the next day and offered to restore the original arrangement, but Elliott's wife insisted that he not return.

His wife proposed turning his existing sales knowledge into online content and training. They began recording YouTube videos and developing what became the Elliott Group.

During the transition Elliott aggressively studied other entrepreneurs and educators. He mentions Tony Robbins, Ed Mylett and Andy Frisella among the people he watched, and says he bought a $3,000 course and continued spending money on education.

The entrepreneurial transition initially reduced income while increasing time with his family and time spent developing himself. Elliott describes the period as constructing an entirely new identity rather than simply changing jobs.

He emphasizes that reinvention is available at almost any age. Because he made his own major transition at 39, he rejects the assumption that someone in their 40s, 50s or 60s has missed the opportunity to start over.

Elliott believes childhood hardship can create adult hunger, while comfortable childhoods require parents to deliberately teach discipline. He does not want his own children to become passive merely because they grew up with resources.

He says his three children, described as roughly seven, ten and twelve, are expected to exercise, read about 20 pages a day, learn sales and practice handling objections onstage. He frames these requirements as part of the Elliott family's culture rather than optional activities determined by what their friends do.

His children are homeschooled rather than attending conventional school. Elliott says an educator with an 18-year military background works individually with the three children for about two hours each and combines conventional subjects with Christianity and entrepreneurship.

Elliott is highly critical of the conventional education system. He sees basic mathematics as valuable but argues that too much curriculum is disconnected from practical adulthood.

He would prefer schools to devote much more attention to standards, integrity, keeping one's word, physical training, entrepreneurship, relationships and practical life skills. He believes young people should learn from practitioners who have actually built what they are teaching.

One host says an entrepreneurship course helped convince him to leave college because the professor had never started a company. That experience contributed to the philosophy behind School of Hard Knocks: learn from people with exceptional firsthand results.

Elliott applies a similar test when hiring senior people: “What did you build, and how did you build it?” A résumé or prestigious previous employer matters less to him than evidence that a candidate personally created something and can explain the process.

He is willing to develop inexperienced people but will not immediately place them in critical roles if their competence is unproven. In his words, he does not want people “guessing” with his money.

Elliott believes social media has made it easy for people to present an exaggerated image of success. He prefers evidence such as operating companies, employees, physical facilities and genuinely owned assets over edited online appearances.

He claims prominent online entrepreneurs informally know which personalities they consider authentic and which they do not. He predicts that people without underlying substance will gradually lose influence as audiences become more sophisticated.

Faith became especially important during Elliott's transition into entrepreneurship. He and his wife began giving substantially more money to church even while reducing personal spending and facing uncertainty about the new business.

Elliott says his wife's church giving sometimes reached roughly $100,000 in a month. Life.Church, associated with Pastor Craig Groeschel in Oklahoma, contacted them because their level of giving was unusually high and offered to explain how the money was being used.

The couple sold their house and moved into a rental during the transition. Elliott describes sleeping on mattresses, training twice daily, eating food prepared at home and avoiding small personal expenses while continuing to give heavily to church.

He says that seemingly backward financial behavior strengthened their faith rather than making the transition easier in conventional terms. The point, for Elliott, was learning to trust something beyond immediate financial security.

A passage he repeatedly relied on was 1 Peter 5:7, about casting anxieties on God. He compares genuine trust to putting garbage at the curb and assuming the garbage collector has taken it rather than bringing the trash back inside to inspect it.

Elliott says surrendering anxiety allowed him to focus on controllable behavior: improving himself, treating people well, serving clients, developing content and becoming more disciplined.

He believes the Elliott Group began growing rapidly once those personal, family, faith and business changes converged. Entrepreneurs he admired began approaching him, inviting him to visit and offering advice on his company.

His wife answered his question about why those opportunities were happening with “why not us?” Her argument was that making many mistakes had given them an unusually clear understanding of what not to repeat.

Keeping promises became one of the Elliott Group's core values because Elliott admits he had previously made promises to his wife and later reverted to old behavior. He says the current version of himself treats his word as binding.

He distinguishes between admitting an ugly mistake and lying about it. He says he can work through serious errors with someone who tells the truth, but dishonesty can permanently destroy his willingness to trust that person.

Elliott describes his faith-driven reinvention as similar to receiving a second life. He says his wife still sometimes has to “ground” him because his ambition to expand the message can become excessive.

He believes younger people are strategically important because habits and identity are more malleable before decades of routine accumulate. This is one reason he was enthusiastic about appearing with the younger School of Hard Knocks hosts.

When asked how he wants to be remembered, Elliott says he wants to be known for telling people the truth and refusing to conform or settle. He normally asks permission before becoming extremely direct because he views honesty as a form of care rather than an excuse for hostility.

He openly distinguishes his current identity from his past behavior. Elliott says he used to be uncaring and disloyal but wants his legacy judged by the code he now follows rather than by the person he once was.

Greg Plitt is one of Elliott's examples of living urgently. Elliott describes the fitness entrepreneur as a major inspiration whose final message emphasized acting as though every day could be the last.

Elliott recounts Plitt dying after being struck by a train while filming, shortly after making that message. He presents the story as a reminder that people do not actually know how much time remains.

Elliott says he has received death threats and that Andy Frisella has also faced a serious threat. He uses those experiences to argue that public success can create real hostility even when someone believes they are doing good work.

He says his team takes personal security seriously and travels prepared for threats. At the same time, he distinguishes real threats from the imaginary competitive “enemies” he creates in his mind to keep himself training and improving.

The hosts say Elliott's headquarters immediately impressed them because the culture was visible in employees' fitness, energy and presentation. They note that they had interviewed roughly 1,000 people and considered the facility and culture unusually strong.

A visit to Andy Frisella's First Phorm operation recently raised Elliott's own standard again. He says seeing the scale of what Frisella had actually built made him angry with himself because the organization was much larger and more developed than he had imagined.

Elliott says Frisella attributed much of his success not to superior intelligence but to years of relentless consistency. The lesson Elliott took away was that repeatedly performing basic, difficult work matters more than constantly chasing new strategies or technology.

Elliott applies that principle directly to his own company. The Elliott Group was built through phone calls, taking calls and long days of direct sales activity, so he rejects employees who think success now allows the organization to abandon those fundamentals.

He treats mundane work as a competitive advantage because most people eventually get bored with repetition. His recommendation is to become exceptionally good at the boring tasks competitors stop doing.

He extends that standard to tiny acts such as picking up trash or cleaning a toilet seat. His argument is that someone who considers basic responsibilities beneath them should not expect to be entrusted with larger ones.

Elliott references Tim Grover's idea that “winning doesn't recognize you” unless your present behavior continually proves you deserve it. He rejects leaders who rely on an old accomplishment while no longer practicing the discipline they demand from employees.

His “Elliott Army 3.0” concept represents continually raising personal and organizational standards. Fitness, integrity, discipline, learning and keeping one's word are presented as permanent requirements rather than temporary motivational campaigns.

Elliott warns against overcommitting socially once success creates constant demands on time. He increasingly says no to lunches, meetings and casual invitations that do not fit his planned priorities.

He frames this as protecting obligations to the people already depending on him rather than rejecting others personally. Time spent satisfying every request can undermine the mission, employees and family he has already committed to.

Large public events forced Elliott to confront that limitation. Hundreds of people might remain afterward wanting conversations and photographs, and he says his team eventually had to physically move him out because trying to speak to everyone could consume an entire day or more.

He now creates organized training events partly to provide a scalable alternative to unlimited individual access. His instinct is still to hear people's stories and help each person, but he accepts that doing so individually is impossible at his current scale.

Elliott believes good friends should actively enforce one another's standards rather than silently tolerate decline. During the episode he publicly challenges one host to build a six-pack, using the exchange as an example of accountability rather than polite avoidance.

He says a person who genuinely hates their current work should have the courage to leave even if the job pays well. His preferred alternative is to accept a temporary income setback, rebuild skills and identity, and pursue work the person can become exceptional at.

Brad Lea's earlier homelessness is one example Elliott uses to reduce fear of starting over. He says Lea slept on a beach while building Lightspeed and later joked that being broke itself was not the worst part of the experience.

For Elliott, the greater danger is spending decades as someone you do not want to be. He would rather temporarily lose money while rebuilding than remain financially comfortable in an identity or career he hates.

His restart formula is physical, mental and business self-development. Start training, learn to sell, learn leadership, use free online education when money is scarce and build competence until new opportunities emerge.

Elliott says his wife effectively lived with one version of him from his 20s until age 39 and has experienced a continuously changing husband ever since. He sees continual growth as important not only to business but also to keeping marriages and friendships alive.

His proposed endgame for successful practitioners is eventually helping other people reproduce proven results. He supports coaching, but only after the prospective coach has personally done the work and can demonstrate genuine results.

He argues that the market needs more coaches but fewer unproven ones. In his framework, the proper sequence is to perform, build, earn credibility and only then teach others how to do it.

Elliott's final advice is built around consistency rather than novelty: become excellent at something, train physically, stay close to God, protect your mindset, surround yourself with the right people and keep your word. He expects many competitors to quit within a few years, making persistence itself a major advantage.

He specifically recommends going through periods of saying “no” so that time remains available for the commitments that actually matter. Once a person becomes visible or successful, he believes protecting attention becomes as important as creating opportunities.

The interview closes with Elliott directing listeners to his social media and coaching material. He identifies his Instagram as Official Andy Elliott, his YouTube channel as Andy Elliott and says the YouTube audience was approaching approximately 500,000 subscribers.

Elliott emphasizes that people do not need to buy his programs to observe how he and his organization operate. He considers social media itself a free window into other people's routines, businesses and standards and encourages viewers to use that access as inspiration for rebuilding their own lives.