Dan Pena

Daniel S. Peña Sr.

The Founder of QLA – Quantum Leap Advantage Methodology. Daniel Peña Castle Seminar & Your First 100 Million PDF e-book.

The material that Dan Pena teaches is NOT for people that want to make a million dollars. His teachings are only for high-performance people who want to make at least 10 million dollars! The quickest that anyone has done this entire process is Dan Pena who has done it in about 7 months.

The QLA method requires a lot of emotional strength because a lot of things can and probably will go wrong – you will have to handle it!

Even people that attend his famous castle seminar still mostly give up. All QLA castle seminar mentees get a free yearly mentorship from Dan personally, however, his mentorship is very challenging for most people. They have to submit their reports of what they did on a weekly basis and do exactly as Dan tells them – if they fail to do that (because they are either too lazy, lose motivation or are afraid to step out of their comfort zone), it’s all over for them!

Around 20 people attend the average QLA castle seminar but after 6 months, only 1 or 2 may still attend Dan’s meetings and submit their reports – pretty much everybody drops out. His QLA method is really NOT designed to be mainstream because it requires a lot of self-discipline, self-esteem, and a large emotional bank account.

The entire QLA method is quite simple to understand and it seems easy logically, however, it’s a lot harder to do!

This is a simple overview of the entire process – a lot of people fail but the people who make it work, succeed beyond their wildest dreams!

If you want to have a huge business that will make you at least 10 million dollars, it does not make sense to do it entirely alone. You will need to get a chairman and a board of directors or advisors, lawyers, accountants… You need the best people that you can possibly find!

The founder of  The Blackstone Group, which is one of the biggest multinational private equity firms said that if you hire employees that are “perfect 10’s” you can build a great company. If you hire 9’s, you are still able to build a good company but if you decide to hire 8’s he does not know how to build a company. With the QLA method, you are going to need the best of the best employees!

You always start by picking an industry – you can also follow a few models.

The first one is starting from scratch – you can pick for example social media and start a social network like Mark Zuckerberg did. The other models include acquiring existing companies, which is actually a much easier way! A chance for success is bigger if you get yourself a company that already works than it would be if you start with nothing. However, the reward will be bigger if you do it with a start-up company (build it all the way up from nothing like Facebook or Google)!

Some industries are better to pick than others, here are a few of them:

Healthcare is a great choice because it is an extremely important part of the society, life expectancy is increasing, people want to live longer and are ready to pay a lot of money for expensive treatments. Some studies show that more than 70% of all the money that is being spent on healthcare is spent in the last 4 months of the individual’s life.

Technology is also a huge industry that is rapidly changing and expanding – there is a lot of money to be made here!

These are my personal favorite top 2 picks – either healthcare or technology.

Of course, if you are already an expert in the real estate industry or you love restaurants, pick that industry because you will spend A LOT of time there!

If you choose to start with a start-up company, you are going to need an idea. This might not be an easy task but it’s also not a difficult one – if you go to Silicon Valley, you will find people with thousands of great ideas that they would like to execute. In case you chose to acquire a company, the best suggestion that I can give to you is to pick a fragmented industry that you will be able to consolidate – the strategy here is to acquire 20 or 50 companies, consolidate them together to get a huge company, and then sell it to an industry giant – in the technology industry you might get acquired by Facebook if you are big enough. If you chose healthcare you can consolidate a lot of clinics or dentistry and sell it in one big package.

If you just go to Yellow Pages, you will see thousands upon thousands of businesses that are currently in fragmented industries and that you can consolidate into one giant company!

In order to achieve that, you will need smart experienced people and a lot of capital! In order to get all of that money, you will need to have a great perception! Perhaps the easiest strategy to raise that kind of money is to associate yourself with people that have already done a lot of business very successfully in the past. If potential investors look at your board and they see Bill Gates, Mark Zuckerberg, Jeff Bezos, and Warren Buffett sitting there, you will get all the money that you need. Even if these superstars don’t come up with something incredibly innovative, they would still probably at least break even to pay off their investors! If these famous entrepreneurs, however, do win, then as Dan Pena would say – you would make so much money that you would not be able to count it, you would have to weight it!

The question at this point is – how to YOU get your chairman, board of directors, accountants, and lawyers?

Start with an anchor chairman – this means you should get a chairman with a proven track record, who has already achieved a lot. He has to be an incredibly successful person. It also helps if your chairman already has some experience in the industry that you are entering. You should make a list of the top 50 people in the industry that you chose and try to get one of them to be your chairman.

This is when that statement that I wrote, in the beginning, becomes true – it is very simple to logically understand why you need a highly-successful chairman, meeting these top 50 people and getting rejected countless times is another story. Your offer to these people is around 25% of your company and you are NOT asking for any money in exchange for that equity – you are giving them free equity in your company which is why you are going to get their interest.

These wealthy individuals get offered a lot of things all the time, which is why you MUST stand out – and turning down one-quarter of a company that they can get without any investment is not that easy to do – especially if they see you as a highly motivated high-performance individual who never gives up. In most cases, you are going to remind them of themselves when they first got started.

There are a lot of techniques that you can use to get in touch with them – personal gifts, “accidentally meeting them” in their favorite places, seminars, conferences… It would be great if you could further build up a stronger relationship with them, however, that is easier said than done because they must be extremely busy (if you try to call them you might have to go through several assistants and other gatekeepers).

When you get your chairman, roughly 50% of the recruiting work is already done! Getting other people to join your company is much easier because they might “falsely” believe that your chairman did a lot of research on the topic and already knows how to do everything – for example let’s say you get Bill Gates as your chairman. Other people would love to join that company even if Bill Gates doesn’t really know how to make this work yet.

The next step is to get 3 to 4 board of directors. If you are building this company in the US, you should rather get board of advisors for legal purposes, when you get sued (and you will because it’s almost impossible to build a big company without any litigation). If you really want to be a billionaire or have at least 100 million dollars, you will almost certainly get sued. Dan Pena is very comfortable being sued and so should you – get comfortable being uncomfortable!

That part is not as tough in Europe, so you can get a board of directors rather than advisors if you live in Europe. Every member of the board should get anywhere from 2 to 5% of your company depending on how active they will be.

If you get someone just so he can build your perception through the roof because he is well known and it makes your job easier when you show your list of directors to investors, then you might only give him 1%. If someone will be extremely involved in your business, you might also consider giving him 10% of the company.

The chairman and board of directors/advisors will NOT be involved in your business in terms of day to day management. You will only have around 4 meetings per year with them. In some of those meetings the entire board is going to meet and in other meetings perhaps you will just meet with somebody 1 on 1 to ask for advice. This process is not very fast, it will take some time to put your dream team together.

After that, it’s time to get your lawyers and accountants. You will get them on “success fee” basis – they will only get paid when you acquire a company. This strategy is not very common when you are small but in the big business world, this is how it’s done! If they don’t want to do that, it means that they are not taking you seriously.

If they only want to work with you on an hourly basis, that means that they don’t care if you win or lose or they don’t think you will make a lot of money and they think you will only waste their time – the strategy that the QLA method suggests is that they only make money when you make definitely is definitely the way to go!

Dan Pena often lets you know that you should join the business clubs that you can’t afford and that don’t want you! The same principle applies to your dream team, lawyers, and accountants. Don’t get random people that just say “yes” to anyone, really get the best of the best!

You don’t want to get any red flags in terms of your financial situation and audits – you also want the best legal advice that you can’t possibly afford!

At this point, the question is – how do you make money with the QLA method?

When you are acquiring a new company, you need to borrow money – if the company is worth a million dollars, you always raise more than that, let’s say you raise 1.8 million dollars.

You use 1 million to buy a company and $800,000 is working capital. If you have 50% of the company, 50% of the working capital basically goes to you – this is a bit oversimplified because you might want to keep this money for other expenses but this is roughly how it works – if your chairman has 25% of the company, he gets $200,000. Some companies that you are going to acquire are going to be very expensive – perhaps you will raise 20 million dollars and 5 million of that will be working capital, so you will make 2,5 million by acquiring that company.

The second way to make money is with dividends. The companies that you acquire will be well established, so you will be paid in dividends for some of them.

And the final way is when you go public – when you acquire hundreds of companies and put them all together, that giant company is worth more than the sum of the individual companies – when you sell your stocks, you get more money than you had before you went public now that the company is worth a lot more.

That is it!

People frequently say that they would like to keep all the equity for themselves rather than giving it away, so here is a question for them – would you rather have 100% of a million dollar company or 50% of 50 million-dollar company?

The answer is very obvious – it is very unlikely that you will build a giant company on your own without any track record because people won’t trust you as much as they will trust your chairman and board of advisors.

Perception is reality – that is what Dan Pena teaches us! You will get to IPO or get investors much quicker if you have a famous dream team around you that banks and investors already know.

Dan also teaches us that we have 2 bank accounts:

  1. Financial bank account
  2. Emotional bank account

Financial bank account is now big enough if the emotional account is not big enough – if the emotional bank account was big enough, you would be able to implement QLA methodology fully and make millions!

This entire process takes anywhere from 3 to 7 years to complete at which point you can do it again.


Table of Contents

    Dan Pena

    Dan Pena Net Worth

    Dan Pena Net Worth 2018

    Dan Pena Net Worth – The 50 Billion Dollar Man

    Dan Pena Net Worth – Your First 100 Million PDF

    Dan Pena – The Quantum Leap Advantage Methodology

    Daniel Steven Pena Sr. (born August 10, 1945), also known as Dan Pena, is an American philanthropist, businessman, and high-performance business coach, born in Jacksonville, Florida. Today, he resides at Guthrie Castle in Scotland.[2] Peña is prominent for his eight-day Castle Seminar on his “Quantum Leap Advantage” (QLA) methodology, and claims to have produced $50 billion in equity and value.[3] He is the author of several books, including Your First Hundred Million.

    Industries; Bear Stearns & Co. Successful: Former Chairman of various US/European/Asian companies including venture capital, IT, internet, property, insurance, food distribution, health care, manufacturing, pub and restaurants, financial services, construction, telemarketing, publishing, amongst others; high level negotiator with many governments and multinational firms including equity providers, insurance companies, investment banks, international law firms and all “Big Four” accounting firms.

    Mr Peña is an extremely dynamic and powerful speaker, motivator, and grand master entrepreneur. His seminars are sponsored by various US and foreign universities and corporations such as Dell, as well as The National Association of Women Business Owners (NAWBO).

    He gave pro bono talks around the globe and has given away almost all his products and materials for FREE.

    Specialties: Transaction-driven entrepreneur! Mentor! Coach! Teacher! Author! Speaker! Motivator Extraordinaire!

    Dear Friend,

    I have no idea how you got to this website.

    Maybe you read about it in some publication. Maybe a friend referred you to it. Perhaps you just accidentally “stumbled” onto it.

    Here’s why: I’ve known Dan Peña for more than 11 years now. Dan Peña is a personal mentor of mine. I’ve attended the Castle seminar.

    I’ve attended hundreds of workshops and seminars. I’ve read over 2,000 books. I’ve learned from some of the greatest business minds on the planet. But there’s only ONE person who I consider as my personal mentor and that is Mr. Dan Peña.

    If Dan Peña isn’t a man you’ve heard of before, but there are literally a gazillion reasons why anyone seeking success should pay attention to him.

    Dan owns a stunning 40- room, 15th Century castle in Scotland, complete with his own private 18-hole golf course!

    Suppose that you had access to the secrets of a man who has the strength, skills and self-confidence to make one Quantum Leap after another make them simultaneously?

    That’s what this website is about.

    It’s about achieving the mental toughness and laser-beam focus you need to make a ton of money. It’s about the real, practical method (the only legal method) for making this kind of money.

    I’ve packed this website from beginning to end with the same strategies he has been thundering across the financial capitals of five continents, at hundreds of presentations given in front of audiences up 500 at a time. A number of these people have paid £10,000 a time (yes, that figure is correct) to hear Dan’s message.

    Most business gurus send you out to face the harsh realities of business and give you some weapons, or at least a weapons manual.

    Don’t let anyone tell you, “You can’t do that!” Because you can!
    That’s the Quantum Leap difference.

    Dan Peña talks about why he’s
    Giving all his materials away for free
    With Dan’s permission, I’ve put all my QLA materials from my library right here on this website… for… everyone in the world… to study…

    Absolutely Free!

    It’s 100% free. No strings attached. There’s no opt-in. There’s nothing to buy. No credit card to give… Nothing!

    Regardless, I hope you find as much value in these types of materials as a huge number of others have.

    To Your Quantum Leap,


    Seminar. The YCDT seminar presentation was designed for you, the entrepreneur and would-be entrepreneur.

    The seminar covers what I believe are the most important tools for starting, developing, and growing a business enterprise. In fact, I’ve attempted to organize this course manual and the seminar as though it were a new business.

    You won’t find lots of detail and analysis in these types of pages. What you’ll find is a a number of guidelines for making business decisions, which are in line with that philosophy and a statement of a business philosophy.


    It isn’t about anarchy or rebellion.

    We hear this admonition may times a day. When it protects us from committing a crime or from harm, we ought to heed its warning. After all, we must conduct ourselves accordingly and live in a society of laws and rules.

    But we hear this phrase when it’s nothing to do with crime or harm prevention.

    Philosophy is one thing, completion and implementation are others. This seminar is all about recognizing “You can Do That’s”. It’s about differentiating between legitimate warnings and ill-founded advice. It’s about implementation, execution, and completion of decisions made in the surface of the conventional wisdom.

    The YCDT philosophy isn’t for everybody.

    If at any moment during the seminar presentation you begin to feel uncomfortable, don’t be alarmed.


    There’s absolutely no set presentation format for the seminar.

    There may not be an ending, although there’s a beginning, so to speak. It’s not necessary that that be done, although it’s my intention to cover the materials in this seminar manual. The beginning of the seminar will be comprised of the debut of the participants along with some introductory remarks. Following that, it’s up for grabs.

    It’s up to you personally, the participants, to dictate how far we go down any path.

    It’s infinitely important than it’s to complete the manual that each and every question be resolved. You are going to take this manual with you when you leave; you can’t take the participants as well as their unique experiences and observations.

    You can refer to this manual in the event that you opt to do what you’ll not have is the choice to avail yourself to the minds and voices of the other participants and the seminar presenter.

    By the time this seminar ends, there’ll be no question in your mind about the meaning of the philosophy that is YCDT. There is going to be no argument regarding its application in business for the entrepreneur and would-be entrepreneur. Each seminar group will find the answers using its own means.


    This seminar manual was written in an easy-to-read, easy-to-use manner. The manual was written, and punctuated like I speak. This isn’t an English composition book.

    Although based on the events of my personal and business life, every one of the names, dates, personalities and other nice-to-know data and information have been eliminated. Is the hard technical information the participant needs to know about gut executive-level decision making in the surface of the conventional wisdom.


    The topics represent homogenous groupings of issues. The sections of the book from front to back represent a rough timeline of events the entrepreneur would face in growing, developing and starting his business.

    Philosophy is one thing, as was noted earlier, but execution and implementation fare another.

    This is actually the normal implementation and execution process.

    And this was. (“GWR”).

    All these are hardly akin to the statements of Chairman Mao, however, they’re “Words to live by” if you’re serious about entrepreneurial success for your business project.

    To illustrate various Peña-isms worked in certain situations, a number of the conventional wisdom I faced as I built GWR are covered in the seminar presentation and also this manual.

    As you’ll realize, these aren’t unique to GWR or to me by any stretch of the imagination, and each seminar participant has faced the same situation before in his own circumstances. What’s unique, however, is how I handled the situation – and succeeded.

    During my professional life I was told 86 times what couldn’t be done. I know it was 86 times since I kept a list!

    And in relation to Great Western, I’m not talking about small triumphs, I’m talking about huge, insurmountable tasks like…

    $40 TO $10 PER BARREL!


    … the exciting details are in the subsequent sections.


    The seminar presentation in which you’re going to participate as well as this seminar manual are about success in business in a free enterprise economy.

    I I developed the process and created the philosophy. And I used the process. I’ve achieved completion, execution, and implementation.

    It’s real – you can go touch its oil derricks and coal mines; you are able talk to its management and its particular employees.

    The YCDT philosophy isn’t a “get rich quick” scam. There’s absolutely no elevator to the top. There’s nothing but for the audiotapes, which you get at no additional cost beyond this seminar. There isn’t any magic computer software, no cute T-shirts available for purchase.

    So can you, I did.

    Being an entrepreneur means there’s a next time, as you’ll better understand in the end of the seminar.

    This seminar is one form of opportunity. It’s knocking at your door. But it’s up to you to answer the door.

    To start with, as I’m sure you’ve already noticed, this manual is written in the first person singular. I can do that since this is my seminar and my seminar manual. And they’re correct.

    But I’ve chosen to ignore that piece of advice, which is alright, because I also ignored it back when I was still in school. If I ignored it back when I was still in school. Besides, if I used “Daniel S. Pena” or “Dan Peña” instead of “I”, you’d get tired of that, too. So, “I” it shall be; the decision has been made. Is it the right decision? Who knows, or more importantly, who cares because:

    Peña-ism: the consequence of a misguided decision

    is de-minimis in the concept of eternity.


    This seminar program is really all about choices as I stated in Section I: recognizing opportunities, which present themselves at various times in our lives to us and deciding what to do with them.

    It is about getting on base no matter what, I.e. stepping into a pitch if necessary. It is about knowing when to swing away for a home run and getting hits.

    And even more important, the YCDT philosophy along with this seminar is about getting into a position for a Grand Slam.

    But most of all, this experience is about feeling comfortable swinging away when the bases are loaded. As result of what you learn at this seminar, you may know when your “special time” comes and you’ll know what to do with that bet.

    Before I started Great Western Resources, I had a large amount of opportunities present themselves to me. But I ignored them. Why? Because with

    every opportunity there came seemingly a thousand “You can’t do that’s”. There were more than enough reasons for doing nothing.

    The conventional wisdom always had plenty of support for virtually any decision which said, “Do nothing.”

    It got to the point where “You Can’t Do That” seemed the natural and probable consequence for everything.

    (Appendix B)

    Then in my life that changed the way I looked at opportunities a significant event occurred in 1976. Between 1976 and 1978 I redefined my meaning of success.

    What was that significant event?

    A number of you’ll experience significant events like mine, and a few of you’ll not. Of course not.

    This could be the proverbial knock!


    Whether you’re in an entrepreneur on the verge of a seasoned executive or brilliance, you have experienced some form of serious goal setting in a business environment. The plans for the near term that you laid on your partner or subordinated at the last meeting were goals.

    Do objectives and goals need to be realistic? The probability of achievement is low if they’re not, and failure can lead to disillusionment and frustration. At least, that’s the conventional wisdom.

    Peña-ism. Always shoot for the moon.


    As you are going to see on the pages that follow, I kept track of goals (in no particular order). In a few years references were set back on scraps of paper. In other years, my wife wrote them down for me neatly on a legal pad. As a family, list our goals and we normally choose the week after Christmas to sit down.

    I never assigned deadline dates, fearing that it might become a self- fulfilling prophecy, since most goals may be achieved in much less time than we believe.

    For instance, I decided I was going to buy an island with a castle in the Spring of 1983, less than a year after founding GWR. At that point, I hadn’t bought a U.K. company or even thought about going public. GWR purchased a UK company and sixteen months later, in August 1984, we went public.

    I can’t tell you if we would have never gone public in the UK even by 1995 if I ‘d put a time limit on my big goal: the castle. I know I did it in 1984 and had no time constraint. I was focused on buying a castle and I subconsciously did whatever it took to fulfil my goal.

    You may see that definitive time limits act as boundaries for how fast you can achieve something, not as a benchmark for achieving something in a timely manner.

    Castle Goal time Sequence

    1) Set castle goal – April 1983

    2) Looked at castles in UK – Thanksgiving 1983

    5) Went back to US and found something to take public.

    6) Made first offer on castle – June 1984

    7) Went public on my 39th birthday – August 10, 1984

    8) Made final offer – August 1984

    9) Moved in castle – September 1984

    I had two goals, while building Great Western. The second was to amass assets at Great Western in the $23 billion range by the early 1990s.

    My tenure at GWR ended before I could realize the latter, but the former was achieved by me. In fact, I was in the very best five from 1986 to 1990.

    You might be thinking that I somehow sacrificed the latter for the former. Nothing could be further from the truth. And when I performed, everybody – employees, management, advisors and stockholders – benefited.

    I was especially happy the day my long time administrative assistant.

    You may want to keep that idea in mind the first time you feel bad about how much money you’re making. Besides, always remember:

    Peña-ism. Always, always, always pay yourself first.


    I firmly believe in the teachings of these words, and so should you.

    Experience comes in two forms: there are good ones and there are bad ones. You should build on the good ones and remember the lessons. And once you draw up the rules of conduct for the future, stick to them, no matter what.

    Peña-ism. Don’t, under any circumstance, ever Ever second guess yourself.

    Before founding Great Western resources, I was president and CEO at another integrated natural resources company, a company that I founded and helped to build and position to become a real up -an-comer in the energy business.

    Notwithstanding all my well-documented successes there, there was. That one aspect of corporate life was so distasteful to me that I vowed I would never do it again.

    After I left that company, I ‘d a seemingly fantastic opportunity present itself to me. I was offered a position with a salary of $1 million a year. The position was for the number two man at an emerging company.

    I never looked back and turned it down.

    Just another “dumb luck” story? Not at all. I knew in my heart that I needed to follow my rule of conduct. I did, and so should you. It is one of the best pieces of advice that I can give to you personally.

    Peña-ism. You won’t always have all the answers. Take the advice of others who you respect.

    I knew in my heart, or periodically throughout this manual, I will say I went with my instincts, or I made a gut decision.

    The difference between success and failure many times will be how you, as CEO, “feel” concerning the course of action that should be taken.

    There will be times that this “feeling” will give you additional insight. I’ve learned the hard way to go with my “gut feeling.” Normally this feeling is associated with bad deals. So when the feeling comes, don’t

    fight it. It’s likely to save you a great deal of pain and heart ache.

    I can only “feel” bad deals.

    One of the most influential people in my professional life was a man I met early in my career. At the time, he looked like he belonged in a retirement home and was almost three times my age. He had no formal education and was very rough around the edges. Yet he ran one of the largest international corporations in the world, with luxurious offices and accommodations in the center of New York’s financial district.

    I hung on his every word, thankful for the opportunity to get to hear what he needed to say. We formed a pretty close friendship and whenever I had the chance, I would stop by to see him. For whatever reason, as soon as I would get to his office, he’d say he had to go to the bathroom and we would talk together in the men’s room. A number was given to me while standing side by side with this elderly gentleman in the urinal.

    Is there anything to pass along to you? Just one thing: simplicity. His international corporation was run by my friend from New York as if it was nothing more than a vegetable stand sitting alongside a dusty country road. For instance, his entire finance department consisted of one person: one man using an adding machine and a journal whose job it was to count the money. Seriously. I never forgot that.


    Never underestimate the power of illusion. Reality is in the eye of the beholder. What seems real, is real; perception becomes reality.

    It became increasingly clear to me that if Great Western and I were going to go anywhere, we needed to make ourselves look as if we were there. I knew that our business associates needed to see me in time now as I planned to be in time future, or there wasn’t going to be any future for either of us. As a way to acquire the perception, I needed a quick transfusion of perception. Sound like talk? Read on.

    California, I ‘d decided to buy an island with a castle. Yes, a castle, the ultimate ostentation, clear evidence that one has reached the pinnacle of success.

    So the castle was to become the perception which would cause the business community to realize that we didn’t need their help since we had already arrived, which, of course, we hadn’t. There was one small problem:

    Hey, Dan Peña, what’s wrong with you anyway? You can’t buy an island using a castle. You’re a nobody and nobodies don’t go around buying such things. Before you can own a castle, you have to be somebody. You can’t buy a castle! You can’t do that!


    The conventional wisdom was right, of course. Which was why it was ignored by me. I bought the castle, Guthrie Castle in Angus, Scotland. And as my wife Linda points out, it is on an island!

    So I manipulated perception to form reality to acquire the perception which would form the basis of other realities. Guthrie Castle is now the safe harbour for my family, my permanent home. It is no longer a perception, it’s real.

    In conjunction with our decision, my wife and I ‘d decided we wanted to raise our children in a different socio economic milieu.

    This might sound like a strange example. But it really isn’t when you buy a brand new car or join a country club as a way to achieve business success, you’re acting out perception as reality. Where you believe people will perceive you as being successful, you are putting yourself. The castle is merely an extension or “a quantum leap” from the rational.

    Where does all of this lead? Where, you may ask, am I going with all this talk of choices, opportunities, experiences and

    perception/reality. It leads to the philosophy that is YCDT; it leads to The Five Credos.


    The Five Credos is not a rock band from the 1960s. It is the operational arm of the YCDT philosophy. It’s where theory gets down to business, where the rubber hits the road.

    I ‘ve carried these words on my person since the late 1970’s.

    The Five Credos

    – Yesterday’s dreams are today’s realities.

    – See your dreams ahead of time now.

    – Simulation: practice within when you’re without.

    – Act as if there are no limits to your abilities.

    – Enthusiasm: comes from the Greek word, “god within”.


    When I say concentrating, I mean a focus, a tight focus – a “laser beam focus” on the achievement of that objective.

    There’s only one path to success: total and absolute commitment. Should you just think you may want to be successful, then you’re in the wrong seminar. And I can guarantee, you will not be successful! If you came here just to see if I was even half of what you’ve heard, I can’t do a thing for you.

    But if you’re here because you’ve a dream, and also you believe deep down in your soul that your dream can come true, then you came to the right place.

    You’ll succeed so long as you’ve a burning desire to succeed, believe me. You must keep those fires burning. And many times it’ll not be easy. In fact it will be impossible!

    However, so long as you’ve the will, But don’t know the correct path, I can provide the way. It doesn’t matter that you might have failed in the past, no matter how many times. (And perhaps it may be better that you failed a couple of times.) But forget about those past experiences! Forget about those past obstacles! I’m going to show you the way to ignore them completely or work around them… or over them… or go through them!

    Peña-ism. To achieve hyper growth, you got to avert avoidable mistakes and let their course is run by your successes.

    All of this is possible only if you believe in your dream and are focused on it becoming reality, Laser beam focused. Concentration.

    I lived and breathed its success as soon as I built Great Western. I believed in my dream. I was obsessed. I was so focused on its achievement which I slept most of the time in my office just so I could be near it.

    I had wondered why CEOs had showers within their offices. I found out why.

    Well, it’s time to get going with that company you’re trying to start or develop and run. No more prefatory remarks, no more


    “Ladies and gentlemen, start your engines!”

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