Imagine if you could have the ability to see the future, what would you like to know? Daniel Ameduri of Future Money Trends Newsletter is a business expert who claims that to be able to see the future, we must extrapolate where we are now to where we will be in the future. When it comes to money, he has the crystal ball to know what’s going to happen next. What started as a hobby of doing economic updates and forecasts turned into a full time business of putting content on the internet and building up an educational brand and a financial publishing company.
Cracking The Code of Future Money Trends with Daniel Ameduri
My guest is a business expert who claims to be able to see the future. No, he is not a mystic or a mind-reader, he is guy who can extrapolate from where we are now to where we will be tomorrow. When it comes to money, he says he know what’s going to happen next. He is the Co-Founder of the Future Money Trends Newsletter. He is here and he brought his crystal ball with him. Welcome, Daniel Ameduri to the show.
Thank you so much for having me.
I got a chance to take a quick look at your newsletter and saw some of the cool stuff you’re writing about and it was very intriguing. I’d love to find out how all of this got started from you? Can you go back to the beginning and share that?
For me, it was a hobby. In 2008, I started a YouTube channel, and this was prior to Google even owning YouTube. It was just a hobby. I would do economic updates. I would give people my opinion and forecast. I had forecasted the collapse of the Dow Jones and Lehman Brothers and AIG and Countrywide. When it all happened, the YouTube channel exploded. It would get 50,000 views in a matter of a few hours during the Lehman Brothers crisis. At some point in time, Google took over YouTube, contacted me in 2009 and made me one of the first few partners.
At the same point in time, a company reached out to me and asked me to be their spokesperson. This was a company that made forecasts and studied inflation. Long story short, my wife wanted to quit her job as a teacher. She was always encouraging me. She’s like, “You should start your own newsletter.” I listened to this for about six months until in March of 2010, I filed for a corporation called Future Money Trends with my cousin and in June of 2010, we opened up for business and started putting content on the internet as far as articles. We did a lot of videos and started building up an educational brand and a financial publishing company.
Your wife would tell you that you waited five and a half months too long. You should have listened to her advice to begin with.
I still call her the real founder because it was her idea and she pushed me to do it. She did get to quit her job, so it was a happy ending. We’re still thriving in the business better than ever.
She’s the one who could see the future, not you. It sounds like you had to do some interesting things to become a success as you are in to generate revenue through your newsletter. The YouTube channel was a big hit and a big motivator for people to come and subscribe to your newsletter. What other tactics did you use to bring customers in?
We focused relentlessly with YouTube because we had cornered that market. Where a competitor would spend $10 to get an email subscriber in their newsletter on Google and maybe they’d spend even more. They might spend $100 to get that subscriber. We were spending virtually nothing. It’s literally in the single digit penny universe of how much we would pay for our leads, At that point in time, there were only about three people on YouTube talking about the economy regularly or the stock market. We pretty much dominated that space in the early days of 2010 and 2011 to the point where we were getting thousands and thousands of subscribers.
The only cost of the business was to maintain the website. We had GoDaddy domain. In the early days, I was the web guy. We had free a free labor there as the business owner. As most business owners in the early days, you’re doing everything. You’re answering the phone and you’re going to the FedEx store. You’re responsible for it all. We’re also writing content. The more content we could get out, the better. That’s how we actually started. We really focused exclusively with YouTube. About 5% of our marketing and how we get new subscribers is through non-YouTube related social networking sites like Twitter or Facebook, but still to this day, 95% of our clients subscribers come from YouTube.
Once you get a lot of people coming to your platform, to your YouTube channel, won’t YouTube pay you a fee for advertising on that channel or do you reject advertising?
We reject advertising. Initially, it wasn’t our decision. YouTube does not want you doing other advertisers. That was our business model. We were getting subscribers, we were writing financial content and we were acquiring clients who wanted to advertise to our newsletter subscribers. When Google saw that we had other ads in our videos, they kicked us off of having Google ads. We could no longer even have the Google ads. We had to pick one or the other and we chose to go with the other because with the Google ads, we couldn’t control what was being advertised to our clients.
Let’s say our subscribers are watching a nice, great video that we’re doing on Bitcoin or silver or gold or the economy, Google might be advertising lingerie or a football ad or Viagra. We didn’t know what the hell was going on to our subscribers. We were much more comfortable with everybody going back to the website where we could have content that was educational, content that we were proud of along with a sponsor that we felt was worthy and was more aligned with what we were trying to do. The core objective of the business, which is helping people become financially independent.
It’s been a constant rise up. There are ups and downs in any cycle. One thing that was not in our favor was that we had felt that the quantitative easing from the Federal Reserve and some of these emergency managers that are still in place would drive the gold price and over priced much higher. We had steered the entire business in 2011 towards the precious metal sector because we felt that that sector would do well. We had nailed the economy and we had nailed the sluggish growth and many of the other forecasts. When it came to the precious metals, we were dead wrong. We had to literally build a newsletter that felt and forecasted the precious metals would do well in one of the worst bear markets precious metals saw in 40 years. Luckily, we had also felt that cryptocurrencies will do well. We were all over the cryptocurrencies. We were all so bullish on the stock market in general.
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