With a net worth estimated at around $500 million, Dana White has clearly made his mark on the world of sports entertainment. Yet it almost didn’t happen, according to what he shared at 10X Growth Con. Keep reading to find out how he made the decision which changed his life — leaving his job as a bellboy to becoming the President of the UFC…
Today, it’s hard to imagine the leader of the Ultimate Fighting Championship’s formidable presence hauling luggage for tips…
However, that is exactly what Dana White was doing at 19 years old. He had scored a position as a bellhop at the famous Boston Harbor Hotel.
And, for a time, he actually enjoyed it.
Thanks to White’s business-savvy nature, he was a top earner — one of the most tipped bellboys — and got along great with both guests and coworkers.
But one day, it dawned on him that he couldn’t keep playing below his full potential…
“I knew exactly what I wanted to do and I didn’t want to do anything else.” — Dana White
One day, while standing in the hotel lobby, young Dana had an idea hit him like a ton of bricks…
He felt he wasn’t fulfilling his purpose working there.
Despite a fellow friend and bellboy telling him he was crazy, White quit on the spot and walked out of the Boston Harbor Hotel.
The future president of the UFC knew the only thing he wanted to do was become a boxer. And whether he failed at it or never made any money, he was fully committing and going for it.
Suiting the thought to the deed, Dana sought out legendary boxing coach, Peter Welch, and offered to work for him for free in exchange for training.
And the rest is history.
“FROM THE DAY I GOT WITH HIM [WELCH], EVERYTHING TOOK OFF. HE WAS THE GUY I NEEDED TO FIND AT THE TIME.”— Dana White on seeking mentorship from Peter Welch
Ultimately, Dana White’s story teaches us a valuable lesson…
If you want to make your dreams a reality, you have to be willing to leave your comfort zone.
But how can you start?
Take the first brave step, play your cards right, and secure your ticket to 10X Growth Conference 2023.
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