Hormozi Hotline: Live Business Consultations During Book Launch

Yeah, we're live? Rock and roll. All right, everyone. We are in the final hours of the launch. And so at midnight Pacific, which is 11 hours from now, all of the bonuses associated with donating more books will go away. And so... based on all the things that you guys said you guys enjoyed uh hermosy hotline and so i'm gonna be doing a lot of those trying to get as many of you guys on the phone help

help anybody out um and beyond that uh we're gonna be doing some giveaways just some Just some free prizes give giving stuff away and on top of that I think I'm gonna reading a couple of the chapters from the last chapters so inside the money models book I basically put the 15 most effective model mechanisms that are in there but I have others and so I'll explore some of those guys with you and I think if

you're seeing this correctly there should be some milestones that will try and hit along the way to close this out. as we ride into the sunset and then I retreat back to you know Willy Wonka's factory and then spend the next two years trying to put something else really cool together for you guys. Alright so first up we're talking to Heather Nat, Natural Rev MD. Alright let's let's give her a call. Let's see what Heather's up

to shall we? Hey Heather what's going on? Good so you've got five minutes tell me what's the biggest what can I like what's revenue right now what's profit how can I help? Okay. Cool. Okay. What's headcount? What's headcount? So seven W-2s and then the rest are contractors that we have. So maybe 65 total. Okay, got it. All right. So where do you want to get to and what's holding you back? So leads are biggest issue. So

I've not done other than my podcast, which has been 100% what we've done for marketing. I've not done ads. I've not done really cold outreach, like nothing. It's podcast 100%. Okay. But leads are inconsistent. Like it's feast or famine, you know, it's, it's. Yeah, so it's I don't know if I you know, I have to say continue to podcast and that's worked Yeah, I guess I show up on other people's podcasts all the things yeah, but

do I start another acquisition channel or do I just keep doing how many podcasts a week are you doing? No per week Okay, so an easy one is to combine outbound with your podcast and invite people who would be potential customers or whales onto your podcast You'll have super high response and show rates and talk them about their business. I Sorry? I do a little bit of that, but maybe I should be doing more. Well, yeah,

if you're doing one a week, it's not a lot, right? Not a lot. Yeah, I'd be doing like, can we do like one a day? It's like, well, there's a 5X. It's like, that's just that. Okay. All right. So that's like, I think about like least operational change possible that we already know doing something that actually works. So that's thing one. Beyond that, what's the avatar of who you're going after for medical billing? Private practice facility,

you know, really we want their... So I think conferences are going to be really good for you. So the way that I would set this up is you go to the conferences, I would pay for the booth. If you can, get on stage, even if you have to pay for it. And one of the benefits of this is that when you, I try to get the first one as you turn right into whatever the area is

because 70% of people turn right and so they're typically organizers price them all the same by size but you'll get more ROI from on the right hand right by the door. Number one, number two, I would create some sort of giveaway for people to like win that you'll reveal on the second or third day of the event. And then by doing that, you'll get, like they basically have to give their contact information in order to enter

the giveaway. And if you want, you can model the way I did it. Like it's better than this and it's less than that. So it just like gives a little bit of sandwich of value of like, okay, it's better than NFT, less than Bitcoin. It's better than a gift card, less than a Tesla. Like I like to have some sort of sandwich of up and down value in terms of the giveaway. And so the whole time

you're collecting leads and And if you want, Tron talked about this yesterday, but if you can say, "Hey, I have a $25,000 speaking fee," instead of the speaking fee, one of two things you can do. So one is, "Can I send one email to the list?" That's an option. And then secondarily, when you do your presentation, your slides or whatever, you can say, "Hey, if you want these slides, Joe, just give me your email and I'll

send them to you." And then you can just basically ask two or three more questions and then it'll sort out the traffic of the people from the audience who are the most engaged. And so I think if lead flow is the number one issue, then that gives you two things. So one is you 5X your podcast and using Outbound to get more of the quote whales, and that's going to be super targeted. And then from a

speaking perspective, that's three different ways that you can monetize the conferences. So getting the list, survey closing from stage, and then also having a giveaway at your booth that's bigger and better than everyone else's so you can collect leads that way too. Awesome. Done. I can do a whole lot. Thank you. Rock and roll, Heather. Enjoy. - Appreciate it. All right, thanks so much Alex. Happy birthday. - All right, thank you, bye. - Bye. - So

as my birthday present to myself, I'm gonna help as many business owners as I possibly can. All right, so that's the goal for the day. That's what we're doing. For those of you who are hopping on, we're closing out the book donation drive. I've got all these prizes and bonuses for anybody who donates over 200 books, but they all disappear at midnight Pacific. So if you're like, I don't know if I should, like, if you're one

of those last minute people, this is now the last minute um beyond that though um i'm just calling people as they come through and uh the uh the 800 basically people donate the most books i'm trying to call as many of them as i possibly can that's the that's what we're doing right now all right so we got daishin floria all right let's see what daishin's up to 80 margins i wonder what this business daishin what

is limbs plus Well, it's an environmental testing platform for environmental testing lab. Happy birthday, man, and thank you for doing this as a gift. You bet, man. Come on. Okay, so 200, well, thank you for donating books, which I super appreciate. All right, you got five minutes, so let's rock and roll. So you have a testing platform, got it. You're running 80% margins, which is super, super impressive. What's the issue right now? What are you trying

to get to? Yeah that's normal. Yeah. And I go into annual recurring revenue of 50K usually for that type of client. Cool. Okay. The problem I have is that I don't have anybody in the pipeline and I don't know how to get them in. You're like, I've got this great business, there's no one's buying it. So is it 250K a month or 250K a year right now that you're at? A year. A year. Okay, got it.

So you're really not getting that many clients if that's your price point. Okay, understood. So what did you do to get these first clients? Okay. Okay, I heard. Okay. So you've got cold call, trade show, and what was the other one? Okay. So how many cold calls did it take to get you the one deal? I mean, dude, that's how it works. I mean, you're like, "I did 100 and then one of them bought." It's luck.

It's like, "No, you did 100." It's like, "If you called one and one of them bought, that would be luck. If you call 100 and one of them bought, that's just a process." So let me ask you this way. So I've said this before, but it's super common for sub a million, which is that what feels like volatility is actually a symptom of insufficient volume. I mean, you're not doing enough, which is what makes it feel

erratic. And so it's like you did 100 and you got one, and then you did other cold calls and you got the other, right? Yeah. Okay. So how many cold calls did it take you to get the second one? Probably around the same. Okay. So that sounds lucky though. The second one sounds lucky. The first hundred and you get one, you know, that you know what I'm saying here? You made 200 calls. You got two customers.

So the question then becomes what stops us from doing 10,000 calls? Well, one would be that. You need leads. I'm not that good at cold. Well, dude, you got one. Second is that. Dude, 1% conversion on cold calls, by the way, fine. Totally fine. On a 50K, 100K price point, totally fine. Dude, think of it like this. You're making $500 a dial. Yeah. Yeah. That's pretty good. For a dial, I don't know about you, if I

want to go out to dinner tonight, I'll be like, okay, I'll make one dial. There we go. I covered my dinner. Right? Yeah. Of course you have to think of it because you've got in your head about this. Like every time you make a hundred calls you get a deal. Then it's like how do I need to game this for you so that you just make a hundred calls every day? Okay, so we have 60 seconds.

So what's the thing that's holding you back from just saying like, yes, that makes sense? Well, that makes sense, but I don't know how to get myself leads. Okay, right. Then that's the leads list. The second problem is how do I position myself? What attraction offer can I create so it makes sense for these guys? Well, for a bigger company, for what you have, a waived fee structure, which is the third fee structure that I talk

about inside of the continuity section for money models, which is you have a big upfront nut where you say, hey, it's $50,000 for me to do this whole integration, and then it's $5,000 a month, month to month, right? It's like, or if you want to commit, I'll waive the $50,000, but you've got to commit to the whole year. Yeah, but they anyway will do that because all their data is in our system. Right, well, the thing

is, but you're just, no, no, dude, I get it. The way that a money model works from a positioning perspective is that you don't, like, whenever you give someone a choice, it doesn't mean that you're saying you actually give them the choice. You give the illusion of choice that then obviously selects or waits for one of the selections. So basically the question that you had is how do I get more of these people to sign up?

How do I make it more compelling for them? Well if they think that they're getting something that costs $50,000 to set up for free they're far more likely to do it than just say well I do that anyways. It's like yeah no shit but the problem is that they don't know that. You know what I'm saying? Yeah. Makes sense. Okay. So I'll give you... No, I think, I actually don't know. This is more for the mechanics

of how you actually close when you get into the thing with them. But let's solve the original issue really quickly. We are over, so I'm gonna just make this as fast as I can. They gotta get the next person, okay? So number one is, I would say, list brokers. You can do that. Number two is you can scrape using software. Number three is that you can go to people who own groups or communities that, and there

always are some, you just look. There's someone with school, there's someone with LinkedIn, there's Reddit, whatever, right? There's definitely communities for these people. And then you wanna pay the group owner to basically make an ad inside of the group. Those are three different places that you can look like right now to go get leads. Okay. Cool. Also, highly recommend flying out there and saying, hey, it's, you know, you find out that they're in California, you know,

like in Los Angeles. You say, hey, it's so crazy. I'm actually in LA this week. I figured there might be, I'm happy to swing by while I'm in town. And if they say yes, then you just fly there. Okay. That's how that works. Good one, yeah. Yeah. Rock and roll, man. Appreciate you. Appreciate you too. Thank you for donating BookStation. Happy Friday. Oh, thank you. I appreciate it. All right, bye. Alright, next up we got Shemaine.

Alright, Shemaine. Here we go. Easy Dwell. So I think this is, I'm guessing this is like a home, like dwellings. Dwellings? That sounds legit. Shemaine? Hey, what's up Alex? What's up dude? It's an honor. Oh, honor's mine man. Did I say your name right? Shemaine? Shemaine, yeah that's right. Okay, rock and roll. Okay, so you're doing $3 million top line. What is Easy Dwell? Easy Dwell, we're out here to change the way people buy homes. We

sell them in an LLC, like a business that owns the house instead of traditional financing. Okay, got it. So you're doing $300,000 top line, $500,000 in profit. What's the constraint? And we have four and a half minutes left. So what's the constraint right now? Right now, there's a team of about 20 of us. Okay. And so I'm getting into like the acquiring and training leaders. Our goal is to do 280 houses. So we've done in the

last two years, 46 acquisitions. We've sold 30 of those. We're scaling up Dispo. Dispo, where we sell the properties, is really how we, I think, can get our cack up on that. A bunch of stuff. I guess, I mean, I'm trying to get to 280 in a year so we can iterate quickly enough. You know, launching an investment fund of 18 million. Are you wholesaling? Yeah. No, not wholesaling. So we'll, it's like a fund and an

operations company. So we buy properties, sell properties, and we raise capital. But we've also like structured it on our own model. Dude, I'm so confused. What, like, walk me through how you make money. Okay. So let's say you have like a 2% rate loan or your retired landlord, your seller financing. So you're just doing like sub twos, so they're transferring the mortgages. Sub twos, you can run cash, but right now we're leveraging sub twos because of

capital constraints. So buy a property, average cost $25K. Pay the operations $25K, holding costs, marketing, et cetera. Average deal cost is $65K. We'll sell a property to a buyer. average time on market right now about 90 days okay uh we want to get that down to 45 yeah collect 25k up front and then about 800 cash flow for the next 30 to 40 years so our we're not we're not a three to one uh yeah yeah

We're like 60% cash on cash at the fund level, at the total level. And then let's say we take that 25K, we do that twice, now we can buy another deal so we can cycle those funds back in. So we're trying to build a compounding machine with a lot of stickiness. So what do you need? You need what, $18 million? Well, we need to be able to acquire more properties. So you need capital to acquire more

properties? No, the capital we have. Okay. So you just don't have enough deals? No. Yeah, not enough deal flow on acquisitions right now. Got it. What are you doing right now to get? It was sales, now it's acquisitions. Okay, I heard. So what are you doing right now to get deals? Just wholesalers, like wholesalers in the state of Florida, Facebook groups. And we've been doing it for a year, so we know a lot of the people.

Yeah, yeah. But we've had some team, there's a lack of leadership over there right now, which I may need to kind of jump back into. Yeah. Yeah. Okay, so what stops you from just like basically instead of buying from wholesalers, just learning how to wholesale? We started out wholesaling. Okay. And it was, we were doing, we'd pull all the brief foreclosures. We'd do, you know, cold calling. It was just, it became way more leverage to just

go to the wholesalers who had already negotiated on those and just buy from them. Okay. So, so then all I, so if I'm you, I'd be thinking, what are the wholesale networks, um, and associations that I can get into so that I can just say like, I'm a guaranteed buyer for all of this stuff. Um, Because it sounds like you have a pretty good return on capital. You're getting 60% cash on cash returns. That's phenomenal, right?

So basically, you can outspend if you have that kind of return. Even if you've got 50% cash on cash, you could still be probably pretty happy. If it meant you could double the amount of deals you did, right? Yeah. So we've, part of the problem, like we've, we joined like some of those groups and we've, like there's a site where all the wholesalers post their deals on Facebook and we've quite literally scraped like all of them.

It's almost a lead problem at that point where now we're shifting to look at portfolios. Like who owns 170 homes? Yeah. I understand. Yeah. But my thing is, is that you've only done 40, you did 40 deals in the last two years, something like that? - 40, yeah, 40. - Yeah, I mean you're not even close to tapping the wholesale market for the state of Florida. You know what I mean? You're not even close. You're not

even close. You're not even a blip on the radar. I just wanna break your belief around this. You're not like, oh, I'm in every single one of these groups. It's like, dude, you're doing $3 million a year wholesaling. You're not even close. Like a single franchisee for some of the wholesale franchises that exist average $3 million a year per location. - Right, a lot of that's cash though, no? What? I'm not trying to protect my limiting

belief here. Yeah. No, no, you're not even close to it. Like, there's zero way, no chance, not even in a million years, you're not even close. If you were like, I'm doing $200 million a year in Florida, I'd be like, okay, he's one of the bigger players. Like, you're not even close. Okay. So let's just like blow through that right now. I do think that you revisiting the idea of like, if I'm you and I want

the fastest way to grow this, I'm going to find the biggest wholesalers and see if I can bring them in house because they're just giving you what they're giving you, not what they have. Yeah. Right. They sell to other people. So it's like, I want to bring, like, again, I like to control the whole funnel, right? I want to say like, how do I go from click to close? How do I own the whole thing? Because

like, if I can be vertically integrated here and I can bring someone in or acquire, like you have the cash, if I can acquire a wholesaler who has a good amount of volume, then it's like, I have a way better monetization vehicle than they do. And so then it's like, I buy something that cash flows and then I just have another way to make even more on it. And so it's like that business works on its

own. With mine, it just juices. And I love, that's the game, those are the games I like to play, right? - Juicy games. - Yes, juicy games, big juicy games. I gotta call the next person, but hopefully, does that, like, first off, belief broken, like, you are not even close, not even close. - Yeah. - Okay? - Yeah. - And then number two, it's like, what would it take, and this is the question that I would

ask them, what would it take to be your exclusive person to get all of the deals that you're doing? I would ask that, as like, if I had to make money tomorrow before even doing anything complex, I'd call every single person I had to deal with over the last year and say, what would it take? - Okay. - Cool? And you've got the returns, man. If you go from 60% to 50% or 45%, but all of

a sudden you have exclusive pipeline and that triples your pipeline, then there you go. Yeah. I appreciate you. Thank you. Appreciate you, man. Thanks for donating books. Later. All right. All right, see you. All right, so anyone hopping on, I'm just calling all the people who donated the most books. So we have a bunch of 800 book donors, and so I'm calling them. And this is in spirit of the final countdown. I think we're at 10

hours and plus, 10, 10, 40, yeah, 10 hours, a little less than 11 hours. And we're going, we're marching on. All of these bonuses disappear for anyone who donates 200 more books. All that stuff disappears instantly. in 10 and change hours. All right. So if you are a last minute person, this is the last minute. All right. Dang Duong. All right. Calm down. All right. Calm down, guys. Let's not get carried away. All right. Infinity Medical

Consulting. Infinity Medical Consulting. Dang Duong. What's up, man? Hey, hey Alex, happy birthday. Thank you again for your time and helping us with our constraints. I really appreciate it. You bet, man. Thank you for donating a ton of books. All right, so you got $5 million top line. You got $2 million in profit. Okay, what are we working with here? We've got medical consulting. What's holding you back? Yeah, so essentially we are dealing in the space

of chronic wounds. So we help folks with chronic wounds close their wounds. So the largest constraint that we have is trying to hone down on our specific avatar in terms of the actual patients. Because the LTV, once it's closed, it's closed. There's no more LTV afterwards. So we're trying to do Facebook-added leads. Okay. Okay. Well, what does the application say and what does the ad copy say? So essentially we are here to help with heart and

needle wounds. I think it's very generic and we're trying to refine it and then essentially provide a PDF so that it's lame and so folks can understand the wounds that they're having and seeing if they could help themselves during the times when they don't get treatments from services that does stand in - But you make money from Medicare Plan B, right? Or that's what you just said, right? - Yes. - Okay. - Yes, yes. - But

so you just want the, not from a humanitarian perspective, so I'm just purely talking business here. The point for you is that you wanna get as many Plan B people as possible, right? - Exactly. - Okay. - Exactly. - So you're trying to get as many Plan B, and right now you're doing Facebook ads and you're getting some people that are not Plan B, right? - Yeah. - Okay. So before we even fix that, I wanna

understand, is it really a problem or is this a feature? So let me explain. Right now, how much is it costing you to get one of these people versus what you make on them? So it's costing roughly on average about $15 per acquisition of a lead. Okay. I totally hear where you're coming from. It costs you 15 bucks a lead. The way you have to grow this is like, it's you're making it sound special snowflakey to

you and I think that's why it's making it confusing but fundamentally it's just like it cost me 15 bucks a lead one out of ten leads is gonna be a qualified person who's plan B and has a big enough wound right? It was like we just have to know this math that's it it cost me $15 a lead I convert one out of ten leads so it cost me $150 to a customer each customer is worth

this on average even though there's variability it cost me this is what I make on average So do you know those three? I know you know the lead cost, but what about the other two numbers? What percentage of leads do you close and what the average deal size is? Yeah, it's pretty low. I mean, we've had five treatments out of the 1,000 leads. That sounds bad. Okay. Okay, how are you making sure? Yeah, yeah. So the

funnel right now is that they're just opting into a PDF, right? Yep, yep, and then a consultation call afterwards. So it automatically takes them to a consultation call or in the PDF it says if you have these things then do a consultation call? So essentially once they provide their email, their name, and phone number, they receive the PDF and then the next kind of landing page is book a consultation call for home care. Okay, so you've

got name, so I'm writing this on the board so maybe if you're watching the live stream you can see it. Alright, so you've got your opt-in thing for the PDF, Okay, cool. And then they put name, phone, and then email, right? Something like that? Yep, yep. Email, whatever. And then if their stuff is qualified or everyone goes and sees the scheduler? Yeah, everyone goes and sees the scheduler. And are you taking all these calls with all

this trash? Yeah. Yeah, that's horrible. Me and one other rep. Yeah, yeah. Okay. And then you're just running lead ads, what, nationally? Yeah. No, specific to the areas where we have providers that can provide the service. Okay, got it. So, a city-state location. Heard. Okay. So, big picture here, I think, I'm going to bet that there's an ad copy issue. Like, how many people know that they have Plan B or not? The thing is, they're also

not educated to know, since they can, once they're 65 and older, they automatically have a Medicare. Well, dude, then why don't you just advertise to everyone who's over 65 and older? Yeah, but they all have Plan B if they're over 65, right? So they do qualify to use your stuff. So you're trying to find people who are not over 65? We are trying to find folks that are over 65. Even though they qualify automatically at 65,

they do have the option to get more affordable options. I hear you. I hear you. I want to help because I also want to make through the next donor. Big picture, right now, You're taking too many calls that are trashed. There's definitely diamonds in there. And so we have to add filters to the funnel. And so the filters that we have to add is the copy itself. Now if you say they have no idea, then we're

gonna have to do what are the other things that they have in common. Now to your point, you said everybody above 65 has this, but they have other stuff too. For me, that just sounds like a sales call. So if you know 100% of people over 65 have the thing, then to me, I'm like, well, then why would I focus on anyone else? Because then I'm just going to try and have the max hit rate knowing

that every single person you're on the phone with can do this thing. Because now all I have left is, do you have a wound? And are you ready to say yes? So if I'm you, my targeting is going to change to 65 plus. I would also make the messaging change on the opt-in page to just reinforce that. And then you have your, yeah. And then the, the, um, the, the application part, uh, I would add in,

uh, how big is the wound? And then that way you can score the leads. And if you, and like even with that level of lead flow, maybe that's enough filtering. If it's not enough filtering and you're still getting trash, I would then start scoring them and only showing the scheduler to the people who have wound sizes above X. All right? That's the first thing that I would do and think through it. All right, appreciate you, dude.

Congrats on the business. I mean, dude, you're doing 2 million profit, 5 million top line. Like you're, I mean, you're not suffering right now. All right. But if you're being inefficient, then we have to add friction. That's fundamentally it. Like if you're sifting through too much crap, you got to add friction. Gotcha. No, I appreciate that. You bet. Awesome, man. Talk soon. Thanks for donating books. All right, buddy. Of course. Absolutely. All right. Rock and roll.

We rockin' and we rollin'. All right. Dude, I'm checking boxes right now. Okay, Zach Reinders. So Zach Reinders, R2 Studios Architecture. This sounds interesting. All right, so anybody who's tuning in, it's, I already said it, I'll say it again later. Okay, so Zach Reinders. I'm calling the people who donated 800 bucks. As fast as I can. That's what I'm doing. Just so you guys are curious, that's what I'm doing. I'm doing five minutes a piece. This

is Zach. Zach, we've got five minutes on Hermosi Hotline and I want to help you with the business. So, the timer has begun. Thanks for taking my call. You bet, dude. The timer has begun. Okay, so talk to me. What are we looking at? Okay, so I'm actually in a client meeting. I'm stepping out right now. It's only five minutes. You can tell them that. Perfect. Okay. We own a local architecture firm in Minnesota. Okay. Got

it. Fine. Uh-huh. Uh-huh. deal for? Everyone's really cheap. Well, we actually, we do 80 of those just off of referrals every year. Okay. So it's pretty solid where it just sustains itself by our service. Can I make a guess at what you need to do? Because I, pattern recognition, like I promised you. Okay. So you're in a space that it's super price driven, right? Because you've got, it's construction, they're looking at cost, blah, blah, blah, blah,

right? Yep. Okay. You have three vectors of winning. You have to pick one, Ideally you can have more than one but one is what I like to lead with so you either got speed You've got risk or you've got ease right and so in your business time is money if you can do things faster, right? there's also a risk component of like what kind of costs are gonna come down the road if you do it the

wrong way or do it differently and Then it's like is there a way that we can throw some sort of verbiage or guarantees or some sort of like clawbacks that a customer can get where we say, listen, we'll put our skin in the game to make sure that we'll be on time and on budget so that you can build your thing faster so you can get faster returns on capital. Because I'm assuming these, like, you quote

sell to an investor or you sell to a GC? So they're all the individual business owners. That's the hard part is we're going to small business owners. It's likely their first business, right? So they're cheap too. Okay. I mean, who are the best business owners that you deal with? people that don't question the price that understand the process. Yeah, my favorite. Yeah, exactly. No, but it's not. Okay, so then what stops us from getting only those

people or focusing almost exclusively? Like, can we get deal flow that has higher percentage of those people so we can command the prices we want? Oh, I would love. And part of it is I've tried to expand so that we give one faster speed, like you mentioned. So we get our plans back to you within a week. Yeah. So that's faster than most everyone. Yeah. And then we on the back end, no one understands the process.

So I've learned it really well. So that's where I come in and I can give them that guidance versus just someone that's giving them a commodity of just a single plan. Yeah. So that's where we've been able to get our price up some, but I need to get it up higher. So you need stats, dude. I'm telling you right now, you need stats. So this is a logical sale, right? This is not an emotional thing for

most of these guys, I would imagine, right? This is a pure like dollars and cents thing. And so you need to line up and come in with that frame, which is like, listen, let's be clear here. You and I are both business people. You need to make this make sense, you know, make sense from a dollars and cents sample. They're going to say yes. It's like, cool. So there's a concept called, you know, save a dollar

today, cost you for tomorrow, or pay two today and it saves you for tomorrow. Which one are you, like, would you rather pay two and save four or pay one and have it cost you four? And they're like, well, obviously the save one. It's like, right, I would like to establish that because if someone says, no, I'd rather just save as little as possible, then we all know that's not going to work for either of us,

right? Okay, cool. So then it's like, this is where the stats come in. Like, I'd look at Statista, I'd look at, I'd ask, you know, GPT, I'd be like, hey, find me all the stats of average unforeseen costs that can occur. And so then, now we took the frame of the fact that it's just gonna be a logical sale, we're all dollars and cents here, but then the reality is now we go fear and certainty and

doubt, right? So now it's like, well, these are the top four things that occur. This occurs in 22% of circumstances, this occurs in 15, this occurs in 38, right? And these are all the different things that can go wrong, right? And so what we've done is that we try to minimize this thing, which is gonna cost you way more money than what I cost. And so now we're anchoring around all these way more expensive things and

then basically that's how we can basically nudge our way into a completely different price because we've changed the context around the conversation. Would you think about any way to get recurring revenue, or would you just double down on this and try to get as many people as possible? - So the only way that I would see recurring revenue in your specific business is gonna be people who do regular business, more so than subscription, anything like that.

It's more like, who are the nodes of referrals Those are my quote reoccurring more than recurring business like coca-cola super amazing business not recurring but reoccurring and so I put your hat on so what you need to do is chunk up in terms of how you think through your business I'll give you an example So when I had Alan which is a software company we had you know The first thing we did is we went to

market for small business owners, right and that sucked because they'd be like, oh, this is great It works our leads, but we don't have any leads and I was like, oh Darn, I didn't think through that. And so then all of a sudden, the people who did really well were the ones who already had agencies that were working with them generating leads, and then our thing just did the lead flow. So then all of a sudden

I was like, okay, well I'm gonna go after agency owners and say, hey, we can improve the results of your services and decrease churn and increase, you know, basically make more money, et cetera, using our software. And so all of a sudden, what happened is, instead of having, you know, trying to go onesie twosie after business owners, we just went after agency owners. And I knew that let's say a chiropractor agency comes in, he only does

chiropractors. He comes in and he pays, you know, he onboards his 50 clients at a time. And I was like, oh, that was fucking great. Right. And for you, it's like somebody might have a portfolio, but he onboards 50 clients. But then after that, I could rely on the fact that 10 of his people would turn every month and then he would sign 10 more up every month. Right? And so our churn at the agency level

was almost zero. Our churn at the SMB level was whatever the churn of the agency was, which is not really our issue. And so when we redefined our business as, oh, we're actually in the agency servicing business, not in the SMB servicing business, that's when it really started stacking. And so translating this back to you, you said you've got these referrals that are coming in, right? Yeah, we typically get three to four referrals every week that

we're gonna try to book. Amazing. And so then I'll bet you have a list or hopefully you do of all the top referrers that refer your business, right? 100%. Right. And so then the whole paradigm around this for me is how do I partner with the referral partners so that they can frame the conversation with their introduction to me in the way that maximizes the likelihood of a close and the framing around pricing that I want.

That's how I approach this. And so your business, if I'm thinking through this, right, like if I'm you, my business is I'm really in those centers of influence, right, those affiliate partners, those referral partners that you have. Those are the quote customers, right? And so I want to see like what's my sales guy for those guys to get them to consistently bring me more in and how can I acquire more of them because each one of

them is a node that over the years if I go from having a base of 20 guys who refer me in business to 200 that becomes reoccurring by nature rather than recurring. Okay. But still stable. Do you have a suggestion on a referral bonus for those people? Are you allowed to do kickbacks legally? I think so. Okay, great. Well, if you're allowed to do kickbacks legally, there's three different affiliate structures that I like. You'll immediately know.

I'll say all three of them and you'll know which one's right for you. So version one is that you peel off some element of your particular service, a very small element, and then you allow them to sell it for whatever they want. They keep all the money and then you deliver on that as step one of a multi-step process. That's V1. So an example of that is, hey, new business owner gets an LLC set up. We'll

do the LLC set up. You can charge whatever you want for that. Let's say they sell for $300. We do the LLC set up, but then we upsell tax and bookkeeping, right, from there. But they keep 100% of the upfront. That's option one. Option two is that they just straight up sell your thing, right? And then they get to keep whatever percentage, right? You give them 10% or 20% or whatever number makes sense for you. For

them to actually just legit sell you know, cradle grave, all they got to do is just acquire the business and then just send it to you and then you deliver. That's the second, right? And then the third is more of a, more of a lead gen version of this, right? Which is kind of what you're doing right now, it sounds like. And then you can go give them kickbacks later. And that's, and then they basically factor

it in to how much they're, every three referrals I send, I get, you know, one sale or whatever. A lot of ours come from consultants that are on, actual application. Dude, 100%. Then consult, like you need to basically build out, like think of this, like you need a customer journey for the consultants. So that's our real client. Yes, exactly. And then they're the ones who are going to consistently be sending you business month over month over

month. Got it? Yeah, thank you so much. Dude, you bet. I know you got your guy. I went over five minutes, so I'm so sorry. But hopefully you're good. No worries. Thank you so much. I appreciate it. Dude, you bet. Thanks for donating books. Yeah, absolutely. All right. Later, man. All right, you guys digging this? Is this cool? This is fun? El senor chat? El chatissimo? Yeah, you got extra value, Albert. Supers Farm, love it. Okay,

cool. Yeah, day three, I know. Well, it's really like hours, geez, I'm gonna lose the phone. Hours, 10 and a half until close. All right, we're closing this thing down as a team. We started together, we're ending together. All right, starting is one, finishing is one. All right, so that was, who was that? That was Mr. Reinders. So now we're gonna go Trent Husky. Husky's Paint and Design. All right, so we're gonna talk paint and design.

This'll be fun. I know, we're rocking and rolling. yes this is great by all three of his books awesome all right so that was what's up trent trent you're up dude hey how's it going good man all right so we got paint we got five minutes and let's rock and roll man so you got was it a five million top one what did i see here you got uh paint paint paint okay five million top line

500 000 profit Yes sir, that's me. Yep, that's me. Alright, rock and roll man. Okay, so what is the thing, like what do you want and what's holding you back? Yeah, so I've been at this for seven years now. I've got 40 people on staff. Congrats. Don't get to the point. Thank you. So my issue is I'm kind of at a fork in the road. I started off doing residential repaints. That was my bread and butter.

I did that for years. And then I actually went to one of your conferences, and you guys talked about reoccurring revenue. You talked about LTV to CAC. Once I saw that, I went there to learn Facebook ads with my agenda. You taught me that. me that completely pivoted. I was like, holy cow, I should go after GCs. Well, that was almost a year and a half ago now. So now that I doubled down on GCs, it's

like every time I land one, it stacks. But the downside to it is that the gross profit is less. But the advantage of it is that the LTV to CAC is insane. It's 20 to 1. So it's like, what do I do? Because my GP on repaints is 52. but I pay a salesman 7% and it costs me another 5% in marketing. That's 12%. So when you wash it, it's 40% GP to GP. If you take

away the, the CAC, you see what I'm saying? So I've been, I've been doubling down on it, but then here's the next thing is that, so since I did that, I was like, okay, I'm going to go full force. I hired, I hired a, Yeah. Yeah. Nice. Yeah. I'm already doubling down on it, but I just won't I like am I making the right decision here because they are way harder to produce It's it's the hard

thing like like most people get their ass kicked in new construction. They go bankrupt Uh, the ar is crazy. My average pay per time right now is 65 days, but it gets up to 90 120 So it's very capital intensive and it's a way harder business model to to run. Do you think i'm making the right decision? Well, thank you for the context. Um So when you said you were getting 20 to 1, were you talking

revenue or gross profit? Gross profit, yeah. So you still make way more on the GPs. So what do you mean by that? Will you explain to me? No, so you said you're going after these bigger deals because they're recurring, the GCs, the general contractors, right? Yes, sir. And the issue there is just that It's really just that the pay cycle is extended, so it just costs more cash for, basically you have to float cash for a

period. That's the biggest problem. Okay. So there's, so I'll give you like the simple, the simplest answer here, and I'll tell you a story to illustrate this. So there's a company that I was looking at investing in and it was a couple of years back and they were at like 2 million bucks a year and they had $4 million in debt and it was just a mess. And I ended up not doing the deal. Um, and

one of the big issues was that they had, uh, they had bad terms for payment as a physical product business. And what they ended up doing is finding a manufacturer that gave them net 90 terms. So they basically fronted them the inventory and then give them 90 days to pay them back, which is amazing, right? It's literally the opposite situation that you're in. And the result of that is that within 18 months, they went to 5

million a month. Holy cow. Right. And so my point here is that we could look at model, but I lean towards this is far more likely to be a financing strategy Like we could do all sorts of crazy things, but like realistically you probably just find a 90 day rotating credit line at a bank and just show them what your financials are and what percentage of deals you collect on. Basically you just have to show them

diligence. When you say, hey, I've got this money coming in, it's just called AR financing. And so by doing that you can accelerate the cash flow cycle and basically eliminate that. Obviously you gotta be responsible with it because you gotta pay it back when you get it. But that capital tends to be very cheap because it's basically somewhat secured. Technically it's not secured, but it's secured by your AR. So it's like a line of credit, a

revolving line of credit? It's exactly, yes, exactly. And then that solves the cash flow issues. - Yeah, because that's by far the biggest issue. My AR routinely sits at $500,000, $600,000. It's crazy. - Right, and so if you could pull that down, you could just like, okay, great, I have this here, and then that, and usually those are around a percent a month that they'll hold, and so very easily, you can find a percent. You know

what I mean? Just like you could raise the price by a percent and get it back. - That's genius, that's genius. - Yeah, I don't wanna mess with anything else. It sounds like what you found when you came here Worked so I'm happy about that and now you have a 20 to 1 machine like when I see a 21 machine I don't miss with anything about it, dude and so the only issue you have is a

cash conversion cycle issue and because you're in a space where Financing exists for this problem. I just say like let's just go pursue that. That's the first thing I do That is genius. Thank you so much. I'm telling you cuz like whatever I was there I had that epiphany and like you guys you guys are passing around the mic and I was raising my hand I was like I was like flinging this down and I didn't

get to ask, so I was like, I'm just fucking going for it, excuse my language. No, you're good, man. Well, I appreciate you donating 800 books, and honestly, thank you so much for me and from the entrepreneurs that you donate books to. Happy birthday. Thank you so much. I really appreciate you. You bet. Thanks, Rhett. All right, bye. Okay, now we're going, is that cool? That's exciting, right? That's kind of fun. Yeah, this, like, honestly, guys,

I could literally do this all day. Why? You will see. I really, I just like, I love business. It's like the only thing that I really enjoy. It's like the only thing I drive joy from. So yeah, I would do it for free. And here we are. And I'm doing it if you donate books. So Daniel Mueller. Next up, sounds German. All right, let's see what this, Heismuller. All right, let's see. It's 4-9. I'm guessing he's

German. Like, actually German. Not just like his ethnicity, but I think his country of origin. What's up? Are you, are we in Germany? Yeah, we're in Germany. I guessed it. I guessed it. Okay, talk to me about the business. What's Heinz Mueller? All right, so... We have five minutes, too. Just want to give you a heads up. We have five minutes just to give you a heads up. Okay, go for it. Okay. Okay. Like decide when

to grow and like when to, when and what systems to grow first. Yeah. Yes. Really good question. So first off, off the bat, I don't know what went wrong when you said you grew too fast. But my guess is that you, so one of the sayings I have is that you can't really over expand, but you can under talent. Meaning the people that you brought in when you were growing too quickly were just insufficiently skilled and

as a result things started breaking and falling through the cracks. So I went to the VAM last year. Yeah. I think the issue was we identified it as like I went over my skis. Yeah. Yeah. That's what you said. Yeah. Basically you were spread too thin. And you can be spread too thin because you don't have enough support from good enough teammates. And if I say anything you don't understand because I talk fast, just correct me

or just hold me back. But right now, the speed of your... I'll talk a little, sorry. So the speed of your expansion... should be correlated with the speed of your ability to acquire talent. So the speed of your ability to get good people into your business to hire them. And so the reason that it felt like you were over expanding is because you had no help. That makes sense. Okay. So if that was the situation, I

would then look at my account, basically the follow up question is, do you have the cash flow to pay somebody what's required to get the help you need to expand the business currently? Do you? Okay. It's a little low. It's a service business? I do, it's like an HVAC company and we specialize on heat pumps. Yeah, heard. So I think that especially if you're a niche service like that, a niche home service especially or commercial service,

you probably, this is me just guessing, you're probably also a little mispriced. So I'll bet that you do need to raise your prices. Because if you're running 150 top line, 22,000 bottom line, you're running what, like 13% margins or something like that, right? - Yeah, like 15%. - Yeah, right. And so for me, a home service business, especially if it's niche, like for me, I would say 30 is gonna be where I'm like, my kind of

like minimum target for just, I would say, like if you were just HVAC, right? But if you're like, I specialize in heating pumps specifically, I would expand that even further to like, you could, if run well, this business could run 50% plus margins. So... It's like a very competitive market in Germany because it's very like... No, I know, I know. ...subsidized. Yes, yeah, yeah. No, I hear you. But the... Okay, so I'm just going to put

a pause here for a second. I'll ask the original question again, which is, do you have the cash flow in order to hire the help? You said you're hiring a salesperson, right, that's coming in. Yes. So in order to make sure that you don't grow too fast, what you have to do is that when that new salesperson comes in, before saying, okay, now I'm going to hire the next person, we have to make sure that that

salesperson becomes productive. So the speed of your expansion is going to be the speed of your ability to onboard and activate teammates. So just like you activate a customer, like you say, okay, they have to go through this journey and then they get a good result, they're happy, like you have that journey. We basically need to think through your expansion from the employee perspective of how do I activate the employee so they don't have to think

about them as much. You go from training to managing. Once they're managed and they're consistently generating revenue, for you, especially because it's sales, right? Then at that point, I'd say, okay, now you can take your eye and then put it to the next constraint of the business. But it sounds like acquisition was taking a lot of your time. And so you hired the salesperson, which said, you know, that's fine. That makes sense. I would look, do

you give any discounts at all? Do you give discounts when you sell people? Yeah, or anything like that? No, no, I don't want you to. I was going to say, if you don't want to raise your price, at least eliminate your discounts. Okay, no, because literally you're at 15% margins. And if you're giving, let's call it 10% discounts or 15% discounts, you're giving half your profit away. And so if you feel uncomfortable about raising the price,

then what I would do is say eliminate discounts and then add speed or add risk-free. So it's like, okay, so if you buy today, we'll do it faster. If you buy today, I'll guarantee this. Rather than if you buy today, you can pay less. Does that make sense? Yeah, makes sense. That's what I would approach to try and get a little bit more premium on your pricing so that because like dude your margins are so low

that even five ten percent jumps is like sixty percent increases in your actual take home. I'm kind of afraid that if I raise prices I don't sell. Well everyone's always afraid of that that's why no one does it. But I guess I do it now. Yes, again you have to focus on the thing is you only You are afraid of raising prices because you believe that you sell a commodity. If you and someone else do what

the prospect believes to be the same thing, then they will choose the lower one, for sure, no question there. So the question is, how do we get them to not perceive them the same thing? Which is why the first chapter of the offers book is like, it's an apple and orange issue, right? You're selling a commodity. And so we have to get you to not sell a commodity, which means that we have to either add speed,

we have to add ease, we have to make it more risk-free for them so that they say, okay, good, fast, and cheap, pick two. This guy is cheap and he's fast. But the thing is that it's not really cheap because you have to pay twice as much because I'm going to have to fix it. And it's going to cost you way more. And it's going to take you longer. So which one do you really want? Right,

so it's like you have to break the frame to reframe the conversation. Got it. Cool. And again, sometimes that frame even... Sorry, go ahead. So I raise prices and then I hire for the next constraint and I only hire the next person when the person I already hired is fully on board. Yes. You nailed it. Thank you. No, you bet. Thank you, man. Good luck with the business. Congratulations. And you are in a niche, man. I'll

bet you have the pricing power. I'm just telling you, man. All right. I got to jump to the next call. I appreciate you donating books, man. Thank you so much. Thank you. All right. Bye. All right. Dude, I'm telling you guys, pricing... Like the biggest lever by far on your ability to generate profit. It's like a three, I think PC said this two days ago, Patrick Campbell, he's one of the speakers at the launch. They did

a huge meta analysis of this. It has a three or four X stronger influence on profit than any other thing you can do, which is, You could keep customers longer, which is amazing. You could get more customers, also amazing. But the thing that's going to generate by far the most take-home increase, if you were to proportionally increase each of them, pricing is going to be way, way, way more. And so nailing pricing and being willing to

experiment and do that with different prospects that are coming in and try new pricing structures out. Again, models is about monetization in general. But the bonus is, by the way, the entire profit system, which is the last column on the playbooks, which is the Fast Cash Playbook, the Pricing Playbook, and the Price Raised Playbook, Those three playbooks basically walk through the process of what does it look like to actually raise prices? How do you do it

without fancy analytics? And then and then there's ten optimizations of just like how do I position this in a way that? Changes how they perceive the price so that it allows me to charge 50% more right if you're like well both of these are apples It's like yeah, of course the customer is gonna go for the cheaper Apple I would too so would you and so it's like well I need it's this to be a banana

and And then say, okay, well, what are we really looking for? Do you need fruit? Or do you just need vitamin C? Because in fact, I can give you a vitamin C IV drip, right? And it's 500 times the price. But because we're trying to figure out, do we have to sell a fruit? Or is it like a totally different way that we're trying to solve the problem? All right. So that's how I'm thinking through. Next

one up we've got is Daniel. We have two Daniels in a row. What do you know? Daniel Linares, DLE Event Group. Oh, events. Fun. I know something about that. I know something about events. I hope I run an event or two in my day. No, Raven, the playbooks won't be available later. They end in 10 hours and then they're gone. The offer's gone forever. Yes, sir. Oh, thanks, dude. I appreciate it. Thank you for donating 800

bucks. So talk to me about the event business. We got five minutes and I want to give you as much as I can. Totally, totally. So we do a luxury kind of unique blue ocean. We're trying to dominate this category for luxury wedding entertainment. It's not live bands. It's not a live DJ. It's this kind of combination group. Dude, I love that. The industry is starting to know. It's called a hybrid DJ band kind of concept.

Now, there's not high search volume. But when we do get exact match people searching for us, a lot of times they are our right fit and we are closing people in that kind of 10 to 30K price point range. Dude, I love it. Actually, you said the hybrid DJ whatever, that's like feature jargon. Like I, as somebody who, well, I'm not past wedding age, sorry, but like... When you said luxury, wedding, entertainment, that, I mean, I'm

a luxury buyer, right? That struck a chord. To be fair, though, the price sounded cheap for what I would imagine. Because luxury, to me, denotes significantly more expensive. Just a side note. True, true. I mean, honestly, there's, you know, for the ultra 1%, we're the downsell to the ultra 1%. Yeah, yeah. So there's still headroom for us to ascend in price. Do you have a 100K option? We don't. Okay. Can we do something right now? Like

right now, add a $100,000 option. Because you if you're in the luxury space you don't you don't win on volume you went on volume of dollars Right not volume of transactions And so if you're if you're doing all the work in the positioning of being luxury Then we have to capitalize on the sole benefit of luxury is that you can have super sky-high prices and if done well Which I think you will it's it's it's a

Veblen good meaning the more you raise the price for the right buyer the more they want it not the less they want it and So in- - If everybody finds us, they're like, "Man, your brand is like the five star Four Seasons, you're my pre-conversion." - Dude, I will bet you right now that you're, like, this is not a promise to anyone who's watching or listening, but if I were to bet, I would bet that if

you were to double or maybe even triple your prices, you will close at a higher percentage. Because 10 to 30K doesn't sound luxury to me, man. I wouldn't even believe it. It's incongruent with the messaging. I mean, the luxury people, there's 300K, 500K flowers. That's what I'm saying. And so, I mean, if I'm you, right? My sales pitch, and do you have a VSL before you talk to these people? I just made one. Okay, great. Pre-fall

to our Zoom call. Yes, I now have a, here's our stuff. Are you running ads? Only Google ads, a 7X return on ad spend, but we're not doing anything on social yet. Amazing. Is it a pure opt-in? Okay, dude, so let me let me just let me just I'm gonna cut for like let me just let me let me love you Okay, so this is what this is what I would if I'm you if I had

to transport brains and like this I have to take over the business tomorrow The opt-in would not be request for quote. That's like the lowest converting thing that you can do Alright instead I would have it be a questionnaire about the wedding, right? Right? So, and make it seem like it's like, "Oh, that way we can tell you the exact perfect type of, you know, entertainment experience for a luxury wedding that would match your style wedding."

Blah, blah, blah, blah. Right? So they answer five, six, seven questions, whatever. Then on the thank you page, they either, if they have a budget that's high enough, they get shifted straight to the calendar where they can have the call. Or if they're not, then you just send them to PDF or something like that. Right? So if they are qualified, they go to the call. Okay. If at that point you have the booking, then you nurture

them by sending them the VSL before the call and then you put a secret word in there that says, "Hey, would you rather us watch it together or would you rather watch it on your own?" Everybody's going to say, "I'd rather watch it on my own," which is great, but now they committed to watching it, which is the point. If for some reason they forget to watch it, then you've already set the seed so that you're

like, "Oh, did you get a chance to watch the thing?" Which if you put a secret word inside of it saying, "Hey, by the way, just so we're prepared, tell us the head count." of your wedding, just text the person who texted you this back. And so you should get numbers that are like 50, 195, whatever, but then that way you know they actually watched it. And so then when you hop on the call, you reconfirm

they watched it, and then the first however many minutes, if they didn't, you say, hey, no worries, I'm gonna grab a coffee, go watch this video, and then you'll pick back up. Just as an easy way to make sure that every single person is pre-framed properly for the call. Now, the contents of that VSL, I know you already filmed it, but the content of the VSL, the way I would think about it, would be, Basically, I

want to break frame here. It's like, okay, so what do you think people remember the most about the wedding? Again, I would look at statistics, I would look at surveys, I would do whatever I could to try and have like, the thing that people remember the most is this. The thing that people spend the most on is this. And so no one remembers whether they had chicken or steak. No one. But what they do remember is

how good of a time it was. That's where memories are made. And so we should be spending our money in proportion to the memorability or basically the memory contribution size of each dollar. And so this would be the frame that I would enter the conversation with. And so if they're spending $500,000 on flowers, no one remembers the flowers. Everyone remembers what the entertainment was. It's really good man. That's the frame and then you can start selling

hundred thousand hundred and fifty thousand your luxury like we're luxury Let's go Luke's right. Let's make let's feel it and just continue to be Messaging wise, you know more and more unique as as we do it. Yes, and so I would again I mean I said put a hundred K offer up there but like hundred K I think is probably where you is going to become your bread and butter just being real and Like, you need

a $250,000. Like, dude, if you're luxury, luxury weddings, you've got a bridezilla, and dad's paying, and he's a hedge fund manager, he doesn't give a fuck. Damn, mind-blowing, brother. Yeah, as a luxury consumer, like, let me tell you, they will spend. They just want the best. And right now, your prices actually, I honestly think are hurting you. $10,000 for a wedding is like the napkins. We get so many people that don't flinch, right? Right. What's your

close rate? Yeah, what's your close rate right now? Close rate, you know, we meet with 10. We probably close, I think, like 20% out. It's like about a 20% close rate of booked calls. Yeah, yeah. Of booked calls. Okay. Of booked calls. Well, how many of those would you say you cancel because they're just not qualified? They cancel themselves. Okay. Our automation shows them our pricing in advance. Yeah, yeah. They'll set up a meeting and then

they'll cancel it. It's like, oh shit. Yeah, that's the thing. So what I started with, like that's where we have the question flow rather than, you know, request an invoice. It's like, no, like take our perfect, entertainment quiz perfect match entertainment quiz they go through it and then it automatically sorts them so they don't even see your county you don't waste your time with it right yes yes yes what percentage of the calls that you take

to you close not of called not of scheduled yeah well yeah showed calls that you make an offer to of the offered people what percentage close Of the offered people, what percentage closed? Probably 25%. About 25%. So the vast majority don't cancel their call? They don't. We get a 90% show of the people that get on our calendar. So the way that I framed it is what that needs to be reflected in that VSL. It needs

to be reinforced at the beginning of the call. You should be anchoring around $250,000, $500,000 expenses so that when you say your price, it'll seem way better. And I think that you start with the 100K and you really do like go for the 100K. And if you want, so obviously you just got a bunch of books, but the anchor upsell, which is in the upsell attraction mechanisms, the way to really, really juice it if you want

to get nasty with it is that you present the 100K offer. All right, that's now your new offer. Okay, just I don't want you to like wrap your head around that. 100k is the offer, but your core offer right now, which is your 30, right? Let's make it 35 because that's the same thing anyways. So make it 35, but what you're going to do is you're going to look at the 100k and you're going to say,

of these things, what one thing is just really specific that most people don't particularly need except for somebody who's a super baller, but everyone else is really happy with nine out of these 10 things? And so what you do is you have the hundred K thing and then some people just say, yeah, I want the best thing done. They don't even care anything. They just say yes at a hundred. If they say no, Then you say,

oh, you know what? Well, do you care a lot about where the DJ was born? I'm just giving it a stupid example. But they're like, oh, no, I don't care about where the DJ was born. And you're like, oh, well, we have this other thing that's $35,000. Because some people really care about that. But if you don't care about that, then this is $35,000. And it gets a lot of things that you wanted. And they're like,

oh, yeah. Because when you do an anchor upsell properly, right? Right? The first thing is like you want to get the whales and you got to commit to it. You can't just like toss it up and then be like, oh, you don't want that and then start selling the other thing. You have to truly sell 100K. You got to commit. and they have to really consider it, otherwise anchors don't work. If they really consider it, then

they're already starting to justify why it would be worth $100,000. And then when you just say, cool, well this thing's 90% similar and it's one-third the price, then they're like, oh, done, yeah, yeah, yeah. And so now all of a sudden everybody's buying your most expensive one, your current most expensive one, and maybe 10% or 20% buy your 100K. And if I'm right, 30% are buying your 100K, and just by doing that we doubled LTV. Thank

you, brother. I know you spent some extra time with me, man. You're good. I want to help. Happy birthday, man. Congrats with everything. Well, I appreciate you. If I make you more money, you donate more books, you help more people, we save the world, everybody's happy. Yeah, brother. Thank you so much. You bet, man. All right. Good luck. All right. That was fun, right? I know that was more than... Oh, we hit a milestone. Okay, 3.28,

so we just hit a milestone. Oh, geez. All right, let's rock and roll. Sweet. Okay, so I got a call. Okay, so who am I? Who's hooking me up with a number? Ed, are you sending me numbers? We'll do it in a second? Okay, I'll call one more, and then we're calling single book buyers. All right? Hold on. So I'm going to call an 800 buyer who's coming in. All right, Ed texted me another 800 buyer.

All right. Hamza Solomon. Okay, so you just you got 800 books and so I'm going to help you make more money. Not a promise of course, your results will vary. Results are not typical. Hamza! We got five minutes brother. Talk to me. You're the dentalist, you're doing nine million top line, three million in profit, right? That's right, that's right. All right, nine million, three million bottom. - Okay. - That's correct. So, Alex, I just wanted to

say, thank you, happy birthday, brother. - Thanks, man. - Congratulations on the biggest and wildest book launch there was ever seen. I took the advice you gave to me last year in Vegas. We were doing around, I think, a million and a half, and then the advice you gave me was just to do more, more, more of the same, and we ended up here at 9.4. - So you went from one and a half million to

9.4 million from some advice. That sounds like it was a good return. Yeah, I remember what you said to me. You used to do more ads, spend more time in a day doing ads, get more creative. Yeah, yeah, yeah. I remember, I remember, I remember. Yeah, yeah, yeah. Yeah. So that's nuts. Anyway, so ever since then, I've been watching every single moment, every little piece I could get from you. But this moment here now is where

I want to understand exactly how do we take it to the to the next level. How do we dominate the UK dental market? Because we're hungry, we're all locked in in the team. Everyone's motivated, everyone's got good momentum. It's going to come down to stick. I'm going to tell you right now. It's going to come down to stick. Okay. You figured out the first part, which is why you're just 7x'd or whatever the number is, 6x'd,

right? You're 6x'd in a year, following the do more advice. And you still need to keep doing that volume. I want to be clear. But the thing is, really tremendously large businesses... Get really really big 95% of the time because of one thing which is that they have well down 95 they 100% of the time they have one thing which is a compounding vehicle so they have something that compounds onto itself and so virality for example

is compounding right and so brand itself is a Compounding vehicle media because people tell other people who tell other people who tell other people and then that's how a brand compound So that's one way now given the nature of your business. You're not gonna have a viral I don't think right, you know, I don't think you're gonna be like the I'll just leave it there. The main, yeah, your B2B, a high ticket service, like that's not

your game. But the key is going to be how do we make sure that dentists never leave? That is now your mission. Because if you did, whatever, $9 million in sales this year, because you were at one and a half last year, right? So you've pretty much done almost all that growth this year, right? So the key is if over the next five years you did no more acquisition, but every year you do $10 million a

year in sales, right? It's just that next year you're at 20, right? And then the year after that you're at 30. And the year after that you're at 40. And your margin is disproportionately growing because you don't have a huge amount of op-ex. That's the game we need to get to now. That's your next level. But how would you do that Alex? Because right now I'm getting, I can see the pressure on the sales team. I

can see that there's the kind of not listening away as well. It's hard to, I guess, manage the sales team when there's more ad spend. I want to spend more. I want to spend... Well, I don't think the answer is spend more right now. The answer was spend more when you came. That was the answer. Right now, the answer is not spend more. The answer right now is you have to keep the people you're selling. You

have to keep delivering on them. You have to keep them happy. You have to reduce churn. Alex, at what point do I know that it's a sign now to move into a different location and then aggressively scale locations and as a dental group? That's also something on my mind which I don't know. Wait, is this out of four walls right now that you got the nine million? Yeah. Oh, badass. No, okay. Yeah, we've got one more

room available. Okay, I heard, heard, heard. No, I think you're actually, now that I understand that last piece, yeah, you're ready to open a second location using the same model. You're good. Okay, keep doing that. I'm glad we got there. So we still, we have 55 seconds to spare, but that's, yeah, sorry. I misunderstood. Yes, 100%, four walls. You need to add another four walls. I'd go across town so that you don't, you have as little

crossover as possible with the ads. And the thing that you have to be careful of is backfilling the talent who's required to, you know, start, you know, pop off that next one. And with the sales team, just some advice there, Alex, like how do I get a solid sales team here to handle inquiries and make sure no show rate doesn't go through the roof? Because that's what I'm— Well, dude, you just got—so follow the lead nurture

playbook that's coming in the mail, right? Like literally follow that to a T, number one, before you do anything. That's number one. And then from a closing perspective, one of the key parts, and this is for everyone who's watching too, is that— The more I've studied sales, I feel like it's like the mid-wit meme. I don't know if you've seen that. It's like, you know, really, you know, just ask more times and, you know, don't bother

them. And then at the end, you know, then there's all these like tone and pacing and blah, blah, blah. And then at the end, it's just like, just ask more times and don't bother people. That's really what it comes down to. And so basically, we need to have a very straightforward script that anybody can learn. And so it's how can we decrease the complexity of the sale, remove as many variables as possible so that there's... So

it's easier to onboard and train reps and grade them because the more complex it is, the longer it takes to train them, the longer it takes to onboard them, then the harder it is to basically manage their performance. When it's like you have five questions to ask and you ask them in this way and you ask them in this order, it makes it significantly easier for somebody who's not as skilled to still succeed and that makes

a better business model rather than have a business that requires exceptional salespeople to succeed. - Thank gosh. - Okay, but in terms of how do you find sales people, it's the same for every business. You're gonna have to recruit hard. And you wanna think about your acquisition channel for getting sales people the same as you think about your acquisition channel for getting customers. Same concept. You're gonna advertise, you're gonna have an offer, you're gonna work the

leads, you're gonna interview just like a sale, same, same. It's just that that is now becoming the constraint of the business is that you need more sales people so that you can open the next location which then can double the business or whatever. - Amazing. - Okay. - More than that, I got it. Yeah, follow. TikTok. TikTok, what? Layla just walked in. No, I think that it's more that you want to demonstrate that you've done some

level of personalization for the prospect. that makes them want to get that value. So it's less about bribing them like the term itself. It's more like what does someone like that really want? It might be something that gets them out of pain or something that absolutely guarantees that this is going to actually solve it for them. But we want to show that. Okay. I appreciate you man. Congratulations on your success this year. Thank you. Thank you.

All right. You bet. All right. Bye. All right. We have the great, the great Layla. The one, the myth, the legend, actually the legend is way better. The legendary Layla. The legendary Layla is in the house. And so we're doing, this is our special edition because we just hit. No, we're just going to call single book buyers. That's one, yeah, right. That's the, we just hit the milestone. Okay. So we're calling single book buyers. Okay, so

do we have, am I getting some? Yeah, so they're texting too. Oh, there we go. Okay, great. So Brandon Spry, you're watching. We're calling. We'll see, Brandon. You just bought a book. And so that was, we hit this milestone. And so we're going. Brandon, we're on the live. Hi, Brandon. You bought a book. You donated a book. Thank you. Oh, my God. We appreciate you. Yeah. Oh, my God. I was just watching the live. Did you

stop watching? Seconds ago. Seconds ago? Oh, I lost you. I lost you on The Dentist. That's what did it. Yeah. That's just, well, you want proof. You just want to ask to open a new location. Yeah. Yeah, there you go. No. I love it. Oh my gosh. Well, really great to meet you, man. Well, appreciate it. How can we help? We got a minute or two. Let's do it. How can we help? Yeah, let's do it.

So I'm a closer. I'm going to bore you with that, but I'm really trying to help. I work for an offer right now, and their show rate is terrible. And really great. It's honestly the best offer I've ever worked for. Well, you haven't worked for us. Dude, I just had a group reach out to me. It was like, hey, I was just looking for a closer. And I was like, I don't really trust you. Like they

do it themselves, right? That's actually correct. Yeah. Yeah, you know how it is. Yeah, I do. But yeah, this offer is great. They scale plumbers, and they're so good, and I just have so much conviction for their offer. Yeah. And our close rate is great, but I mean, you obviously have closed way more than me, and you know that if the close rate is too high, there's a problem. Yeah. And part of that is our close,

or excuse me, our show rate is 20%. Yeah. close rate is insane so you know we get three calls a week and we'll close two out of three we'll get uh five calls a week we'll close three out of five or four to five yeah you mean that actually pick up is that what you're saying not scheduled yes exactly and um yeah a couple things and i'm an amateur no you're good you're good so there's there's

probably a handful of issues that are actually happening prior to so like sometimes it's an uphill battle like if you're like I'm calling the lead immediately. I'm calling him 10 times within the first three days and I'm calling him twice in the first five minutes. You're doing all the fundamentals, the basics. If you're doing that stuff and you're still not seeing increases in show rates, then it's usually things that are happening prior to the scheduling. Okay.

So that means- You don't like to do the selling stuff? Exactly. So basically there's insufficient friction likely in the funnel. And so as a result, basically, if you remove too much friction, then what's happening is that it's so easy to book a call that you actually have fewer total shows. And so your metrics, it's kind of getting into the vanity metrics game of like, look, we got 100 calls scheduled. It's like, dude, it doesn't matter. We

only care who shows, right? And so being willing to say, well, we doubled our cost per booking, but our show rate, because you're at 20%, it's like our show rate went from 20 to 60. So we tripled our show rate, but we doubled our cost, which is still a 50% increase. Right? Yeah. So I would look at the application, number one. I would also look at, like, so is it just straight to booking or how's the,

I can't see the funnel, but like, is that the, like, how's it working? No, I can't see it. I mean, the funnel's changed too much in the last couple months. So at the exact moment the funnel is for booking, an offer or promotion we're running and then it's also just like hey if you want to scale up book a call and then it's very basic info you know name email how many people are working your company

what's your revenue and then and then it just goes straight to hey no don't miss your call and it's basically a 10 second video of the owner going hey this is let's change the life oh that's the that's the VSL yeah basically no no no no you need like a five or seven minute VSL So the proof checklist, which is tell your owner to go buy that, but donate some books by the end of the day.

But the proof checklist basically help you script out the VSL because you have to, right now like the symptoms you're expressing are things that are, I mean, all of this is in the sales system. So you've got the lead nurture process and you've got the proof checklist. Both of those things are the things that are missing, which is why you're having so few show rates or the show rates so low. The fact that you're closing is

great, but I would bet you that if you put in that basically more proof on the funnel and the VSL itself, which typically the way it's gonna be is gonna have proof promise plan right at the beginning of the VSL. So like, how do you know we're good? Or sorry, what's the promise? What's the plan of how we're gonna help you do it? And then what's proof that I know that you're legit? And then we walk

through the four step belief breaking, which is like, okay, what are the four things that people struggle with or like why they object, right? And so it's like belief one, two, three, four, and then we order this and you'll be able to watch this live stream later, so I'll just talk fast. So it's what they believe, why they're wrong, what's right, and then proof. And then that stack of that four steps, you do four times, so

it's basically 16 pieces to that VSL, and then you CTA at the end whatever the next step is, which is like, hey, text us back this thing. And then when that person texts you, Then what we want to do is personalize the roadmap that we're going to show them so that they're like, "Oh, they actually did some work for me ahead of time." it's just like i mean just like plumbing it's like oh we actually you

know i looked i pulled up google maps and it looks like you know your home was built in 1971 they were usually using these types of pipes at that point um and so i'm going to bring the stuff that's actually going to be able to fix this i'm able to do this even faster for you they're like oh wow that was impressive so like now the question of you not showing up or like i'm using a

home services example but like the question like vanishes right so like oh wow they like really understand my business and so i would if i were you the salesman we have to install those two playbooks but in addition to that i would if i'm you i would basically do little mini ai research zapier or make.com automation whatever uh to get a full breakdown of that business the reviews they have what people say you know some of

the employees at the business like like imagine like hey so i know tom and you know gerald work for you um do you have any issues with they're like holy like it's like you want to blow them away but with automation and ai now you like you can do that really really well All right, I got to call the next person. You got to go. That help? Free calling, free calling. All right, man. Nice to meet

you. Nice to meet you, too. Appreciate you. Yeah, cheers. Yeah, bye-bye. All right, bye. Tick-tock. Tick-tock. I know, I know. I get carried away. You know what I'm saying? You got to call these buyers. Yeah, yeah, my bad. I have some special numbers that I've been given as well. You want to tell me what it is? Come on, Ed. I need that special number. I'll call Santiago first. All right, call Santiago. And then we'll call this

special number. Okay, Santiago Huerta. What if we drink call them instead? I don't even know what that means. Like wouldn't it be funny to be prank called by yourself? What? Yeah. You didn't do that in like high school? No I didn't. I didn't. So lame. Your call has been forwarded to voicemail. Ooh, tough one Santiago. Why don't you leave a voicemail? Well it's gone now. That's so rude. He doesn't know. Leave a voicemail. The opportunity of

a lifetime just passed him by. Okay well I'll leave a voicemail. Fine you leave a voicemail. Uh Nathan? Yeah. What's up dude? You're on Hermosy Hotline. What's up? How's it going? it's going good all right rock and roll we have like two minutes because i'm calling people who bought books so we're doing it right now how can we help sales manager for uh oh that's crazy i'm a sales manager proactive maintenance company we are launching a

new software with sensor capabilities and an ai platform and yeah just was buying them see how we can enhance yeah enhance that above all your other books and yeah just try not Sell some stuff. 60 seconds to ask a question, Nathan. Yeah. That's pretty much it. Well, I mean, I can just say thank you. Yeah, honestly, yeah, this is a crazy honor. I'm like a huge fan of yours, dude, and yeah, just love your stuff. Well,

I'm a huge fan of yours for putting in the work, man. Chopping wood. Yeah, we appreciate you. Thanks for supporting and buying a book. Yeah. Absolutely. My pleasure, guys. I appreciate it. You bet, man. All right. Well, hey, have a good Monday. All right, later. All right, bye. I always, like, wave at the phone. I don't know. That's my own thing. That's old man. Old man mosey. Okay, do you have a special number? I'm waiting on

a couple of them. So let's go. All right, we'll go with Alex. Alex. Oh, there's not enough room in this live stream for more than one of us. Not enough room in this live stream. Do not hang up. Oh, you want to leave that. Okay. Layla's going to prank call. Can you imagine this? I know. Dude, do you guys remember when you used to do Hot or Not? You remember that? Dude, what did you do growing

up? To be fair, I went to all-guy school, so Hot or Not was not really a thing. Tough. Tough, Alex. But this is Layla and Alex Hermozy. What's up? Saying hi. Hermozy hotline, but you missed the call. So I said we have to leave you a voicemail. I feel like this is worse than not getting a call. I feel like getting a voicemail, it's worse than just not getting a call. I don't think so. God, it's

terrifying. Well, Alex, thank you for grabbing a book. And we wish you all of the fortune that comes from everything in this context. Thanks for supporting. Yeah, appreciate you. All right. Okay, awkward was that that I don't think that was that awkward. I don't think I was awkward at all I thought that was friendly. All right, do we have another one? I don't know. It's taking this number so long. All right, fine. All right. Well, I'm

gonna call the next one. What? I'm gonna call this one. Yeah. All right. We don't even know who it is. Carlos. Hi, this is Carlos Rodriguez. Please leave your name in the chat. Wow. What should we say? Leave him something inspiring. Something inspiring. Leave no doubt. Be one of zero. This was Hermosy Hotline and we missed you because you just grabbed a book and you're probably on the live stream and I don't know, you missed it,

but we love you and we appreciate you supporting. You love him? Well, I was like, calm down. Jeez. Jake. Come on. Get out of here. No, no, no. I'm sorry. Oh, shit! Oh, shit! Oh, shit! Oh, shit! Dude, he's saved by the bell, dude. My finger was hovering over that hang-up. All right, dude, how can we help, man? Okay, so who, what, when, or why? I'm Carlos Rodriguez, Stanford PhD research student. What do we do? I

make medicine, so I'm working on creating new treatments for leukemia, trying to get rid of chemotherapy and radiation to help treat people with blood cancer. Cool. The problem that I'm having... Yeah. Okay. How much you need dude? How much? I'm thinking $2 million would get us to the finish line in monkey studies by the end of this year, possibly middle of next year. Got it. So how big is the average grants? Do you just normally get

one grant or multiple grants? We normally apply to three or four grants. On the high end, they can be $10 million. You get that once every decade. Or the more sustainable version is one grant every year or two. And that keeps the lab running and helps pay for the staff. Yeah, heard. So my thinking process is that this is, I mean, believe it or not, this works the exact same way as closing a deal. You know

what I mean? Okay. And so I think to me I would hear this and I don't know if Leila you can jump in but like insufficient volume of like okay we're applying to three or four it's like how do we apply to like 300? Like I try to solve that question like what would it take to guarantee that this doesn't fail? And I just I do that. I know that sounds incredibly violent but hopefully this launch

was like a little example that I try to walk that talk like I just like I just like how can we max maximize the likelihood of success? Okay. But I mean, you said you only applied to three or four, like, could you do like 30 or 40? Because the alternative is that you'd lose the research, right? What was that? Well, the alternative is you lose the research, right? It stops. That's right. Right, so to me it's

like life or death. Right, it's existential. Right, so to me it's like, all right, well then, again, what would it take? Pull out all the stops. Yeah, we pull out all the stops. If it's like this or die, then it's this. Right, well, I guess we don't. We have maybe... A year of funding left, maybe less. So yeah, it's do or die now. Shifting everybody's focus from the research that we do. We have a body of

research and results. But it's going to go to waste unless you get the grant. It's going to go to waste unless you get the grant. So the constraint of the system is cash flow, and the way to solve that is through volume of outreach, volume of applications, literally to get grants. Are there other perhaps creative strategies, I don't know, crowdsourcing funding for research that might be able to... There totally is. I would just say, I always

operate from find the highest likelihood path and then make it unreasonable that we wouldn't succeed by doing so much volume on the highest likelihood path. And so if you already know how to do grants and you've done multiple of them in order to get grant money, then I would say, well, if we 10X the amount of volume, the likelihood that we are successful. So let me ask this differently. If you were to... do 30 grant applications,

what do you think the likelihood, if all 30 were good, that you'd get the funding you need? - I'd say pretty good. - All right, well to me it's like, I don't even have another question. Like to me it's like-- - It's just the time it would take to-- - It's a two point. - Yeah. - The time it would take to figure out a different strategy, it's just the same as a business. It's like, all

right, we wanna figure out a new funnel right now. It's like, no, we wanna just see, ruthlessly pursue making the old one work. That's it, man. It's just ruthless. Well, if it's like if it's like, oh, the team, it's like, well, we can't stop the research. It's like, well, the research is going to stop no matter what, unless this gets solved. So like that's that. But all right, dude, I appreciate you. Thank you for grabbing a

book. Yeah. And also just respect what you're doing. Yeah. Respect what you're doing. Thanks for saving lives. All right. All right. - Alright. - Wow, so discreet. - Alright, we're doing, so, alright, Santiago. Santiago Ramirez. I don't know. Tyler Mars, that just popped up. Alright, Tyler Mars, it's you, you're up. - I'm sorry, the number you dialed has calling restrictions. - Tyler, you didn't read the caller, oh fine, go for it. - I got one, I

got one. - Okay. These are hot, hot dials. The weather is hot. What? I just decided to call. Oh, well there you go. There's no overhead mic. You're good. Or overhead thing. Cameron. Cameron! What's up, man? How do you know who this is? Oh, I'd say we've known each other since we were probably three or four. Cameron, what's up, dude? Hey, Cameron. What's up, man? You ass. Okay, so... Well, you're on our Mosey Hotline. How's the

physical? Well, how's your new baby, man? You got, you got? Oh, good. Yep. Good. Yep. He's, he's, he's doing great, man. Having two girls is, is wild ride. All right. Alex knows what that's like. Having two girls? Well, you know, anyways, it was before, later. Um, we're running on fumes here cameron okay okay talk to me you guys i mean i've got to be riding on straight caffeine at this point oh yeah i don't even drink

caffeine well i just downed a whole anyways so tell me what the business meant what can i do so physical therapy are you guys are online uh what yeah what do you tell me what you're doing right now uh so uh yeah we had started as online we moved into two sublease brick and mortar spaces okay i've been doing concierge mobile stuff Yeah. Yeah. Got it. Yeah. Okay. Okay. And this is brick and mortar, right? yeah

yeah I got it okay so what are you doing for Legion so we do meta ads so Facebook Instagram ads okay about 60% of our lead generation is word of mouth either through our patient base or through like um yeah referral contests yeah heard so but 40% comes from ads so I mean right now the limiter to grow like how much more how many more patients can you take before you're at full capacity at the location

That is the problem is that we have these two subleases that just don't really allow for us to grow. And so like it's been kind of stuck in this cash flow problem where it's like I'm not able to generate enough to move out of this. So I wonder if you have a pricing issue. Yeah, so we increased our price four times over the past year and a half. Love this for us. And so our single visit

rate is $279,000. So, and then we offer most of our, we try to not sell one-offs. So we do packages. Yeah. We have two different ones that we sell. Okay. What's the price point? The low one is $2.39 a visit. Sorry, $2.19 a visit and the other one's $2.39. And you're selling them as bundles though. You're selling them as solutions, right? - I mean, we're not marketing it that way. We market it as the plan of

care, but I mean, yes. - Yeah, so they come in and you're like, it's gonna take 12 sessions, so it's gonna be $2,400 or whatever though, right? - Yep. - Okay, got it. Do you have care credit? - We do not. - I would set that up. - We do have a financing option, I just haven't been using it. - Okay, well I mean, if you do, typically you'll get a 30% lift in revenue when you

have a good financing partner. That happens kind of across the board, especially if you're in higher ticket stuff like yours is, and yours is something that there's plenty of lending partners that do stuff for health, you know what I mean, since you are a doctor. So if you have the option, which you do, I would use it. And if no one's even needing it, then to me you still probably have some room to increase price because

if you're, Like you're struggling with cashflow, which I'm not entirely like, so you've got these, you have multiple locations right now that are subleased. Yeah. So, uh, because Lindsay's in pelvic health, that niche, so we're, we're the two places we sublease are multi provider practice areas. So it's birth specialty workers. Yeah. Um, so that's where we get like a shit ton of our referrals from. And, uh, why not specialize in that? Why not specialize in that?

Cause I feel like it's gotta be, I So the only reason I'm even going back into treat is just to like bump our cash flow up. Okay. So you got to do what you got to do. Okay. Right. Yeah. It's not like what I want to do. Okay. But yeah, it's just so we can get somebody, so I can get a little bit of cash so I can bring someone back in. Okay. Yeah. We were just

like getting crushed by the... Okay, so basically usually to drive more cash flow But it's the ultimate escape path like waiting till these subleases go out or like what? Okay, well that sounds nice but you said she's doing well online, right? So - I would say the vast majority of the demand is for in person. - Okay, good to know. All right. Even from like your Instagram stuff? - Yeah, I mean, we haven't been pushing the

online stuff. I can, I definitely can. - You said she's in pelvic help, like pelvic floor therapist? Yeah, she's a public floor PT. Yeah, that's why it's in person. It's a little tough on one. Yeah, okay, heard. Got it. Well, it's not... Okay, maybe... So fundamentally, we just need to make more money, and the way to do that is that we have to get more people in, add financing, raise prices. Do you have any kind of

VSL that people watch prior to coming in? No, but one of the guys in the mastermind I'm in sent me his... Yeah. Yeah. Well, like that, like right now you, you're selling 2k plus packages and you're doing it without a VSL and without financing, which means that you probably still have room to go up price wise. Yeah. Right. So you've got to, like, people who are coming in for that are in screaming hot pain, from what

I understand. And they just had, like, a traumatic event or they're about to, you know. I would, like, I would raise the price, man. If cash is, like, if you're closing 95%, and you don't even have all the sales stuff in place for the right sales motion, then you probably have at least a double in that. - So, yesterday you were doing one of these calls and I forget who you were talking to, but you said

something that was really intriguing to me. - Okay. - It was a little bit different from the model. The guy was doing SaaS stuff. - Yeah. - One thing that he talked about was that we had a Yeah. Yeah. Yeah. Yeah. - If you just come into this-- - That's the decoy offer. That's the decoy offer in Money Mom. - Like, you know, 1500, 2K a month. - Yeah, that's the decoy offer. That's what it is.

So they come in, you say, hey, this thing's $6,000, or if you just become a member of our Pelvic Platinum Club, Platinum Pelvic. Who doesn't want a platinum pelvis? Right? And so then we'll give you this $6,000 gift for free if you just join our club. Right? Obviously not club, but you know what I'm saying. Like the membership. Right. So either or is fine. Like if you want, you don't want to do any continuity, no big

deal. You can just pay $6,000 today and we'll take care of you. Or we'll just give it to you as free when you join. The goodwill on that offer is crazy. Right? And I mean, it crushes, it goes like, and the way that you do this for everyone who's watching this, by the way, is you can balance how much cash you get up front by the price discrepancy. So I go over the metrics inside the book,

but basically there's a price premium of 30% 'cause we ran this test. People are willing to pay, basically when you're at parity, meaning 50% of people will go into continuity and 50% of people will just buy the one-time thing, is when the one-time thing is priced at 30% higher than the recurring. So let's say it's two months is the duration of your thing and your membership is, let's say, $200 a month. So $400 is the membership

price for eight weeks And if I sold an eight week thing and I sold it at $550, I'd have the same number of people who take 550 as 400. So that's the 50-50 split and you'll have more front loaded cash. If you want more people in a membership, then you just basically keep jumping it by 10% each until eventually no one takes the front end thing and everyone goes into continuity. That's the idea. But the goodwill

on that offer smokes. It's great. People love it. And then you can combine that with the waive fee offer, which is in the continuity section, and just say like, hey, if you cancel before this period, you gotta pay that. And that's the way we do it. - Love it. - Cool? - Yeah. - Rock and roll, dude. Appreciate you. Congratulations on the kiddos. - Thanks so much. And congratulations to the both of you. This is monumental

fee. - So Cam and I went to, for anybody who's watching, we went to, where did we go? We went to middle school. Middle school together, but we were neighbors. And so from Baltimore, you can hear the Baltimore accent. You know, I've been told that several times, and I still to this day am like... Dude, you have like a deeper Southern drawl than the last time I talked to you. Maybe. Yes. Okay, well, dude, I got

to hop on these other calls, but I appreciate you, man. Of course. Thanks so much. All right, see ya. All right. Hermosi Hotline. Next up, we're going... Oh, shoot, we're about to hit our next... No, no, no, we're good, we're good, okay. Well, we have our next milestone that's at 3.3, by the way, guys, so, which I'll read. So yesterday, I went over 15 mechanisms inside the Money Models books. That was the whole presentation of the

Money Models system. But inside the Lost Chapters, which is that guy, which everybody who showed up live on the first day, are you displaying it? Thank you. There you go. So everybody who showed up live got a free digital copy of this. This will be for sale after the event. So anyways, that was just my thank you for everybody who showed up live for the actual launch. But inside of here, I have some of the other

mechanisms that I cut out because they're like maybe too niche or too advanced. And so we'll do a little reading when we hit 3.3. All right, so just look out for that. Yeah, we got special stuff. Yeah, we got some special goodies. Okay, so who do we call next? Who do we call next? What name do you like? Okay, so we just got a, let's get a hot one. Okay, Joseph, Fit for Life Academy just came

in. All right, 800 bucks. Is this single book farmers? No, this is 800. Okay. Okay. I thought we did it. Hey. Oh, damn. That was a speedy Gonzalez on that one, man. All right. Well, Joseph fit for life Academy, 600 K revenue, 300 K profit. Shoot. Talk to me. Got five minutes. Thanks, man. I appreciate it. No, dude, I'll take it. I'll take a thousand birthdays. Cool. Okay. Where was I going with this? The main goal

right now is to be able to double the business over the next six months. Sure, okay. I think the simplest strategy is to get from, we're doing 12 to 15 new clients at the moment at a $3,800 price point for six months. It would be to double the amount of clients that we're getting per month. Okay. And using your principle of just More. Doing more of what's already working until we get to a million. Love this

for us. Our general funnel is free lead magnet, which is an e-book on the front end on social media. Okay. 100% organic. We don't do any paid. Okay. That goes into a DM setter flow in the DMs. Okay. And then they book sales calls. Okay. So the DM setter is setting about 10 to 15 calls per week at the moment. Okay. Yep. And we're getting about 200 new leads per week. Okay. My thought process to double

leads would be I can't do double the content because I already create a good amount of content. I would love to be able to start running some paid ads simply because we get a lot of unqualified leads from overseas, India, et cetera, that can't afford our service. Well, how much content do you make right now? Pretty much daily across all platforms and then one long podcast and one long YouTube per week. Per week? Okay. Yep. -

I could double down and I do want to, it's bandwidth at the moment more than it is. - Okay, so this is what I'm, so go ahead. - We're gonna say the same thing. - Actually, I don't know if we will. I don't know if we're gonna say the same thing. So instead of doing twice the volume, what I'm going to recommend is that you spend twice as much time on each piece of content. - I

would say I feel like I have the content dialed in pretty well. Like that's what I would say I'm most skilled at by far. We have close to 400K followers on Instagram and We probably get on average about 50 to 60,000 views per video. How much time do you put in each week to make content? Probably between 10 to 15 hours of my week goes towards content creation. And that would just be scripting, recording. We have

an editing team that does all of the editing and posting for us. Do you want to just post twice a day instead of once a day? I mean, I'm thinking like how do we deconstrain him in the content creation process and then do double the content with half the time? - Most of it comes from doing research of seeing what sort of formats are doing right now. - Yeah, hooks. - Hooks, exactly, yeah. - So you

do a lot of that research? - I do 100% of that. - Oh gosh. - Yeah. - I don't know the last time, I don't even scroll content. - Yeah, so that's something that you can for sure get. You can literally automate that task now. - Okay. - I think, honestly, I think a lot of people get really caught up in the content creation process and think like, especially because it's you and it's a personal brand

often, it's like, who else can do this but me? you have a system and it's just a matter of being able to write it down, explain it to somebody else what your system is. And now with AI, it's easier than ever so that they can do those pieces for you because I mean, you're gonna say better quality of content, correct? It's like if you want better quality, essentially to get better quality, you have to put in

more time, but you're already putting in a decent amount of time. And so the first thing that you probably want to do is make sure that you're not spending so much time on content. So how can you cut in half the time you spend? I was spending a lot of time scripting mine and then I just stopped because I was like, I just can't even make content if this is what it is because I have to

run the business. And then what do you know? It's actually doing better now that I have other people helping do it. Gotcha. And so I think that that's probably the biggest unlock for you is getting that off your plate. And honestly, we know a lot of the biggest content creators and they do not do their own scripting. Gotcha. Or research. I would also say it's what I enjoy the most. Like I enjoy creating content. That's how

I started. So I enjoy that aspect of it. And what you're saying makes perfect sense. And one thing I have been in the question I originally asked, one of my big bottlenecks is that we've gotten to the point where Yes. Yeah. Start running some DM ads and just get a second DM center, double lead flow, get one or two sales closers. And then that be the simple, at least in my perspective, the most linear path to

25 clients a month. Do you, when you're running a DM flow right now, is the, at the end of every reel, are you saying like, you know, DM, PDF or DM? Every single video and stories daily. I just feel like that also overwhelms the audience. Well, I'll say this. I don't know if it completely overwhelms the audience because a lot of the reels are going to new people. So they've never seen you before. Also, are you

posting like many, many times a day on trial reels? - No. - Okay, so right now trial reels are 100% guaranteed new audience. So what I would do is look at your sort by best reels of last 12 months, right? And then you're gonna get, call it your top 20 or top 30 of all time. And I would post all 30 of those every month. You can even post like two of those a day in addition

to your existing post and post those straight to trial reels only new people see them and Then it's still like honestly if you did nothing else from what we're talking about right now Just do that and you'll probably get like you'll get us You'll get a noticeable boost and as long as they let you do it I would just be you I would be milking the hell out of that. That makes perfect sense cool Would you

encourage the ad strategy? I want like real talk I want to figure out how to make the concept better like just being rude because like I think that when you start running ads one of the issues are gonna have you go straight to DM is that like they're gonna be really like they're not gonna be nearly as warm as the people were doing it now well if it's retargeting okay but if it's retargeting it's not gonna

be the the end the number size is not gonna be high You know what I'm saying? - Makes sense. - Okay, cool. I would do aggressive volume on the trial rails as thing one. And I, me personally, I would see how can I spend more time on the content? And that means that how do I eliminate all the other stuff that are lower leverage on the content so I can still maybe spend your same 15 hours

or 20 hours, but on the higher leverage work so that you can still make it better? 'Cause that's the long, long term is that you just have to keep growing the brand. - Oh, that makes sense. - Yeah, 'cause the ads is just gonna reach further into the base that you have into slightly colder people. Unless you have a true cold conversion mechanism, which right now you don't and to me the risk of trying to figure

that out right now Wouldn't be my first bet. Okay? The last thing I will definitely say is that we do have a pretty strong brand. Socials are probably growing around 6 to 8k per month in terms of new followers. And at what point would you say turn on the ad switch where it's like have that supplement their organic content? I just, what do you think? Not while you're selling. well not while you're selling yeah i just

look the thing is it's like hard for me which is like i prefer if you can to hire ahead so that you don't have to turn down because what always happens is people turn up the lead flow and then they're like well i can't take any more calls or or you say i am going to take those calls and then you drop the ball on your content yeah and so i'm just looking like let's create that

excess capacity so that when you get more lead flow you have something to catch it yeah Yeah, and in the process at the moment, I'm in the process of hiring two sales closers, so this all makes sense. Okay, rock and roll. Thank you for donating, Bookman. Thank you so much. Appreciate you. Of course, thank you. Bye. All right. Oh my gosh, how many copies are we away? We're very close to 3.3. I think the team has

a present if we hit it. Oh, really? Well, let's do a... For anyone who's tuning in right now, we're calling people who are buying books and donating books. And so that's what we're doing. Okay? Randomly. Randomly, yes. So who's coming in? I have so many notifications. Okay. Who we got? Who we got? Who we got? Who we got? Let's do... What's this? This is... This... Okay. Oh. Oh, shit. Okay, wow. We just hit 3.3. Okay, so

we hit 3.3 million. Yay. Yay. Huzzah! Amazing! Yay! So now I'm going to read an excerpt from the "100 Mid-Night Lost Chapters." And when we hit 3.35, I'll be randomly selecting people who donate 200 books. So as soon as we hit 3.35, I'll be calling immediate. I'm just shifting the list of people that we're calling based on who donated books. And I'll be signing a personal copy of 100 Million Money Models for 10 of you guys.

Okay? So at 3.35, stay tuned for that. We're going to be signing books now. Oh, we're signing them now? Yeah. Oh, good. Okay, here we go. So we're signing books now. There we go. We got it. Let's rock and roll. Okay? So, uh, we have... shit. Oops. Something broke. It's okay. It's a livestream. Hey, this is real! Alright, so, sign this guy. He's real! Oh. Well, they got a blue one. This is a special edition blue

one. Well, whoever gets the blue one, you should kiss it or something. What the... Just unhinged. Uh, A and L. This is what they cut out of my YouTube videos. Okay, that's that one. Okay, why don't you call somebody else, I'll sign. What if I call and they think I'm you? Oh, God. Wait, you have a lovely singing voice. When we're at hotels and I call the front desk, they're like, oh, Mr. Ormosi. I'm like, Jesus.

It's Mrs. It's Mrs. Dio. All right. Appreciate you guys. 3.3. Yeah. Thank you guys. You guys are awesome. Honestly, I'm excited because then I know that over the next 12 months, so many entrepreneurs are going to get bucks and it's like, it's the coolest thing. I actually have to wait because we have a surprise for you once you do this. I'm not going to call you. You can't call one? You're just going to have to talk.

Just call one. Do like a 60 second one. 60 second one. Do a 60 second one. They want a 60-second one. I want a 60-second one. Oh, Layla signed two. That's the request. Also, I saw somebody ask in the chat, Lost Chapters comes Tuesday morning. So that's tomorrow morning. It's via email. It's digital. And basically, anybody who gets a book gets the digital stuff faster. All right. But yeah, so. I signed one. You signed one? That's

so kind of you. All right. Just unhinged. Just absolutely insane. Okay. This is what I deal with. Just such a simple request. I was like, just call somebody. She's like, I don't care. I don't need you. You need to sign them faster so that we can get back to these phone calls. Well, you know, normally I have an assist here. And then maybe we can get in the most recent person who purchases to call. Could we

do that, actually? All right, hold on. Could you guys text me the number for the person who called? Could we get the person who just bought at the 3.3? Is that possible? Somebody just text me the number. Yeah, so we have this feed on our phones of people who are buying books. The book looks super thin. Oh man, you do not know how much stuff works, do you? First off, a book like this, if I were

to cut it in half, it would be twice as thick, which is what most books are. I also put... Oh what's this? What do we have going on here? I don't know. It's somebody's birthday. Oh, God. Yes. The things I deal with. All right. Listen, we don't get to hang out on your birthday, and so I wanted to make sure. We're hanging out. We're talking business. This is all I want to do on my birthday. Guys,

are you going to sing? I'm not singing on live air. Happy birthday to you. There we go. Happy birthday to you. Happy birthday dear Alex. Oh God. Make a wish. Oh, make a wish. Oh, okay. I hope all you guys grow your businesses. You can't say it. Oh, you can't say the wish? Otherwise it doesn't come true. If only I believed in these things. So, okay, I won't wish for you guys to grow all your businesses

and accomplish all your dreams. That was disgusting. That was the wettest candle blow I've ever seen in my life. Nobody eats this. Yeah, I feel bad. There's like literally spittle everywhere. Yeah, that's on me. That's on me. I'll take that. I take that one. That's on me. Okay. All right, who are we calling? Yeah, who are we calling? Okay. Oh, you've got to read the lost chapters. Oh, I've got to read the – yeah, you're right.

Okay, lost chapters coming up. Okay, I'm going to be – listen, can we put a poll in the chat real quick? I want to see which one they want to – I'm going to read a couple names. Just put one, two, three, or four. I'm going to say four. I'm going to say four different chapters from the lost chapters. Okay. Also for the gentleman who was like, that's not very thick. That's what she said. You think

I'm unhidden. I'll be back. Layla will be back. Okay. So I'm going to read the table of contents. I'm going to pick four different chapters. Let's go. Gosh, there's so many mechanisms I have in here. Okay. Free pick your price. That's an attraction offer. Pick your price. That's number one. Number two is going to be a discount plus one-time fee. That's number two. Number three is going to be freemium. Three is freemium. And then number four

is, let's see here. Let's do lifetime upgrades. That's number four. So which of these do we want to do? One, two, three, or four? You guys can vote in the chat, which is French for chat, by the way. Le chat. You guys can write that one down if you want. My feed just cut out, so I think that we're still live, correct? Yeah. Just the TV died? Okay, got it. It's back. Okay. It looks like we've

got... Pick your price number one, yes, is winning. Pick your price is leading the way. You guys are casting votes. I'll stop it at a thousand votes and then I'm gonna go. So we got 700 votes. We got 800, 750 votes. All right, cool. It looks like pick your price is gonna be the winner here. Okay, so we're going with pick your price. All right, I'm gonna read the story time. Story time with Alex. Okay, pick

your price is on page... Do-do-do-do-do, 97. All right. You guys rock, by the way. Okay. So, this is an attraction offer. Okay. Pick your price. So, this is the visual for it, by the way, which looks nice and cool. I don't know if they can zoom in at all, but that's the visual for the chapter, for pick your price. This is in the Lost Chapters book, by the way, which is free, because... I like you guys.

Oh, sorry. It's free for the people who showed up live. Sorry. It's $29, which we'll make available for other people. But everybody who showed up live will get one of these bad boys. All right. So let's read it. June 20th, Austin, Texas. I could see the Texas heat bouncing off the hood of the car as we drove. The roads were empty, not a car in sight. It was like driving through a ghost town, except the town

was our home. It was right in the thick of COVID. As Layla and I were driving back from the pharmacy for some goods, we saw a young girl on the side of the road frantically waving a sign. "Free car wash" is what it had on it. Intrigued, I said, "I wonder what the deal is. There's got to be something to it. Want to go check it out?" So Layla obliged my whim, as she'd done many times

in the past. She just knew how much I love going through sales processes, because I'm a weirdo. So I turned the wheel of the car around toward the girl and headed up the ramp next to her. So around the bend, we rolled our car into the main car wash. As we pulled up, a man stood out from his seat in the shade, and we came up to a stop and rolled down the window. He pointed to

a pricing chart and exhaled his spiel, which it became clear he'd already done hundreds of times already that day. This is what he said. "The standard car wash is 100% free, but we're accepting donations on behalf of the staff to help the guys feed their families and get through this. We would all be super appreciative. We accept cash, credit, and Venmo." And then he shut up and said nothing. I got the hint and took out a

$20 bill. Looking at the pricing board, it was more expensive than the most expensive automated wash they charge for even during normal conditions. He grabbed the $20, gave me a ticket, and waved me on. So I'm always pro-business and I always will be. I felt great about helping a group of working men. And that being said, it had a very different feel than any normal process. Normally we buy things and don't think much past the transaction.

In this instance, my purchase was funding something great, the American dream. As we went through the car wash line, I couldn't shut up about it. I was like, how great was that? Goodwill, lots of new business, cash flow on a high margin service, brilliant. I'm definitely figuring out a version of this for Jim's. And in the middle of COVID, our gyms began using this scripting in their sales process and it worked wonderfully. People who couldn't normally

close were able to get an average ticket of about $99, which is more than the average low barrier offer for like a boot camp or something like that. It was splendid. I'll give you the details about how to do it and how you can apply this offer like this to attract new customers. All right, so that's the story behind this. So here's the description. You market the promotional offer as free. When the person gets to the

checkout, you give them an offer to pick their own price. You'll explain the benefits of investing more, equating to higher investment in their own results. If they're after results, the more they pay, the more they'll pay attention. So here's some examples. So, if you had a lemonade stand, you would offer a free lemonade cup. The upsell is, but you can choose to pay something to help the families of the employees. As an additional bonus, the crew

offered to make a cup of hand-squeezed lemonade for anyone who pays or donates over $5. And we'll give you a pitcher to take home with you for any donation above $25. And give you three months of shipments for anything over 99 plus. Maybe this starts to sound familiar. Car wash. So it was a free machine car wash and soap. That's the free one. The upsell is, but you can choose to pay something to help the families

of the employees. As an additional bonus, the crew offered to wax anyone's car who donates over $30 and hand buff anyone who goes over $67 and do the entire interior of the car for anything over $99. You guys catching on how this works for whatever business you have? Here's weight loss. You'd offer a free 21-day weight loss program. The upsell would be pick your price, but most people pay $99. We give this just to the coaches

and their families. If you pick $99, we'll also give you an extra one-on-one call. If you pay over $199, we'll also provide our entire supplement handbook. If you pay $499, we'll guarantee you'll lose 10 pounds, and if you don't, we'll let you use that credit towards any service we have. That's an example of another one. So here's another example of a pick your price. So this is for a dentist. The offer would be a free dental

cleaning. The upsell, pick whatever you want to pay. Most people pay $99. Notice the way the phrasing works. Most people pay $99, which also gets them an extra XYZ or $299 for an extra VYW. If you had a coaching offer, it'd be like, the offer is free coaching and/or mentorship. The upsell, pick your price. If you pay $299, you will get the course that goes with it. At $997, you get six group calls on top of

this. The zero price comes only with access to the group. So, that's the concept. Now I'll give you some of the details that make this work. Okay, to further incentivize them paying, you offer bonuses for three levels of payment. So think small, medium, large. To encourage them to pay something more than zero. Ultimately, if someone doesn't want to pay for the first thing, you've got to give them the basic level for free. That being said, you

can and should still upsell them on other products and services during their time with you. This is similar to a limited free, which is a different thing, except instead of either or, You have, and limited free is what I called it in an earlier version. It became the decoy offer, but I digress. You have a sliding scale with no predetermined amounts, only rungs. All right, so this also has no max. People can pay whatever they want.

They can donate as much as they want. Now, you want to make sure that at the beginning of the sale you explain that you do have a pick your price set up and that the staff is offering some different bonuses. The staff is offering some different bonuses at different levels. but they're not obligated to pay anything. So it'll seem like they're paying the employees, not the business, which for some reason people feel way better about, even

though most businesses pay their employees. And so explaining that you're accepting donations and/or allowing people to pick their own price will avoid any awkwardness at the end. You also get the goodwill of the prospect being upfront. Now, when selling with that pre-frame though, you can and should hit the prospect hard with confrontational questions to ensure there'll be a good long-term candidate. This is especially if you sell like heavier services. So if you feel as though they

have no intention of staying, just weed them out. All right, so be genuine about this. This should feel a little bit more like an interview. So the types of clients, again, this is shifting more from transactional like the car wash story to a more relational type sale that you're going to be doing ongoing client work. Okay, this should feel like an interview. So the types of clients you want are the ones who willingly pay and are

appreciative. You want people who think with reciprocity. So this is the sort of mini test, this is like a little mini test for that. So ask real questions to gauge commitment level for their own good and yours. So examples. So are you willing to change the way you do X? Are you willing to stop doing Y? What if life gets busy? Will you stop showing up? Will you attend all of these appointments? So make sure the

thing that you're giving away for free has low operational cost so you can still give it to people without burning out your staff. All right, so save the higher operational cost stuff for the people who choose to pay. After you get to the end of the pitch, you'll outline what they get each level and then say, and this is key, we accept Visa, MasterCard, or XYZ payment. Which would you prefer to use? Then shut up. they

will then take out their card and tell you the level they want. It's hard for people to say no. Because we obviously attract with free and we deliver free if they so choose that. But we say, hey, many people do these other things instead and as a result, if you want, you can just get all these other benefits as well. And when it's framed that way where it's like, hey, the employees are chipping in and doing

this extra work, which is how businesses work in general, but for whatever reason, consumers feel way better about paying employees than a business even though the business pays the employees, whatever. That framing allows many people then feel like, oh, I'll do the most expensive thing. We're benefiting the employees, which is exactly what business does to begin with. Summary points: These offers can generate a lot of goodwill when done properly. People feel good when they buy them

because it's not a demand, it's a choice. So it pulls on people's generosity or reciprocity. People feel 100% in control of their own destiny and you can play up the fact that you're helping folks for free. It sets up a relation based on goodwill and sets the stage for future upsells. This is really key. It sets the stage for future upsells. Again, a money model is not just one of these, it's a series of offers. And

on top of that, the conversion rate is super high. So although the average ticket is typically lower with this type of play, it works well in low trust environments because it has so much goodwill loaded into it. So this is one of the easier kind of free upsells or free attraction offers that exist. All right, so pro tip. What did I write for my pro tip here? Paid version, pick your price. Okay. Oh, actually, I remember

this. So I saw an art gallery use this as well. And this is how they did it. So every piece of art had a price range. And so they said people could choose how much they wanted to support the artist. So for example, they said this painting is between $149 and $299. So I asked the owner how it worked and she told me that most people pay more than the halfway point because they don't want to

seem cheap or unsupportive. So this version is kind of like half goodwill, half capitalism. So I kind of like it. It's just kind of a permutation of it. But give it a try if that type of thing fits your business. And if you're like, well, why did you not include that in the money models bug? So some of the plays that are in here are like, there's just, they're more niche, I think, in some instances. So

it didn't match 100% of businesses. I have a very high standard for, I would say, the $100 million Canon. And so it has to be able to apply to every single business. It has to be easy to understand. It has to be the most powerful one. This one has a little bit less cash up front than the other attraction offers that I put in here. But I'd say the main benefit of this particular offer mechanism is

that it's really easy to sell. It's very easy to sell. So if you're somebody who really struggles with sales, especially in a low trust environment, sometimes even an online environment where you don't have as big of a brand, it's a great, what I would consider, intro offer. And so that's just one of 24 chapters inside of the Lost Chapters. So hopefully you guys dug that and that was kind of dope. So without further ado, let's do,

let's call some more book buyers. All right. So, all right. Can somebody tell me the name of it? It's like, is it Sir Mix-a-Lot? He's like, call on, it's like, my girl ain't doing that thing she used to do. You know that? I keep thinking it. It's like some song. Maybe one of you guys in the chat can tell me. Okay, so we're going to go Onyx Homes Christian Stubbs. All right, Christian, you're up. You just

donated 800 bucks. So we're going to do it. Let's rock and roll, baby. Was that cool for you guys? Did you guys like that? That little reading? I can pick another one if you guys want. Just let me know in the chat if you want. I can read another one. I'll stop between this call and the next one. Hello, this is Christian. What's up, Christian? What's up? How's it going? You're on the Mosey Hotline and we

have five minutes. What is the... Oh, kiss, kiss. Thank you, Steve. Thank you, Steve. Appreciate you. Okay. So, talk to me. Onyx Homes, you've got 10% margins. We want to fix that, right? And I bet you cash flow sucks. That's right. That's right. Oh, really? Oh, okay, my bad. Well, then six, back to 6.2. There we go. Okay, great. So that's top line. And then profit margins is 10%. So 600K, got it. Okay, so construction. Okay,

now. Presidential real estate brokerage. Oh, is it? Onyx Homes? Yeah. Oh, see, I assumed. Oh, real estate brokerage. Wait, is Sharon here? Is Sharon here? Because we can bring the goat here. You want the goat? Let me see if I can get you the goat. Okay. Christian, I'm going to call you back in two seconds. I will call you back. Don't worry. And when Sharon comes and I'm going to have him, because he obviously is like

literally the king of this whole space. All right. I'll call you back. Okay. All right. So exciting for Christian. All right. Nelson Ferreira, Vibes Creative. Let's go. What is, what country is 6-1 area code? Anyone know? Okay. I'll do another reading. I saw you guys in the chat. I'll do another reading for you guys. Another reading. Yo, thank you. What's up, dude? Happy birthday. Thanks, man. I appreciate it. All right. Tell me about Vibes Creative. We

got five minutes. I want to help. All right. Talk to me. Awesome. So we're a video podcast agency based on Australia. And we grew our business mainly on completely done-for-you services. Okay. So done-for-you podcasting. So people send you audio clips and you just post them. - Video clips of the podcast, so video podcasting. - Yeah, heard, heard, heard. Okay, so they send you video clips and then you done for you make them into podcasts. - Exactly,

so we do everything regarding the strategy, production, posting, and all that stuff. - Heard, okay. - And we started coming up with the licensing now of our systems, which we tested and it worked really well for the first person on scaling their business. Now we have added few other people on it, we're struggling with now with the results of some of them because it seems like we are almost overwhelming them. We're doing... Why did you do

this instead of just... Why didn't you just keep growing the business that was working? Great question because logistically it is quite complicated to scale it. Oh yeah. Essentially, like profit is about 40 to 50% with it. Okay. You can still do it that way. But it just seems like the licensing could be a bigger opportunity to scale to a million dollar a month, which is the goal that we have right now. It would be totally wrong

though. The licensing, which is an 11K offer, that's what we've been thinking in order to scale there. I'm not in love with it, to be honest with you, man. I mean, you're running 40, 50% margins, right, in your main thing, and then you kind of started this new side hustle deal. Yeah, I think so. You have a good business. It's like if you took all that attention that you've been spending, all of it, and just put

it on, how do I get more customers in? Because I would imagine that your churn is relatively low with the podcasting done for you, right? Yeah. Yeah. Yeah. I heard. I heard. Yeah, I do. I think... I think you have a golden goose that you have 12 month stick, you've got 40, 50% margins, you're doing one million plus top line. You just took your eye off the ball, man. You have a good business. Just grow it.

- This is my thing though. It feels like right now that just adding more clients is kind of like the hardest way to do it with the completely done for you. And the team in a way is also overwhelmed at the level that we do it. Dude, it's just a fast cash thing, man. Like right now, you did the licensing thing and it's just like, do the business. Do you want this to be a long-term thing?

Yeah, absolutely. We're in to build the number one podcast agency in Australia. Well, dude, if you want to build the number one podcast agency in Australia, just build the number one podcast agency in Australia. I know how attractive it can be to just go sell something that's expensive. I get it. But like, the team, you said is overwhelmed right now, but that's a, like, then you just hire more people to the team. The thing is, like,

it feels like, It's almost not the right way. Like, as an example, like the goal that we set up is, okay, we're going to launch 10,000 podcasts. And if we do it as a done for you, like we're doing it right now, which basically for that offer now, we charge 10K per month for it. So we're selling it to, you know, seven, eight, a nine figure entrepreneurs. Yeah. It just feels that we won't be able to

get there, right? The goal of the done for you that we set up is like, okay, let's find... Why can't you have a hundred clients? ...as a goal. So you reckon that that's a better way to go? Like just add 100 clients on the completely dumb for you? Well, I promise you that doing both will decrease the likelihood that you hit either. So if you insist on doing it, then I would say go all in on

it. But I still think the thing is, it's like right now it's shiny and it's new and you just don't know the problems that exist with it yet because you haven't done enough of it. So it's like you're comparing all of the issues of this girl that you've dated for a long time and then you've got this new girl that walked in your life, but you just don't know that she is crazy and that she has

a crazy ex-boyfriend and then she's got all these other issues. You have one devil you know and there's another devil you don't and you just see the exterior. You don't know the interior yet. Like this is shiny object, like this is how it works. So then, if you were in my position, right? Yeah. You did it successfully with Gym Launch. Yeah, but I didn't own any gyms. I didn't own any gyms. And also with Gym Launch,

I don't necessarily know if the decision I made was the best decision. It was just the decision I made. Yeah. And you already have a nationally scalable business. I was constrained by local, which again, anyone who's watching this, there's nothing wrong with being constrained local. I thought it was limited. I was wrong, but whatever. So point being, you just have to get 90 more clients and you're at a million dollars a month. That's not crazy. So

would it be better then to just focus on getting 100 clients and completely done for you, forget about the licensing for now? Do you think that that's the best solution a more sufficient pass to a million dollar month with this instead of doing the licensing which is obviously is way more profit and we can launch way more podcasts because it's more about passing on the systems, the templates and we're vetting, training and placing. - But you're,

let me make sure, I wanna make sure I'm understanding what you're saying when you're saying licensing. Are you just saying that you're saying for $11,000 like you're just giving them stuff, like are you feeding them clients? Or are you just giving them systems that get their own clients? - So what we do on the Dom4U system, we basically pass on to them and we help them one on one for eight weeks to install it and running.

And we vet, train and place the video editor and social media manager at a stupid cost to run it for them. So all they do is basically be in front of camera and then we offer on the back end of that consulting. - Wait, wait, hold on, hold on, hold on. So I'm gonna make sure I understand this. So you're not, okay, so you're not helping people start podcast agencies. You're trying to help people do their

own podcast. - Yes. - Okay. - Yes, correct. - Where's the recurring on this? What do you mean? Stay on consulting with you? Yeah, yeah, yeah, heard, heard, heard. Okay, got it, got it, got it. Okay, so now I understand the offer better. I thought you were trying to help people start their own podcast agency. So I was like, dude, what are we doing here? Just grow your agency. Yeah, yeah, yeah, okay, okay. This makes me

feel significantly better. I'm not against it. I'm actually not opposed to it. This makes a lot more sense than the first thing I thought you were trying to do, and that's why I was so against it. Yeah, this is fine. I'm okay with this. And you just basically want to switch your front end, right? You just want to start selling this instead? Yeah. Yeah. Sounds like a lot of work. And that's easier than just... Yeah, that's

easier for you? Oh shoot, I've gone way over on this one. Yeah, okay. Okay, I get it. At the end of the day man, all we have to solve for, let me just tell you all you're solving for, so you can answer this with a math question rather than a feeling question, all right? Then I got to go to the next one. But what we have to solve for is that you need to have the maximum

LTV and conversion rate. So basically if you have something that sells to more people that more people want, which is what it sounds like this is, does that sound right? Yes. Okay. More people want it, so we have higher conversion rate. Fine. Is lifetime gross profit on this offer superior to the other offer, given the back end? Absolutely. All right. Well, then, yeah, you have, then it's a superior model, fundamentally. So more people want it, more

people convert, and they're worth more. That's a no question. And so then the issue that you're going to deal with right now is you just have transition from the old business to the new business? Yes. And the way that I want you to do that is just keep selling this on the front end until eventually this surpasses the total revenue and profit of the other business. And then basically just don't replace the customers on the done

for you side. Okay? Just don't replace them. Just keep selling this instead. Does that make sense? Yes. We're looking to just get a small group that can eventually become the next Alex Ormosi with the film produced. Oh, cool. And then all you have to do, by the way, is if you get done for you clients, just sell them into the base of these other podcasts and then just take a spread. And then you have 100% margins

on that. Cool? Got it. I thought that was pretty clever. All right. Rock and roll. Appreciate you, man. Thank you for donating books. Thanks, legend. Thank you, dude. All right, see ya. All right, Christian Stubbs, we've got the man, the myth, the legend. Christian, if you're watching, we're calling you right now. So we've got the Michael Jordan of real estate. So Onyx Homes. All right, I got the Michael Jordan right here on the line. For everyone

who's watching, Sharon is president of Acquisition.com, and he was president of Real Brokerage, which is a $1.2 billion publicly traded company that literally does real estate agents. And before that, he sold TELUS, which went from $50 million to $3.4 billion, also in the real estate agent space. And so... I think he might be able to help you out, Christian. I'm just going to throw it out there. And thank you for donating 800 bucks. I'm getting you

on demand with the goat himself. All right. So talk to us. So it was six million top line, right? Here, Doug. Six million top line. So we're on pace to do six and a half-ish this year. We did four last year-ish. We're a team model. So we are lead generation for our agents, right? So we generate leads for our agents and then We're a Zillow flex team, so it's a big chunk of our business and they

take a big 40% referral fee off the top. So our main focus has been, we're going to your van days. Our big focus has just been basically in-house deal flow. It does not have a referral fee attached to it. The question I was asking for you specifically, Alex, was more of a strategy question on how Should we add on the traditional brokerage services outside of just our team model? Which is more like the real model, if

you will. What do you mean by traditional brokerage services? Yeah, so we run the traditional team model and then if somebody's basically not a fit for the team and just wants to be a part of it, would we want to do that? Yeah, so if you have the infrastructure If you have the infrastructure already, then you'll allow for that. So I'll tell you how to think about it. You want to think about it as a minor

league, major league model. So the minor league, major league model essentially is like, hey, if I, Sharan, am doing well in the minor leagues, you promote me up to the majors, and for some reason, if it doesn't work in the majors with your team model where you get all the lead flow, et cetera, then you get me back to the minors, and when I'm in the minors, I still get all the other services, but then I

see the guys in the majors doing well, it gives me an aspirational frame to do better. So the minor league, major league model does really well in this process. As you grow, what you want to add is also a JV model. So you get the new agents coming on board. So if you can get a new agent development program, then you have a JV model, a minor league model, and a major league model, and you have

a clean ascension among all three. Got it. That makes sense. And you would use the team as the people. Oh, yeah. Absolutely. So I don't want to compete with real. Absolutely. No, whatever brokerage is fine. But however, I would tell you this. You want to get your Zillow portion to a third or under of your business and keep it there because... that 40% referral fee is not going down anytime soon. That is 40% off your gross

margin immediately. And so now you're doing 40% off. So you're $100, take 40% off with the $60. Even if you do a 50-50 split, that's $30 each. And then they have taxes. So the average agent is making $15 on a $100 commission, which gets not fun very quickly. - Yeah, that's our entire focus. Like from the VAM days, that's all we're doing. - Yeah, and a very easy way in your minor league model, you can cap

them out too. You can just say, hey, once you pay $15,000 to the brokerage, that way you know that you can expect $15,000 or whatever from a cap person, always contributing to a brokerage for the same amount of flat fixed-- - It becomes super sticky. - Yeah. - Mm-hmm, for sure. - Rock and roll. - Yeah, for sure. I was gonna ask on geographic expansion, we're looking at branching out of our adjacent market from Orange County

out to Riverside. - What should I be looking out for knowing this is the first expansion for context? We have 72 agents. - Yeah, yeah. - We've grown two in two years here in Orange County. - That's awesome, by the way. - That's awesome. The key part of expansions where expansions break is that they don't have the ability to duplicate your current model in the new expansion market. So you have to pre-fund a little leadership in

the expansion market. Otherwise, you're gonna say, wait, how do I not have homebase expansion why am I not getting the same results so if you if you just think that the mothership is going to serve the expansion it's going to be difficult because geographically that markets not as tight so if you can get a local market leader that can then train up and duplicate your model then it will work otherwise it gets very hard to duplicate

the model that you've built in a new market you think you can but there are market specific dynamics that are super difficult to do so what you can get a leader there and that leader can duplicate in that can duplicate your model then it works better so I would do top down in that market not bottom up okay good awesome man congrats but thank you so much for the donation appreciate you man and thank you for

on behalf of the entrepreneurs for getting the books so thank you I'm replaced I am unnecessary we are on brand which is good thank you I appreciate you For anybody who's curious, the AI that he was referencing, that's what comes with this. So if you donate over 200 bucks, you get ACQ AI, which is 226 one-on-one consultations that we did with 226 different businesses. So if you're like, oh, I wonder if it'll work for my business.

We probably did not only your business, but multiple businesses like yours. It's like, wow, that was the advice that somebody who was in the same space got directly from you guys. It's like... Yeah, there you go. Our very pretty representation of this because a whole stack of notes probably isn't as compelling. But yeah, I mean, we spent two years training this because, listen, we own an advisory practice. So we are AI enabled. And so my entire

life, I've always just made more by giving away the things that serve me than holding them back. And so you guys can get access to this, which is what our team internally uses to analyze businesses. Because I was like, how do I take all all the years of owning physical products, SaaS, B2B services, B2C service, brick and mortar. I've owned all these different businesses in my life. And I was like, well, like, I have lived the

weirdest entrepreneurial journey because I've had all of these different experiences which has only made me best suited for one thing which is to help other entrepreneurs. And so I put all of that in here so that this can basically know as much as I do and can give you answers specific to you and your business. And so if you donate 200 bucks, you get that. You get the 12 playbooks that are there, the lead system, the

sales system, the delivery system, and the profit system because there's the four biggest constraints after doing 1,000 plus deep dives with businesses, so paid $35,000 for our team to do an analysis. Those are the big four problems, and most of those problems don't have one solution, they have multiple things that have to get solved. But we put all those solutions there, and then we also have an ACQ implementation workshop, which is next week actually. So that

you can actually learn how to use the tools, to actually help your business be constrained. So that's all. If you donate 200 bucks, that's because he brought it up. That's why, and I know we're getting questions in the chat. Okay, beyond that, I saw a couple other questions in the chat. Lost chapters. This is, everybody who showed up, you'll get this on Tuesday. So all the free stuff that was on the launch will come to you

on Tuesday. So today's Monday, so it's tomorrow. Okay? And the reason for that was because I just didn't want to distract people. I was like, we're focused on the launch, and then after that, everyone get all the free stuff on that day. So Tuesday, you'll get this. Now, other people asked, audio book. The audio book is also a part of the free stuff. The free stuff comes on Tuesday. Beyond that, thank you for the Chris Brown.

I saw many of you said the song is Kiss Kiss by Chris Brown, so thank you. Noted. Also, some of you guys asked about the timer. So the timer, I don't know if it's above the screen somewhere, but the timer is that this launch offer, which is if you donate 200 bucks, you get all this other stuff free, it expires when the clock goes to zero, which is midnight to night PST. So depending on where you

live, if you go to sleep before that, then it goes, then the clock ends when you go to sleep. All right. So that's the deal. And what we're doing right now is we're calling people who are donating books. But you guys requested an extra chapter read. So I'm going to do one more chapter. And then we'll call another one. So we're going to do... Let's do this one. Okay, so let me see which chapter we're in.

Let's do... Let's do... Let's do... So much good stuff in here. Um... This is gonna be probably used by a lot of you. This is like a, yeah, the discount. You, Jen, this is for you. So discount, discount chapter. Okay, so this is discount plus one-time fee. So this is a different structure. I'll show you guys the visual. This is what this chapter looks like. This is my original hand drawing, by the way. This is not

AI. This is just Alex. So let me show you how it works. So this is spring of 2015. I was walking out the door from my Le Havre location. Sun baked the black asphalt of the empty parking lot. It was midday before the afternoon rush would begin in just a few hours. Before I could take a step forward to my car, a man quickly approached me, almost out of nowhere. He said, "Are you the owner?" And

I was a bit startled and I was like, "Uh, yeah." He said, and before I could ask what he wanted, he plowed right into a pitch. He said, "My name's Owen. I'm a personal training manager of a gym that just went under across town. I've got a group of trainers that just want to sell personal training packages. We do about a hundred grand a month in personal training sales. We just need a facility to work out

of." and i said well we don't really offer personal training here i said half live because i just didn't want i didn't like the guy's vibe he didn't seem trustworthy uh so i started to turn to my side you know showing that i wasn't really that interested and began working my way towards the car and he realized that he needed to change his approach he said i promise we're a self-sufficient team i can see through the

window that you guys have a lot of dead space even when your sessions are going on uh we can just help you monetize that area it'll cost you nothing it's just upside I said, well, it'll cost me time and attention. And most importantly, it'll cost me the goodwill that I've accrued with my customer base. He said, no, no, no, it won't even cost you your customers if you don't want us to. We'll go get our own

leads and sell them. We just ask that you give them a discounted month up front. And then we charge an enrollment fee, which I give to my guys as commission for the sale. So whatever they can close for the fee is theirs. That's how we do it. It'll cost you nothing. I said, "Well, I'll think it over." After thinking it over, I decided I didn't want a foreign group of trainers and salespeople that I'd never vetted

walking around my gym representing my company. But I did notice the offer structure that he presented, which was a discount plus a fee. So he clearly seen the success with it, that much I did believe. And this is the first I'd heard of this monetization structure. It both attracted customers with the discount and liquidated commissions and acquisition costs through a fee. So here's how it works. So, the description. So you charge a discounted rate for your

first term or period of service. You then charge one or more additional fees that you've made up, just like free with fee, which is an old name for a different thing, which is just also in the last chapters, which you would have read if you have this book. So you can waive some and charge others, waive them all or charge them all. So it gives you a lot of offer flexibility depending on the strength of the

salesperson. So this offer will tend to surprise fewer people since they already came in expecting to pay something. This is why it's a discount rather than free on the front end, which is one of the key benefits of using discounts over free in general is that people expect to take their credit card out. So let me give you some examples of this. So if you have any kind of recurring service, you can offer 95% off the

first month, $1,900 off the first month, or first month for $100. So what I just described there, what I just said, was three different ways of describing the same discount. So by the way, for those of you who use discounts, there's multiple ways you can describe it. And so you can test out the headings. So let's say I have a $1,000 a month thing. and I offer 50% off, okay? Let's keep that super simple. So if

I'm advertising, I can say 50% off first month, number one. Number two, I could say it's $1,000, so I could say $500 off instead of 50% off. I could also say, well I used an exact 50/50 split, but I could also say $500 for the first month. So I'll use a different example of $1,000 but now 20% off. So I could say 20% off first month, I could say $200 off first month, or I could say

$800 first month. All three of those are different ways of making the permutations work. And so if you're doing any kind of discounts, and if you follow the way I do it, I prefer all my discounts to be 50% or higher. Because for me, a discount has to change behavior. So if someone's, 10% discount, 20% discount, like it doesn't like, in my opinion, people were already going to buy and you just gave away margin. I have

to have a discount that's sufficient enough that's actually gonna get somebody to buy or get interested who otherwise wouldn't be. And that's how I think through discounts. And so you're like, well, I don't want to discount my service that much. It's like, well, duh, we don't want to discount our service that much. So what you do is let's say you've got five things inside of your service. You say, instead of saying, I'm gonna give you 20%

off, we say, I'm gonna peel this thing off. Then make this thing 80% off and then these are still 100% Does that make sense so you give the 80 and then you upsell the four that's how it works now Those are two examples. That's that's that's how you think through a Displaying it so monetization. So I give you three examples. Here's how you monetize So they come in for the first month for a hundred bucks, but

they still get charged a setup fee. So So all in all they'll get charged whatever you want is your setup fee even though you gave the big super discounted first month and then they go straight into recurring and so from a monetization perspective you just add up the discount plus what you charge for the four and Then you put that together and that's how it works Alright, so that's if you have a recurring service if you

have a defined end or a program like six weeks twelve weeks Whatever now, we have physical therapy earlier of my buddy Cameron and like he has a defined end service, like we have to do X period of time, you would say to the same degree, 88% off the first month, selling a 12-week program for like $3,000. This is like perfect for what he does. So monetization. So you say it costs $1,000 a month for three months,

but you get 88% off your first month. So that's only $120. And we have a $1,000 setup fee. So they end up paying $1,120 for the first month and then continuing their next two payments for $1,000 each. And so we just did this. That's all it is. Now, you have to listen to whatever laws in your area in terms of advertising, compliance, all that stuff. It depends on every nation, every local area that you're in. But

as long as you follow the law, that is how that works. Now, let me give you a couple of the details, some of the specifics. So the higher one-time startup fee the lower the churn. All right This is where the concept of big head long tail kind of weighs in here the higher the barrier to entry So too becomes the higher the barrier to exit. So John told me so John doesn't really mention mine when he

had a tanning Empire He said he had a hundred dollar signup fee for a ten dollar month membership He said the churn on those clients was next to nothing whereas the clients who sign up for nineteen dollars down and then nineteen dollars a month turned at a way higher rate and So this means you can use made up fees that we've been talking about, well, talk about in this book, to actively decrease your churn and increase

the investment of your prospects. So this helps them and you in the long run. So everyone wins. So when people pay, they pay attention. So this is especially important for services where you require something to be done by the customer. Getting your information, filling out forms, showing up at certain times, making selections, changing behavior. So like physical therapy would be an example of that. So if you need someone to do something in order to be successful,

then more times than not, it makes sense to charge a one-time startup fee of some kind to get them invested in the long run. All right, so you even have a massive disparity between, you can even have a massive disparity between the setup and the recurring fee. So a good friend of mine who runs a multi-million dollar online weight loss coaching business charges $5,000 to start and then only $267 a month thereafter. Think about that. Five

grand up front and then less than 300 bucks a month afterwards. Now his client lifespan is more than two years in an industry where people turn out normally in like three or four months. And so this large upfront son gets clients invested in the process and makes leaving almost insane. It's like, I just paid $5,000, why would I ever quit, right? And so you guessed it, if they leave and wanna come back, they have to pay

it again. So it keeps these people committed, especially when they have to do their part of the work to achieve the result that you sold them on, whatever that thing is. Now, to be clear, whatever the reason is for the one-time fee, even though it's completely made up, just be clear about it. This fee should not be taken lightly. It's also something that you should bring up with every customer. You are doing the work, so you

might as well let them know exactly what you're going to be doing for them. So again, here are the four steps to creating a one-time fee. You pick your fee name, you pick your fee price, you pick your reason why, and then you start charging it, discounting it, or waiving it. That's how it works. And you know what's really interesting is that even having the fee is incredibly powerful because even if you never even want to

do it, you can literally waive it for every person who walks in the door and they'll be thrilled. At the very least, they'll just be thrilled that you did that. So think about it differently. I could say you get $1,000 off signing up for my thing because I invented an onboarding fee. And then when people come in, I have now invented this fee that I will also not charge them. And then you can go straight into

continuity. Again, you have to listen to whatever the advertising laws are in your region or area. So consult somebody who does legal stuff like that. Can I ask you something? Yeah. So there's two notes, one common and a question for you. The comment is, if you noted what Alex said, he talked about the discount actually having to change behavior in some way. So just don't think that, hey, I'm just gonna do this 5% discount and it's

gonna work in some way. If the discount, in your opinion, is not gonna change behavior, as Alex said, you're just giving away margin. So please consider that. The second thing, Alex, love your comment on this. There were several thoughts on the chat about, hey, I just don't discount. So how do you respond to that? Your thoughts around that comment? - I think it's fine. I mean, it's a business decision. It also depends on what you do.

You know what I mean? I like there's promotional. So what I don't do is I never present a price and then change it. To me, that is where you lose leverage and then you enter these haggles. So the price is the price. We've already calculated the price and the discount is also the discount. So it doesn't go up, it doesn't go down. That is what it is, period. And so that's kind of how I see this.

But no, my strongest, the thing that I'm most against is, hey, it's a thousand bucks And then why can't afford a thousand? You know what? I'll do it for 900. Hate that. Never do it. You'll lose all the credibility. It's like, wait, so you would have just gotten me. You would have bought it for 900. Like now I hate you. Now I think you're like, well, why do I believe 900? Why can't I get it for

800? Right. You start, you open up this can of worms. But if you say this is a thousand today, it's 500. And then tomorrow it won't be. You dictated the terms. And so that's up to you. But if you don't want to, like, these are all like, like, all of the stuff that we've are mechanisms they're different things that are suited for different businesses and you'll also note this is from the last chapters which is things

that I didn't fit fit for every business the money models book contains the today's the the mechanisms that I think work for the vast majority of businesses that you won't have a real problem with now I did see in the chat do we get any free stuff without donating books yes I give four free things not just wanting to get four The Lost Chapters for anyone who was there live. Alright, so you get an email with

that stuff for those of you registered for the launch. The Money Models audio is free and you'll get it in an email if you registered for the launch. The Money Models course, which I think is like eight or nine hours, the whole system that includes every single one of the attraction offers, downsell offers, upsell offers, continuity system, all that, free. And you get 90 days of school to use it Free. And a lifetime lower rate of

$9 a month afterwards. Okay. So all of that stuff comes tomorrow. That being said, all the stuff you see in this frame is if you donate 200 bucks. And the reason for that is because I'm trying to get as many books donated as possible so I can get a book in the hands of every entrepreneur in America. That's the big goal. Okay. Now, that's why we're doing this whole thing. That's why we're doing this drive. But

the big clock at the top, when that strikes zero, all of these bonuses disappear. So if you've been on the fence, you're a last minute person, this is the last minute. Okay. Let's call, let's call, let's roll. What do we got? We're bringing that back out? Okay, here we go. So let's go with, survey says, survey says, all right, we got some more 800s. Okay, we just got an 800. Here we go. Okay, Andrew Johnson, you're

stowed at 800. Thank you so much. We're giving you a call. This is Andy. What's up, Andy? What's up, dude? Occumed. Yeah, that's my business. 18 million top line. Congratulations, dude. Stud status. Okay. 1.5 million bottom line. Heard. We got five minutes. What's the constraint? What can I help you with? So brief context. We do employment medical evaluations. Mostly we're selling to large companies or large employers, cities, counties, defense contractor agencies, those types of companies. Okay.

Our best client is going to be someone who's geographically dispersed because we manage network medical providers all throughout the country and then in about 50 other countries as well. And so it's kind of our target audience. It's a fairly cost competitive area. We mostly get clients through competitive RFPs, occasionally through word of mouth. We're currently doing next to no advertising or marketing. We basically grow through word of mouth or the occasional trade show and the RFP

process. Okay. I think one of the challenges is two challenges. One, I think we need a money model, an improved money model. And so I'm excited to get my hands on this book and work through some of that. And something that can bring clients in a little more easily and then over time, you know increase the ticket price because right now it's a you know, we're perceived as a commodity and in lots of instances, but how

we offer it's very different. We've really good customer retention like 95% plus. Yeah. And so, you know, we can service them in any form or fashion and we typically can keep that going for you know, years or decades. Yeah, heard. So, aside from my model, the other thing that I think we could use is better awareness. I think, I don't know, people outside of our specific niche in defense contracting know who we are. Heard, yeah. And

so, I'm looking at potentially getting into some sort of, you know, content creation of some sort. Yeah, probably the first, yeah. Yeah, exactly. Yeah. Probably LinkedIn, getting SB2B as our, you know, business. Yeah. - No experience in that whatsoever. Don't post content at all. - Yeah. - And I'm on with the experts, so. - So you brought up three different things. So I wanna like, let's just take them one at a time. So one there's the,

like I wanna basically increase the brand so I have more pricing power and more inbound deal flow. That's number one, right? I'm doing this in reverse order 'cause I'm just rewinding what you said. The next thing is that you need pricing power. So you were selling commoditized good, and so it's like, how can we create more pricing power? So brand is one element of that, and the other is just the value itself. And so I don't

know if you've been on this live stream that long, but the problem that you're having is a super common one. And basically we need to pick one angle so that you can decommoditize. And so, Sharad and I were talking about this yesterday for a different business, but it's like you have the price and then you have, you have, sorry, you have the service and then you have the consideration, right? And so we only have commoditization and

I know you have to respond to an RFP, but there's still the benefits that you can throw in on top that make your service different because you can still win in RFPs without it being lowest price. So do you think you can win on speed? Do you think you can win on ease? Or do you think you can win on risk more than anybody else? Yeah, I do particularly well on risk and speed. Okay. So then,

basically, again, I sound like a broken record with this particular thing because I just... You want to get stats to demonstrate the cost on a global level. And so the big thing is that you want to approach their business from a holistic perspective rather than try to win on a component of the business. And so when you can look at the whole system, you can start pricing against value, which is what they are ultimately deducing from

the RFP. But they limit the scope because they think that by doing that, they're going to get the most competitive bids. But you just need to have a better understanding of the business overall to understand the other levers so that you can reframe the pricing so that you can decommodicize against the other bids. Yeah, so I think what I'm having you say is like the proof of how we save the money through other things that aren't

our price, but that they're spending money on, they're just not captured in the fees that we charge. Can I give you a hack? At the end of your RFP, put one to three case studies or ideally the case study that is most similar to the client that you're bidding for. And then have that client do the sale for you. Even though they weren't the cheapest, boy, did they save me the most money. And this is how

they did it. Speed and risk. And then they hit on the buttons that you hardcore focus on within the RFP. - Awesome. - Yeah, so you'll win more bids just by throwing that in. What's crazy is that no one does that. - Correct. - It's like no one does it. do you want to throw something in trump yeah i have one idea uh by the way the case study closes whenever you think rfp think case study

close that is the because everyone reads the rfp and all the folks in the rfp mode are instantly and i commoditize like i'm looking for the price mode but once they see that and they also see the case study then if the delta is not that much you get you get the win the second thing i don't know if you can do this andy which is um is there any way to to include a provision in

the rfps which we've suggested in the past where any new services that you can probably do consulting for that you would automatically charge those at a 25% discount. And all that it means is that you're opening the door for consulting, one-time consulting opportunities that you can do during the term of the RFP. And they're like, oh, Mesh, Alex is such a good guy. Even though he's not only giving us his RFP, if he chooses to do

one-time consulting within this, we can also get a 25% off. So sometimes what I found there is once you get... you can still get a one-time kind of consulting job, which you can then turn into adding to some recurring revenue after. Is there, maybe that's an idea. Okay. Also, depending on the size of the business, you've probably seen this before, but it's significantly harder to get approval to get the bids, sorry, to get the money flowing.

But once the money spigot is turned on, it's much easier to adjust scope and get an increase in budget than it is to get the budget turned on to begin with, which is what Sharan's doing. It's kind of like you have your RFP, thing one, which is what everyone's doing, but then you add in the case study piece, which is thing two, which differentiates a little bit more and then basically resells the primary sales points of

the RFP. But then in addition to that, You're saying, hey, don't worry about it. I also have this one-off consulting. So if you do find someone cheaper, I can help you bridge the gap. But now your foot's in the door and then you can cross all those services, but now you already have a rider there. And so you can start basically inserting yourself in these other processes. Again, this depends on the size of the business and

how the procurement process works. And if you're curious, anybody who's watching, like, why I have any knowledge of this, the first thing I had out of college was I did space cyber and intelligence for a boutique strategy firm. And what we all did was public sector contracts, so the RFP world. I told you I have this very odd mix of background. But I think the way to think about it, I think you nailed it. The way

to think about it is every time you're selling something to a client, if you're in a sales process, you should be thinking about it from a value frame as to what can I hit. And you should be thinking about it from an RFP frame on the floor. Yeah. Every sales process, people are always like, well, what is my USP? No, they're thinking about it. When people walk in, they're saying, some are RFP-minded buyers. So you have

to have the RFP frame on the bottom, which whenever you think RFP frame, think case study close. And then when you have the value frame, you can say, here's all this other thing I can do for you. So if you just approach any sales conversation as a synthetic RFP conversation, your chances of winning go up significantly. - Yeah, the frame that, and I think giving great examples of this of when we want to set the frame

for the entire conversation, the first paragraph of an RFP, obviously you have the pieces that are required, but I want to set the frame as early as possible on this so that I can say this is how we approach these things. If someone were to say, hey, get me the cheapest leads, You don't actually want the cheapest leads. You want the highest ratio of dollars in to dollars out from customers, which might not and very likely

will be not the cheapest leads, but the best leads that convert at the highest percentage at the highest prices. Right. And so again, it's like we have to have some very simple analogy that we can reframe and decommoditize ourselves. So it's like, listen, you want the best return, not the lowest price. Yeah. One question about the case studies closed. Yeah. No, I think it's fine. yeah that's fine yeah uh and you also whitewash it too yeah

you can whitewash it and the way to do that is to provide as many meta detail details as possible about that customer so like for example if you see you know alex will talk about providing proof in a testimonial if you cannot put alex ramosi you can say a h baltimore maryland right you can do you want to go as close to providing the reasonable believability of that um of that testimonial as possible. So get as

close to it as you can. - So, 'cause I know you donated 800 bucks, so I appreciate it. But inside the proof playbook that's in the sales system that you have for free, there's the 13 point proof checklist. Basically when you're going through the case study, check off every single one of them that you can that's just not the name. - Right. - Makes sense. - Cool? - So good, man. Hey, I wanna say one last

thing for everybody, just for them to understand. People will talk to, Alex will share with you a lot saying, you know, I need to build a brand right away. But this is a great example of building an awesome business. And he said that I've never posted any content. You can still run a great business. So first off, kudos to you, man. Like you built a great business. Yes, it's a little commoditized, but you now have a

chance to, you have dry powder to build and stack a new money model on top of it. So kudos to you for building this. It's a great example for others to saying, hey, you don't need a brand all the time. You just need a great money model. Well, a lot of what's happened recently has been secondary, I think, to some of the readings and learnings from Alex. So I really appreciate you and Sean, your advice today

and in the past. It's gone a long way. And so I think you're really hitting the mark in terms of helping entrepreneurs. Thanks, man. I appreciate that. Thank you for donating, dude. All right. Thank you, sir. Talk soon. Best of luck with this. Let us know how it goes. Thank you. All right. That's it. All right. So that was... I think that's Andy. So now we're gonna go Cody, StocksToTrade. Uh-oh, rah-rah, StocksToTrade, what is this? All

right, we got some, this could go in a couple directions, we'll see. 84 million top line. - Hey, how's it going? - Mr. 84 million top line, let's talk. - Well, I wish I owned the company, I'm just the CEO here, just to clarify. I want to ask you, you know, in that kind of position, one of the big things is, right, one of the big parts of is, like, before you even get to the offer,

right, it's like when you're building the future. Can you tell everybody what business you're in real quick? Yeah, so if you think of TradingView, just plug in a different name. I don't know what TradingView is. Is it like a stock trading platform? TradingView. No, it's just like a charting platform. Okay, got it. Like candlesticks, et cetera. Got it. What we really offer is like tools, right? And then education on how to use the tools, but obviously

never advice. Okay. Just got to put that out there. Yeah. The big thing, though, is... you know, we're, we've already tapped into like using customer. I'm like, well, what do they want? What's next? Um, so now it's going beyond like, what are they asking for? And trying to figure out the step, like the step beyond that a little more of like a visionary of like, before they even know they want it, you come up with it.

Right. And we've had a couple of those, you get some grand slam offers. Yeah. They go really well. Okay. You know, Yeah. Are you owned by private equity or by founder? By founder. Okay, got it. Okay, heard. So it's, you know, the big thing is, like, what's a model, a framework, a method for finding that lightning in a bottle? So interesting, because I have, like, such a different angle on this. Yeah, go with yours. Yeah, so,

like, I think thinking, like, okay, how do I, you know, revolutionize the space? It's so, like, you've gone to, you know, how old is the business? - Oh geez, like 2009. - Okay. - So whatever that is. - So it's established, and have you been growing every year? - Yeah, about 50% for a couple and then, you know, we'll see. - Still good. So I'll give you my honest opinion. My honest opinion is like I wouldn't

break something that's working really well and growing 50% a year. Because like all of the extra effort of like, I almost fell over in my chair. All of the extra effort of like where is this lightning in a bottle I have found the lightning in a bottle comes from looking at my existing thing that people already want and like and turning it into something they already want and love. And so let me let me break that

down from a tactical perspective. So I think of creating excellent products as looking at the end state, looking at the end goal and then saying, how do I remove everything that sucks about getting this outcome? And so I think about excellent products as removing 100% of friction rather than how do I make something that's new and exciting? Because marketing is about new and exciting. Product is about the thing that everybody already wants, but removing everything that

sucks about getting it. - Yeah, 100%. And I think one of the big things is you have to tell everyone it's hard, right? Like you have some sort of regulation. - That's okay, of course. - But like with the product, you know, our biggest hits happen when you figure out how to put the magic potion together and it takes all the friction out of it. And you can, like you said, then the marketing does a great

job of finding all the reasons why they should find a, find like what's that next product that could be that same potion, but in a different area. Right. And there's so many actors in our industry. Like I'm not just limited by, Oh, well we did it. It's done. You know, I have a different question. Trying to find a strategy. Yeah, I have a question for you. So do you think that if we could take your current

product in and of itself, it looks like it's working well, and could you, I'm assuming based on that it's a technology platform, could you add more users to it and marginal cost for that is zero? It's tech margins, right? It's definitely not tech margins, I wish. You know, the cost to acquire a customer is pretty... one of the first things I did when I came in is we moved cost to break even from 90 to 10

days. That's great. - Okay, that's great. - And then we have to make a decision of how do you grow 50% is you just choose not to make money, right? And you're like, okay, well, I can afford to spend more. - Yeah, well, do they stick? Do the customers stick? - Well then, I mean, if that's the case, then I mean, kind of, that is the game. I mean, you're just trading like, so I mean, I'll

tell you something that a long time ago a mentor explained to me and like, this may seem obvious to you, given you that you're in the space that you're in, but I'm also saying this for everybody else who's listening. So let's say, simple math, right? You know, $100 million a year and you've got $10 million in profit, all right? That $10 million in profit, if we take it as income, right, we're going to keep, you know,

$6 million of that, right? And then, great, now we put it into the S&P, we put it into real estate, put it in whatever, right? Alternatively, if I take that $10 million and then I put it back into advertising and that $10 million turns into, let's say, first year, it turns into $30 million of revenue. Does that sound realistic for your business? Yeah. Okay. It's essentially what Okay, no, no. Yeah, let me yeah, let me fit.

Yeah, so 10 million goes in 30 million becomes revenue and we're valued on EBITDA right or you valued on top line? Okay, that's fine. Okay, so if we're about yeah, so for measured on top line then we just created 60 million dollars of enterprise value from the 10 tax-free and And so to me, it's like I'm choosing option A, I can take $6 million net of tax and then put it in the S&P and let it

grow by 10% a year. Or I can take the 10 and then turn it into 60 tax-free in that same period. Now, obviously, the only real question there is risk tolerance. It's like, how much am I willing to bet more on this existing business? But from a dollars and cents perspective, I mean, it's a 10x difference. So that's how I think through these things in terms of your question of like, if I'm the founder, and I

know you're not the founder, but like if I were the founder and I'm making this decision, it's going to be 100% the question. The question is down to the founder's appetite for risk. Yeah. Fundamentally. But yes, if I were in your position and I did say like, I want to go take the hill, I'd be like, well, let's just take the 10 and then put it in and go from, you know, 84 to the grat to,

you know, 110 or 120. And that would be my approach. Yeah. I'll give you one product hack that you shared. So anytime you're thinking about, "Hey, I need a new lightning in a bottle." I'll give you a very simple hack to think about the world, right? Take your business and essentially think about it as an analog, like think about it like a course. as in as a done kind of do it yourself where hey I get

in here I do these 10 modules I do this 10 effort and then at the end I get this Y result if you map that 10 modules out then and you have a product or a system you can say which of these 10 modules does this product or system solve So now your product development is actually tied to your marketing too. So you can go to the marketplace and say, if you were a trader and you

were on an analytics platform, you would come in on day one and you would have to do these 10 things over three months to get this X result and you'd have to do all the work. Instead of doing these 10 things, you only have to do these three because these seven things the product already does. Anytime you want to hack product development, you want to think about it as how do I give people a clean path

and then take away things from that path that the product does. And that allows you to probably iterate on that faster. Yeah. And following, and I'm sure you do screen recordings and like, you know, vigorously like watch people actually use the product. But like that is where all the big innovations in my life have come from, from a technical perspective which is just like watching people stumble like literally watching people over their shoulder and like watch

them get stuck and the thing is it's sometimes like the hilarious things that are tiny that create the friction that end up like ruining whether something's successful or not Absolutely. I couldn't agree more. I really appreciate the help today. No, I appreciate you, man. Congratulations. Great job, dude. Thanks. Take care. All right. Rock and roll. Okay. So real quick, my screen here turned off. I don't know if you guys know this. So I'm flying blind right

now because I want to see what's going on. But I'm going to wager... I'm going to wager that some of you guys would like to hear. Actually, we'll do one more, and then I'll read some stuff if you guys want. So let me know in the chat if you guys want me to read stuff after I do another call for those of you guys who just bought books. Okay, so let's see who just did. Oh, we

just got another donation. Okay, so let's go. Let's go. Sean Clayton. Okay, so Sean, if you're watching, I'm calling you right now. All right. You just donated a book, so thank you, Sean. Science of abundance. This could go. This could go either way. Let's find out. Science of abundance. 500K top line, 300K bottom line for anyone who's watching at home. This is Sean. Okay. 500K top line, 300K bottom line. Science of abundance. We got five minutes.

Ramosi hotline. What is the thing that is limiting your growth? How can I help? Just the way they they understand what they're getting, they understand the value they get out of it, and then spinning off a very specific offer that allows for exponential growth. What do they get? So currently what they get is... Not the features, the outcome. The outcome is a centeredness. It's a true centeredness that is removing the patterns that they've had in their

life, the childhood trauma, you know, cycles that they've consistently been in. That's what they get. Like, they actually truly understand the level of awareness to where the consciousness that they have been taught into, they break those cycles and they walk through the door to understand the depth of themselves. So it's behavior change? True, yeah. Okay, got it. Thank you. Great. Thank you. Great. So you do bad stuff. Stop doing bad stuff. You want to do good

stuff. Start doing more good stuff. Yes? Fantastic. Okay. So I think, you know... I think, I think, I would just, I think, I think you probably just need to change the vocabulary because even the name of the, of the, of the company science of abundance. And then you said that we teach, you have a spirit, spiritualist things, what you said, centeredness, centered. Yeah. And centeredness again, it's like we have a big issue of definition of terms.

And so I would say I'm an objectivist overall in terms of how I see the world, which is why I think people enjoy, I think why I get a disproportionate amount of views and things like that on my content is because, um, I try to define terms. And so I think that right now, you might have some people that you are, think about it like this, you're rolling roulette in your marketing and hoping that people who've

heard the word centeredness have had a positive experience with that word and as a result make that association with you. There's a very small percentage of people who have done that. The vast majority are confused and have no idea. And so we want to market, or in our language, use the lowest common denominator language so that the maximum number of people can comprehend the message and ultimately understand it. And if they understand it and we're clear,

we increase the likelihood they comply with our request. They do what we want them to do. And so fundamentally right now, how are you advertising? Meta predominantly, I have on social channels about 400,000 followers. Oh, that's great. So they come into that and kind of drop in. Okay, and what do you sell? Like price point? Price point ranges anywhere between like low end ticket is $97. It goes all the way up to $2,000. Okay. What's the

sales process? Currently the sales process is literally all online. So there's no... So it's checkout? Just checkout. All checkout stuff. Okay. But you go like organic to webinar to checkout? Organic to webinar to checkout. Yeah. And there's some paid ads that run around it. And then in the webinar, you give them all these different options? I give them one option. Okay. So they graduate up into the different levels. Oh, so they start at like a 97

and then they work their way up. Yeah. Heard. Do you have any sales? Yeah, we have sales. Yeah, we're doing. No, no, no. Sorry. I used the definition terms. Do you have sales? No, like dude, this is a perfect example. Do you have salespeople who call the people who buy the $97 thing to sell the expensive thing? Okay. So I mean like. Well, thing number one is if you just had somebody who called all the $97

people and then sold them a $3,000 thing, you would make significantly more. Amazing. Okay. Okay. And then I would begin the call erasing almost all the language that you're using and saying, what are the things that you're doing in your life that you don't want to do anymore? And what are the things that you wish you were doing that you're not? Okay. Okay. And then it said like the point of this call is to increase the

likelihood that you do the things that you want to do and stop doing the things you don't want to do. And the good news is we have a five step process that we've done this and we have 80% success rate. Correct. So if that sounds like a bet that you want to make, we'd love to help you out. How's that sound? Right. Because I think I'll bet you a lot of what you're doing is you're using

a lot of jargon and a lot of like featuring and no one knows what that means, nor do they really care. Like they just want the tooth pulled out. They don't care what drill you use. They just want the pain to go away. So I would just focus on you're doing stuff you don't want to do, you're not doing stuff you do want to do, and we will help you bridge that gap. I'll give you one

crazy thing. And Alex's kind of description around using language is really important because if they, a confused mind stalls, right? And I will tell you personal vulnerability. My therapist stopped calling herself a therapist and started calling herself a business coach for entrepreneurs. And literally her business took off. She tripled her fees in 12 months just by switching what she did. Because people, not that there's a stigma around it, the average kind of bullheaded entrepreneur is like,

I don't need a therapist. Why'd you put it there? Me, me, me, me, me, me, me, me, me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me

me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me

me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me me, me, me, me, me, me, me, me, me, me, - That makes sense. - Yeah, and so

once you talk in those terms, then the offer actually become one, like for everybody, clarity beats, like if no one can even comprehend the offer, like the biggest thing that you can do to increase your conversion rates across funnels, across ads, across emails, is just describing things as you can observe them objectively. So I think about, I translate all my materials through like a court filter. So if you're in the court and you say, so and

so is frustrated, They would say, "Objection, your honor," because that's not a fact, that's an opinion. What they would say is that when that person came in the door, they spoke at a higher volume. They could say that their face was visibly red. They could say that she was sweating. They could say that she threw something at somebody. These are all things that are observable that no one can question. When we start talking in terms of

the amorphous, it becomes really hard to understand. And so I would use all of the observable in all of my marketing and sales so that people know what they're going to expect far more accurately. It'll feel like a superpower. It converts like crazy. Yeah. $500, bet on yourself. Yep. Win your money back. It's the first offer inside of the attraction offers inside of money models. And the course, by the way, for everybody who's watching, it comes

out tomorrow for you guys. It's free. All right, relax. It's free for everybody. But so when you're, yeah, the, when your money back offer, I think would smoke for this, for this, uh, free, free, free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free

free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free

free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free free, free, free, free, free, 50% of your money back if you actually get through 85% of it, and then five people would be voted by the community to where I'm going to give $20,000 to

those five people at the end who the community basically uplifts. And then of those five people, they can be nominated to become coaches inside the community. So I built an entire flywheel. Does that work? I like the... I think there is a little too much. There's three things. If I were you, I would do the following. Do the win your money back. Instead of 50%, make it 100%. The 100% money back is a store credit, not

cash. That store credit then rolls into, rollover upsell, into a year with you. Okay. So $500, great. A year with me is $5,000. Great. We'll take the $500, roll it towards $5,000. Fantastic. Love this for us. Okay. And then that's front end to back end conversion. Now, what are the things that are required for them to, quote, earn their own money back or win their money back? So thing one, I like the habits and behaviors. That's

good. That's what gets them results. The other half of the things that you want to do and win your money back is get them to promote. All right, and so that means, now, depends on the nature of the service and how people feel about this, so you'll know this part better than me, but I would say at the very minimum, in order to get the money back or win the store credit, you have to leave me

a testimonial. Okay, number one. Number two, you gotta make a public post before and after. Number three, you got to turn in your befores and your after stats. So you can either make a public, I'm giving you different variations of this. So a more watered down version of like, I don't want to post it, it's fine. Then you got to turn in before and afters. And I want them in these formats and I want them on

these multiple sites. So I want you to do it on Trust Advisor. I want you to do it on Google. I want you to do it on Yelp. I want you to do it in this Reddit forum. These are the four places I want you to post this testimonial. And that is required in addition to the things you have to do to get the results. So the things that someone does are activation related and advertising related.

Those are the earn your money back components. And if anyone's like, wow, that was a little bit more nuanced. That's why I wrote a book about it. So I would do it from that perspective and by doing it that way if you want to get super saiyan on it Which I would recommend why not? I always included satisfaction Guarantee, so it's basically a double guarantee. So it's like not only Can you earn your money back if

you for any reason feel you got four hundred ninety nine dollars value when I charge you 500 at any point, you know six hours or six weeks into this thing you can ask for your money back now for me personally I almost never had anyone ask for the money back from a satisfaction perspective because the winner money back frame is so strong that like, you know what I mean? And I only pulled that out if I

needed to close a deal or something like that. Cool? You like that? Yeah, I love that. What about this $20,000 giveaway thing? No? Too much? I just don't think you need to. You don't need to. Yeah, you don't need it. So you're trying to combine, you're basically trying to combine three different attraction mechanisms. And again, clarity. Like down the middle. Right down the middle. Fastball. Like if it's a good pitch, they'll swing. Cool? Thank you, man.

Good job. Thank you, dude. Appreciate you. Thanks for donating the books. Absolutely. All right. Rock and roll. Okay. So we're getting close. Okay. So at 3.35, I have this stack of, well, they're somewhere. I have a stack of signed books. The $100 million men will demonstrate what the signed books look like. There they are. Signed copies. So at 3.35, we're going to give 10 signed copies away to, who are we giving them to? Look at these

very fancy signed copies. Are we giving them to, who's qualified for this? Yes, that's right, we don't speak. The $100 million men do not speak. Like the green man group. All right. While he gets that, thank you guys, I appreciate it. I know, Jay Steele, I'll drop the behavior book someday. Right now, I've gotta finish, we gotta finish this launch before this timer goes out. So by the way, those of you guys who are coming on,

this is the end of the donation book drive. So we're trying to get as many books in the hands of entrepreneurs as we possibly can. The ultimate goal long term for me is 32 and a half million books. That means one book for every entrepreneur in America. I will eventually get to the world, but for right now, of Focus on America and so to incentivize business owners to help me out, I created all these assets over

the last two years that I'll give anyone for free if you donate 200 bucks, okay? And there's a bunch of free stuff for people who did nothing, so if you're broke, I got you, don't worry, and that's why I set it up. Okay, so between now and when we hit 3.35 copies, anyone who donates 200 bucks We'll randomly select 10 of you to receive one of these one of these one of these guys so as of

right now Between now and when we hit 3.35 Which is coming up pretty soon anyone like who donates 200 will randomly select one of you guys to get one of the signed copies Alright, so that's the that's what's happening now Let's let's let's get jiggy with it. Okay, I Okay, Miles Lua, you just, thank you, you just got 200 bucks. Thank you. Okay, rock and roll. So, thank you for that. Appreciate it. Pre-order is arriving already,

so good job, guys. Oh, dope. Exciting. I don't know what that means. I don't know. All right. All right, we're going to try another one. I'm gonna get canceled before this before the live stream even ends no no it'll be okay okay yeah I've represented I'm good I have I have I have I have coverage I have coverage here I'm good all right Nick Nick Astosh okay so some of the 200s are coming in right now

our team are you guys gonna send me names so I can so I can read off who just who just got some copies give me a name Otherwise, I'm calling Nick. Understanding behavior. Oh, that was thematic. All right. I'm calling Nick. I'm calling Nick. I'm calling Nick. Okay. And then as we, as we, oh, wow. We're really about to hit the 200, though. So it's literally right now. Nick, what's up, dude? Not seeing much. How you

doing? All right. We got five minutes. Top line, bottom line. What's the problem? What's your top line? Cool. Yeah, we're a pretty new company. Right now we're making about 80k a month and we're profiting about 75% of that. Okay. This is great. For sure. Yeah, so we run a company. I do test preparation for people that are taking the BCBA exam to become board certified behavior analysts. Okay, got it. Which is pretty cool because I can

tell that you're a Scenarian at heart. and all that. Our biggest bottleneck right now is just getting more attention. Our products are really good and all of our students love them. Our reviews are crazy. It's just kind of getting more volume. But one of our problems with the business is that since with our company, we Our students don't really need us once they pass the exam. So they pass and then they just don't really need us

at all. That's fine. So it's really difficult to get continuity because we just constantly have to get new customers. So one thing that we've been working on is getting more university collaborations. So we just collaborated with our first university and they're going to be implementing all of our materials for all of their students. for like a cross-letter whole program. And I feel like that's the best way to get continuity. So I just wanted to kind of

like pick your brain about what kind of strategy should I be using for cold outreach to new university programs. Okay, so pause real quick. Pause real quick. So currently you, what percentage of your revenue is coming from university programs that you're doing collaborations with? And what percentage is coming from just like people coming to you and just saying, hey, I want to help with Test Drive? Right now it's like 95% just from people and we have

this one collaboration and all their students are about to roll in and purchase all our products in like the next couple weeks. So we haven't touched that revenue yet really. And this is just to get, once they take the test, they get into a university program, is that correct? No, opposite. So our students, they've already graduated from their programs. They all have master's degrees and then they need their certification to practice professionally. Well, that's great because

it's closest to money. That's wonderful. Yeah, absolutely. Most of our students, they pretty much triple their income once they pass their exams. - Okay, so let's, okay, okay. So you're sitting on a gold mine, so that's the good news. - Yeah. - All right, so I wanna talk through a couple things. I'm just gonna give you a couple tactics. I gotta keep going, but here's like, we're gonna rapid fire. So number one, every single person who

walks in the door, you have to get their current earnings. You have to, you get it? You have to get bank statements, okay? Six months after they graduate and you have to put some sort of stick there Maybe it's a rebate maybe like ideally a rebate or maybe they can only they can only become a member of this thing that you charge $10,000 a year, but they get it for free if they XYZ Which is they

send you their earnings after they get the job using your thing. Okay So the reason that that's important is that then because you have such a clear like we get people from point A to point B and it is related to the income that they're going to be able to earn in a field. Like if you look at Harvard, Harvard can publish the average or median income of a Harvard graduate. They can say that. And so

people will think, OK, well, if I go to Harvard, my median income post graduation is one hundred twenty five thousand dollars a year. Okay, great. I don't know what the number is. I have no idea what it is. But they can publish that. And so to the same degree, you're then able to frame your value against what that triple is in very real terms. And that way you can put disclosures and say, hey, these are the

medians that we have 10% of people who don't get jobs. And, you know, like literally just publish the stats if you are as good as you say you are. And it'll just make, you'll be able to price so much higher by doing that. That's number one. And the way to do that is to add the alumni job board as the thing. So you get the full-time... lifetime access to the alumni job board and that's what people

get and you can show that to them on the front end. Okay, yeah, I like that idea for sure. Okay, that's thing one. Thing two is I would I would, I think the idea of going after the universities is not a bad idea. You need to think about your business as one level chunked up, which is that the customers are the universities, not the kids, right? And so the goal is to basically create a monopoly here

where you can map the entire network of these universities. They make full-time partnerships with you, and ideally you can lock them into longer-term agreements. And I would always ask the magic question, which is what would it take? What would it take for us to make this exclusive? What would it take for us to lock in for five years? And once you do that, then you can become an entrenched monopoly, but you're too small for anti-monopoly rules

to affect you. And then you can become a money printing business. Again, not a guarantee. The results will vary. Yeah, absolutely. What Alex is saying is also like, you know, you want the test prep is just a part of the journey, right? So your next part of the journey is the career placement part of the journey. So you just have to figure out, hey, what is the career placement component that I can add to this? So

the test prep is paid by the student, the career placement is paid by the university. So you monetize both sides of the supply-demand curve. Yeah, so people with this certification are super high demand. They find jobs instantly. They apply and they're just handed jobs. Well, if you want to make more money, then that's a scarce resource. And so then you can include in a placement at an even higher earnings. Basically, you can pre-negotiate for them because

if they're all getting lots of jobs, then it's scarce, which means you can then create overrides, which means you can hoard the scarce resource, and then you make money on the customer and on the placement. - Okay, I see. - I don't think you do that now to be clear, because you're too small. So I want to be clear, but that's like, if we're looking at like, what's the big vision, that's where we want to go.

Right now though, document the earnings, number one. Number two, once you have those documented earnings, you go to the, I would do that first, because then you can use that in your sales pitch to each of the universities, because that makes sense for them, because they're going to want to advertise those numbers too, if they can, and they will be able to, if they fully and exclusively collaborate with you. - Yeah, totally. - Okay. - One

more thing is, I got to go to the next one, though. But does that help at least to get you started? Yeah, for sure. Very helpful. Happy birthday, man. No, I appreciate you. And if you want to get rubbed shoulders with the universities, the best things that I've found have been going to the trade shows and conferences because that's where the buyers are. That's where you'll be able to, it's the easiest way to get your foot

in the door. - Awesome, good to know. Thanks so much, appreciate you. - You bet. I'll give you one more 201 strategy, which is hire someone who already did sales into academia. This is a little bit higher end. That person already has the black book. They already have all the key holders for every one of these universities, and you're basically buying their black book by hiring them. So then when they call, they pick up the phone.

That's what you're paying for. All right? - All right, awesome. - Appreciate you. - Appreciate it. - All right, thanks for donating books, man. - Yeah, thanks again man. - All right. - We hit it. - Oh, we have three, four, okay, so do we have, do we have-- - They're working on it. - They're working on the names, okay, fine. So we hit the 3.35, so 10 of you guys who donated 200 bucks, they're pulling

names right now 'cause it happened really quick, and they're gonna send them to me, and then you guys are gonna get signed copies, and I'm gonna name the names in a minute, okay? Okay, so okay. I saw somebody request dental so I have dental right here. That's literally somebody just opted in who not opted in. Donate books who was dental. Okay, so we got Red Lion Dental David Black. Hopefully, hopefully picks up. I'll find out. Yeah,

I'm calling people who donated. Yo, what's up, man? Let's talk about Red Lion Dental. We got five minutes. Okay, so top line revenue for last year was 1.6 million. Oh, I love this. Yes, keep going. We are on track to do 2.1, 2.2 this year. The increase comes from we've been revving up the Invisalign side of our practice two years ago. We were doing eight cases a year. In the last 12 months, we've done 143. Love

it. Love it. I have two questions for you. One's a little bit more just straightforward tactical, which is I now need to hire a full-time appointment setter. Do you have any recommendations on compensation strategy? Dude, it's going to be such a short-lived thing, man. You're going to do this for 12 months and then, I mean tops, because AI appointment setting, especially for medical, for something that is well understood, it's in swing right now. We're already using

an AI for our receptions. Yeah, so you need to get an SDR. So you're saying that's just recommendations for how to find an SDR? No, I have, well, I mean, if you have any quick ones, that would be great. But the, sorry, my four-year-old. Young, hungry 20-year-olds tends to work great. Um, the other question I have, so we've been doing, our price for Invisalign is $4,500. Yeah. We've been doing it as a lead, which I want

to get rid of, or as an offer, it was $500 off. It just passed through top line, like you were saying a few minutes ago. Um, so, uh, I was trying to come up with a magnet. The one I had come up with was coming for your free Invisalign consultation and we will make you custom whitening trays at no charge. So you get that whether or not you move forward with Invisalign. We just qualify that appropriately.

You like that better than the $500 discount? Yeah, because my cost to produce trays is about $30. But does the person who come in for a free teeth whitening thing, do they want Invisalign? So that's the pre-qualifying. Okay. Okay. Right. And you're running that offer now? No, I was about to start that and then I got access to your AI and what it recommended was do a... basically a $49 like get pay for a discounted $49

for lightning that would normally cost $400 when you come in for your Invisalign. So you have people who have seen the game help cover up cover up from close and then we have a subscription model to keep people in maintenance for lighting. - Perfect, that's yeah. - Nice job AI, good job. Yeah, I'm going to get retired soon. Do that. No, that's a good suggestion. So I'll give you a little detail. Maybe the AI didn't say

this. So I still have value. When you get the... You want to get the card over the phone if you can, obviously to bill, and then that way you can also charge a no-show if they don't show up. But if you're billing them up front over the phone for the discount thing, that'll dramatically decrease the show rate. And then when they come in, I would probably position this, I would use probably half of a menu upsell

in terms of the mechanics. So obviously, we own a TV wedding chain, so I'm super familiar with the wedding process and sales process around this. And the sales process that we designed more than doubled LTV. And so basically, what we would want to do, do you have any computer imaging software? Yes. Okay, so I'm guessing you show them, this is what your smile could look like? Yeah, so we have an Ontario so we can do both

here's here's like Justin does like here's a line and veneer. Okay? Yeah, so do you do veneers - Yes, you'll did I printed yeah. Yeah, so yeah, you know where that we're gonna go here take a picture of them say what you know Here's you when you're pretty here's where you now You know, which of these three looks would you prefer all of them are buying and you say great? I recommend this Do you want to

use the card you have on file? Which they give you because you already have it. So it makes the whole sales process super buttery. I mean, yeah. Yeah, well, I mean, yeah, I kind of nailed it. But yeah, that worked real good. Awesome. Okay. Well, dude, thank you so much. No, you bet. Congratulations, man. And thank you so much for donating books, dude. I appreciate it. Absolutely. Have a good one. All right, you too. For anyone

who's curious what he was referencing, the AI, I trained on 226 one-on-one consultations, which people paid $135,000 for. I'll show you this real quick. Maybe the camera can zoom in. So this is what actually went on. So I would, let me see. Yeah, there you go. I've blacked out the faces here. But like I would have a consultation and then we would go in. And so we have all the stats about the business. And so all

of this is all the notes that we would take on the company and we would just basically pour through all the things that we need to do about the business. And then there's just a lot of pages for each one of these. But anyways, we would do that analysis and then come in and then I would be like, hey, these are the things you need to do. This is the promo I think you should run. Here's

some of the data that supports it. It's XYZ. And so all of these companies paid for that from me specifically in person. And so I trained it on that plus all 12 implementation playbooks, plus all of my books and the notes that are unwritten about my books, kind of like the last chapters, but more stuff. um and all that is free uh when you donate 200 books and you're like why would we be doing something like

this it's because we're going big we're trying to put a book in the hand of every entrepreneur in america and i wanted to incentivize business owners to help all right and so that's that what yes speaking of yes we have some names okay we got names to pull for the for those of you who who donated 200 books during that little window that i had pulled up okay Drum roll please. Drum roll. Yeah, I know right?

Drum roll please. Okay, so the first three random signed book winners for people who bought the 200 book bundle, we have Tom Urbanski from London, United Kingdom. Can we sign his book? I just signed it earlier. Oh, you signed it? Okay. But it's signed. Okay. Oh, I'll put his name on it. I'll put his name on it. I'll sign it like this. Tom. Yeah, Tom. Tom, you rock. Here's a blue. You were probably signing it. Oh,

I think it's cool with black. Okay. Yeah. All right, Tom. that's for you dude thank you all right what's our next one now we have robert weirda from tampa florida robert robert robert thank you dude thank you for donating books if you're online drop a drop a chat guys anybody who donates 200 books you get a chance at a signed book from alex thank you dude all right what's our next benchmark 3.4. Oh, did we? Oh,

no, we're not there yet. Okay. Okay. All right. Next, we have Cody Limbaugh. How do you spell Cody? C-O-D-Y? C-O-D-Y. Okay. C-O-D-Y. From Enterprise, Oregon. Keep giving. Thanks, dude. Thank you guys for supporting and doing the 200 book bundle. We're going to take calls after this, all right? Okay. Next name? Oh, that was it. Oh, three. Three. Okay, then we'll do another three. Okay, fantastic. You got me all hot and bothered. Okay, you have my phone?

All right, fantastic. Okay, okay, where we got? Okay, so that was David with Red Lion Dental. Wasn't that fun? Okay, next one is a different David. 10x Re-Up. I don't know what that is. I'll find out. Re-Up. I wonder what it means. I may have to pee at some point. This is David. David, Rhea, it's Alex Ramosi and Layla Ramosi on Ramosi Hotline. We've got five minutes. Thank you for donating, Books. How can we help? What

up? What up? Is my life behind right now? What? Oh, no, the live is behind, so as long as it's like five or ten seconds, fine. You're good. Okay, cool. Yeah, so real quick, I'm in the business of getting other people and other business owners money for their business, so like loan stacking through banks and alternative lenders. Okay. And... Very specific question for you with this one. With ACQ Ventures, I'm working with a tech startup right

now out of Silicon Valley and their founders. And they're in the process of talking to some people for getting $30 million. And I was going to ask you what the process looks like or how you guys do it at ACQ Ventures if you do stuff like that. But they're building, can't say too much because I signed an NDA, but they're building something that I think that you guys might be aligned on. - We have to know,

we have to do diligence on the business. So we have scorecards essentially for business scorecards, founder scorecards, looking at essentially like rating them. And then we weigh out each one of those things. So, you know, there's 15 to 20 points for the founder, 15 to 20 points for the business. 15, 20 points for market economy. And then each one of those points is weighted differently based on how important it is. And we just honestly use a

formula. So we run the businesses through there and it helps us make objective decisions, but we have to get the diligence in order to know if we would invest in the company. For sure. Yeah, I was going to be in Laguna on Wednesday and I'll be out in Cali for the next two weeks. I'll be going to San Fran and LA during that time. I'm in the school, so it'd be dope to see what that process

would look like so I can connect you with the founder because they've already built it. It's already ready to go. The way to do it is just have them go through ACQ Ventures because we have a whole process for that. We have a whole team that looks at deals every day. If you make a post in the group, we'll get Zach Choi, our general partner, to link up. Okay, sweet. And then, okay, so a different question

that's specific to my business is for getting people funding. I was wondering what you guys would think is the first thing that I should hire out on because basically I'm on the revenue rollercoaster of like, I'll have like one decently big month. Like last month I had my biggest was like 55K and like 50K of that is like profit, but I'm pretty much one man show right now using some AI systems and I'm I'm going up

and then I have to deliver for the clients and that slows me down on the marketing side. So would you guys recommend hiring somebody for sales first or hiring somebody with skill and training them to help me with the delivery of the service? I know what I would say. - Yeah, I already know. We're gonna say the same thing. - Yeah, I would have somebody help you out with the delivery. 'Cause right now, dude, you need

a generator of revenue, right? - Uh-huh. - Yeah, go ahead. - Always delegate revenue last. So whatever's closest to revenue, you hold onto the longest, typically. - Now, and to be clear here, for somebody who's a software founder, if the software you have needs to go viral in order to succeed, then the thing that is closest to revenue that has the highest leverage is actually improving the product. So again, there's a little bit of nuance there.

- Business specific. - Yeah, business specific. But yeah, for the business that it sounds like you're in right now, it's gonna be more promotion heavy, like you're just gonna do more deals. And so yeah, I think the delivery, I would imagine, is very process oriented. - Yes, yeah, it's a lot of meeting with them. - Yeah, checking boxes. exactly. Yeah. So that's totally the thing. And I'm guessing it's probably taking up half your time, something like

that. Yeah. Yeah. So for sure, that would be the lower leverage thing that I would like. That'd be the first thing we hire up. Okay, cool. And then my other question was going through the course already I was building out my series and I was looking at one of the attraction offers the free premium offer giveaway Do you guys or have you seen a way for that? To work or is it designed to be able to

work through like a cold email system where I can just rip, you know 2,000 emails per day giveaways don't work like I'll say this, I would not use a giveaway as my attraction offer for using cold outbound as my method. So giveaways works super well with one to many communications, whether that's content or that's paid ads, super well. Outbound, it's like, no, that's not how I would do it. - Okay, gotcha. Would there be a certain

attraction offer that you would recommend for an offer, like getting business owners funding, based off like a cold outbound to rep emails. So, I mean, is there a giveaway? For sure. The question is just like, how much? Because you want to make, oh, wait, wait, sorry, sorry. Roll back. You said, is there a giveaway option that I would do through outbound? Is that what you said? No, an attraction offer. Oh, an attraction offer. Yeah, that would

fit there, yeah. Let me try to think. I think that I would probably end up doing a, I would probably end up doing a decoy offer. for that, so it's like they come in for something that's free, but then you explain to them that that's only one part of a much bigger system and they really want this other thing and they'll happily buy that other thing that's significantly more expensive rather than the free thing, which obviously

you can offer that, should they choose not to get it, but you, you know, you give them the upside for sure okay cool i appreciate that and then uh if uh that pretty much answers all my questions but it's funny that uh layla and i'll just put this on on on record she uh convinced me to drop out of college years ago so um well thankfully it worked out otherwise he's like and i'm homeless now and

how did i convince you to drop out of college Your video on YouTube basically like weighing the pros and cons and I was like wow this has never been more obvious what I need to do. Well there you go. Well I'm glad it's working out. That's freaking cool. Well Layla convinced me to drop out of singleness so I hear you. Thanks man. I appreciate you. Thanks so much for donating. Yeah thanks guys. Appreciate it. Alright. Okay,

so uh do uh two more we have two more winners for guide books. Okay, let's do it and then Yeah All right, let's do so who am I signing so we have chase Sugarman all right Mr. Sugarman San Diego, California Mr. Sugarman you donated 200 books and I only remember Sugar Mill. What was the first name? Chase. Chase. Yep. And guys, this is for anyone who donates 200 books. You get a chance at a signed copy.

Keep being awesome. Boom. All right. That's thing number one. Okay. Now we've got Mark Magalanis from Mardsen Park. M-A-R-C or K? Last thing I want to spell it wrong. Mark. Okay. Mark. From NSW, Australia. Okay. Alright, we're shipping this out to you, Mark. 200 books going to Australia. Oh, sorry. Alright. Oh, we have one more. One more. Hot one. We have a special one. Oh yeah? Uh, yes. Shem. Shem? Mouse. Shem, okay. I don't know. Yes.

Does this sound like I'm supposed to know? Alright. And she actually has a Fuck Your Mood Follow the Plan license plate, so I'm going to sign it too. Okay. Alright. And then she'll know this part is for me. And then I'm going to do this, and then you call the next person. Maybe I'll do whatever you know Okay, so call this one. Okay. Okay. Have fun Should I call somebody or should I answer should I answer

questions about Alex that are uncomfortable? Should I spill some tea? All right. Hi, this is Layla Hormozy. Oh my gosh, Layla, how are you? Good, how are you? I'm really good. Sorry, Jim White. I've got a Jim music going on in the background. Oh my gosh, you're fine. I love your license plate. Seriously they took it off with that that's so rude. Okay. Yeah Not cool. Well, you're on her mosey hotline and Alex went to the

bathroom And so they gave me your number to call and I was like, she's got the license wait, we gotta do it I Yeah, I have been training up an operator to come in and replace me to have more time. We really want to scale and go to three locations and to four locations and scale to sort of eight figures. And the operator that I've thought so much into in the last two years has unfortunately burnt

out. I keep taking these technicians that come from like PT to PT manager through to like an operational role I'm needing someone that has more influence versus the technical guys that are coming in and you know there's all the analytical stuff and they're really good at the technician side of things structure that's just not working for me I've got someone that potentially is quite influential like me that comes from like a sales background and has like

a bit of retail management would you recommend that that potentially could help me run like it's you know it's a five million dollar PT business we have 1600 PT service PT models and it's a lot of you know data to know our numbers and we want to who is the person that Yeah. So in general, if you are looking at hiring somebody to be an operator, I look at it as an operator is really a people

operator, right? Now, if you can operate and you can influence people, you probably also can deal with process and systems and all those things. But I look at it as it's a much higher leverage skill to have somebody who has the ability to essentially influence people, lead people, manage people, and drive sales than it is to have somebody who understands the technicalities, the project management skills, the organization. So I almost look at it as that person

you want to have at the top, and then they can contract people, they can hire people, they can... if they're not the best at the analytical technical side, they can get people who are. You know, like for me, for example, like my skill has never been like, oh, I'm the best with systems and project management tools and like it would actually be probably a bad use of my time to do that because I'm better at, you

know, leading people, driving revenue, doing those things. And so I think you want to think about what's your skill set, right? Yeah. Influence. Right. And so my people, my people conviction is, Correct. So you want somebody who approximates your skills. If you bring in somebody who has none of your skills, then what are they taking off your plate? They are solving a new problem, but they're not solving the fact that you still have this on your

plate. And so a lot of people, when they bring in an operator, this is the number one thing I see is they think, oh, I need somebody who's like the opposite of me. They need to be like very detail oriented and operate and all these things. I'm like, listen, I'm an operator and I'm not that person. I'm not hyper technical. I'm not driving the project deadlines. I'm not doing like, I'm a people leader through and through.

And I also have an enormous sales background. And so I think that you have to, it's like the weirdest frame shift, but it's like find somebody who's more like you and they will take more things off your plate and they'll probably be able to do a better job leaving the team. And so I think, honestly, it sounds like you had the wrong avatar in the past and I think that you've taken the step in the right

direction. So like, I love your plan. I actually wouldn't change anything. I think that you should give this person a shot. Oh, this is absolutely huge. Honestly, this is the biggest constraint that's stopping us from scaling and duplicating our model because all of our systems and fulfillment and everything like that locked down even hiring our technicians locked down but leadership is a huge dysfunction and we you know we're great operators ourselves and great leaders ourselves and

ourselves as leaders is really holding us back from going to eight figures yeah and at some point you have to you have to make a choice which is like and it's more of a decision which is like I can no longer scale this business off my leadership alone I I can no longer scale this business off my influence alone. I have to bring in other people. And sometimes when you're thinking about scaling the business, we talk

about the constraint of the business all the time, but sometimes it's you are the constraint. If you have a lot on your plate, if you are gassing it, if you are working 12 hours a day... and you bring in people that are not coming in to relieve you, you've just added more to your plate because you have to manage them, manage their output, manage their KPIs, but you haven't relieved yourself of anything. And so I think

sometimes the best thing you can do is ask yourself, what's constraining me versus the business? And I think once you get to that point where you're creeping on eight figures, that's probably the best question to ask. That's fun as well, is trying to find people that have the grit and resilience. And I think styling Sales builds that for you. It's gritty where if you're getting someone from a technical background, they probably don't have the same grit

to deal with all the adaptability and all the constraints that operations has. They're probably not, even just in their mindset and their adaptability alone, probably not going to be able to handle the volume of operations. Yeah. So here's what I tell you. This is what I tell people. I want somebody kind but tough. And I want somebody organized with sales skills. That's it. Those are the two things. Kind but tough, organized with sales skills. I think

you're on the right track. I would make the hire. You are epic. Sometimes I just needed to hear it from someone that I really trust and know that has the answer. Your content with that at the moment, the operator is just phenomenal. Thank you so much. Thank you. Okay. Well, hey, have a great rest of your night or morning. I'm not sure. Okay. I'll talk to you soon. Thanks. Bye. All right. So I was told by

the $100,000 men that we're doing as soon as, yeah, I'll say when. I'll say when. I'll say when. We're good. We're good. Let's do the next sale F1O. You want to do one early? Okay. Okay. Because we're going to do. Okay. Telephone. Okay. All right. The next 10, the next 10 people who donate 200. Oh, there you go. You got it. Next 10 who donate over 3.35 get a signed copy. So right now, if you donate

200 copies, we will sign a copy. I'll put your name on it. It's the next 10. Okay. I think we might. Next 10. That might have been the next 10. I think we're close. No, I think we got two left. I think that was seven people. Okay. There's, and I think there's one left. Okay. As soon as we get the names, we will be signing copies for you guys. You guys rock. Thank you guys so much.

And thank you on behalf of the entrepreneurs, by the way. Okay. Let's pull up. So we did, we did, Kim. Okay. Who else do we have here? Let's rock and roll. We have, did we do Angelo? No, we didn't do that one. I don't know. I haven't been up here. Yeah, I have. Okay. So, So serious. Alright, so this is a slightly smaller business, so this would be a good one for anybody who's a little smaller.

Salty. Oh, maybe that's why it's a smaller business. The phone doesn't work. Denied. Alright, I'm going to give him a more shot. He's like, I can't get leads. The phone doesn't work though, bro. I'm calling you, man. The phone don't ring. Did not mean to do that. Dude, you just hung up. It wasn't a power move, I swear. Dude, were you flexing on me, bro? Oh, well, my happy birthday gift to you. So thank you so

much for donating books, man. Let's do this. Okay, top line's $20K a month? Yeah, yeah. Okay, $20K a month, $4K bottom line, right? Yep. Okay, got it. So what are you selling right now? We're selling client acquisition services. So I'm doing, for financial advisors, I'm doing a bunch of stuff. I'm doing... Okay, I drink a shot of energy while you said who is the person that you're doing the client acquisition for? Financial advisors. Okay, got it.

Okay, what's price point? Yeah, how are you getting them right now? Yeah, how are you getting them right now? Okay, how long have you been doing this? - I really started pushing this since October. - Okay, so like less than a year. Yeah, you're figuring out your first real channel. So I'll tell you right now, for just about anyone who's doing less than a million dollars a year, it's almost always dramatic underestimation of the volume required.

- Okay. - So right now you said you got one from cold calls, you got a couple from interview method. Right? Yeah, yeah. And then I've been moving to paid ads and the lease flow is coming in, but the quality of the leads have been fluctuating. So I'll have a couple of good calls and then a couple of terrible and I'm just trying to figure out... Well, dude, you're just measuring on too... You're measuring on too

small of a time horizon. I'm just like, it's normal. You got good leads, you got bad leads. It's just part of it. Okay. And so you don't think it's the offer? Like, you don't think, like, one of my... Like, you think that I should just ramp up the amount of volume in terms of new prospects? Because I've also done... What's your close rate? What's your close rate right now? Say it again? 10%. Oh, 10% is your

close rate right now? Yeah. So the 10%, though, because I want to get good numbers here. That would mean that 10 out of 10 people that you made the offer to were qualified? Or are those 10 people you talked to in the lead club? So, okay, of qualified leads that you made an offer to, you closed one. - Yeah. - Okay, now I don't know how good your sales skills are, 'cause sometimes if you don't know

how to, if you're just getting used to sales, that could be a thing. It might not necessarily be the offer as much. But what's the incentive for someone to sign up right now? - What's the incentive for them to sign up? Well, I would just drive them new traffic and they don't have to worry about booking appointments. I just put appointments on their calendar. - Heard. Do you have a VSL in your sales process right now?

Yeah, but I don't think it's very good. My background is in sales. So I leaned on that heavily, but yeah. This is just a different product that I've been selling. I've been selling lower ticket, not high ticket. So I'm going to tell you something that I told one of my sales directors years ago, which is that at this point right now, especially if you came from a background in sales, I want you to be thinking about

how do I make sales easier rather than how do I get better at sales. So I think you have the right frame. Just big picture, okay? So basically, how many success stories do you have? - I have three, but yeah, three. - Okay. - They're not like amazing though. They're okay. - So I'm gonna tell you something that you probably don't wanna hear, but like this is what I would do if I were you. Hmm? What

are you gonna say? - I said do it. - Fine, okay. Layla probably doesn't know what to say. I would probably see if I could work for people with a free trial plus penalty model, which is actually a different one that's a money model that's inside of Money Models book. So when you go watch that video training on it, everyone who's watching this, by the way, it's free. Chill out. That's free for anybody. You don't have

to buy a book. But the way it works is this, is that you have someone put a card down and they still have to do all these behaviors. And if they don't do the behaviors, you build them. And the reason for that is like, listen, I will do this work for you and I will do it for free because I need testimonials. Because that offer will get you way more sales, obviously. Because like you probably talked

to all these, you probably talked to 30 qualified leads, right? Something like that. Yeah, I talked to more than that. Okay. So dude, I would rather you just like fill up your calendar, get way better at it. and get way more yeses and then basically artificially, not artificially, realistically, jam your supply demand so that you can barely even, like, work, like, can't even do anything else because you've got so much business that you're working with. And

then you'll, it'll shift your perspective and your behavior because you're gonna be like, dude, I have so many people who want to work with me right now. And then you'll learn more. You'll have way more testimonials. And then you'll have the pricing power that you need. Because, I mean, it's realistic and it makes sense that it's taking you so many to close because you have no proof. Right? You're leaning purely on sales. It's purely on sales.

You just need the other stuff. - What are your thoughts on, I guess this is a future problem, but then my other thought around this was, well if they can't convert the leads, then I'm gonna bring on all this traffic for them to try to convert the leads, but they still can't convert it, so then I'm out of cash flow and I can't solve-- - No, no, they're gonna pay for the ads. They're gonna pay for

the ads. You're gonna do the service for free. - But they're gonna pay for the ads, they still don't convert the leads, right? Then I gotta help them convert those leads. This is a feature, not a bug. So when you're an agency and you deal with small business owners, which is what you're dealing with, it's going to pretty much just suck. And I'll tell you that there's really only like, let me just fast forward to what's

going to happen. Can I just tell you your future for a second? So what's going to happen is you are going to figure out how to start acquiring customers. So in steps. You're going to follow this advice. You're then going to get enough proof. With enough proof, you're going to make a compelling BSL. With a compelling BSL, you're going to start being able to sell at higher prices. You're going to start increasing your prices. Because you

know how to acquire customers, you're going to start selling more customers. And you're going to get excited because a disproportion of that is going to drop straight to the bottom line. But when that starts happening, you're also going to start noticing that people are going to start falling off the back end. And then all of a sudden, your revenue is going to go up, but CACs are going to start going up too over time. And then

your margins are going to And then you're gonna be at between one and $3 million a year and you're gonna be like, man, this sucks. I have this big churn factory. And then you'll call back and be like, hey, you know, I'm doing 1.8 million top line. I did 250,000 bottom line. I'm really not sure what to do with my agency right now because these guys, they kind of suck at business and I have to try

to explain to them, I have to hold their hands and do all this work for them. And so I'm just trying to figure out a better way to run this business. And so then at that point I would then say, okay, well the issue is this, is that you have a poor avatar that sucks at business. And so either option one is that you build this thing from the front end so that it's as low cost

as humanly possible so they don't churn ever and you can do something in such a way that like at $300, $400 a month, you still run insane margins on it 'cause your stick rate's really good and it costs you almost nothing to run. That's option one. That's the low cost, high volume model and it works fine but you have to build the business day one with that low cost volume model. so that you're dealing with these

small business owners. You have to price at their worst month, not their best month. Now, the second scenario is that you have to go after higher, you have to go after whales, right? You have to go up market. And those guys don't need your help closing because they know how to close and they just need deals. They just need, you know, they need lead flow. Either of those are, yeah, either of those are the end state

of where you're going to go. But it often happens that you have to go through all those stages that I just outlined. because you don't have the confidence yet, you don't have the proof yet to go sell those whales. And so it's like you kind of need to get yourself to a business owner who's making a million, two million, whatever a year in revenue so that they can be like, wow, this sucks. I should build this

differently. So those are the two end states. It's either you're going to build this day one with kind of like super AI enabled, super automation enabled so that you can do this at low cost or you're going to say, I got to go whale hunting. But the thing is, it's very hard to sell whales with no proof. But those are the two end states of actually what makes this business work. Is there a world where I

don't even go after this market and I change the... No, so everything... You're good. Everything I just described is true of anyone who does client acquisition for any business. Okay. What happens is if you're good at marketing and sales, you very quickly deal with people who just aren't, they're only good at one element of it, right? They're not good at some component, which is why they're hiring you, but it's kind of this catch 22. So you

end up eating up more and more of their business, or you have to go up market. And so you either have to make it so cheap that you don't care if they churn, because there's so many of them, It costs you nothing or you actually price it in a way that you can have a charger premium But you can only do that with people who can afford it which is upmarket So if you look at the

biggest agencies in the world, which is basically what you are you either got to go like, you know super cheap super high volume or premium whales ogilvy, you know what I mean? I just got to deal with it. I think you got to go through this crap period, but you got to know that the purpose of this crap period is to get proof so that you can move up market or down market depending on you. Either

way, it's up to you. Cool? All right. Thank you. Appreciate you, man. Thank you for donating books, dude. Thank you. Bye. All right. So for those of you who just hopped on, we're just calling as many of the people who donate 800 books as we can in real time. So if you see that. Also, we're giving out signed copies. Okay, I got a message. What did this say? Okay, so. I'll read it. Okay, so the next.

So last time I said people who got signed copies was right after 3.5 hit. So I have the names here. All right. All right. So these are the names of those of you who just bought 200 copies. I'm signing your books right now. Yep. Steve Nickerson, Castle Pines, Colorado. Steve. Steve Nickerson. Thank you. All right. Thank you, Steve. Boom. Okay. One down. Craig Westerman, Timonium, MD, Maryland. Yeah. My people. What's up, Craig? Craig, fellow Marylander. I

am not from there. Alright, got it. Let's rock. Cool. Tamara Poppet, Victoria BC Canada. T-A-M-A-R-A? T-A-M-A-R-A. T-A-M-A-R-A. Need some more books. More books to sign. Alright. Jeez. What? I'm sorry to write a nice note. I'm spelling wrong. Yeah. I can't write and talk to us. You've got to help me out here. And then we've got Lance Morgan from Wellsville, Utah, United States. Lance Morgan. And we've got one more after Lance. Guys, these are the people that

donated 200 books. Yep. So we're signing books for them. Yes, thank you guys. And then we're taking another call. All right. And now we have Kai Jones, Colorado Springs, Colorado. All right. Kai Jones. Bet you wouldn't have guessed that one. KAI? KAI. Alright, Kai. Jones. Kai Jones. Colorado Spring. Colorado. Anyone here from Colorado? Alright, cool. Kai, sorry, I just signed it for you, Kai. Alright, rock and roll. Thank you guys so much for donating books. We're

trying to sign them as they come. Let's do a... Let's do a 200 book call? You want to do a 200 book call? Alright, let's do it. Alright, so we're gonna call one of the next people to just donate 200 bucks. We're rockin' and rollin', baby. - Alright, which one have you not done? - Oh, plenty, here we go. This one, this is one of the fresh ones that just came in. Oh, okay. Alright, fine, here

we go. Alright, Greta, you just popped in. This is you. Greta and Judy, bringing simplicity, okay? Alright, we'll see. - Every time I hear that. Greta and Judy bringing simplicity. Yes, I'm just starting a master class for a client, so that's super fun. Okay, exciting. You got five? Five. Okay, just double checking. All right, so you can put me on speaker if you want. All right, so tell me, so revenue is what? $488,000? Okay, and then

bottom line is like the same thing? Yeah, we don't have a ton of overhead right now because it's predominantly just me and Judy who are doing the bulk of the work. We have about 15-ish K in contractor expenses. That's for things that we're not specialists in. So, like, we have a tech person and then we have, like, a full-blown graphic designer. So we hire them. What does bringing simplicity do? Sorry, what do you sell? Yeah, we

work with established entrepreneurs who've been successful in their field and are now wanting to teach other people to do what they do. And so we basically build their offer and then market, sell, and then ultimately run operations until we can hire a team to take it over. So you build their business? Yeah, we build their business from the ground up. So we've done two businesses that we've gotten to a million in under a year. We typically,

our runway is usually zero to 20 or 30K months in the first four-ish months. All right. Because we're positioning like a high ticket. So can I, so I think that, I mean, this is, I'm glad you donated books because I want to have this little chat. Yeah. You're doing the absolute hardest thing possible, and you're just doing it over and over again. And I don't think that's a good-- I mean, it's a hard way to make

a buck. Like basically I would rather you just do this instead of having like, Hey, every month we're going to try and see if we can launch three of these guys' businesses. Yeah. It's horrible. Instead. Yeah. And it's like so much brain power. So that's part of it is like, we're limited right now on capacity because it's like, I can only, I mean, you know, I mean, you get it. Yeah. Let me, yeah. Let me help.

So, - You need to look at everybody that you've come in contact with and think which one of these people has the most X factor out of all of them. - Yeah. - And then say, let's just partner and build your brand. - Okay. - And that's it. And you do one and you do all the way. It is so much easier to go from one to 10 million or zero to 10 than it is to

do zero to one 10 times. - Right. So do you think we build that into the contractual terms early on? Because I will say like we have one person who we've been with for just about a year and a half and we've taken him from zero to he's on track for two and a half mil this year. But we obviously didn't build that in to the contract early on. And so now as we get to equity

discussions, it's pretty easy for him to discredit everything we've done even though he's in the business. It's not. It's not. Listen to me. Listen to me. I'm going to help. You can just stop doing everything. - Okay. - And then, so this is a game of leverage, okay? So if you'd really do what you say you do, which it sounds like you do, I'm guessing you do, right? - Yeah. - If you do what you say

you do, then it means that his business or her business can't run without you at all. Like it'll just stop, right? - Yeah. - Okay. So then you just say, "Cool, so we need X amount, "whatever X amount is for you that you feel happy with." And you have to make it what you feel happy with, not what you'd be like begrudgingly accept. - Okay. - Like what you'd feel happy with. And if he or she

says no, then you say, no worries, I'm just gonna go find someone who will. And one of two things will happen. He or she will accept, and then that's that. Or they won't accept, in which case you'll free up all this bandwidth, 'cause you don't have to run that business anymore. - Exactly. - And then you can go find somebody that is way more lucrative, and then you get this really fun bonus that comes back, which

is, you know, Three six months they'll come back a little bit, you know more ego thing But let me give you a little little piece of advice. This is like 201 201 negotiation Okay, when he or she comes back you need to give them a ego saving way to come back into the fold So you do not want to prove yourself, right? You want to make money? - Right. - And so you will need to give

him or her a reason of like, no of course not, listen, you had a lot going on at the time and it makes sense that you would have done that. If I were in the same position as you, I would have done the same thing. We're totally good. And honestly, we had so much demand that we had to go, we had to basically make a hard call. Right? So honestly, we'd rather work with you than some

of these people that are, you know, that are newer that are coming in because we have such a good relationship and we've worked together for so long. It's worked great. And so, yeah, let's do it. Right? So when they come back, rather than like, well, now, like, look who, look what the catcher, you know what I mean? Like you want to give them a reason. Yes. Yes. Allow them to save face. Yeah. yes okay so what

is like a reasonable amount it's like literally like the for the most part our people are only responsible for fulfillment meaning like we get clients sign seal deliver we have a sales team I guess you let me answer the question like they literally are just doing master yeah I get it yeah I get it the answer that question is whatever you would feel happy with So like there is like with negotiating terms and splits and partnerships,

everything just comes down to what are you happy with and what do you feel is equitable? So if you feel like they're basically doing nothing and they, you know, they work 20 hours a week and you do everything else. And the other component is also risk. Who takes the risk on it? So I could be completely passive in a business, but if I'm the one who signs all the checks and I'm the one whose name's on

the building, if things go wrong. I'm gonna want to be compensated for that. Now again, how much are we compensating for that? It depends on me. I might say, if I'm gonna take a lick of risk, I want 90%. I might say, I'll take risk on just for 10%. Right, just depends on who you are. So that number is gonna be different for you and I can't tell you what it is, but I'm gonna say, I

would want to back into how much work, if I had to put math behind it, I would say how much time and effort is this going to go into it? What would I like to make? What percentage would it require for me to make that amount of money? And then that's my baseline, and then everything above that is gravy. And then you might just at the end of the day be like, you know what? I just

want the whole thing. And then you're gonna be like actually I should just build my own business. Okay? Well, and that was like my original question is like we keep going back and forth of like do we just build our own business? Like we put our blood sweat and tears but it's also so much easier to do it for other people like I know No it's not! Like when you're in the jar you're in the jar

but like I can see the issues with somebody else's business. Girl you're like addicted to pain. You're like let me keep building it from scratch over and over. You're a pain addict. You're a pain addict. - We're building it from scratch because we are control freaks and so we like to know that everything was set up. - Well you can set it up right for you. - Yeah, no, totally, yeah. - Okay, I'm glad we had

this talk. So, yeah, do it for you. If you're like, hey, let me tell you this narrative. Check this out. Ready for this? It's called The Truth. So, here's how it works. You say, "So I spent the last five years building 13 different businesses around different experts in different spaces like financial services and cleaning and housing and blah blah blah blah." You list them all out, right? You tell the truth. - Yeah. - And then you

say, "And you know what happened? I got really tired of doing it for very small percentage of these businesses And so then I just said, you know what, screw it. I'll do it for myself. And honestly, I was a little bit insecure about it because I wasn't sure if I like deserve the right to do this. But then I called Alex and Alex was like, dude, you've done 13 of these. So like, give it a shot.

And I think you just state the facts and tell the truth. Then if the truth and the facts are compelling, you're good to go. And I think those are fairly compelling truth and facts. Awesome. Cool. Rock and roll. Happy to be called. We're going to see you sometime next year in Virginia. Oh, okay. Oh, you took a super baller. A super baller. Yeah, we've added it to the vision board. Well, rock and roll. I appreciate you.

Thank you so much. All right. Thanks, bye. All right. Wait. What? Do we have more books? We'll get some more books. We'll get some more books. All right, we're going to do another book signing, signatory, if you will. Shortly. Shortly. Momentarily. Let's do Sammy. Sammy. Alright, Sammy. Sammy? Project Van Life. Okay. Fans don't have good reception. Fans don't have good reception. Hello? Project Van Life? It's Hermosy. You're on Hermosy hotline, baby! Okay, so give me. You

got five minutes. Tell me about the business. How can I help? Let's do it. Oh, this reception sucks. Oh, dude, can you move somewhere? Dude, I can't. I can't do this unless you move where you're at. It's really bad. It's really bad. I would listen to you, but I can't make a thousand other people listen to you. No. It's literally the same. It sucks. Yeah. I'm going to call you back. All right. Just go somewhere else.

This is horrible. All right. So, sorry, Sammy. We will call back, but I didn't want to subject you guys to that. Okay. So we got Taylor Avakian, the group CRE. The group CRE. The group CRE. Taylor, you're on Rosie Hotline. Oh, let's go. The weather is cold but the deals are hot. Alright, so we've got, we've got one, what is it, top line, bottom line, real quick, and what do you do? - Yeah, 250, 150. -

250, 150, okay great. And then what do you do? - Commercial real estate broker, multi-family, Los Angeles. - Okay, I mean, we can bring in we can bring in the go if we have to it I would love to go to the branch on should bring the go to bring that happen man I think we should are tapping in I'm tapping in a stock as dog okay as dog the rescue okay what's a okay so you're

what do you even you know it's a good question I'm just a alright but let's get let's keep it simple can you take more customers for you are you can train the back in front of a good okay guys you need more deals okay we currently do to get deals - Cold calling, emails, relationships. I've been doing this for like eight years. - Okay. - So a lot of it's referrals. - Okay. - But I still

rep calls. - Okay. Would you like to give some S-dog magic? - Yeah, what's been working? - Yeah, so, well, Sharron, you know the market's been very interesting in Los Angeles from a regulatory perspective. - Yeah. - And with rates where they're at. So historically, cold calls, right? I still call a bunch and I'm still getting a bunch of follow-ups, like warm call leads and stuff. I started social recently, like eight months ago, and I'm getting

a ton of relationships that way and getting a ton of listings from people who come to my podcast. So I bring owners on my podcast, and then we build relationships that way, and then they give me listings basically. So that's been great. But I would say I have 30 listings, so it's not the actual – what I need is motivated seller listings. Okay. I need actual motivated people. Like not just people who say they wanna sell

at a price that is not gonna sell on this market. So I'm struggling with consistency with inbound leads for sure. And outbound is like, the machine is just probably get a bunch of people to call if I'm being realistic. Yeah, yeah. So there's two things here. One, foundationally, we are in a market cycle where it is hard to sell in this market because the seller assumes that they, you know, in the COVID market, they had significantly

more equity. They can't see themselves in this market. And they're seeing themselves in this market struggle with rates if they refight, et cetera. So you have a tough seller market regardless because they know that they've got this kind of echo, right? They feel like they can make more, right? That's number one. So this is the problem. I'll just tell you this. Most folks in multifamily real estate are so seller-centric in a seller-centric economy. But the problem

being seller-centric right now is that the seller is not willing to sell, right? So let me give you a hack around how to fix the other side of the equation. Think about how to get extremely motivated buyers. Because if you get an extremely motivated buyer, then they have to take the offer that sellers actually will say yes to. For example, right now we're working on multiple deals where we are the seller and the extremely motivated buyer

is somebody we can go to with a 1031 exchange and say, you have to buy this. You have no choice. Yes. - Yes. - Right? So if you can, I would say it may not be a bad idea to spend a little bit of time right now actually mining for these extremely motivated buyers who are forced to actually have the uplink and downlink timelines work because they have to buy something and they are, I would much

rather 1031 Exchange and pay an extra 10%, then try to get a deal on the seller side. So this is actually not a long-term situation. As soon as the markets turn a little bit, as soon as the silver drops, you're gonna get a puff of wind. But we need to figure out a way in which you can still stay in the game while building this bench of buyers. So I would flip a little bit and think

if you can get an extremely motivated buyer, because you can get extremely motivated sellers. Now, one other thing, if you are getting so many sellers on your podcast, maybe Alex can talk to this. Is there a way for you to start a community? Because once you get more sellers inside a community, then they automatically get social proof around you being the kind of the man in charge. So have you considered something like that? - Yeah, so

it's funny. We just, today actually, Alex, we just started a school community, but it's for AI and commercial real estate. So it's, there's a bunch of different people, brokers and other people. So not specifically, sellers, but we just started that today. We got 55 people, so that's pretty sick. - Amazing. - Yeah, dude, I will tell you this. If the long-term game is to get more sellers, then if you, just think about this. Say if you

were able to call on Hormozzi Outline in two years and say you had the largest community of multifamily owners in Los Angeles County, like think about how powerful that is, right? You've literally written an insurance policy on your business forever. And by the way, and, If you were to ever want to sell your business, you've created an asset that you can literally say, I have a working CRM of all the multifamily owners in Los Angeles right

now. So if you were going to build a community, build it of your target avatar, let them talk to each other and you're the center of focus, you're already interviewing them on the podcast. You already have status. You already have authority. - And that's a benefit to coming on the podcast is hey, by the way, all past podcast guests who are all in the same space get to join this community, but I'm the gating function. So

then you also now control a scarce resource, so then you further edify yourself for the conversation, 'cause in the moment, if they hop on the podcast with you, you're gonna be like some agent who's gonna try and sell them stuff, let's just be real, right? But instead here it's like, no, I actually have influence and I have status because I control this resource of hundreds of other people who are above you. So basically you can leverage

the collective status of all people above them in their own game. But because you gate it, you gain status in that conversation, which then completely flips the paradigm. And then also you have the authority. So when you say, hey, you need to buy now or like, hey, you need to sell now. then they'll listen. - Yeah. - So one other follow up, 'cause I listed the audio book, could you send it to us yesterday or something?

- Good job. - Is there any way to pull revenue forward as a broker? Because it's like, it's a weird business where I have to do two sales, the sale to win the listing, right? And then the sale to actually sell the property. So is there a model, Sharon or Alex, where you can pull income forward? Yes, you can. So, very good job thinking about this. The way you pull income forward is to change the way

you actually categorize income. For example, is it easy to pull commission income forward? Probably not because the traditionally commissioned income is tied to the performance of a transaction. But you You can charge income in a different way. You can say, "Hey, I have 30 consulting clients. "I charge each of my consulting clients $8,000 a year." I'm making up numbers, by the way, right? And you can say, "But for everybody that is my consulting client, "I have

a 90% off in my transaction fee." right so now you create a recurring revenue consulting model which maybe because of that they get free yardy or free other pieces of software that come with it so you can go get purchasing power on one side where you're the consultant and forget get recurring income on the consulting side and then you dramatically discount commission and transaction fees i'll give you the craziest example i told alex i told this

guy this is to an agent who sells in my neighborhood i said go to everybody in the hoa and tell everybody in the hoa to pay $200 a year, and if they paid you $200 a year, right, then they're automatically, all their commissions are cut by 50%. Like every, that person would get every single sale in that neighborhood and get the recurring income of that anyway. So you would just own that neighborhood, no one can enter

that neighborhood ever again. So you gotta, you can't get, you can't pull forward a commission because it's in their mind tied to a transaction, but you can do it in a different way and still, as Alex would say, you can get the discount on the back end by getting paid on the front end. So are you saying like the 5 to 9 in the morning, right? Like when I'm focusing on my bottleneck, I guess you'd say.

What would you say that time should be spent doing? Is it building this community? Is it like, that's what I struggle because I got so many open loops. Yeah, so super easy. Whenever you think about something, think about, just put yourself in the future. In two years, What would be amazing to say? In two years, you call back to the Hormozy hotline and you say, listen, it's been two years and I am the only group in

Los Angeles County and I have every single multifamily homeowner in this group. Would that be a great asset that you can have? Yes. That is what you spend time doing right now, right? At the end of the day, you always ask, what do I have to show for it, right? And if you can ask, what do you have to show for it, that becomes a really good asset. And that's where you spend your non-9-to-5 time around.

Hey man, get get get get to episode 500 get 500 Well, there you go, well dude, I appreciate you thanks so much for donating books man All right All right, thanks, man. All right a couple things I saw in the chat while we're going as a reminder to everyone who's watching if The money model, the course that comes with this is free for anybody. The audiobook that comes with this is free for anybody. The Lost Chapters,

this, well it was free for everybody who showed up who was live. This will be for yourself for 29 bucks. The School 90 Days Free is free for anyone, okay? But that stuff comes Tuesday, as in tomorrow. So if you're like, hey I got an email, Tuesday, Tuesday, Tuesday. So hopefully my team, please in the chat and if my team don't get to it, everybody's watching, if you could just remind the people who are like, he

didn't send it. I promise you, I didn't write these books and do all of this work to not give it to you. Just gonna be like, Upfront, okay? Like, let me love you. We're doing it on Tuesday because we want to keep focused on this because we want to get as many books in the hands of entrepreneurs as we can. All right, that being said, yeah, go ahead. Oh, yeah, I have an idea. I was like,

could you maybe explain one of the playbooks that people can get in the bundle? Yeah, so this is a branding playbook. I think branding came up a bunch. And so one of the things with branding is, like, how do we reliably get – How we reliably make the associations we need in order to attract the customers we want who buy and buy at the highest prices and continue to buy and refer friends. And so, The thinking

starts with who do we want to make our associations with, right? And so in the beginning when we're making associations, the goal here from a branding perspective is four things, right? We want to have status, which means that we control scarce resources in some way. Okay. Number two is that we want to have power, meaning we tell someone to do something, they do it, they get a good thing to happen. That's power. The third is credibility.

So is there third party evidence, is there evidence in the world that what we have said is true? Now, I want to be clear with each of these objectives that one thing can happen that checks multiple of these boxes. So if I sell a company, for example, it gives me credibility because it's like, oh, this guy has sold a company before and for a large amount of money. Also, the money from that sale gives me status

because status, money gives status because it's a scarce resource. Now let me pull this out. If I just had money, I'm a trust fund kid, for example, or something like that. If that were me, I'm not that. Don't clip this you crazy persons. Okay. All right. I'm not a trust fund kid But if I but if there were a trust fund kid, right that guy would have money and you'd have more status than somebody who has

no money But he would have you would not have credibility because he didn't do anything for it Alright just to be clear here So you'd have more influence than someone who has nothing but not as much influence as someone who had done something so we got status and We have power, that you follow their advice and then something good happens. You have credibility, right? You have proof in the outside world. And you have likeness, right? So

are they similar to me in both the way they look, but also the way they behave, their values, et cetera. And so if you think about like the most influential person in the world for you specifically, would be someone who is your identical twin, who has done things and has proof that what they've done worked, then they told you to do something, you did that thing, and it worked, and if they have more influence, they've told

you to do thousands of things, and thousands of things worked, and they have the original status, which is like they have something that you want that they have, right? And so that would be like the most influential person in your life. Now, if you think about this from the perspective of like a parent, right? A parent, has some level of likeness with you. They've told you to do zillions of things throughout your life. And many of

them, despite the fact that you might have some weird relationship with your parents now, many of those things did work when they said, you know, like, don't touch that, it'll hurt. Things happened according to plan, right? Now, whether they have credibility, different question. Whether they have status, different question. But you can imagine, you know, if some guy is into business or wants to be in business and their father was involved in their upbringing, and has status,

has credibility, has told them to do things and it worked and they are similar to them, that person probably has tremendous influence over their child. Right? And so why am I explaining these four things? So when we're creating a brand, we're trying to demonstrate as many of these things as possible. And so I want to be clear here. There's entertainers and there's educators. I'm speaking more specifically to educators because I would say that's the vast majority,

like far more people who follow my stuff tend to fall in that category. And when I say educator, I want to be clear. It's not that you sell stuff around education. If you're in plumbing, you make content that's going to not necessarily entertain. People are like, oh, I can't wait to watch this toilet video. No, it's like you want to make content that's going to provide value, going to give people instructions they can follow and get

a good result, right? And there's a reason that a lot of the content that I have is so instruction-based. One is because I want you to get good results. I want you to use this stuff in your life. But ideally, you use it and good things happen. As a result, you then make that association with me. And then you say, oh, I will be more likely to follow his... his instructions in the future and so you

gain compliance. So many people, all humans have other humans who have more influence or less influence over them and it's predicated on those things. So hopefully that makes sense in terms of how I think through this. - I have one. - Yeah, go ahead. - I think a lot of people on here have made branding mistakes. - Okay. - They've done something, they've messed up, maybe they oversold, maybe they made a mistake online, they posted something

icky. How do you think about dealing with branding mistakes? I know you've got a formula in here. So here's my best analogy for you, and I talk about it in the branding playbook. So if we have a bouquet of roses. So if I give Layla a bouquet of roses, yes, I give Layla a bouquet. I've given you flowers before. So I give Leila bouquet roses. So I give Leila bouquet roses, right? Now if I give the

bouquet roses, fine. Let's consider that my reputation. Okay, it's all these roses. Now all of a sudden if I hand Leila this bouquet of roses and then one of them is rotten or broken or both, it kind of spoils the impression of the roses. Now if I have four roses and one of them is cracked, it's like, eww. It's like, as silly as it sounds, it's a black eye on the brand, right? Now, how do you

overcome this? And here's one of the things with branding that everyone, like, I think people fail to understand. You can't ever remove the broken flower. It's permanent. That association occurs. But you can dilute its influence on the person. So I'll explain. So if I still have this broken flower, what do I do? Well, if I have seven bouquets of red flowers and there's one broken flower, she's probably not going to notice it that much. And so

this is fundamentally how you can recover from a branding mistake, is making more higher volume associations with the good stuff and fewer associations with the bad stuff. Now, within that context, I talk about this in the playbook, right? There's three kind of degrees from an influence perspective that I think through in terms of a brand. And they are in increasing order of effectiveness. On the furthest out rung, you have the things that you say about you.

That's the furthest rung out. Maybe they'll believe it, maybe they don't, whatever. The next rung is what other people that they respect say about you. Significantly more powerful. This is a reason that social proof, reviews, like if we wanted to split this in two, it would be other people that you don't know, And then other people that you do know and have influence. So if I were to split that second ring in half, that's what it

would look like. So generic social proof, and then even within that category of social proof, other people that you don't know. It'd be other people you don't know who are exactly like you would be more powerful than other people you don't know who are not like you. Alright? Hopefully this is making sense. Now, The bottom and the closest rung to influence over you is what you think about the person. And the way that that actually occurs

is going to be your experience with the products or services that that business has delivered to you. So I'll explain. So Apple has, you know, for years has had a really wonderful brand, right? I'll give you a Nike example tip. They have these great associations with these, you know, goats and these super aspirational figures, right? But if you bought a Nike product and the product sucked, They can have as much marketing in the world as they

want, the best quote brand in the world. all the best associations, but if the product sucks, people find out pretty quickly. And so you'll get the first purchase, which is why the brand loop has to be continued through product back up to the top again. Right, and so if you create this image and you make these associations enough that people do want to make a purchasing decision, once they make that decision, it doesn't matter how good

I say a restaurant is, it doesn't matter how good I say a movie is, right? You see the movie ads, what the movie says about itself. You hear a friend say, you know, I saw that movie. And if the friend, you see other people saying they saw the movie and you heard it was good, then your friend sees the movie. And as long as you have the same taste in movies as your friend, then you might

think, okay, well now it's significantly more likely that I'll watch this thing. But at the end of the day, once you watch the movie, you're going to decide if you like the movie or not. And so this is kind of how you walk through this from a longer term perspective. And so hopefully that makes sense, and this is some of the stuff that I talk about in the branding playbook, which is right now, some of you

guys might have noticed this, but direct response isn't really performing like it used to. And I noticed this five years ago, which is why I wanted to like, you know, I had to change my stripes. I had to like, I gotta get ahead of this. And so I started making content, right? And so the thing, if anyone's like worried, like, oh, it's too late to start. Actually, it's a really good time to start, and I'll explain

why. Five years ago, eight years ago, content worked a lot more like an email list, which is like, you know, people would see some content and then they would hit subscribe and then they would get that content almost like a digital email list. It's shifted now with TikTok and the algorithms have changed. So it's become interest media more than social media. But the term is still there, social media, but I wish everyone would just call it

interest media. And so if you're like, man, what type of content do I make in order to build the brand that I want? We need that content to attract the right type of customer, which means you don't want to make content just to get views. If you just remake memes, right now for us, the Green Men was a whole thing that we did because we wanted to have I'll explain that later. It's a faceless character thing.

But if you just do remake funny memes and you're a plumber, the likelihood that you're going to get customers from that is relatively low, right? Compared to something where you're actually helping somebody who's trying to deal with some plumbing related issue. And here's three things to consider when you're about to fix this problem. Now it's going to get fewer views, but because of how good the algorithms are now, they will display that, they will literally serve

it to customers or people who are most interested in that right now. Because the AI already knows what it's about. I get served super, super niche welding and fabrication for gym equipment because I'm a big gym equipment content consumer and also buyer. And so I get accounts that are surfing me all the time with like 500 people, 2,000 followers, 5,000 followers. And I can imagine that business owner being like, oh man, I should make content about

personal development. It's like, dude, no. Just keep showing the cool stuff that you're building. And the people who like the cool stuff you're building are the ones who are going to be attracted to your stuff. And that's what you want. So I just want you to completely divorce. And I've I think I've done a decent job with the team of consistently, we're keeping pushing away the how well are we doing has something to do with how

many views we're getting. - That's great. - Okay. - Thank you for explaining. - You're welcome. So that's one of the 12 playbooks that comes for free if you donate 200 bucks to other entrepreneurs. My way of saying thanks. All this stuff goes away when the clock strikes 12, Cinderella style. So, kinda cool. And we do that because we wanna motivate behavior. That's why we're doing it. - Yes, if we get to 3.4, I'm gonna ask

Alex some surprise questions. So I'm gonna give the phone back, swap ski, and then I'll be back if we hit the 3.4. Oh wow. With some questions. Fantastic. Okay. We're gonna do 200 book bundle. Okay. Start at the bottom. Oh, is that what it is? Okay. Here? Yep. Here. Yeah. CPA dude. CPA dude. All right. We're calling CPA dude. CPA dude, I'm sorry man. I wanted to oh didn't have to call somebody back Yeah, we're calling

Sammy back. All right. I'm gonna call Sammy back. I did promise I gotta call him back All right, he's probably like been watching this whole stream this whole time. All right, where you at? Okay, Sammy van life We're giving it a second shot. All right, Sammy. All right, dude. It sounds bad still It's like it's still not that good. Oh, it's Sounds like popcorn you might be your phone. All right, just go for it. Just All

right. We'll try and go we'll make it fast. All right, cuz I I don't want to subject everyone else to it Okay, so quick thing. Tell me where you're at van life. What's the top line bottom line? I Okay. And my question is essentially, should I switch? Because I want to sell only online. You don't know inventory, lower million follower audience. You do have a four million person audience? Yes, I do. Oh, that's amazing. Okay. Yeah.

Love that. Okay. So what's the issue? Yeah. So my question is, I passed into dealerships and they just have terrible service and stuff like that. So I'm thinking if I can sell some sort of dealership, I can get bigger LP risk in my mind. I'm trying to figure out, should I do that? The problem is, From the capital. Yeah. Can I reframe this for you? So I'm going to reframe this for you. Because you sound horrible,

so I don't want to subject everyone else to this. But I'm going to answer the question, and I think I'm going to give you what I think you need. Right now, you're a split in the road. You can keep doing what you're doing, and it's fine. You make money. You basically take no risk on. Great. Okay? The other path that you're talking about is for sure the better opportunity. There's no question about that, right? The issue

is it's harder. But that's why there's a 10x, 100x bigger price tag or reward at the other side of that rainbow. And I don't know if you were on the live on Saturday, but Tom and I, Tom Billy and I were talking about this because I wanted him to make a point of it because I think he does a really good job talking about it, which is like the level of barriers that you have to overcome

to pursue an opportunity are also barriers that other people have to get over to follow you. And so typically the size of the opportunity will be proportional to to the amount of hard stuff that you have to figure out. Now to your point about like, oh, well there's this legal stuff and there's probably some funding issues. It's like, yeah, of course. But like, this is you transitioning from basically just having, basically just having, you're having affiliate

structure functionally right now. And you know, kind of a broker slash sales, you know, whatever you want to say, right? Versus being like truly owning an asset that's a complete ecosystem. - Yeah, got it. - And so from a framework perspective, the question that you have, and there is no right answer here, I want to be clear. If you said which of these is the larger potential opportunity, yeah, obviously it's you going out on your own

and starting your own dealership, no question. But I gave the risk-reward part of the presentation on Saturday, and this is like what we're talking about is exactly like one of those big decisions, right? And I will just say, and like I can't guarantee your results, your results will vary, et cetera, but like every time I've bet on me, it has worked out. And so the good news that you have more than somebody else that's like I'm

calling off the street is that you have 4 million followers, dude. So like you have an insurance plan and this is, so I want to encourage you to take the jump and I normally wouldn't say that, but I'm going to encourage you to take the leap because you can always come back to doing what you're doing, man. Exactly. Your plan B is where you're at. So like YOLO, right? So do it. Awesome, man. I'm going to

do it. All right, man. I love it. I appreciate you. Sorry about your phone. Thank you for donating books, dude. All right. That's such a good quote. Your plan B is where you're at. Yeah. So good. Yeah. That's your plan. Oh, this will be fun. Keenan, balloon artisan. So good. This will be fun. Hey, how's it going? What's up, man? You're on Hermosy Hotline. Thank you for donating books. Hey, I'm stoked. Absolutely. And congratulations on making

$100 million on your $100 million money model book. Let's talk about you. Let's focus on you, man. Well, I appreciate it. But two points. So walk me through the numbers. Where are you at? What top line, bottom line? Yeah, you're a balloon artisan. Yeah, so we're... Currently we're about an 18 to 19 percent net profit margin, which is pretty chill. Had to fight really hard to get there. Trailing 12 months is 2.2. Okay. Hoping to do

three by the end of the year. Okay. And the big problem, and I actually talked to you about this in April when I came down to one of your guys' workshops. Oh, cool. Sweet. The big problem that I thought I had was a sales close rate issue. And you told me that you didn't think that was the problem just from our brief interaction. And it's something further upstream. And so thanks to Hoppin' in the School Community,

totally awesome, by the way. Thank you. Few people pointed out that it sounds like I have a kind of four pronged problem that has to do with not being super clear on my ideal customer persona, which the funny thing is I thought it was but not I have a week to no offer because everything's super bespoke and every venue is different colors and all that We'll talk about that. Okay. Okay our position is not super solid

and I think our messaging is probably not quite in the field. All right, Jay. By the way, without any of that, you're making $3 million? Yeah, $3 million here. It's great. Okay. Right? Yeah, that's great. Okay, so you've got an avatar issue, offer issue, positioning, and messaging. Those are all your problems. Seems so. Okay, great. So how are you selling right now? How do you get customers? So... We sell balloon arches and we're in 28 states

right now. So we're set up kind of a general contractor, subcontractor model where my team does all the client relationships and sales and marketing and business and all that. And then we have an artist who's, you know, third party. Yeah. You find locally and all that. Yeah. Yep, exactly. And so most of our clients come from, we have about 34% of our revenues recurring, or sorry, reoccurring. Okay. 34%? Yeah, between 30 to 34 depending on the

month. Okay, so 30 in business. Google Ads and Google SEO. Okay, so SEO, ads, so is it one-third, one-third, one-third? I'd have to look at the exact attribution. I don't have that memorized. Okay, that's fine. So one-third is reoccurring, is from past customers, and then the other two-thirds is from SEO and ads. Correct. Our best client segment is by far corporate. And where we really shine are corporate clients that do nationwide events. Because it's like, hey,

you can either call 50 different vendors across the country and don't call the stuff that's associated with that, or you can call my team and it's the same every time. Like we have clients that they'll just send us a text, hey, I need you at this address, same package, go for it, send me the invoice, I'm good to go. And we close the deal right there. All the BS is done on our end, you know? Yeah.

Okay. Okay. So, I mean... Before we... I have one idea. I haven't changed that pricing. By the way, we should have... When you get a chance, just reach out to... Just ping me on social, Sharon Trivata. We actually invested in a... ACQ Ventures invested in a nationwide events company. And they are looking for nationwide events delivery systems like yours. So this is like a freaking... It's like a no-brainer. We can just plug you into that. But

anyway, all corporate nationwide events. But go ahead. Okay, so what's the offer right now? You said it sucks. - So we have a design brochure and it has about 70 pages, basically a catalog. And so what we try to do is our team will map our client's venue to what we think would fit it best. A lot of times they have like inspiration images and stuff as well. - Uh huh, uh huh, okay. - So is

every offer custom? - He said it is, but I'm gonna bet that there's, that if we sharpened our pencils we'd be able to figure out that there's really-- - Some kind of pattern. - Yeah. Are there like, if you had to say there's three things and if I had three kind of setups and that covers 80% of venues, would that be accurate? - Probably. - Okay. - Especially for corporate. - Yeah, so then dude, I think

you just need to do that. - So just productize everything then? - Yes, map them to your product suite rather than wrapping your product suite to them. Okay. So let me, I'll give you a, I would just give you, obviously I have a weight loss exam because it always comes first thing to mind, but like you could, I could, every single person who walks in the door say, you know what? Okay. You want some, some level

of nutrition. What level of nutrition do you want? Oh, you want some sort of fitness. Okay. What kind of fitness do you want? And then I say, oh, what kind of accountability do you want? Great. So I have all these different vectors of all these things. When we productize this, we just say, listen, people need to move more, eat less, period. If we just get them to do that, we've already got 80, 90% of the way

there. And so then it was like, all right, so we would just map the three pillars of this, fitness, nutrition, accountability, and then we'd say, here, this is the product that you need, done. And so we still ask the same questions, but then we just lead them to the answer, which is the templatized solution. for them and then by doing that you can get like the thing that i don't like about the business is that you

said you fought really hard to get to 20 margins and in a business like yours i honestly think you should have super high margins because you're not even the one who's really doing the delivery so when you have an override business like yours you should like you're in one of these businesses that can be running like 60 80 margins um and i want to kind of like set that or you know break that belief for you

um and so how are you choosing the pricing - So we have a couple different ways we do it. One of them is just a flat markup on our subcontractors fee. - Don't like that one. - The higher of what our advertised price is. So we make sure that our margin's protected through the markup on the subcontractor fee. And then, So I'm gonna say something that I want to I want you to take the way I

mean which is I If you are the most expensive player, you are not for everyone. Yeah. And everyone's not for you. And part of what you quote pay for being the most expensive player is that you don't sell everybody. But when you do sell, you make three, four, five times the money. And there's always going to be somebody who's willing to do it cheaper. So the fact that you lost somebody on price just means that we

need to have a better sales process in general. And to be fair, you know, you quote lost that client, but how many other clients are you going to get that have way more margin? For sure. Right? Yeah. So I just don't want you to like let this one thing, because, you know, we always have recency bias of like, oh, I lost this one person, so I definitely can't raise prices. It's like it just happened yesterday. Right.

But like at the same time, you're like killing yourself to get 20% margins in a business that should have significantly more override. Now, that being said, like if I were to like look at, if I wanted to look under the hood, I'd be like, I'll bet you there's some cost in here that I don't know where it's going. But I would say in general and for anybody who's listening, cost plus is almost always the worst model

for pricing. Yeah. Yeah. So because it has not because like you want value based pricing, not cost plus pricing. That makes sense. Value based pricing is willingness to pay. What are they willing to pay? That's what we charge. That makes sense. One of the things that we did try is we actually raised the price of all of our a la carte items significantly. And then we created some bundles and then discounted those pretty steeply to try

to push people into the bundles. And we mapped everything mathematically. So it led to an overall pretty significant increase in net profit. We had a little bit of hesitancy on that. People were talking about it as too complicated. So we might just need to refine our messaging on that to get it clear. Bundle one to three, I mean. Yeah, I mean, I like, you know, chicken, fish, steak, small, medium, large, whatever you want to say. I

love three option, you know, three card money. But at the end of the day, like we just need to lead customers to, you know, the option that ideally is the most profitable. And especially if you have corporate clients, because I think part of this is also like what percentage corporate versus not corporate? it's about 60 corporate dude i think you just need to lean more into the corporate yeah because you said like they're they're they're reoccurring

number one the other ones aren't um i'm guessing do you have more pricing power with the corporate versus uh the one yeah dude like yeah so like one of the issues that happens and this is like you're literally in like if you go through the scaling roadmap one to three million you need to double down on the avatar you're you're at this like this is patterns dude yeah dude 100 you need to like put Think you

were in the exact position that a zillion other entrepreneurs are at between one to three million. You need to productize and you can only productize because you got to pick the avatar that has the highest LTV to CAC ratio, which obviously the commercial one does. If you are going to get again, I don't know if you were listening to earlier on in this live stream, like when you deal with commercial clients, a little bit more savvy

of a customer, but the way that you approach them is you have to like take a holistic view, right? So rather than getting, they're going to try and cut you down into a commodity, you know what I mean? And then get you to compete on price. They're going to try and set the frame. You have to reset the frame of saying, no, no, we have to look at it this global perspective because when you look at

global, then you have way more levers that you can influence, which is like you want to just get the best return on your money. And that's what I'm going to get you. Because also it's like you have these other guys, but how much effort and headache does it cost you? And this is where you can feed their egos and be like, listen, Mr. Producer or buyer or whatever your name is, like, you make $150,000 a year,

right? So you're getting paid $75 an hour right now, and each of these other guys is costing you that plus switching costs of getting headaches and getting reminded and all this other shit, right? And so it's in a real way costing the company more money to have you deal with all this BS And for me, I have the infrastructure to be able to deal with this BS on a regular basis because I built it to do

it at scale. So I can pass on that efficiency to you. So you get to reclaim all of this extra time and waste, which when we look at the net of the business is way more profitable. - That makes sense, I love that, thank you. - Yeah, so we just have, again, this is a framing issue. So you said you had four problems. Avatar, I think we just decided that, is that we need to continue, like

I would be spending, how do we spend more, how do we change our messaging, how do we change our positioning towards more commercial clients, number one. Number two, the offer needs to get templatized, one, two, three, chicken, fish, steak. The positioning is gonna be global rather than local, meaning we have to look at the whole business and every cost and every gain that the business gets from the services we provide, not just how much does it

cost to set up balloons. And then we then we use the messaging to communicate those three things. That makes sense. Okay, solid man I'm actually coming out to meet with you guys for L3 next month. Oh super father Talk to the AI too. So it has ideas for when we talk For anybody who's just tuning in we We're calling up different levels of book donors. That was an 800 book donation. He mentioned a school community. For

six months, I have a school community that I'm only doing just for this launch because I'm trying to make the book record, right? But yeah, so that's if you're like, where is that? It's like, that's if you donate 800 bucks. It's a super baller bonus if you're like, oh my God, I can't afford that. Don't worry about it. It's fine. Okay, so who is next? Here we go, here we go, here we go, here we go.

We got... More money models books. What was that? It's coming. Okay, got it. Okay, we're going to be signing more books. So look out for that. We're going to bring a stack of books for you guys and we're going to be doing some giveaways as we keep going. And everyone sees the clock timer somewhere. All of this stuff here disappears. So if you are... on the fence, where you're like, I'm a last minute person, this is

the last minute, all this goes away in six hours. And then I'm removing the offer forever. And I'm doing that because I practice what I preach. And scarcity and urgency motivate. Okay, so that was, okay, we did that one. Okay, Matias, you just came in. Okay, Matias, thank you for donating 800 books. Let's rock. Sell your knowledge. Okay, okay, okay. Sell your knowledge knowledge Knowledge, okay. We got five minutes. We got five minutes timers on top

line bottom line biggest problem Is that per month per perennial? So basically, the main issue right now is that we have a lot of leads. We have 20,000 to 30,000 leads a month. But we cannot filter them. We have two setups. We only do IG or organic short-form content. We cannot filter them. We book a lot of calls. Only 50% of the calls show up and we have I mean that deal that big morning, you know,

so yeah, that's the main issue right now Well, okay, so I'm gonna zoom out for a second So you got 20,000 leads a month you get you book calls and 50% of calls show I mean like it's pretty good. Yeah, you're not like you're not screwed You mean like are they like you'll get the you'll get the lead nurture playbook that has all the things that we learned So that's coming in the mail next, you know,

well, you're in Argentina. So you said yeah, I I mean, I'm Miami, yeah. Oh, you're Miami. Miami. Okay, fine. It'll get there in the next couple days. So that would be the first playbook that I have you go through like right off the bat because if we can go from like 50 to 70 it'd be a 40% increase in business without doing anything so that'd be you know material and definitely worth it. Okay, so it's like

thing number one is a lead nurture playbook. Okay, so we have that one down. Now the next thing is let me understand the is the what's the goal right now? You said you have to filter the leads better. It's like 50% are showing but what percentage of them are qualified? It's 68% so I mean we have a 3k and 9k offer. It's really expensive for Argentina so The question is if we should go for our ticket

offer to know No, no, no, this is good talk. Nobody did this did you you're printing money. You're printing money You're running you're running Whatever that is 80% margins on $300,000 a month just to give you context if you were to run like what I would consider a normal margin business You're running a 10 million dollar your business That would be making three million dollars a year in profit, but you're just making three million in profit

on formula So, yeah, I agree so so what percentage of the leads are you currently converting per month I - No, it's 20,000 leads. We converted 80 clients last month. - Okay, so 20,000 leads. So you're getting, that's .3%? - Yeah, something like that. - .3%, yeah. My guess is that you can get to 1%. That's my guess. - All right. - That's my guess. Walk me through how someone becomes a customer. So we have reels

and stories, people want to read magnets, we start a conversation on IG, the status, book a call, then we go to the closer, closer goes the deal, and that's it. Okay, do you have a VSL? No, no, no, it's not a VSL, it's a DM funnel. No, no, I know, but do you have a VSL before the call? I mean a thank you page, yeah. So you have a thank you page video? Yeah. Okay, and that's

before they get on the sales calls? - Yeah. - Okay, got it. Do you have enough closers to handle the calls or are there too many calls for the amount of sales guys you have? - I have three, I don't know if I should hire more. - No, no, no, okay. So the question I had was, are all of your closers, can they handle all the volume that you're getting right now or no? Yeah, because we

have like 10 goals booked, 15 to 20 goals booked a day, but only 10 show up. Yeah, that's fine. Okay, so you have enough capacity now. Okay, so I'm just working my way through the funnel. All right, so I'm going to guess though, because you said you have 20,000 leads. So you're going to, I mean like you're going to 750 leads a day, right? 700 leads a day-ish, right? A little more now, yeah. Okay, so 700

leads a day. Let's just use that for now. So 700 leads a day are coming in. If that's the case, what do you define as a lead? Someone who follows you? - No, someone that answers the magnet or start a conversation. - Yeah, so they start a conversation, okay. So I'm gonna bet that if you're getting 700 leads a day and that's only translating to 20 calls, the bottleneck that you have is probably on the DM

centers. - Yeah, yeah. - Okay, they do, then yeah, yeah, then we don't need, the show rates and the qualification rates, could they be better, yes. Is that the constraint of the business, no. So I think you need to staff up on the DM setters. You probably need like three or four times the DM setters that you currently have. So you, cause I'm just guessing you're not working leads. Yeah. I mean, 20,000, you're definitely not. Yeah.

You're definitely, yeah. There's just no way you're working leads. And so you already have all this profit and for you getting labor in, you know, in Argentina is not going to be expensive. So I would just hire like 10 DM setters and that would like, yeah, open up. Right. Yeah, I mean, use as much automation as you can, for sure. But I just think you need more people. All right, Alex. That's it. That was a good

talk. Glad we did this. This was fun. Thank you so much. You bet, man. Thanks for donating books, dude. Yeah, thank you. Bring in George and Tina. Bye-bye. All right. All right, rock and roll. Was that cool for you guys? So great. Was that cool for you guys? All right. Hope you guys like this. I mean, talking business is like my favorite thing in the entire world. So we will do that. Tyler Link, Caesar's Concrete. Ooh,

this'll be fun. This'll be fun. 10% margins, 3 million top line. There's gonna be, or 4 million top line. This'll be a good one. - Hello? - This is Caesar's Concrete. Tyler Link speaking. - Hi, I'd like a quote please. - What's up, man? Ramosi Hotline. - What's up? - We've got five minutes. Top line, bottom line. What's holding you back? - Top line is five million dollars. Bottom line is half a million dollars. That is

split between two businesses though, which is also my main thing holding back. - Ruh, roh, roh. - I have a, yeah, I know, I know. So I have a marketing agency for concrete contractors. - Well I have one set of problems when you could have two. - I know, I know. So essentially I started Caesars Concrete not with me, it was my father-in-law obviously that's why Caesars Concrete 'cause his name's Caesar. So I'm 50% of that

business and we've scaled up to $4 million over the past eight years. And over the past two years I was kind of running like a bit of a side hustle. a marketing agency for concrete contractors we've recently scaled it up to a little over eighty thousand dollars a month So let me okay, let me love you so We got 10% margins. Literally all we have to do is fix the cash flow and our margin of the

business. And then once we do that, we can then get you out of it and then ideally sell it if that's what you, I mean, if that's dream. Or get an operator, yeah. Yeah. Would you rather sell it or just keep it in cash flow? Keep it in cash flow. Okay, that's fine. Mainly for my family because my mother-in-law wants to take over my position. Okay, great. Okay. So then walk me through, because I'm going to

guess that you have a pricing issue. That's going to be my guess here because that typically happens in that style of business, especially when it's handed down. multiple generations because you know interestingly enough the dollar has changed a lot you know in the last you know 10 years and how old's the business? The business is 14 years old and I came in 8 years ago. Yeah so I would guess how many times is price raised and

by what percentage from year one to year 14? Oh man like since then we've like tripled prices. Oh good okay good. Our gross profit is actually like 50% which is way above industry average but I feel like we're bleeding money out of the back end. Let me pause you. Let me pause you real quick. I want you to erase one term from your vocabulary forever, which is industry average. No, everyone's broke, dude. Why would you, like,

you know, American average is in debt, fat, and divorced twice. Like, who gives a shit what the industry average is? Like, there are people who are printing in every industry. So I just, like, the reason I hate it is because it basically lowers our acceptable bar of what we believe to be good enough. Right, okay. And it frames all of our decisions around, well, it's better than this. Of course we're better. Beating everyone is the standard.

Obviously we beat everyone. But it's us against us. So I care zero about what the average is. Anyways, sorry, just a belief breaker for you. So you're running 50% gross margins, and then you have 40% is what's... And the gross margins are... It feels like that's pretty inefficient. And I feel like the main reason it's inefficient is because I'm not focusing on it full time because I have my marketing agency. So I feel like I'm caught

between like a rock and a hard place here. Yeah, it's rock and concrete. No, I hear you. I hear you, dude. I mean, you're in a tough spot because the concrete business is in what we refer to affectionately as the swamp. So the reason that it's in the swamp, you are experiencing the math example, but I'm gonna give you a little bit more time because your things will be really relevant to a lot of people. When

you have a business between one and three million, you're at, you know, four, whatever, but like right in that ballpark. OK, if you have a 10 percent or 20 percent margin business, then you've got, you know, four hundred, eight hundred thousand dollars a year in profit. And so in order to get to the next level, one of two things, there's more work that must be done. And so option one is that you work that next job.

You do two full time jobs, your current job and the next job. Or you take a massive bet and you bring someone in, but that next person you take a massive bet on because they absorb half or more of the profit of the business. And that's why it's the rock and the hard place when you're at that spot. That's why it's called the swamp. It's very difficult. It's difficult because you just have to take a massive

risk or you just have to basically just risk your personal life and sacrifice it in order to get ahead. But right now you have this other mistress that you're seeing on the side and you just can't work double time to get over the hump. And I want her to be my wife. No, and I hear you. I hear you. I hear you. But this other girl's your baby mama, right? She's got your kid, she's in your

life forever. So, that was a perfect side note. - Thank you for setting him up for that. - Yeah, yeah, that was a great set. Okay, so what do we do with baby mama? So, we still need a way to, we need to improve cash flow. And part of it's gonna come from pricing, and the other part of it probably comes from operational efficiencies, probably a combination of those things. So, talk me through your pricing process

right now for how you bid your deals. And also, just tell me, who are you doing Concrete for? Okay, great. Oh, dude, residential, you're going to have way more power. Way more power. That's great. So mainly homeowners. And as far as how we price our projects, it's all like on a custom project basis on like man hours times our man hour hourly rate plus materials times market. Yeah. And so it's really complex, which is maybe why

we've had like a hard time like getting other people to sell it as well. Yes. So we need to switch from cost plus pricing to value-based pricing. - So the customer doesn't see that. We present the total price, that's just how we come up with the price. - Well, right. - Even more important. - Yeah, yeah, yeah. Like they don't even see it. And so like the goal, you just like, you want the price to be

as high as humanly possible without getting the salesperson to crack a smile, okay? That's our goal here. We're laughing already. No, but I say that's somewhat in jest. But the main point here is that the sweet spot on pricing is not where we close the most deals, but where we make the most money, which is after the peak of close rates, which means that we should expect to lose more deals and make more money. Because if

you were to raise your prices, again, you understand the math here. If you were to raise your prices by 10% consistently, you'd double the profit of the business. Right. Right. So you have a massive opportunity here. And so like, and you're making up like the customer doesn't even know what the hours are. So who cares? Yeah. Right? Yeah. Yeah. It's, Yeah, man, is it really a pricing thing? So you really think it's a pricing thing and

not the operational efficiency? Oh, I'm sure. You think I should focus on fixing that before... It will be easier? It will be easier? Well, I mean, yes. Because right now, baby mama needs her alimony and she needs her child support, right? And so you've got to take care of her because you've made the decision that you're going to stay in this kid's life forever, right? You want to be a good dad, that's fine. I respect that.

Because you're trying to be a good son, realistically, in this situation, right? And so... Operational efficiency, for sure, a great way to improve a business. In general, great idea. Which one's easier? For sure, sales process and pricing. Because you can do that immediately. Literally, it takes a week of training for the sales guys, maybe. And then you just say a different number at the end of the conversation. Okay. Because we come up with our price so

custom, we don't present it in person to the customer. And I feel like that's a huge problem and why our close rates could be so low. Would you agree? Wait, what are your close rates? - 10%. - Oh my goodness. - Dude, we have a sales motion issue. We have a sales motion issue. Yeah, so the reason that you're hesitant to do price is because the sales process sucks. That's the issue. - Yeah, 'cause it's already,

like our close rate's already so bad, so it's kind of hard to imagine getting worse. - Heard, heard, heard, heard. - Thank you for calling. - Yeah, so we have to, so in order of operations here, fix sales motion, number one. Number two, change pricing the way we are doing our pricing. Number three, once you do those two things, like the nice thing that you have right now is you have a gigantic opportunity, which is exciting

because if you're closing 10%, you could probably get a triple there. You could probably get to 30%, maybe even 40, right? If you're doing a good job. And, and you could add 10% to your price consistently, easily. And by doing that, you have an 8X sitting in your business in terms of profit. 8. 8. Yeah. Yeah, that makes her sound more attractive too. Yes, it is more exciting. I still love my marketing industry, but that is

more attractive. I will say this. Let me ask you a hypothetical question. If you were to fix this business, right, and you were able to take your sales motion and it took the close rates from 10% to 35%, okay? That's what it should be at right now. Okay, I want to be clear. So if you're at 35%, your revenue right now would go from 4% to like 14%. Okay? That's thing one. Now, if we also were

able to implement a, I'll just say 10%, which is still, it's absurd, I think you'd go more than that. But you have a 10% price raise, okay? Now we're going from, we have a 3.5x on 500k, so it's really a 3.5x on a million. So we're doing 3.5 million in EBITDA now. Does this business become more interesting? Okay, well we'll do with that concern as it comes. Yeah, we'll do that because there's also in your industry

There's tons of financing partners that will help with that stuff Yeah but but if you were to do that and if you were to get crazy because that's what we're gonna do because why not right and you were to do a 20% price raise not a 10% price raise and That would give you a triple in profitability. Okay? So then all of a sudden that one and a half times three and a half becomes whatever, more

than five million. I think it's like six or something like that. Okay? So it's like 5.7 or something like that million. If you got to 5.7, this company can sell for $30 million. Or or you have enough dry powder to hire an operator. That's course. Yeah, of course. Yeah. Okay Yeah, so let's so let's just like because I don't have time to fix all these issues We're just gonna we're just trying to focus on one of

them. So right now walk through the sales process I know this is good for other people are listening which is why I'm taking a little longer on this. Okay? Okay Bro! Bro! - Bro, what are we doing? All right, all right, all right. - This is not a pricing consultation, this is a sales process. - Yeah, okay, so here's what we're gonna do. All right, so we're just never gonna email quotes ever again. Let's just like,

I solemnly swear that I will never email a quote to a customer again. - Okay, I have my hand on my chest. - Okay, thank you. So here's what's gonna happen. So what you're gonna do is on that set call, which is what it is, you're gonna qualify the customer and you're gonna give a range that's super sky high. Alright, so you're gonna be like, it could be between $5,000 and $50,000. And honestly, it's gonna depend

a lot on what you got going on. When I get out there, I'll have a much better idea. Because honestly, if I were to give you a quote right now, it'd be like me telling you what's wrong with your car and you haven't brought it in the shop yet. That make sense? Of course it does. And you know what, if somebody gives you a hardcore quote right now over the phone, I'd run the other way. So

then you position against, it gives you more authority, and then they're like, oh, I love these guys, they're great. Okay, that's the set, right? The second part of that is actually the most important because they're talking to multiple people and you just thwart that completely. Yeah, you hammer them. So then you say, and to be clear, the way that we do this is that when we come in person because we pride ourselves on our speed, we're

going to come out with the intention of collecting the deposit, like basically giving the quote and collecting the deposit so we can get this going. Okay. So we set the intention that we close at the visit. And dude, your in-person, like if you do nothing else, your in-person close rate is going to be three times higher than your email close rate. Not even a question. Yeah, I mean, if we did that, that would solve all of

that business's problems. Which then would allow me to have a great experience. That's right. If we fixed our close rate. Good job, man. Pew, pew. Okay, great. So let's do that. And then when you do these quotes, just say, hey, whatever that normal math that you're currently doing is, just triple, just add 20% to it. Just do that. Just do the exact normal math that you're doing right now. And then just add 20%. Okay, okay, and

then if you want to get if you want to get nasty with it you can tell the the sales guy who'll get extra 2% of An extra 2% All right love this for us Thanks, dude. Congratulations on the business and thank you for donating books on behalf of all the entrepreneurs that you did donate for Appreciate you. Good job man. Was that fun? Was that cool for you guys? So good Yes? So good. Okay, it's like

Alex has done this before. That's funny. Okay, let's... Caller. I gotta get the kiss, kiss, kiss. You know, the beginning of that song. Chris Brown. It's like stuck in my head now. Okay, we got... We got Mau Ascona. Skindian. What? Skindian? Oh, this is a Charon special. Hold on. Let's get ready for this. Let's get ready to rumble. All right. Mau. Mau. It's a good name. It's a good name. Strong name. Strong name. Mao Zedong. Mao?

Mao? Mao? Hey, yeah? You are on Hermosy Hotline. The weather is cold, but the deals are hot. You got five minutes. What's top line? What's bottom line? And what can we help you with? Thank you for donating books. Thank you. Thank you. Congrats. Okay. Oh, thank you. Top line, bottom line, big problem. All right, so we're making around $14 million. Nice, dude. Congrats. And... Killer dude, congrats man Congrats dude, okay great. So what's Skindian? Micro what?

Microcurrent, like needles with electricity? Okay You're good, you're good. It's a device. I got it. Okay, okay. So it's an open patent product from China. Okay. Open patent from China. Got it. Yeah. And it comes with a gel, right? So we have that main product, that's what we sell, and we have refills for the gels. So that's how we get our LTV higher. Your renewals. Yeah. Is it on subscription or is it packs of gels? I

sell 50 grand? So this is a commercial item. This isn't home. This isn't consumer. oh 79 i thought i started 50 grand okay my bad okay so this is an end consumer you know product yeah so are you doing influencers are you doing tick tock shop are you doing paid ads uh or or like amazon what are you doing here we're getting paid ads also uh a few weeks a lot of affiliate tick tock shop or

just okay The TikTok shop just rolled this year in Mexico. And we're just starting to do TikTok shop, but before that we were doing affiliate codes for the placelinks. And this year our CAC has been going up, like around 65% increment. So it's been going up a lot and our LTV2 CAC ratio has been going down. So we're trying to see possible solutions. We think we should do more and better creative or maybe a better offer

or new angles. - Yeah, I'm gonna actually reframe this whole thing for you, okay? So I'm gonna give you the answer that you don't want but that's right rather than the one that you want, okay? That's not true. - Okay. - So what you're gonna want me to say is that, hey man, you just need to market harder, you need to market better, put better attribution in place, add some more upsells, increase LTV. That's what you're

gonna want me to say, okay? But that is going to be a band-aid that will maybe kick the can out for six months, maybe 12 months, but then you're going to run into this issue again. It's not going to go away. So the problem right now is that you essentially run a media arbitrage business. You just sell clicks for less than you buy them for. That's the business you're in right now. It's a very easy business

to do at small numbers and gets increasingly difficult as you scale. So what you need is you need another vehicle that's going to drive down CAC as you scale. And so you basically have two options. One is you create some level of virality. Actually, you have three options. One is that you create some level of virality around the product that customers bring more customers. I don't think that's likely. But I would say that would be a

path. The second option is that you go super hardcore on the affiliates. and you basically rely on them to be consistent distributors of the product. And because you have superior LTV, now you're doing one-time acquisitions for affiliates who then send you recurring customers for life. And by recurring customers, I mean they send you new customers every month, even though the customers are different. So it's more like, okay, influencer A, I can reliably say he will always

send me five deals a month. And so when I sign him up once, I get five deals quote for life from that affiliate. And so we need to chunk up the way you think about the business Instead of what's my LTV CAC per customer, we need to think about what's my LTV CAC per influencer. And so maybe it costs you $1,000 to get an influencer, and each influencer on average sends you $1,000 a month of gross

profit, and they stay on average for 10 months. And then we need to start doing the economics from that level rather than at the consumer level. Okay? - Okay. - And-- - Okay, okay, yeah. - Now you can do that strategy, and that can work long term if you pair it with this other thing, which is brain. Because right now, this is the answer that you don't want but is also true, is that every e-commerce brand

that's a drop ship thing from China or I get this random manufacturer thing, it's usually a guy who's super quant driven and I get it because I came from that world. This comes from a place of love. I know you think you can solve this with a spreadsheet and you can't. So we need to start being, so the way to do it, I'll just finish and then I'll let you answer. When you do the affiliates, we

need to be mindful of who these affiliates are. And we need to start slowly shifting the associations that we're making so that we can build this into a premium brand that will allow you to price higher and maintain lower CAC and retain the affiliates longer. Because the long-term vision of like, what does this look like when it's right? What does this look like long-term? Is that the affiliates want to keep promoting it because when they promote

it, they gain status through the association with your brand. That's how this works. Otherwise, they're gonna be mercenaries and as soon as somebody else comes from the knockoff in China that gives 11% instead of 10%, they're gone. - Okay, I understand. - It's work though, man. I own a sugarcoat. You're making money and the thing is that you'll scale up and then your margins will shrink and then you'll just consistently play this game until eventually you

give up and be like, oh, I just think I need to find another product. I think the product's really saturated right now. And you're gonna just jump from SKU to SKU to SKU to SKU. And there's tons of guys that do that their whole lives and they make okay money, but they never actually accomplish their goals. So you have to shift your brain in terms of how you think through this business and you have to shift

towards what are the associations, what is the brand that I want to build. Maybe there's five influencers that are absolute savages and they're going to cost more to get. But if you get them, they'll feed the business way more than a lot of these onesie twosie guys using discount codes. Okay, I understand. So GoHard and Branding and all the influencers? Yes. As well? Yes. Okay. Okay. Okay, yeah, we're on the five-star trade. When do I know

if these have saturated the market? You haven't, dude. It's skincare. You're doing $14 million a year. I'm not saying this. I'm just like, dude, it's a $300 billion. Yeah, it's like you're not even close. Oh, okay. Yeah, yeah, okay. You literally don't even ever need to worry about that ever again. Cool? - Yeah, okay. - All right. - Good thing. - I appreciate you, brother. That was more strategic advice than tactical. - Yeah, it was super

good. - But in general, just so you guys know, by the way, everyone who's watching, one of the things that I've learned after obviously advising a lot of businesses is that once you reach five, maybe 10 million, the things that give you the highest return are more strategic insights, which is how are we gonna allocate our resources over the next 12 months. More so than like, here's this three step follow up. Now I can do clouds

to dirt because I've been there so many times in different businesses. But I try to, just so you guys are curious, I try to cater my advice or steps or whatever based on the level of the company to try and solve it in that way. So if I'm talking to somebody who's $20,000 a month, I'm gonna try and make the inside super tactical like we need to go from 10 reach outs to 20 reach outs right

for this You know this business obviously he's doing 14 million dollars a year, but the strategy is long term not gonna work So anyways, thank you brother for donating man. I appreciate you and it looks like we have All right, thank you brother Okay, alternate taking some questions from YouTube while signing books. Okay, cool. Let's, okay, guys, this is up to you guys. Drop some questions in the chat and we're going to answer them while we

sign some books. Okay? By we, I mean I'm going to sign some books. Yeah. You want me to read? Yeah, let's get some. Yeah, go for it. Steve Kaplan. He says, I'm relaunching my brand to do AI automations for businesses. I ran a digital marketing agency for five years. Should I just pump out content? What are my top two channels? I have mastery of AI to help me. - You can take that one. - Well first

off, the world is not gonna know that you are good at something unless you're good at something, unless they know that you're good at something. So you can't start, as I also always say, the first part of marketing is actually having proof that you actually can do the thing. If the world doesn't know that you can do the thing, then it's hard to sell the thing that you can do the thing. So that would be the

first thing. Think you also have the digital marketing agency brand I would lean on that that makes a lot of sense you got proof in this you can say hey I've done all of this and since I have done all of this I can now do this better for you So that's a really good frame around this as well lean on the proof that you already have is what I would say But you have to build

some proof on the thing that you can do Otherwise, I'm not believing that you can do the thing overall you say would you say define top two channels? I mean I'll say this, right now, so we measured ROI by channel, but that can be deceptive because everything that's closer to a transaction will always have what appears to be higher return. Like for example, if I were to say, hey, who here listens to my podcast? So people

who listen to my podcast in general, along with, I'll just use podcast as an extreme example, podcast listeners are incredibly loyal, incredibly down funnel, and are more likely to make any kind of purchasing decision. So I'll bet you if I were to say who here, you know, who donated 200 more books, listen to my podcast, probably a huge crossover, right? Now, if I said, hey, because that's my quote, highest ROI channel, I should go all in

on that. That wouldn't be the answer because it doesn't have as much suggestion. There's not enough reach in it. And normally people take other steps prior to getting into the podcast world. And so I would say that the right now, the two channels that I think have the highest blended return, meaning they capture new attention, but they also nurture is going to be Instagram and primarily because it has it's there's so many ways to transact on

Instagram so many ways to create like you can create calls to action on Instagram almost more effectively than any other platform you can do stories you can make posts there's DM automation with many chat that you can create TM setters like there's so many different ways you can monetize on Instagram now The only downside of Instagram, because otherwise Instagram would be like the goat platform, is that it's short form. Honestly, that's the only downside. And I

would say that for those of you who are making Instagram content, I would strongly recommend a way to make Instagram longer form in terms of its ability to persuade and influence is to create longer captions. Because the longer captions serve as basically more education than maybe you might be able to make inside of a very short video. And so that would shift it more towards kind of like LinkedIn, which has, for example, great monetization stuff, but

like it just has fewer people and it's going to be more, not to say like people haven't crushed on LinkedIn, they have, but if I had to pick two, one would be Instagram and the other would be YouTube. YouTube, like right now, is still, I think, the king of, like, you get suggestion, you get discoverability, but you also get the ability to both make shorts and long, so shorts gets you even more discovery. But the objective

isn't to have a, quote, "shorts channel." So I'll tell you guys this little story because that might be interesting for you guys. So I talked about this with Steve. So I went to do Diver's CEO. Some of you guys saw that panel that I was on. And Stephen Bartlett, right when we were done, said, hey, this craziest thing happened. He said, I watched or I saw somebody who's at the influencer soccer game. It was in the

UK, I think. And it was like all the influencers UK versus all the influencers US. And what was interesting is that there's basically four types of influencers that are there. They had A-list celebrities, number one. Number two, they had short celebrities, TikTokers, you know, primarily. Um, and then they had long former. So like YouTubers, things like that and podcasters, whatever. And then they had streamers. So those are the four categories. And they said that like the,

the de facto, you know, phallus measuring contest. That's right. PG. Uh, was how loud your applause was when they said your name when you got introduced. - Oh wow. - And so what was really crazy is that when they had the A-list celebrities, it was almost inaudible. Barely anyone clapped when the A-listers came out. Then the shorts form people, and it's a little bit louder, but barely audible. Then the YouTubers came out, and it was like,

applause. But then, Then the streamers came out and it was like, it was the streamers stadium. And so to me, it just shows that like you gain influence through the number of positive interactions that you have with a prospect. And so the idea is like, how can we increase brand surface area? And I'll just give you a math example for this to drive this home. So let's say, If someone were to say, like, would I rather,

real talk, would I rather have someone consume 100 pieces of short content from me or one two-hour podcast? I'll tell you, hands down, zero questions, not even close, two-hour podcast. Like, not even a question. But here's the math behind it. So let's say I have 100 shorts. Average short duration, I think, is 15 seconds, right? For us, at least. So 15 seconds, that's a quarter of a minute. So that means that 100 shorts is 25 minutes.

Time on brand. 25 minutes. And then one two-hour podcast is... Four times that, right? And so I'm getting four times the quote time on brand by having one. And so then the question is, is it harder for me to get somebody to consume one piece of two hour content or 100 pieces of shorts? And in my opinion, I think it's harder to get 100 pieces of shorts to get consumed, my opinion. And so I do think

that the shorts are valuable for two reasons. One is because you get facial recognition, which I do think is actually important. Like if you ever run ads later, people recognizing you, oh, I think I saw you in that thing. I think that's valuable. Right. But secondary, and this is the main one, is that it brings them to deeper interactions that have more surface area. So think about your shorts, at least as I think about them, as

ads towards getting people into the longs. And then the increased amount of content, like what's longer than a podcast? Read a book. If you read a book, you're probably way more likely to like this stuff. Okay, so hopefully that was a little purview for you. - I'll say this one thing, and this is a general theme for a lot of people. We have a lot of starting a business new. If you're into the AI automation, you

can actually translate it across the board, is it's easier to learn by helping a client. So if Steve here actually went to a local restaurant and said, "Hey, let me build an automation for you that does X thing." And then I'll give it to you for free. He builds it for that. And now he can go take that automation and resell it across the board because he's perfected that one thing. And so you learn much faster

that way by with a live client. If you're starting something new, learn faster with the client so you can build something great for them. Now you have the IP to go replicate and you'll feel better about the service that you actually offer. So two quick things. Inside of the Leads playbook, so the Leads system which has hooks, branding, ads, and marketing machine, three of these help with this specific thing. So the hooks will help you get

way more reach for the longs and shorts that you're creating. Then the branding is what are we putting inside of that content that we're getting to reach more now once you have those two pieces Then it's like okay. Well then how do I operationalize this? That's what the marketing machine is for which is like what are the operational flows that enable me to create this come out of content right either ads Or posts either of those

things and so that's the first of the four systems that we give away for free for anyone Donates 200 bucks. All right, and by the way the counter at the top Or maybe it's on the top. It's on the bottom. I don't know wherever the timer is, that's how many hours are left until this offer disappears forever. And that's because if you're a last minute type person, which I tend to be as well, so I feel

you, this is the last minute. If you're going to do it, do it now. Otherwise, when you wake up tomorrow morning, it's all gone. All right. So do you want to – what are we doing? Signing books? I'll ask you this one. There's multiple questions on this one, which is a lot of the – if you have to start over questions. So I'll read this. If you were starting out today with little or no capital, knowing

what you know now, what type of business would you start? That theme is reoccurring. Okay. You should do yours and I'll do mine because I'll bet you they're different. Anything that actually provides a pay for performance is what I would start. So that is the first thing. The second thing is, you also want any business that you don't have upfront capital. So I will tell you my favorite thing, if I were to start something right now,

I would be a recruiter. right so hey if you think a real estate agent or recruiter what's the difference a real estate agent has to go get a listing and that has to market the listing has to spend the money there has to sit open houses to do all of that or a recruiter still has a listing but then can work it without any extra cost to be able to do that right so if I were

to start something today one something performance based and second that I can actually do on my time and and actually without a lot of spend upfront So I'm going to piggyback on Sharron's because you want to, when you have no capital, right, you only have skills. And so that means, and if we're going to do something performance based, then you want to sell the thing, you want to get a small percentage of something that has a

lot of zeros. That's how it works. And so obviously it comes with real estate space, lots of zeros. Even though it's a small percentage, you sell a $20 million building, it takes you zero capital in order to do that, and you can get 4%, 5% of a building like that's a million dollar commission. Okay? Huge. Thing one. Thing two. If you're recruiting, you can recruit for VAs, smaller ticket, and you can sell VAs for $5,000 a

pop. Okay, fine. Or I could get a higher level skill set and be like, I can go recruit executives. And also the term changes, by the way, to headhunting. And you want to be a headhunter, not a recruiter. No one's like, I'm headhunting VAs, because it's ridiculous. Of course you're not headhunting VAs. You're catching with a net. Like we're harpooting. We're looking for whales, and so we need to use that language. And so if you want

to go hunt whales, then you go find businesses that are bigger, have the ability to pay and write big checks, because many of you guys might not know this, but in recruiting it's typical to charge 20% a commission, but the sale, the item that's being sold is what that person's gonna get paid all in. So if I recruit an executive that gets paid $750,000 a year, that's like being a salesman who sells a $750,000 product but

you get a 20% commission. - Right. - Absurd. It's a $150,000 commission check. Per. - Per. So, like, insane opportunity on that side. On the flip side, I come from the customer acquisition side. So, I, like, I have lost everything multiple times. I'll be here all week. Actually, I'll be here for the next five hours. So, at least, I'll do that or I'll pass out. All right. But the point is this. Where's I go with this?

Oh, so I have lost everything twice, and so I've always operated off of performance. And so I went to business owners, local is the easiest, and you say, "Hey, Mr. Business Owner, if I get you customers The easy, the cheap way of doing it is if I get you customers, will you give me a commission? That's the easy way. My preferred way is let me negotiate with the business and say, if I got you 100 customers,

what's the cheapest you would sell your delivery for? And because if you go to a less sophisticated business owner, they're going to be like, well, you know, I sell my thing for 100. But if you did 100 of them, I would do it for 50. And I say, great, 50 is the number. Now what I'm gonna go do is I'm gonna go sell it for a thousand because I know how to sell and then all of

a sudden of course they're gonna get a little upset and that's fine and I'm gonna say hey I'm gonna sell this for a lot more money. Now old me would have just gone and sold it for way more. Newer me it would be like hey I just wanna let you know you agreed to 50 I'm gonna still pay you the 100. I'm gonna pay you the full boat but I wanted to set this up because are

you gonna be upset if I go sell people at a thousand and Then if they push back, how do you overcome that? I would say well wouldn't you want somebody paid a thousand dollars rather than a hundred dollar customer? Because what do you think a thousand dollar customer can do they can spend more money And so you're gonna be able to get all the LTV after this from this customer for life as long you do a

good job Right. And so from there, that's how I made my that's how I made my split. Now, I went to businesses, obviously gyms is when I literally did this. They had basically no incremental cost to add a customer to a training session. Right. And so What I mean by that is if you've got a semi-private training studio and you've got one trainer that can go up to six people in a session and you've got three

there, you're still paying the trainer the same amount. And so me putting two, three more people in there changes basically nothing for the cost basis of the business. And so most of those guys, if I said, hey, if I sell six weeks or eight weeks up front, can I sell that for whatever I want? And then afterward, and you should want me to sell that for as much as possible because then they're more likely to stay

for as high as possible. And that was my pitch. Now, if I was broke as a joke, I had truly no money, then I would go and make $1,000. I would do that first. Like, just being real. I would do that first, and then I would take that small amount of money, and then I would put it into advertising so that I can then say, hey, you don't even have to pay a dollar. Because if you

have to ask the business owner to front the ad spend, they get way more leverage for the work, and so I'd rather just come to the table with like five grand and then do that. But I have done it from zero. So that's what I would actually do. And it's because that's what I actually did. I got something fun for you. Okay. Can you speak in French? C'était ma première langue, mais... Yes! Can you sell the

offer in French? Pas aussi bien que je pouvais avant. Non, ça fait longtemps que je ne parle pas en français. Yes, yes! Mais tous les gens qui sont français et qui m'entendent parler français, mon accent est horrible pour deux raisons. Le premier, c'est parce que j'ai appris le français de mon père et c'était ça... Let me talk a different language. - Yeah, so that was horrendous, by the way. - It's so good, well done. - But

yeah, believe it or not, it was my first language, but my God, I never speak in French. - Dude, so good. - It's like never, decades. - So good. - But still knocking around somewhere. Okay, what's the next question from the chat? Question from the chat, you guys. - You like this one. How do you scale a small family roofing business? I'm the sole person who handles all the back end paperwork, client acquisition and sales. My

family handles the installing of the roofs. We don't have much capital. We have to solve capital first, cash flow first. - Right. - Honestly, this is a money models and sales issue. - You got a book coming, my friend. - Yeah, it's a money models and sales issue. So, it was really crazy, and like, by the way, everybody who's listening to this who's in home services, you guys are the most, The the most guilty of this

you guys do this more than just about anyone which is you do this cost plus pricing Yeah, and that's why everyone's like all the industry average in you know in in roofing and plumbing and HVAC and whatever home service You want is so low. So yes, everybody just says oh it cost me a hundred so I'll charge a hundred plus It's like dude, that's not like the customer doesn't care what it costs you they don't care

Well, they actually even show people the cost and they do a plus it's it ridiculous Because then what happens is, think about this for a second, you actually have a disincentive to decrease your costs. Why? Because when you increase your costs based on your pricing method, your absolute profit goes up. Net by percentage is down, I want to be clear. But like then you're quoting things at higher jobs at higher amounts because cost plus is like,

okay, well if it's $100 versus $1,000, then a $1,200 deal versus a $120 deal, there's $20 versus $200. So we have no incentive realistically to decrease our prices, which is ridiculous. So we should be thinking fundamentally what does the customer want and what are they most afraid of? In any kind of the home services type stuff, the thing they're most afraid of is that it's over budget, And then it breaks long-term and that it happens too

slow. Okay, and so we need to pick one or multiple of those vectors to guarantee against so that a customer says oh this is different than the other thing because they have guaranteed against my downside and for that reason I'm willing to pay a premium for the insurance that comes with it. That's so good. That's so good. By the way, the other problem with the cost plus is the easy way out of just sending a quote.

So if you can just do those things, don't just send a quote on email or text. And when you're actually delivering the quote, use those three vectors as Alex was talking about. And you can actually say, oh, all right, this is the fear that they have. And you can insure against that. They automatically are like, oh, that's the value, right? Because as soon as you de-risk them, they'll pay for whatever, which is good. Awesome. You want

to get the other one? Can you help me with this? Oh, thank you. All right. Questions, preguntas. This is pretty tactical. Which one of these will provide the fastest ROI from the start? Meta ads, Google ads, Google search ads, or cold email? It's so general. For what business? Or what do you have? Cold email. So fastest ROI from the start? Yeah. Was ads one of them? Yeah. Meta, Google. Well, ads is the fastest. I mean, no

question. But the thing is, is ads require skill. I mean, that's like... Like, assuming you had maxed out skill, like, that's what's so difficult. 'Cause like, if you were Mr. Beast and you're the best content creator of all time, you can just make one video and just go super viral, right? And so then in that instance, like, that would be the cheapest and fastest. Is it likely? No. I see outbound in my opinion as the beginner's

play to learning how to get customers. And I like this because it teaches volume and it teaches you how to sell to cold prospects. Because if you've ever gone from cold outbound to when you make content, which I recommend people do both of those things together. And the reason I like having even what I consider a base level of content, not like, oh, I'm going to make content so I can get customers. I like to start

with you're gonna make contents you look like you're alive so that you have a pulse Okay, and we have a pulse so that that content acts as lead nurture not as top of funnel So what happens is you're gonna do your outreach What do you think the first thing they're gonna do before they respond your arches they're gonna click your social profile and Because your social profiles now have become the de facto website. Who is this

person? What are they about? Well, I'm going to go just consume some stuff and figure out what they're about. If they go and they see the last post you had is May and it's August, they're like, "Oh, this guy's not even legit." Right. So you just want to have a baseline of at least, I mean, it sounds crazy, but I don't know, at least every three days, you know, two or three times a week at minimum,

that you make a post on at least one platform. And ideally link that platform to whatever your outreach mechanism is. And if you're doing outreach on a platform, then that should at least be the platform. Like if you're on LinkedIn, make some LinkedIn content. Right. And so those things kind of work in parallel. The nice thing is that the content will bring you deals. It will. But see those in the beginning as, you know, pops. They're

more like they're inconsistent, but they'll come in. Over time it'll snowball and become overwhelming and that's the goal, right? But outreach will teach you how to sell cold. And I wanna give you guys a huge business-like meta lesson here. Or at least something that I've learned that's served me well. Take it if you want. Sell warm like cold and you will always convert maximally. So what happens is, and this happens a ton with people who are

like content creators and things like that, is that if they've never sold to cold traffic, they've never sold via outbound, they've never sold via ads, they get spoiled with warm traffic because they don't have to have process. People come on, they're like, oh, I love your stuff. And you're like, thanks. I mean, yeah, so I was thinking, like, want to talk about the product? Oh, yeah, sure, okay. And then they're like, dude, I close everybody. It's

like it's them taking it as a superstar. And they have – hot, like, you know, scalding hot audience. It's like, duh, like, you need to get out of the way. Like, you probably just have a transaction that'll do it, right? But the thing is, is that when you apply that process to a cold, you're screwed. The flip side, though, if you learn how to sell to cold, when you have warm, then you just convert like a

motherfucker. And that's the thing, is that you want to always approach it as though no one knows who you are. And the thing is that somebody who does know who you are won't be bothered by you saying, "Oh, you know, I'm Alex Ramosi on acquisition.com. We've a portfolio at $250 million last year in aggregate revenue. And one of the reasons we're able to do that is because we know how to extend LTV. And so in this

particular instance, we sold in a portfolio company. We widened. We did this thing. Great. So let me tell you six things that we do to increase LTV." Right? And so I have that frame though, and the warm people are like, well yeah, I know he owns that stuff and that's great. The cold people are like, oh, well now I know why I should listen to this guy. Correct. So I like to make sure that I have

both those things together. I think that's also covered in the branding playbook by the way that Alex's point is very very Important because I've seen especially in direct services most direct services professional services real estate agents mortgage brokers coaches consultants attorneys CPAs They will take they run their businesses on referrals and they will show up to the referral just based on the warmth of the relationship and Now, or if it's a friend, and then you get

mad that your friend did not hire you, right? And that's because you treated your friend like a warm lead and not a cold lead. You didn't actually show up and say, you didn't deliver the full listing presentation or the full mortgage package. You didn't deliver that. Now, that is just an overlay. You can say, hey, Even though we are great friends, I want to show you the process that we run our clients through to get XYZ

result. And then at the end, you can say, now that I'm as your friend, I will tell you I care more about this than anything else. You get both in this, but you still have to deliver the full cold process. Treat warm like cold. There's a, I'll do a very tactical one. We see a bunch of real estate agents on here asking about, hey, they're doing the same thing. Go look at the house and then send

like a pricing estimate second. Please do not do that, right? You go look at the house. That's great. And then you show up and you deliver the pricing as a strategy, not a pricing as a term sheet. You want to show them a pricing as a strategy because it is a strategy. You're going to deliver on the strategy and they're going to use you to actually deploy that strategy. You don't want to say, here's what the

market thinks. Most of the folks that are in market-based things just work for the market. You don't want to work for the market. You want the market to work for you. And the only way you do that is to show up and actually deliver the pricing to them. So please don't send pricing to people. Show up and deliver that as a strategy so you can deploy it for them. Hey, this is a good one. Okay, real

quick. So we have some books to give away. For those of you who are like, how do you get a signed book? It's the 200 book donators who are donating. I think, I don't know what our next interval is. Is it between now and 3.4? Is that what it is? Yes. Okay. So, all right, I'm going to do six. The next six between now and 3.4 is... You can go. We're going to sign a book and

I'm going to personalize it to you. Alright. Very good. You guys are on. Alright, so I'm going to sign these books as they come in. Anybody who donates 200 bucks. I'm gonna sign one of these already signed it, but I'm gonna personalize it for you. Okay So yeah while that happens, let's go. Let's go next pregunta. This is a good one. I'd love your take on this How would you scale a business that is price driven,

but you don't control the pricing for example the insurance agency? Yes, this is a commercial insurance agency. They're brokers Insurance carrier set the prices they just deliver the service. So what do you think about that? I Sorry, I was reading this. No, no, no. How would you scale a business that is price-driven but you don't control the pricing? So like a commercial insurance agency, they're the deliverers of the service, but the carrier set the price. How

would I think repricing in that situation? It's the same answer as the construction stuff. It's like you have to win on other vectors. That is correct. Like you have to zoom out to a holistic setup. And that's, again, where we have to think, how can I make it faster? How can I make it easier? How can I make it more risk-free? How can I give status to the person through the association of doing business with me

or other people that they do business with? All right, we just got two more. Two people. Oh, three people who just got signed books. Please tell us who they are. All right, here we go. Here we go. By the way, Alex hit the nail on the head. If you ever feel like you have commoditized, you're being commoditized in some way, either with an insurance agency or with whoever else, you've got the three vectors. You know, like,

hey, how can I de-risk you? How can I make it easier? How can I make it faster? And you have to be able to show that. All right. Monica from Monica Barrero, Spring, Texas. Here we go. Okay, Monica. Oh, we got another one. Hold on. Awesome. Monica, you rock. All right, Monica. Boom. Do you want to call? Shoot. Can you call? Shoot. Do you have another phone? No. All right, we should have that. Can you guys

grab another phone for us? All right, we got we got another one. Hold on. Okay. All right. That's one Monica. I got you. There's no Jesus. Okay, hold on. All right, hold on. Um, Josh, that was you. Josh Jonski. Okay, can we call Tony while I say, geez, okay, we got another one. Okay. Can we just get a phone? We got a phone. We need a phone. I'm gonna call. I'm gonna call Tony. You donated $800.

You're getting you're getting you're getting some some some some ayuda. All right. Yeah. Yes. Go for it. Hermosy hotline, baby. Oh, damn. What is up? What's up, man? In the call here. All right. Top line. Bottom line problem. You got five minutes. Three to top line. Bottom line. One biggest problem is this two biggest ones. But by scaling the content, just been going at it for. blowing up as much as we'd like to and then two

just doing the service delivery at an A grade level trying to perfect that. So are you a CPA? Yup, CPA run a tax and accounting firm doing primarily tax strategy and then of course doing like the tax filings and accounting. Okay awesome so core clients, you do individuals, companies, what's the core avatar? - 45% businesses, S corporations, partnerships, and 55% individuals. - Okay, awesome. I will tell you there is nothing that is a bigger drag on

anything except taxes, and if there is a way for you to actually show that you can do one thing, I think you'll win. So there's a lot of tax folks out there doing certain things. My one suggestion would be if you can say, hey, I work on these three strategies, like if you can get known for the doing a three strategy package of some sort and Everyone can actually reference that you get you get known really

fast and you start to win So you need to build some quick brand around hey I do these three things to reduce your taxes by X that creates some kind of Offer around it. What is the current kind of strategy offer you have? I - Tax strategy, the biggest ones that we do is like the short-term rental loophole, real estate professional status, and a lot of S-corps is doing the S-corp elections, and then just supercharge the

401ks. - Yeah, yeah. So the goal, and where are most of your business coming from? Is it referrals or is it some other source? - Mostly referrals that we have, a lot of Facebook groups where we got good traction from those groups, real estate groups, and then yeah, just our wealth advisors refer us over to their clients too. If you're in these groups, if there's any way that you can create a partnership with folks that want

to present, that you can present in their group saying, hey, can you give me a chance to go present in your group? All I want to do is deliver on what I have done for my current clients. And all you do is take the same presentation and you deliver it as many times as possible. I guarantee you, wherever you show up and you deliver this 10-part presentation, people are going to want you to get the implementation

associated with it. - Oh yeah, so we do one every other month with that group already. So, but you're just saying do like three strategies and then that's like all you just keep on shouting over and over and over again. - Yeah, one every other month. Mr. Alex Ramozy will tell you, you do one every other day, right? Like I think volume negates luck on these things. So if there's any way for you to get in

front of more groups, I think you win. get in front of more groups. Okay. And then if I, in terms of like groups, any, we got a couple of Facebook groups. Do we just keep on going towards that or anything from like tick, - So this is really good. So as you get into a group, right? As soon as you make a presentation, you're doing three things. Hey, number one, I have nothing to sell you today.

I just wanna tell you about what I'm sharing with my clients. Number two, I'm going to share with you five strategies that have saved my clients X amount of dollars. Number three, if you are part of any groups and you would like me to do something similar for your group, could you please message me after? You keep hitting those three things at the beginning, middle and end. Otherwise they don't know that they can have you in

their group. - Oh, okay, okay, got it. So groups repeat the agenda for each call on that side. - Right, 'cause the members of groups are members of other groups, right? And so if you can be invited to one group, literally, if all you did, if you said between now and the end of the year, I'm gonna do 50 webinars of the same presentation, you're gonna print money, bro. - Dude, so much of business, man, and

I'm just gonna tell you this right now, which took me way too long to learn, is that you find something that works and then you do as much of it as you possibly can without thinking that you're smarter than you are and distracting yourself with another new opportunity. Like, the biggest business, like, I wanna give you an example. So, some of you guys know Dave Ramsey, awesome guy, you and I have done a handful of things

together. And, like, he has done a three hour call-in show for 40 years. And he literally has one message. Not one, which is stop spending more money than you make. And people still are like, man, I just feel like I need to make my content new. It's like, no, no, we're going to apply spend less money than you make to single mom with four kids who just got divorced. And then we're going to apply spend less

money than you make to motorcycle trick driver who just got injured and is on disability. And then we're going to try to apply spend less money than you make to Indian immigrant who comes here and can't speak English and joined the IT division. Right? And then we're going to apply spend less money than you make to a lottery winner. Like, he literally has the framework, and then he says there's seven steps to spending less money. And

that's the framework that he's been working with forever. And so, dude, three strategies is more than enough in terms of, like, key points that you can make for entrepreneurs. So, okay, cool? Yeah. - Oh nice, and then just quick on the content part, like we're stuck at like two, three K views on Instagram per video. Anything you recommend to try to like break through that ceiling? - So you want to take the highest converting hooks, but

then pair it with content that's specific to your audience. So I went from this to this in 30 days, something like that, but that's like, that's a viral hook, but then you just pair it with accounting or whatever. - Oh, okay, okay, so viral hook, and then these three strategies that were just keep on shouting over and over and over again. - Yes, exactly. So inside the Hook's Playbook, I talk about this at a ton of

length. - Okay, and then the last part is after we get all this traction and just fulfilling at a high level, we're at 31 people now, Just any recommendations for when we start fulfilling and we've got some ups and downs in terms of turnaround time, fulfillment. Anything you recommend to really just make it perfect in terms of when I used to just do it all myself? - Okay, so I wanna say this. I think part of

the constraint that you're dealing with right now is because you do so many different things and I think that if you just had the three, the templatization and the efficiencies that would come would just literally naturally emerge 'cause when you do the same thing over and over again, you get pretty darn good at it. That's where the efficiencies come up. So not only is your messaging clearer, so too do you get economies of scale and your

incremental margin goes up. - Oh, I see, 'cause then you just keep on running the same plate. - Exactly right. - It's the same hamburger. - Yeah, exactly. - Got it, got it. The root cause, oh, thank you so much. - You bet, appreciate you, man. - Congrats, man. - Thanks, gentlemen. Alright, so I'm going to do a quick story and then I'm going to say congrats to all these people. So quick story is there's a

reason Raising Cane's is one of the best restaurant chains that has ever existed. And I'll tell you a quick story. So a guy in my building, who actually owns the building, he lives above me, He owns Panda Express. I've talked about this. He's been selling chicken, Kung Pao chicken, for 45 years. Last year, I think they did $3.4 billion in sales with 27% in margins. He owns the whole thing. He also owns the dirt and the

land for a huge percentage of those properties. Insane. He owns the whole thing. No franchises. I think he had a couple in the beginning that decided not to do it. Big point is this. He's a G and he simplified that model to such a degree that's like these are the options you have now he and I heard this through back channels so in return if you follow my stuff and you know Hit me up if you

want. Yeah, we live in the same building. Oh, we could be friends. Oh So anyways, so he uh He, I heard from a mutual, I'll say mutual friend, I'll put quotes here, said that Andrew was saying that there's this other guy, he's like, dude, I think he might even be better than me. All right? And this guy is the guy who owns Raising Cane's. All right? And so Raising Cane's right now is probably worth somewhere in

the neighborhood of like $12 billion. It's privately held. He owns the whole thing. But you know what's so amazing about Raising Cane's? They have six items. It's toast, slaw, tenders, Fries. Yeah, and they cook out fries, right. That's it. And they have their sauce and they've got beverages. Like, that's it. And to think about the amount of people who have said, oh, I think, have you ever considered, like, yeah, they've considered it. Yeah. it but he

just said if we just make the best tenders in the whole world we just get really really good at it we'll do it with more scale we'll do it more efficiency we'll have higher quality tenders than anybody else and so their chicken sandwiches are just tenders inside of buns right like they kept it so simple so hungry right now yeah they kept it so simple that that's what allowed it to scale now uh brief prep i

said that the next ones until three before so we had um We had Monica, hold on, let me get that. So Monica Barrero, I got you. I got your signed copy right here for donating 200 bucks. Thank you. I got Josh Dunsky from Cleveland. I got your signed book right here. Personalized, got your name on it. We got Whitney Wyatt. Oops, that's Kyle. Sorry, Kyle B. Carl Barnard. I got you signed up here. I've got Lindy,

Lindy Horton. Horton. Got you signed and I got your signed book. We've got... Shoot, there's more coming in. - Whitney. - We got, no, did I just do Whitney? Okay, now we got Whitney. Now we got Whitney Wyatt, there we go, we got yours. And then we got Greg Z from Stowe, Vermont. I got you for the 200 book, got you. All right, thank you guys for donating books. You guys rock, you guys are amazing. All

right, I still got more coming. I gotta sign these, hold on. Okay, let's do the, can you, oh, we have a second phone. Can you call one of these numbers? - Yeah, sure. - Did we call, okay, I don't know, we called him. I'm sorry, I got lost here. We're going as fast as we can. Yeah, let's go. Hold on. Sorry guys, finding the... I'm trying to call these in order. Hold on. We did that one.

Did we do this one? I don't think we did that one. Thad? I don't think we did Thad at all. No. Okay, let's get this down. Hey you guys, you guys rock. You may not know from a different number coming on a different number. Yeah, we'll find out. That Thad, right? Thad, it's Hormozy Hotline, my friend. What's up, dude? How's it going, man? Hey, man. I'll get right to it, but I did the $800 deal, man,

and super jacked for that. But anyways, man, I've been a football coach for the last 20 years, and just an entrepreneur mindset, but then just off and on, I'd be all in on football, then switching back. And man, I've got a heart for coaches, and I've tried so hard to help and monetize that over the last several years. I stepped out of coaching six months ago to go all in on business. Football coaches exist on X.

That's where they're all at. So I went all in there. And over the last couple months, I've been averaging 20 million views on X. And I've sold a lot of things to coaches from playbook tools to a lot of things and just have not been able to crack the market. And, man, I've poured into just trying to understand everything that you guys teach and following you for the last five years. But long story short, I've been

able to get to $50,000 last year as a side hustle while still coaching full time. So I stepped out. And I was selling a very niche spreadsheet tool. So the way I design plays, I created a spreadsheet, sold it to coaches. I've already used your AI tool to really try to understand that. But I think there's a better model, and I'm trying to figure it out, where football coaches have immense relationships and a network in their

community. And some of the better models in this has been like fundraising, for example. I have started to create a collective for coaches very much like the NIL world of college football. And I am seeing, like, is there a better model for me not to charge the coaches where I would basically give away free goodwill, much like you've done, and then potentially fundraise for them or do a search firm side of it or send sponsorships from

local businesses. I am trying to figure out a model where I can serve these guys, where they're making pennies on the hours in high school at least. I've coached in college as well, but I'm just trying to find a model that can help them and maybe even make them money somehow through personal training with kids, but... I just want to leverage my network and what I've been working on for a long time and figure out a

model that works for these guys. Heard. So, a couple quick bullets. So, how do you help these guys? Because this isn't, like you help them make more, correct? I help them, I'm trying to figure out the right pain point. Is it win more? Is it earn more? Is it get a better job? Or is it to earn more on the side through their network and their local communities? I've just struggled with this for going on eight

years now, to be honest. Honestly, it's a really tough one. And what's interesting is I probably talk to, so I talk about how many times I've had different conversations with businesses. I've probably talked to three or four people who tried to serve high school football coaches and baseball coaches, things like that. What's been interesting is I've seen a common theme which is that they all struggle to monetize and Yeah, so but I don't want to speak

that over you. I just want to be clear but I know I am I have been trying so hard like I thought for eight years in my biggest I'm telling you I joined the 800 yeah, they all for one answer alone Well, then what do I stay in this or do I move on because I have tried so hard. No, I know I got you man. I And basically, though, my question, so it's either I stay

here and serve them or I have another thing that I'm passionate about, which is tackle life, which is taking the things I've learned from coaching and bring them in more to the business world from football to serve in a different way and then, you know, You mean like corporate, like corporate, like team structure and communication and leadership and things like that? Correct. Yes, correct. I mean, you know, from motivational stuff to the hard tactics. Yes, like

trying to bring in team building, X, Y, Z. So I'll tell you, I mean, straight up, the corporate thing is by far the, I mean, it's like opportunity vehicle, not even close. I'll tell you why I'm like, I'm rarely the like, let's give up on the thing that we're on. It's like I can name on, no, no, I'm serious. I can name, I can name in the last two years, I did the 226 one-on-one consultations, right?

In that time period, I had three businesses out of 226 where I advised them to exit. Like you need, I don't think you should be in the space. Two of them were competing against a true monopoly. And the reason that monopolies are illegal is that if you actually succeed in making one, you win. Like there isn't actually a way to enter a market and that's why they're regulated and things like that, right? The last one was

a woman who had a, she wanted to have a premium cocktail brand, but she was only selling to cruise liners, and cruise liners said they didn't want glass, and so she had to switch to cans, and premium ingredients in cans. I think it looks like we're on fire right now, by the way. Nice and warm. Yeah. But anyway, sorry. But here's my point though. And after talking to her, she had never made money. She'd put all

her life savings into this thing. And I think there's a fundamental issue, which is that like no one thinks cans are premium. And that was the issue. And so even when the few cruise liners who bought it, the customers on the cruise liners didn't want to pay premium because he was in a can, right? So there was fundamental assumptions that made the business very, it made it untenable. Now within your space, The difficulty is that coaches

who are actually really good, big universities will pay super top dollar for, but they don't need you, right? The coaches that you serve are dead broke, right? And so if you serve a dead broke avatar, then typically you have to flip the model in such a way that they become the product rather than you sell to them, which means that you would have to do some sort of recruiting function. But the reason that I don't like

that is because anybody who's really good at winning moves up and gets recruited. Pretty easily. That's what I don't like. So if I had to pick between opportunity vehicles, I rarely say this, but if you are still passionate about the other thing, about taking the business lessons from football and applying them to business, I think that will yield you a much better, a much more likely, much higher income thing. And I think that you can still

use your passion about football coaches. And I think maybe you bring them from the football world and then you employ them within your company. I love that. I do love that. Most of my sales team right now are football coaches that don't make enough money. I'm trying to figure out how to leverage. These 20 million views on X, I've been writing stories of coaches about their journeys. I've had head college coaches reach out to me. They're

like, hey, man, I love this attention for recruiting. Would you do a thread on me? They've jumped on podcasts to do interviews. And so I'm getting some attention with some big names. Like my phone now is like, you know, just a lot of head college football coaches across the country. So I'm getting in that, but I'm trying to figure out how to leverage ultimately just to give you a quick breakdown of like my vision is outside

of this, which honestly what I've been begging for is someone to give me the freedom to exit because I'm - Dude, let me just give it to you. You have the permission, man. You're not failing. So I'm gonna do one thing and then I gotta go to the next caller. So here's the bottom line is this. There is a time to push and there's a time to pivot. It's an eternal question for entrepreneurship. But there is

an actual answer to when do you pivot. And it's when you have an underlying assumption that you believe to be true, but then was proved incorrect. Which means that when there's new information, you take new decisions. If I had an underlying assumption that VR goggles are gonna be the next big thing, then Meta made a big bet on that. So did Apple, and they were both wrong. And so they could keep pouring money into it, or

they just say, you know what, we're cutting our losses. We don't see that in the entrepreneurship world as a pivot, But that's exactly what it was. They made a bet and it didn't work. Right now, you had a thesis. I think these people will be able to pay me, but they're all broke. And if they are good, then they're not broke, but they don't need me. And so that's the fundamental issue. And then as them as

a product to flip the model, The people who are good don't have issues finding them because they're super public and they're not that hard to get a hold of. Right? And so I think you take your tactics, you go into corporate, and then I think you recruit those guys. And then I think if you still have a mission for that and you have a heart for that, then you still make content around it. There's nothing wrong

with that. And that'll attract more people into your business, which is great. And then the corporate leaders who resonate with that, which is tons of sports leaders who want to bring that kind of sports mentality into their business, will totally resonate with you. All right, man? Awesome. Yes, sir. Appreciate you. Thank you, guys. No, thank you, man. Thank you. Yeah. Okay, we hit a number. Okay, so okay. I got I got to do these quick quick

quick. You think you're ridiculous All right, Kim Marshall you donate 200 bucks. I just signed it for you Thomas Paveglia, hopefully I said Thomas B. I put I signed yours Sam Sam Holkin for don't donate to the book. Thank you so much. I signed yours Aaron Andrews I signed yours from Bureau Beach. Okay, sorry What Alex Layla. Layla asks Alex juicy questions. Oh dear god. Let me help you with it. Don't sit in on fire. Watch

out for the screen. There we go. And for this, you can just relax. So we also have a little meal for you coming. I don't want to eat right now. I'd rather have a... Can you just bring me a shake instead? Just give me a shake. You don't want to eat right now. No, I'm fine. I'm fine. Just bring me a shake and like some candy. Okay. This is a home-cooked meal. Okay. We're going hard baby.

We're going hard. We're going hard guys. All right. I'm gonna ask Alex uncomfortable questions Okay, these are submitted by you guys. Okay, and I picked them and I told my team to plug their ears and close their eyes This is my birthday. Okay, my birthday quit birthday a gift birthday gift. Okay one. Okay, mr. Hermosy Yeah, why did you get rid of the mustache? Oh, I sold my likeness with the deal. Oh - That was the,

I mean, that was the simple answer. - Can you explain that to people who don't know? - So when we sold Gym Launch, so I had, I had a very, like, I was in all the ads, and so I had this big gunslinger mustache for four years or five years, and, I also wanted to not be forever seen as the gym guy. And so I've done so much branding, associations, of kind of like the way I

looked with gyms. I was also like way bigger, by the way. And so I was this big jack guy with a big stash. And so I was like, well, I don't want to be, I just don't want to be the gym guy for the rest of my life. And so I then just like when we, basically in the year that we were selling the company, I just stopped marketing. Shaved it and I just kind of like

just grew the beard out To be fair the beard is not like oh, this is super strategic I just like don't shave and then you have a beard if you do that long enough and so you're like is this a uniform I actually spent like a I mean Layla was like for like six months. I like Experimented with a bunch of different Ways to dress to try and find like what was the optimal outfit? That allowed

me to not have to change and be in the maximum number of circumstances And so this like literally this four things that I'm wearing right now. So I've got shoes that don't require socks, I've got shorts that don't require underwear, I've got this tank top, and I've got a flannel. And with this I can basically be between 40, 45 degrees Fahrenheit to basically 120. And so that is basically the entire range of where I live in

Vegas. And because of the shoes that I wear, I can work out in these shoes, I can go to nice restaurants in these shoes, I can go to the pool in these shoes. which means I never have to change my shoes. These shorts are waterproof, but they also have belt loops so I can wear them at nice places, which is cool because they're black. If they get wet, you can't see them either, which is nice. -

I'm talking super fast. - I'm talking super fast? - So fast. - Oh really? - Yeah. - Oh man, I just don't wanna waste people's time, you know? - They're sitting. What are you guys doing? You guys aren't doing, right? We just wanna watch. Talk slow to me, baby. Okay. And then this is stretchy so that if I get bigger or smaller, it fits for me. But if I'm at 45 degrees, I button this thing all

the way down, roll these down, and if it's hot, I can go all the way to take it off. So I can auto-adjust, auto-regulate body temperature. With my I feel like we should give away a couple of tank tops now that you've sold them want them want them warm I feel like the shirt off my back. I don't think I'll just take a little thing. There you go. Thank you green, man Thank you green, man 100

million dollar man. He's like I earned that one hundred million dollar man. Oh, it's cool for that What if what if the next 800 buyer we give your tank top? You guys want that next I'll give it to you. I'll give it to you. Nobody can get them. You can't buy them. Yeah, it's true these yeah the If you donate 800 books, I'll give you Alex's tank top. The next 800 buyer. Oh, we got three. All

right. I happened to pull these from the drawer. I'll sign them too. Do you want me to sign them? I'll sign them. All right. So next three 800 buyers. If you buy the 200 book bundle on the checkout page, there's an option to get the 800 books. For the next three 800 book buyers, I'm going to give you a tank top from Alex. And I'm going to tell you guys, these are premium tank tops. If you're

a girl, you can show off the girls. If you're a guy, you can show off the buys. - I was like, where is she gonna spin this one? - Oh, I can spin it. So, premium, absolutely worn before by Mr. Alex Ramosi himself, probably not washed, to be fair. So you can get the smell if you'd like, you can get the look. There might be a stain from some kebab Next three 800 buyers. We're gonna sign

the tank tops It's been a long three days, you know, we're going a little unhinged. Yeah, we're going on okay. Okay, so What's the name sign these and the team's gonna let me know when we have the names. Okay, so Gourmet Sabzi. Yeah or fessing June fessing June all the way. That's in June. No question for all the non Persians. I Fessing June. Fessing June. You probably, actually people, I think, no, I think people like Fessing

June because it looks scary, but people do like it. So Fessing June, by the way, it's walnut ground up and pomegranate, and then it's a stew, and so it's very mealy. Andrew just bought you 100. Oh, Andrew, thank you, man. Well, you just got one of those lovely tank. And so it's really sweet, but it's very hearty. Okay, so. - Okay, next question, I will lead the way. - Okay, jeez. - Jeez, so demanding. I'm like

chill. - Relax. - What do you look for in a partner? - I like a little bit of crazy, you know? And there's different price tags that are associated and I, you know. Okay, I'll be honest with you. So I decided a long time ago that the number one character trait that I wanted in a partner was loyalty. It was the number one thing. I was like, I have, I have, I've the, the path that I

want to walk. I'm going to have too many enemies. I'm gonna have too many people who want to stab me behind my back. And I need someone who I don't have to look behind me to know if they're there. And so that's, that is for me, like, that was like my number one, two and three. And so like, I would say like in our relationship, I've never once doubted Layla's loyalty, like never once. Um, and I

think a lot of people misunderstand Layla and I's dynamic. Like, Layla is like it's funny because people like see us as like a modern-day couple or something like that But like I feel like we are so traditional in terms of like how we like live I think there's marriage and then there's business. It's Different yeah, like our marriage relationship is super traditional and And then our business relationship is, I mean, I don't know if it's new.

Yeah, modern, I guess. Yeah. Yeah. Yeah, I mean, we have roles in the company, and we both fulfill those roles. Yeah. Like, if we had zero relationship, the way that we, like, if we had zero romantic relationship, the way that we work would be the same. Yeah, that's fair. Which is, I mean, to be fair, we started working together. And so that, like, we actually learned that dynamic first. We had to learn the romantic side. Yeah.

Yeah. Yeah, and interesting for everybody on here is like, you know, something that we made decision is like, when we first started the business together, we said like, one of our first mentors, I remember he said like, Act like business partners in front of your team like they don't need to see you guys act and all You know like husband and wife in front of each other like that makes people very uncomfortable And so a lot

of people will say when they see us in content They're like why aren't you guys like hugging kissing all to get in laws and it's we've learned we've learned not to do that in public You know we do save that for private and so you also just also we started we started dating when we got married when I was 23 I just turned 27 or somewhere in there and We were kids and so we had like

adults working for us and like we needed to be like extra professional Yeah, I would say now because we're a little older And we have like a little bit more gravitas than we did then like we can get away with a little bit more I still get super weird with PDA stuff though. I like I don't know why it's just like it trained it into myself. What's next one? Which would you rather start over with if

you had nothing? Muscle or money? That's a great question That might be the best question I've had this year. That was a really good question. Muscle. That was hard. That was hard. I'll tell you why. It's because I know that if I start over with muscle, I would live longer. Like right now, everything that I do for training literally shortens my life. So it would be, like that's like, my bro side would for sure would always

like want to be jacked. But After a certain size every like additional pound of muscle just puts more strain on your organs Which is why I like big body butters and stuff die young among other things. Okay question. What's your favorite cheat food? No, I know you don't call it a cheat thing. What's your favorite junk food? You know, you candy right in front of you. Oh, it's I mean they want to know I got well

I like a repeat. I like candy. I like I'm not sponsored by trolley sour sour things I like these I like nerd clusters. I like those a lot. I I like candy a lot. All right, let me ask you a harder question. What happens after you hit a billion dollars in your personal bank account? Nothing. Would it change anything about how you act, what you do? I mean... You don't want to buy anybody you love anything

nice? I think that we should make sure that we put it in an irrevocable trust so that no one can touch it and no one can benefit from it so that we become aesthetic and like monks. Definitely not I would never buy the person I love something sparkly and hard No precious stones by the way those you guys don't know Leila loves diamonds. All right, so this is really guys so we start making money and We

live broke for a super long time even after we're taking home I would say like a lot of money and I remember Layla found out purses. And so I remember she bought a purse that was $5,000. And I was like, what is happening? Is it gold? Will it mow our lawn for us? Is it an HVAC system that will keep us cold? What does this purse do? And she was like, no, there's just this label on

it that means it's $5,000 instead of $500. And I was like, oh my god, I can't believe this happened. So anyways, she does that. And then we continue to make money. And I habituated. I got used to it. I was like, OK. She buys, you know, some $5,000 stuff here and there. Okay. Then, then, then she found out that there's a jewelry world. And the thing about jewelry is that the limit does not exist. Like, there's

some, there's almost, there's kind of some reasonable level on purses, even the really high, you know, I'm sure you've got the Birkin bags, like everyone has some weird bags like that. But the vast majority of them. You don't even know what a Birkin bag is. It's a, it's a, the little, it's got the pocket, it's Hermes. Jesus Christ. Yeah. Yeah. That was not bad, right? I nailed that one. But, isn't it Hermes? Birkin is the bag,

yes. But it's a Hermes thing, right? It doesn't matter. Alright, whatever. But, then she found jewelry. Jewelry just goes all the way up. She's like, have you seen the Hope Diamond? I was like, I'm like, never said that okay you want to know what actually happened this is ridiculous alex had an executive assistant and she said what do you want for your birthday and i said i already told alex what i want for my birthday and

then she was like what and i literally just googled all diamond blinged out enormous watch and i just sent it and i was like and i literally was like we're so cheap we don't we don't spend money like that and so i was like there's no way like it was like a joke and then literally For my birthday, I opened the box, and it was this. And I was like, oh, so you can't-- What? You said

you wanted it. And I didn't wear it for like two months because I felt so bad. I didn't know what to do. I was like, do I return it? Do I do this? Do I do that? They're like, it's a one thing. They had it made and all the stuff. And then, and then... I got the thing imported from Paris because she was like, this is something, like, I want this one. And so I just was

like, clicked it. And I was like, hey, can I buy that? And they were like, yeah, it's an exorbitant amount of money. I was like, well, she... There's no way you clicked it. Our assistant definitely clicked it. Whatever, I forwarded it to someone who clicked the button. I'm like, see, you did not talk to them. Well, it's a much better name. You were like, she sent me a picture. Buy that shit. Needless to say, I don't

feel bad. Juicy question. Okay. When's the last time you cried? Actually, real talk... That letter that I read you guys on Saturday in the middle, like right after I finished giving all the free stuff away to everybody. Just talking about entrepreneurship. When I did a dry run of that the day before on Friday, I got like so choked up that I like, I basically like couldn't finish the letter. I mean, I did finish it, obviously. I

do what is required. But I got really choked up reading it. So that was like, I would say I got choked up. You know what I mean? I would say it was, I mean. When was the last time you cried? Like cried. Like tears? Yeah. Our wedding? No. What was the other time? Bill? Bill. Yeah, I know. Bill, our cat died. Our cat died. Bill was the man. You cried more then than our wedding. I like

Bill. Bill's a good dude. We both cried. I'm a good dude. Let's get some juicy questions. Okay. Okay. I'm not going to do that one. What are you doing? Do you prefer Layla pre-nose job or post-nose job? Post. It's just an easy question. Next. So savage. I got the upgrade. It's like you're like, oh, you're still running, you know, Mac OS 1. It's like, dude, I'm on Mac OS 3. Why is the book green? Money. Money

models. That's it? There's nothing more than that? Green is the color of hope from Gatsby. Okay. Oh, we have tank top winners. Okay. Let's go through. Andrew. Andrew Bonica. Andrew Bonica, this is yours. I don't think... You can put his name on it. Oh, Andrew. I gotta put his name on it. My bad. Sorry, Andrew. Hold on. Put it on. What do you think? You want to lick it? I was like, come on, get out of

here. He's going to wash it. Obviously. All right, Andrew. All right. Just forgive the writing because it is a tank top, so it's a little bit harder to write on. Okay, Andrew. Bonica. I saw you in the chat, Andrew. Let's go. That's all you, man. Thank you. Get that tank. Thank you, dude. Appreciate you. Okay. Andrew was an 800-book buyer. All right, Andrew B., I mean, it's tough. I'm just gonna be honest with you. It's a

memorabilia, though. It's memorabilia. It's memorabilia. Okay, now we've got our second 800 book buyer, which if you donate 200 books on the thank you page, there's a video to buy 800. We have Sueway Gao. What? So, come on. I remember my last name. Sueway. Go. I think it's go, not Gao. It's go. Sueway. You're better at pronunciation than I am. Sueway. All right, Sueway. I appreciate you. Love you guys. We're going to be working the next

six months together. So it's fun. Set you up for Q1. I want you to wear this to the first call. Yeah, actually wear it. Wear it. Wear it to the first call. All right. So we got Sue A. We got Sue A. Our third 800 book buyer is Tina Sawatsky. Sawatsky. You guys got some cool names. Yeah. Tina. All right. Wow. Somebody said Alex looked like a chill and cool guy. Never have I ever... - Heard

those words. - With an I'm chill? - Yeah. - What? - Alex is not chill. - What are you talking about? I'm so chill. - The team's like, "Ugh." - Well, I'm driven. I'm trying to accomplish goals. I'm trying to do things. All right, I got it. - So dizzy. - All right, got it. Okay. - Nice. - Cool. Thank you guys. Thank you guys all so much. We got the tank tops. All right, what's our

next juicy question? We will get these delivered to you. All right, what's our next one? - Amazing. Okay, next juicy question. Newly married guy here. How did you guys close knowledge gaps when you first started working together if you have discrepancies? How do we close knowledge gaps? I mean, honestly, do what y'all are doing. I mean, I've been pretty public about... Okay, well, I'll answer my thing and you can answer your way, but... I'll say this,

I've always made it my goal to become the best student and the best success story of anything I've ever purchased. And you know, that's somewhat backfired to a degree because I've been everyone's best success story and as a result they then just like claim complete ownership over my outcomes. Yeah, who was behind the launch, you know what I'm saying? Yeah, I'm sure there's 10 different people that have publicly claimed that they're behind the launch, whatever. Anyways,

but I just always want to be the best student and I want to fully execute and so I always operate from replicate before you iterate. So I will follow the instructions to a T And then once I have replicated the results of the person, then I will say, okay, based on all the things that I know in general, I think that these couple of tweaks would make an improvement on it. And then I kind of, then

at that point I start diverging and kind of deriving my own solutions for how I want to do, you know, whatever it is. So I would say one is I almost always buy access because it's just faster. Even if something like, and the thing is this, is like, I think a lot of people assume that you, if you, if you pay for something, they put, you put these, these artificial expectations that like this will, this is

going to solve everything. It's not, nothing is, right? Because if there were that, then like, like nothing like that exists. But can something pay down my time? Can I get there faster? And so for me, like I've been so rewarded for investing in my education that I just like, I try to spend money wherever I can to like learn more stuff and set up my life in such a way that I can, I can by default

learn more and more things. But yeah, so that's like. I was going to say there's one thing. which is that we said we need to expose each other. We need to both expose ourselves to the same information, the same stimulus. So we never joined mastermind separately. We never went to events separately. We never, we read the same books. If we read one, we would tell the other the cliff notes. - So there was a super, super

premium network, I'll just say that, that we applied to get into. And they accepted us both, but they said you can't join together. They said only one of you can join. And so we didn't. Just to show you how serious it was. And it would have been cool for. They did actually ask us. They asked me to lie. Yeah. And I said I would not lie. Because they were like, well, we can't bend the rules, but

we want both of you. And we were like. I'm not going to lie. Pack and steal, man. That's how we roll. I will not forego my integrity. Okay. Yeah. What's the thing that you've been the most afraid of? What thing have you ever been the most afraid of? What do you think it is? For me, yeah, I mean, yeah, like, I don't know. I don't know, you don't really, like, share your fears often. Yeah. You get

angry more than... Yeah, that's my secret. But, like, usually below anger is fear. Don't get afraid. Don't be afraid. Be angry. Far more useful. It's more useful. Okay, so, just kidding. Okay, did you, did any part of you think that this launch was not going to work or would fail? Like... I mean, I think in probabilities. So it's like, well, you know, have we done the things that decrease the likelihood that it fails? And so that's

basically how I thought through this. It was like there were seven or eight different potential points of failure. For each of those points of failure, we created multiple redundancies. And I'm really grateful to say that, like, this whole launch went as planned. So, like, nothing really bad happened. And so... That's all you can ask for. There was no bad news. It just worked the way we had hoped it had and the way we planned it to

work. So I go into it saying, I want to prepare like a maniac, but then on game day, it's like, whatever happens, happens. I think you guys probably saw this, but everyone knew, my rule is this. Once this goes on, I don't want to know anything. I don't want to know good. I don't want to know bad. And so I said, and they were like, so if we break the record, do you want to know? And

I said, no, I don't want to know. Because the thing is, is me knowing that you're going to tell me if we break the record, if I don't hear anything, I'm going to assume we're doing poorly. And I said, so I just don't want to know at all. And so that way I can just be in the element and control the controllables. I said, so the only thing you should let me know is something that I

have direct control over. If my mic doesn't work, tell me, right? But if I cannot control it, and so basically this whole area that I did the whole presentation in on Saturday was a bubble. And I more or less operate that way. Like, what can I do about it? And so sometimes just having that as a definition when people like approach you with stuff, like, hey, I'm gonna go emotionally vomit on you. It's like, what would

you like me to do? If the answer's nothing, then why did you tell me? - It's a good one, 'cause even like if I'm having a bad day, Alex will be like, "What do you want me to do?" I'm like, "Just tell me you love me and give me a hug." - Yeah, I'm like, "Great." - There's nothing wrong with asking for that. - Doable. - You know what I mean? - Super doable. All right, what's

a juicy? - Okay, the next one is, what are you gonna do tomorrow? - Tomorrow? Oh, we have, we as a company, we're taking a day off, 'cause everybody worked like maniacs during this. So I think we're just gonna do a little pool party, hang out, relax. and then get back to work on wednesday that's what we're gonna do there you go um first five years of business does it leave room for love yeah all these

room for love i think so alex is actually fairly romantic nobody would know no one will ever know no one will ever know uh do you plan to eventually run for president what do you want to run for president no i just want that clip anyways what nothing what's your max bench oh now i don't know i've mentioned this a long time why don't you bench uh hurts my My trap. What's the max you've ever done?

395? No, 400 because I didn't get the fourth plate. I got over 400, but I didn't get the four plates. It's insane. I know, it sucks. Thinking how heavy... Did my max help? It sucked. So anyway. Okay. What would you describe our love with if you only had three words? What? What would I describe our love as? Three words. Three words. Loyal. Aligned. Clear. I feel like that's just the same word three times. No, it's not.

I feel like, no. It's like, clear is the communication. Loyalty is how you behave, but we don't have to exercise much loyalty because we're so aligned. Okay. Yeah, I feel like we're great. You want something, you know, juicier? No, no, no. We don't need to say that. I was like yesterday. I told you I drink out of your whatever and then you're like no no you can't say this stuff I was like okay fine. I'll keep

it PG well clear. You know okay. You said I was like we're talking about juicy I mean listen okay juicy question. How do you properly? harness resentment and jealousy oh So even even just as a side note so the even using the word harness right I It becomes this like this thing like I'm harnessing this. The only thing that matters is what you do, period. And so why you do it, one, you have no idea why

you do what you do. Just that you do it. And so fundamentally, it's just like, whatever reason you need to give yourself to increase the likelihood that you take the actions that are required to get to where you want to go, is it. That's all. Like, if it's because of jealousy, if it's because of rage, it's because of depression, it's because of whatever it is. It's like, it doesn't really matter what your reason is as long

as you do the stuff that's required to win. And I remember when I had that big realization much earlier in my career, because I struggled a lot with like, feeling like I didn't deserve stuff and I'll explain what I mean like I was like I always felt like I just like like wasn't good enough and so Realizing that like I could be not good enough, but still do the stuff required to get the outcome It was

like okay So I can still not be good enough But I can still get it if I just do the stuff and that was like a huge breakthrough for me So if anyone's in that in that position, you might sound silly now, but I There was a clip of mine that went viral like three years ago at the Video Growth Summit. It was like the three traits of hyper successful people is that they have super grandiose

visions, like inflated superiority complexes, so they think they're better than everyone. But they also have like crippling insecurities, so they also feel like they're never gonna be good enough. And they have impulse control. So it's like they can stay focused for extended periods of time. And I think that when I started out, I had not the grandiose or more like, this could happen for me. More just like I didn't think I was good enough. But just

realizing like I had a couple wins just from doing stuff and I was like, okay, so I can actually get away with this. I felt like I was getting away with something. I was like, I can just take action, not be good enough, and still get it. And that was actually super freeing for me. Some good shit right there, guys. Think about that one. Layla loves the personal development stuff. - At some point. - No, you

do. I mean, Layla has worked on herself more than anyone I've ever met. She's great at it. She's a great human. She's a better human than I am. You are. - I agree. - Love you. What's your lifetime deadlift PR? - So I'll give you a gym PR, not a competition. I did, I think I did 465 for 17. I think that was my highest. Do you remember my highest? 315 for eight? Is that what it

was? Was it more 335? 355? Was it really? 365. For eight? Was it eight? Jeez, yeah. I mean, you were jacked. No, she was. She was. Yeah, Layla was like 40 pounds heavier of just like thick. Thick girl. Never again. Okay, did you like me better thick or now? Oh, I mean, it's tough because I like both. But I like, I mean... By the way, for everybody, completely trap answer. The answer is always now. Whatever now

is, is always the answer. It's like, would you like the nose job before or after? Duh. You got now. Like before or after? Now. Whatever now is. I'm good. Easy. Dead. I passed that quiz years ago. Okay. What's one question that would be too personal to ask you? Too personal to ask me? I don't know. I don't know how to ask that. Yeah. What's the weirdest habit... that you have and that I have that we've learned

to compromise with? I shed. I'm actually working on not doing as much. Are you actually? Yeah, I've tried not to do it on the live show. I saw somebody comment, they're like, Alex is shedding. I was like, oh, shit, I guess not. Yeah, so Alex has this habit where he like... When I think, so like when I think a lot, I'll like stare out the window and I'll just like... I'll just do this and I'll just

keep doing this. And it's just like buckets. It's like I had a shut-in sheep dog. I always get like one hair that I'll throw out there. And then I dust bunny it every morning from your spot. I think you've learned to live with that. Yeah. All right. What's yours that you do that you know that I've learned to live with? This crazy thing? Or like how does that work? I'm so not crazy. I know she's not.

She really isn't. No, Layla is extremely low maintenance. She really is. I'm like, what the fuck? No, I would say if I had another reason, so loyalty was number one, I would say low maintenance is one of the other ones. Like, you allowed me to just, like, if we define respect as allowing something to maintain its original function, you just never, you just, like, you kept protecting the space around me and just helping me be me

more. - I don't know, what's my, I have lots of little things, so I feel like you probably can pick one. - Which one do we wanna choose? - I don't know, I don't even notice anymore. - I'll name one. Layla will decimate ice cream. She will literally go in, hunt out all the all the got like the goobers the globs that like chocolate or cookie dough or whatever and then she leaves it like holes the

book if anyone had read that 20 years ago where the kids go to the prison camp and they have to dig holes in the ground yeah shia labeouf right shout out to shia anyways uh and so i'll like open it up and it's just like destroyed and i'm like what do we do it like and so i work so i work ice cream i just shave I shave top to bottom, I get even distribution. If I

get cookie that bite, I get cookie. If I get vanilla, I get vanilla. That's how it is. That's how the cookie crumbles, right? Otherwise she just leaves me with a scooped out cookie dough which is really just vanilla ice cream with holes in it. - Alright ladies, okay. I say this, the calories are not worth it if I'm not getting the chunks. And so I'm not gonna waste my fucking calories on some plain ass ice cream.

I'm gonna make sure I get the chunks when I want the chunks. Otherwise I'm not gonna eat it. It's not worth the ROI on the calories. And guess what? I buy more. I replenish. And nobody likes stale ice cream. It gets gross. I'm not being defensive. I don't like it more than two weeks in the fridge. I'll say a second one is that Layla keeps the refrigerator door open. I do do that. She treats it like

it's a closet. She like opens it and then she'll like go in the other room, she'll vacuum, just come back. It's been like ten minutes. - It's not untrue. - And she just, and I like, I'm like, so I'll tell you a pet peeve of mine. I like cold stuff. That's like my only consumption thing is I like stuff ice cold if I'm drinking it. And so I just deal with Luke cold beverages. That's why I

don't, like you're like, how did you guys not pee? It's like 'cause so many things are just not cold. As soon as it's not cold, I just stop drinking it. Real talk. Juicy, juicy. - Okay. Hate the player, hate the game. - I'm trying to think of another pet peeve. - What, for you? - No. - I was like, this is a bad game. - I was just about to come back. - Bad game. - What

do you listen to while you're in deep work? - Nothing. Complete silence. I block out everything. - Interesting. Let's sign some books. - All right, let's sign some books. You guys like the Juicy Couture? Juicy, what do we call that? Juicy questions. - I don't know, you gotta get more juice. I could ask you some of those questions, but I don't think you're gonna like it. What do you think of the red pill movement, Alex? Oh,

wow. Surprised you asked me that question. It does. I think you have good answers. I think it exists because there was a disparity that was too large. Like a huge percentage of men felt disenfranchised. It's really interesting when you start thinking about what are the root causes for things. I don't even quite understand the red-- when you say red pill movement, what does it encompass? How would you define it? Yeah, I probably should have asked you

to define it first. Well, why don't you define it? No, actually, this is why I struggle to give answers. Well, I mean, we have Google. I'll say this. I think that fundamentally women are earning men and doing better than men across multiple categories. And everyone's a big fan of that. The problem is just how mating occurs in humans, which is that in general, men date horizontally and down, hypergamy, and women date horizontally and up. And so

because of that, if men and women are truly equal in terms of their outcomes, then it means that there will be a huge amount of women who will not be able to, there's just no, there's no men for the women. And so I see that as a foundational issue. And we can, like... Because the thing is, there's no really... There's no popular solution, which is, like, no one wants to say, hey, women need to not do

as well. Everyone says, well, men just need to step up. It's just, like, you're not going to, like... you're not going to get a whole population of men to do better when all the incentives, like many of the incentives, and of course, if you're like the patriarch or blah, blah, blah, but if you just look across categories, like men are struggling, so are women, you know, but there's just like a lot of these like hyper successful,

you know, bachelorettes, Eligible bachelorettes, but there's just like there's only like five guys And so I think Williamson is this great eight minute clip that he does the best breakdown I've seen of it, and I think does a very even treatment so like not like red pill blue pill whatever But he doesn't he calls it the tall girl problem It's like a tall girl can really only date got you know like somebody who's like six four

and up and there's only like point Whatever percent of guys are six four so it's like just a tiny pool and so there's just many women competing for the same very small pool of men and when you have and those guys also have no real incentive to Because they have so much demand from high quality women to settle down. So I mean I understand the problem I don't I don't know there's no I don't think there's

a politically correct answer To the solution so that's fair my two cents. Okay, so what are so we're signing some signing some books Okay, sign some by just signing it put it like I got names. Okay, so the next ten Okay, the next ten people who? purchase the 200 book donation bundle, get a signed copy of the book. Okay. Cool. Sign two books and then I'm going to put your name on it. Put your name on

it. Put a ring on it. Put a ring on it. Okay. Also, the clock at the top is just for those of you who are new or joining us, is when all of the All of the accoutrements, the bonuses, that go with donating the 200 bucks, which is the four implementation systems, so leads, sales, delivery, and profit implementation systems, which all come from multiple playbooks. Those are all free when you donate 200 bucks to other entrepreneurs.

This AI was trained on 226 one-on-one consultations that I did. People paid $135,000 each. They were super in-depth, day-long. Interactions, we have 20 plus pages of notes for each of the businesses. Notes, recommendations, roadblocks, et cetera, that we trained the AI on. Took me two years to do that. And so we trained the AI on all 12 of the playbooks plus the 226 consultations, which is like $31 million in consulting. And then we added in ACQ

virtual implementation workshop, which is where we'll show you how to use the AI. Some of you guys who've been here a minute have heard some of the people saying, oh my God, I use the AI, and they give me the same advice as you. It's really good. It's really good. Yeah, it's like I've been so... Honestly, what am I afraid of? I'm afraid of like ever having, that's the true answer. I'm afraid of having a product

does not meet expectations. Like that's like, that's why I get so obsessive when I like write books and I make playbooks. It's like, that's my biggest fear is that people get something and they're like, this is crap. Like that's, that is for sure my biggest fear. - Also? - Yeah. And so all, anyways, all three of those, are all free. So AI, the workshop, and all 12 playbooks, which is four systems, are all free when you

donate 200 bucks. And so, as a result, if you donate 200 bucks, we're also going to sign your name on it. Oh, there we go. How about that? - Sign your name. - Alright, rock and roll. Okay, so I got, I got, I got. - We're gonna sign those, and I did something when you were back here, about telling you. - What else have you done? What have you done now? I want to make sure I'm

trying to beat the next Harry Potter. And so, uh... couple people that bought the 200 and then upgraded to the 800, then went to the group and then they called and were like, "How can I donate more?" And they donated such a large amount that I was like, "Listen, I'm going to invite you out to Las Vegas to have dinner with us." And then I was like, "Well, if we're going to have dinner with two people,

maybe I can see if a couple more can come." And so for the people that do upgrade to the 800, I made a video and I pinned it in the group that you will get into. I just made the post like 30 minutes ago. And so we're gonna be having dinner with some donors. Just having fun. Call that the slippery slope. She's like, the way this would start for the married people would be like, hey babe,

so I was thinking we'd go to dinner together next week. I thought it'd be fun. And then later, the second question like, hey, you know how we're doing dinner next week? I was thinking, wouldn't it be cool to have other people? You know, just like mix it up. I like people. I'm like, yeah, sure. I mean, I guess that's fine. And then it's like, hey, you know how, so, you know, on Thursday we're doing that dinner

and there's, you know, we got Tracy, Tim, and John and Sarah coming. And it was like, I thought, wait, I thought it was just us. It's like, well, no, you said that you were cool with other people. I was like, I thought like a couple. It's like, oh, well, I brought, you know, we rented the whole back room and we're having a party. So if you purchase the 200 on the thank you page, there's a video.

If you watch that video, you'll see what the 800 book bundle is. And then there's a group that comes with it. And in that group, I am in the group and I made a video and there are extra seats to the dinner. I said, if anyone else feels so generous, then I will invite you to the dinner as well. All right. Rock and roll. I figure ballers want to meet ballers and we have extra seats. -

Okay, so what is it? How many people do the 200? - 10. - 10? Okay, so the next 10? - Yeah. - Okay, as of right now? 740? - Team. - I'm gonna say yes. - Okay. - Okay, next 10, 740. - Yep. - You've got 200. I'm gonna sign your name on these. Yeah, so for those of you who asked about the $9, so there's a hobby plan and there's a pro plan, 90 days free.

And then after that, it's whatever thing you selected. All right, well we are super close because when we get to 3.45, if we get to 3.45, we're going to do the behind the scenes of the launch. So I think maybe we take... 3.45, okay. Yeah, we're pretty close. So, and then, yeah, I hope that we can hit it before we, I got to take you to your birthday thing. Wait, what? Today? Yeah. What? We're here. How,

what? Yeah. I don't even know. All right. Maybe take a call or two. All right, let's take a call. Take a call or two, and I'll be right back. Oh, my God. Can someone put the—I need names, though. Yeah, we'll get you names. All right, give me names. All right, you guys rock. I need names. All right, all right, let's go. Okay, so recent 800s. Sorry, I've got a list. I'm grabbing them from those of you

guys who donate 800 bucks. Okay, we've got— Anybody do Hakeem, High Ticket Barbers? Did you do that? Hakeem, I'm coming for you. High ticket barbers. All right, here we go. Oh, international. That's how you know. Get that international boop boop. Get that boop boop. Bada bada beep beep. Hakeem, you're on Hermosy Hotline. What's up, man? What is up, man? Happy birthday. And man, love. I'm watching right now. No, I... Dude, you're the man. Okay, so we

got five minutes. Tell me top line, bottom line, and what's holding you back? All right. Yes. Top line doing around average 80K per month. Okay, 80K a month. Around 35% profit margins. Yeah, okay. And constraint right now is getting more qualified leads. Okay. More of them, to be honest, yeah. Yeah, you just want more leads, more front end. Got it. So, said differently, you can handle double the customers you're getting right now, is that correct? Yes,

we can. Okay, cool. So, if you can handle double the customers, what are you currently doing to get leads? Yeah, that's a great question. So, right now, we kind of have a free opt-in. The free opt-in is into a lead magnet. That's to get more leads. And then we also are going to run a low-ticket product to turn those guys into... Alright, let me tell you a secret. This works for everybody who's listening to this. I

know that it's very common in the marketing world to talk about, you know, educating and creating your ideal avatar. Okay? I would say that in my experience that tends to be not true the vast majority of the time. Marketing acts far more as a filtration system more than it does as an education system. So it's more that you are finding the ideal buyers than you are creating them. There's always going to be the exception every once

in a while. Hey, this guy bought this thing for a dollar and then, you know, he started his life over and all these other things. Of course, there's always those stories. But those are the exception, not the rule. And so if the idea is... Right, go ahead. Now if you want to add friction, yeah I would just say this. There's nothing wrong with having a quote "lower ticket purchase" in order to shift the relationship from a

watcher to a customer, right? That's fine. People buy books, 29 bucks, you know, like you buy a book. And you become a customer. It shifts the dynamic relationship. But it's less so that like, oh, it just takes a long time for a lot of people to do things. It takes years. And so to expect that, unless you have a super long-term horizon, which I do here, which is why I have all these books. We're trying to

give them away because this is my forever business. But - Right, I know that there's an 18 year old right now who's gonna buy these books and is gonna sleep under, you know, sleep under his pillow and in four years or in three years he'll have an AI startup and then he'll hit me up, which literally happened, crazy, two months ago. One of the AI startups that we are invested in, hardcore Mosey Nation guy, started, read

all the books, and then created an AI for Legal so they handle all the intake calls for law firms now, so he found a vertical b2b sass high ticket Sells his AI through there. Oh Jesus. It is there's a whole bunch of chaos in the background. Sorry about that. Um, sorry Yeah Yes You get more leads You wanna get more leads and specifically you want to use things that don't attract beginners with the intention of saying,

"Oh, I'm gonna turn a beginner into an advanced person." I'm going to attract advanced people with the type of content that advanced people talk about. So the reason this book for particularly it actually flipped the ratio of the people who attended the live launch. So when I did the leads book, we had probably two thirds of people who were there didn't have a business. And I think the main reason for that is because the subject matter,

so what we talked about with the leads book was like how to advertise. How do you get your first customers, right? Well, really you could advertise at any scale, but many people who don't have customers are like, oh, I think I just need more leads. Now, if I'm talking about cash conversion cycles, how do you get more customers to spend more money in less time, that's purely a business owner problem. It's because the nature of the

subject matter on this launch, two-thirds of the people were business owners. 65% were business owners at this launch. And it's because the nature of it. You're not thinking about cash conversion cycles. You're not thinking about offsetting CAC. You're not thinking about how you can accelerate cash flow. None of these things are issues when you don't have a business. When you have a business, you understand the nature of the problem. And so because of that subject matter,

it lent itself to more business owners. And so when you're thinking about how do I want to attract barbers who are going to spend more money, then it's like, okay, then what do barbers who have more money to spend, what are their problems? And I guarantee you their problems are different than some of the more junior ones. Right? Okay, that's awesome. Let me ask you this. With me doing this strategy right here that I'm about to

tell you, fix what you're doing. And we got 90 seconds, all right? 90 seconds. Just keep going. Okay. Yeah totally fine. It's going to be both the lead magnet, but also the content that's advertising it. So if you say, get rich quick, start your barber shop, and then you have an advanced lead magnet, it doesn't match. So it has to be congruent. So the nature of the content, the nature of the advertising should match the messaging

and the thing that you're giving away. But also, and I'll be clear about this, this is a key point, your cost of leads might triple. But. Why? But. Yeah, because there's not as many of them. So it costs more to get them. But, said differently, would you rather spend, like get a $10 lead that's worth $30, or would you rather get a $100 lead that's worth $1,000? The latter, for sure. Right, but you still spend 10

times as much. So that's the thing, right? So you have to be comfortable with understanding that it's the ratio between the numbers, not the absolute amount of the number. And as soon as you-- because when you make a shift like that, all of a sudden your metrics are going to change. You have to expect there's going to be a little bit of a readjustment period where you re-baseline and relearn the numbers around this avatar. Does that

make sense? Right. Right. So take payback period after profit legal. I didn't hear that last part. - So like basically at the start I won't be making money from paid ads? - Well you might, but it's just the metrics are gonna be different. It's just the metrics are gonna be different, so just expect an adjustment period, that's all. And if you're gonna do that, you also need to make sure that you're selling, 'cause right now, I'm

telling you this 'cause I know this is applying more than one person, you need to also make sure that you're adjusting your price for this newer avatar. And so, the first playbook that I want you to read, 'cause I know that you got the 800, the first playbook I want you to read is the LTV playbook, okay? I want you to follow the LTV playbook to a T. And there's also inside of the Lost Chapters, one

of the chapters in there is called Your First Avatar. And so read the Your First Avatar chapter and read the Lifetime Value chapter and just execute the steps in there. Okay? You got it. I'll get it done when I see you in the workshop. I'll be coming out. So thank you. Rock and roll. Appreciate you, man. I really appreciate it. I'll see you then. All right. Thanks for doing it, man. All right, bye. He was cool,

right? He was dope. Keem's cool. Keem's cool. All right, let's do Christopher Garzon. Data Engineer Academy. $1.5 million a month. Okay. Okay. Okay, Big Papa. Let's rock. Let's go. Giddy up. We got four hours left. Four hours left. Uh-oh. Uh-oh. Missed it. Where's that Eminem song? It's like, this is your moment. You better capture it and let it slip. All right. Doreena Pechenshis. I messed that one up. Content Partner Academy. Okay, let's rock. Content Partner Academy.

Here we go. - Hello? - Hello, Darina? - Hi, yes, hi. - It's Alex, you're on Hermosia Hotline. - I know, I've been watching you. - All right, we made it, we made it. Okay, so top line, bottom line, and then like, do you need, can you handle more customers or do you need more capacity? Okay, I'll give you a quick... It's got to be one or the other. Don't do... No, no. Give me the answers.

Top line, bottom line. Yes. 25 and 20 right now a month. Monthly. Okay. So you got good profit. Okay. Great. Yeah. Okay. Understood. And right now I'm a little stuck. Okay. Because everyone wants my offer. And I think that I can't handle capacity. So I'm trying to... Before you tell me anything else, just so the audience knows, what is your business? Yeah. What do you do? So... You're talking to a man who's seven hours into his

making content. But yeah, I hear you. Okay. Yes, true, true, true, true. So right now what I do, I train them on how to do scripting, writing, editing, design, all of that. And I please a Ukrainian content partner in a business in Canada, US, Australia, Europe, and it only costs the business 500 a month to have a person full-time on their team. I charge 5K. A month or one time? A month or one time. One time

right now. But your AI told me I should do 12. So... Sounds like something I would say. Yeah, exactly. So I still have utility. I still got a couple tricks up my sleeve. The AI hasn't learned from me yet. I'll tell you this. It's a blend of the two. So I want you to charge more up front, but I want you to own the relationship. So I want you to charge $1,000 a month on the back

end and pay $500. So you make $500 a month on continuity on the back and charge a one-time setup fee. So I think because you're going to have the back end piece, I would go 6K up front, and then I charge $1,000 a month on the back. Okay. Is there a specific audience would you go for? I'm doing online coaches and service providers right now. I mean, I think you can start in a niche. That's fine.

There's plenty of those. Okay. I think what you'll find is this, is that... You'll want to go upmarket in terms of like you just you just want to make sure you're finding people who already like have a business that's working you don't want to be in the business of like oh if you made content then you'll get leads and you'll make money you want to be in the business of like you already are making some this

will help me make more rather than the zero to one that makes sense. Yes, that makes sense. And so one thing that I'm struggling is awareness of the offer. People don't know what it is. They think that I place editors. And maybe that's because of my positioning. Right now, I just say I have a content partner academy, and they're like, what is that? Is it like better, whatever? So some people said that I'm a recruiter. And

I'm like, am I? Like, what would you frame that in the ads? Like, what is the best way to get leads through ads? Because I'm spending right now, but it's not really converting. Uh-huh. Uh-huh. So how would I describe what you do in a sexy way? Well, knowing the way that I advertise, I would say I will hire, train, and place somebody to put content out on your behalf one time. And if they don't work out,

I will continue to replace them until they do. That would probably be my ad copy. And then here's 20 companies or 20 business owners who used exactly that that are like, Darina's awesome. That would be my entire ad. That would be my secret. Yeah. Whenever you're not sure, whenever you're not sure what to say, this goes for everybody, just describe it in the simplest terms possible. What will you do? I will hire, recruit, and train an

editor, and I will place them in your business, and I will manage them for you. Yeah. Yeah, that makes sense. That makes sense. And if you don't like it, I'll replace them. Yeah. That's kind of part of my offer right now, but everyone liking their people so far, so that's kind of awesome. Yeah. I think you just keep finding community owners who, what is this? what are you doing sorry they just like put put a normal

background no i know put a normal background no one wants to see this come on this is wildly distracting okay um i think you i want you to do cold outreach into affiliates okay so your core four is cold outreach and but your primary channel is going to be a lead getter so somebody already has the basic customers and what you need to establish is a cadence of promotion so what that means is You need to

promote with them and say, "Hey, this is going to be our schedule, so I'll promote twice a year inside of your community." And so you can expect each time we do it, you're going to have new customers in there and some old people who got results. And then you keep track of which customers from the last time you did, and then only parade the results from the people who were in that group to that group. It'll

convert like crazy because it's literally the most relevant testimonials. Does that make sense? I think so. How do I find those people? Well, you already have... Girl, how many coach, creator groups do there's... There's so many. Unlimited, yeah. There's so many. Just so many. So many. Okay, so just reach out to them and kind But you're gonna need two levels of testimonials here. So level one of testimonials is group and community owners who have that avatar

that you'll then say, hey, look at this other group community owner. He made $50,000, so I signed up 50 clients with him doing this thing. So we can partner on it, I'll give you, whatever. And then they got a thousand bucks to sign up. So that's the level of testimonials that you're gonna give to get them to sign up for a performance partnership. then for each of their customers, you're going to get them to sign up

for your main thing, you know, showing actually doing the work, right? Yeah. Okay. Cool? Okay. Yeah, that makes sense. Okay. Very quick question. It's always a quick question. I'm a back-end though. I know, I know. Go ahead, you're good. Go ahead. So on the back end though, right now I have three team members, I have an appointment setter, I don't have a salesperson yet. What would you recommend on the back end to do? I do believe

in this and I think I can do one million, I just need to do more work and Put a lot of work, let's just say that. What would you recommend to do and from the playbooks that we have in community, where would you recommend to look at? Like where do I need to go deep to learn more right now to really scale this fast and what do I need to tap into? Can you handle more customers?

With the automations that I'm planning to implement this month, yes, a lot more. Okay, so step one, complete your automations. Step two, figure out how many more customers you can handle. Step three, I would search the school community. There's literally discovery. Like search the school community. You can look at all the communities that are there. Search on all the platforms. Look at Reddit. Look at Facebook. Look at all the different communities that exist. and then outreach

to those business owners, or you know, they are community owners, and then give them a testimonial, show them, or try and hop on the phone if you can, of somebody who's just like them, who got a great result, and then you want to tell them how you can do it with them. And if you reach out to a lot of them, you will get some of them to respond. Now, some of them, because you're probably in

that world, and the world isn't that big, you can probably get mutual or warm intros. That will be significantly more effective. So you reach out to somebody you know who knows that person. You say, hey, do you think you could make a three-way introduction? And you can give them a slice of it as well because you don't really care about the upfront because you want the recurring. Cool? Yeah, that makes sense. That's easy as one, two,

three, do, re, me. And then volume, baby. Volume and then don't get fancy. What do you mean by fancy? Don't change your mind again. Like an offer? Yeah, exactly. Just stick with what you're doing. Yeah, okay. Okay? Good. Awesome volume. Thank you. I appreciate it, Doreena. All right. I'll talk to you soon. I'll see you inside the school group, all right? Yes. Thank you, Alex. Thank you for donating books. All right. Who else we got? Who

else we got? Okay. Let's... Who's after Doreena? Okay, I'm going through... Going through my phone's blowing up. Okay, hold on. Yeah, thank you guys. You know what? Let me ask you guys a question. Choose this chat. I can... I can. Yeah, no motion background. I'm with you. Yeah, keep it chill. Yeah, the snow is much better. Much better than, yeah, this is way better. Thank you. Okay. Oh, shoot, we did hit the, we have a secret

BTS. That's what we, that's what we just hit the thing. We got to do BTS. All right, well, I guess that tells us that. Okay. Is Layla going to do BTS with me? All right, Layla's going to do BTS. Rock and roll, baby. Rock and roll. Thank you, Jessica. Poor Alex looks exhausted. Well, you know, that hurts sometimes. I look great. Okay. Let me think here. I wanted to, yes, one of you guys asked for a

poll. I was going to ask you whether you'd rather me read one more chapter or do a call, but since we just won Secret BTS, this is what I'm going to do. I'm just going to read one chapter from the book, okay? And then by the time I finish reading that little chapter, we will start our BTS. I think that is our plan. Sounds like a good plan? Sounds like a good plan. Okay, let's go. Which

chapters do we, am I feeling a little, I'm feeling spicy. Let's go, that's a little longer chapter, it's not gonna be long chapters, right? Let's try, you probably already know this one, 'cause I talked about it at the webinar. So let's do, you know what, I'll go lost chapters, 'cause a lot of these ones have mechanisms that you haven't heard at all before, so that'll be a little bit different, a little bit different for you. Free

with Alternate Revenue Stream. We could do this one. Okay, let's do this one. All right, keep going. Love the wrong things. Thanks, Pam. Appreciate it. Okay, this is an upsell offer. It can also be used on the front end. This is called Free with Alternate Revenue Stream. And so you'll notice that the names of the mechanisms in the last chapters are not nearly as refined. You know, win your money back, I think I called. I think

it was like free deposit. with conditions or something is what I call it. So I call these like really technical things. And then I came up with like win your money back and like pay less now, pay more later, which I used to call invisible free, but no one would know what that means. So I try to make the names more descriptive. But without further ado, let's just begin. All right, let's do it. Okay, so 2019-ish.

The following is a rough paraphrasing from a story a gym owner told me that taught me, number one, an excellent downsell/upsell strategy, and number two, a really nice way to graciously exit anyone from a sales conversation who doesn't want to buy your main product. So when someone walks in, tours the place, and says no to joining, which used to kill me, I had this realization. Instead of awkwardly escorting them out of my gym, why not offer

them something free instead? Instead, I say, "No worries," and then I hand them a USB drive. "Here's everything you need to do this program from home. Absolutely free." you should see their faces. In this industry where everyone's trying to lock you into contracts, they think I'm some kind of saint. But here's the real move. After I give them the USB, I simply add, "To get you a head start, let's just book you for an attrition consultation

so you can see the results you want. The orientation is on us. We just want to get this community healthy and maybe when you can afford it, you'll think of us." Okay? So, almost 100% of people who said no to my gym membership end up in these nutrition consultations. And guess what? During these orientations, we sell them supplements instead of workout programs. The crazy part? These people who initially rejected working out spend 50% more on supplements

than my regular clients. I've basically created a no-prospect-left-behind approach, and my sales team loves it because they help everyone who walks in. Everyone around here calls it the no-sale sale. Perfect name, right? I'm selling to people who think they aren't buying anything. And once I started doing that, I thought to myself, why not offer this free USB as my front end just to get people in? Then I can upsell them an in-person version for money. Or

they can keep buying supplements from us every month and not even use up gym space. Win-win. So that's what I did, and it worked. So it goes to show that people want the same problem solved in different ways. So offering multiple ways to solve their problems gives you a few more at-bats. What's more, this strategy allowed him and the gyms who subsequently modeled it in our community a way to turn every prospect into a sale. There

are a few ways to use it, so let's dive in. As a down-sell, like in the story, or as a primary offer, which he alludes to at the end. We'll dive into both. So here's the description. This is an offer that depends strongly on the types of monetization/revenue streams available to a business. In the simplest terms, we're providing one type of service or product for free, and then upselling something else. You can upsell something as a

one-time service or product to offset advertising costs, or you can make the upsell recurring. Or, you can plan your entire business around giving one thing away for free and monetizing with another. In other words, it works for one-time services or even recurring services provided the alternative revenue stream has sufficiently high margins to afford both fulfillment types. But most variations chunk up to two larger buckets. So either you do this one, which is called a paired upsell.

So I give you thing A for free in exchange for buying thing B. or an independent upsell. So I give you thing A for free and I will encourage you to buy thing B. So those are slightly nuanced ways of expressing the same concept or offer but they'll hopefully generate some ideas for you on how to use this in your business or your clients businesses. So I'll give you some examples. So, if you had a storage

business, the offer might be you get a free month of storage. The paired upsell would be, do you want to buy a lock for your storage unit? The only locks that fit our doors are the ones we sell and cannot be purchased elsewhere. So, I'm going to give you this, but you've got to buy that, right? Weight loss clinic. So, a free 28-day program. The independent upsell, so a different version, at Nutrition Orientation, a kickoff program

after the first sign up, you're gonna want this $400 supplement package to get the best results for the free 28-day service. So think about it like this, it's like someone comes in and says, "Hey, I'm going to a weight loss clinic." And I say, "Hey, we're going to have all these docs on staff and you know what? We're going to help you for free." They're like, "What?" It's like, "Yeah, but on the next consultation we'll tell

you the supplements and the meal plans and all that stuff you're going to need. At the next consultation, you then upsell all the meals and all this other stuff that's going to go with it. But you give the service for free." So this is kind of like that. either paired or independent. But the core of this is that you've got two things and the margin from one covers the delivery of the other. So usually it's like

one that's way cheaper and one that's more expensive, but you give this thing for free to attract people on the front end, but then you basically pair it or make it so they have to or they should or most likely will buy this thing on recurring. And by doing that, it makes it a super sexy offer. So I'll give you a physical therapist example. So let's say he offers four free treatments, which would be a crazy

front-end offer. The independent upsell would be, you're going to need these orthotics, these bands, these braces, these oils, and athletic tape to maximize the effectiveness of the free treatments. And so it's like, we're going to do these free treatments no matter what. I was like, but here's the stuff you're going to need to get the most out of it, right? If you had an education business or software. So I will coach or onboard you for free

indefinitely on your agency or your XYZ as long as you use our software. It's an example of that. So parent upsell would be we monetize inherently on the software itself. So this is literally what I did for Allen. So Allen was our software company. And so what I did was I basically helped agencies scale for free. I gave them all the education, gave them everything as long as you used our software. And so the software, because

of the nature of how it worked, basically had, I don't want to say a revenue split, but it had a percentage of, it backed into a cost, a cost, I want to get into the economics. Basically, I would say it backed into kind of like a royalty or a rev share on the agency that was using it functionally as a CRM. What's up, sweetie? I'm going to finish my chapter. We're all hanging out. We're reading. Okay.

So let me give you a real example. So free book on real estate. Okay. So upsell number one. Hold on. There we go. Thank you, I didn't mind. Pages were stuck together. Free book on real estate. So, upsell number one would be shipping cost. Upsell number two would be the audio version. Upsell number three would be the deal contract templates. Upsell number four would be where to find deals, which would be a training. Upsell number five,

how to find financing if you have no money. Note, each of these are things necessary for being successful using the strategies outlined in the book. The hardest sale is the first sale, the opportunity vehicle, the book. the rest of the upsells are things that they need along the journey. So you can give the free book away, but then along the path they have these other things, right? So for me, a version of this, and the reason

I think I pulled this out of the Money Models book, is that it was a little bit similar, But obviously the use case that I show in here are a little bit different than the core one that I have inside of Money Models. But I included it in here because I think it'll jog different people's memories in a different way. So, a couple details. So you want to use a multi-step sales process with this offer. If

you're marketing thing A for free, then you have to be able to give thing A away for free. So he was giving out actual USB things to anybody, even if they didn't want to buy anything. So if you want to advertise compliantly, you have to like, if you're going to say something's free, you have to give away for someone to get it for free. All right? Now, that being said, you can give something away for free

and then encourage people to buy stuff. I mean, that's the nature of capitalism. Like, you come in for the free drink and then we say, hey, don't you want a bigger drink with that? Don't you want a sandwich with that? Like, that's just marketing. That's fine. You just can't say, come in for a free thing and I will give you the free thing. You have to buy this. That's the no-no. Okay. So... I covered that, great.

And so the key is that if you give something away that has low incremental cost, adding another unit doesn't cost much. That's how this free thing works. Like a book has a lot of cost in terms of developing a book, but the actual cost of printing a book is low compared to some of the other things that you might upsell. Now, if you're using this as a front end, you want to make the next thing you

are selling or upselling them to be the next natural thing that the prospect would need. So it's key to understanding the prospect's problems and solutions better than they do. And so that's where the good money model design becomes really important. You should know all the things that a customer is going to need to accomplish. I've talked about the problem-solution cycle. Your first thing will solve a problem, even if they haven't used it yet. But in their

mind, because they made the purchase, they've solved that problem. So now, You're like, hey, but now that we fix your teeth, or now that we widen your teeth, your teeth are crooked as hell. And so we've got to fix that too now. And now that we fixed your crooked teeth and now they're white and they're aligned, they're not healthy. So now we've got to do the reinforcements and we've got to coat your teeth, right? And so

every new solution creates another problem that we can then solve with another upsell. And so we have to think about this ahead of time because they – Fortunately, unfortunately, most people only think one decision at a time. And so we should just think three decisions at a time and then reverse engineer our offers to accommodate that. Now, in the examples that I gave, the money model does not end there. So there's still more upsells that occur

in each of the scenarios. So storage, the one I said earlier, will upsell boxes, larger storage units, and commitment. Weight loss clinic would upsell continuity of service, continuity of supplements, done for you meals, bars, home and treatment, et cetera. They'll also likely close a card for the continuity of service so the free service is also a free trial plus penalty. This way you're capturing multiple streams of revenue. Physical therapists will probably also upsell a long-term treatment

bundle after or during the for-treatment plan. And so the effectiveness of this play is based on number one, the prospect's perception of how essential or required the next thing is. So kind of like the lock in the storage thing. Well, you can't really have a storage unit without a lock on it. The whole point is that it's safe. But the thing is when you go into a storage unit, you probably, if you've ever done this before,

you go there and then you're like, oh yeah, I forgot. I guess I'm gonna have to have a lock. Most people don't come in prepared with like, I've got a lock, I've got these boxes, like they just don't think about it, right? They go get the storage unit and then they get upsell all the stuff. Now number two is what makes this effective is how seamless the upsell process is for the prospect. So if you make

it frictionless, and this is the key, you can get like 90% plus take rates on these offers because they should feel like it makes total sense to buy it. Again, this isn't guaranteeing that's going to happen for you. I'm just saying like you should shoot for that. Now, the biggest benefit of using this offer as a free front end is being able to liquidate acquisition costs, meaning cost of getting the person in the door. If you

make $0 on the free thing, obviously, but you know 80% take a $300 upsell with 80% margins, then you know that you're making 300 times 80% times 80%, which is $192 per free thing that you give away. And that's just the first upsell. And so there will and always should be many others. Now, but since the take rate is so high and it is up front, this is one of the easiest ways to generate cash up

front with little to no operational drag. And this is what makes this kind of attractive. Physical and digital products pair very well with services for this specific money model. So he was giving a digital workout plan with a USB in person. because it was still some free value that you give somebody and say I did say that I could give you this free workout stuff they'd come in and they say but you probably want the in-person

stuff so let me upsell that and again this is for people who said no so you can use it as a down sell or you can use as a front end both of those work so we use this all the time for internal stuff and what I mean is using it to market to an existing audience so you can encourage them to bring friends for a free thing and so they'll be excited to do that And

participate. So I'll tell you an example. So in the Fast Cash playbook, which is in the profit implementation system, which is one of the free things you get when you donate 200 bucks. So in the Fast Cash playbook, one of the biggest, most successful plays that we did at Jim Lynch, which honestly the foundation of this play is what built Prestige Labs, my big supplement company. And the way it worked was this. So, we would advertise

a 28-day free transformation. And we would say, "Anybody who's a member of the gym can participate in this free transformation." So, they get a little more accountability, a little more help, etc. And they could bring a friend to do it too. And so, people would bring one, two, three friends because it was free. But here's how it worked. So, let's say you've got 100 members, just for simple sake. So we would email this thing and we

would get like 30, 40, 50% people to take the offer because it's free, right? It's just like, let's just like get you into gear for the holiday season, whatever. But here's the key. When they come in to say they want to sign up for it, we'd say, awesome, we'll set you a nutrition consultation, bring your friend. And then when they come with their friend on the second meeting, Then at that meeting, we would then sell both

of them the supplements that went with the free 28-day transformation. And so this is a classic example of kind of a free with a second revenue stream. And so we would generate two, three, $400 in supplement sales per person, even though it might have been harder for us to sell $400 of service to somebody who's already at the gym. But because they were doing a program or following some specific thing, they were way more likely to

do it. So it's a really good reactivation campaign. It's really good for referrals. And this is why I include this in the Fast Cash Playbook, because I would slot this in on like one of my four big promotions or six big promotions that I would do per year. And so just having this on a regular basis, like the thing is, it's all fundamentals. Like doing this stuff is just doing the fundamentals consistently in the business. And

what makes a business owner advanced is their ability to do the fundamentals at scale and do it consistently. So I'm getting looks from Layla, so I'm gonna finish this tab for a bit. Okay. I think I just gave the, I think I literally just described the example. It's freaky, it's like I wrote this book. Okay, so I think I covered the main things there. Okay, and I added one little pro tip in here, which is that

if you do that kind of bring a friend thing or reactivation thing where someone comes in for that free 28 deal, you really have to casually but succinctly get a good percentage of people to take that upsell. And we have found that if someone does not take the upsell, even the small little like, hey, just buy a supplement when you do the 28-day thing, the likely that they then convert into a customer or a member or

an upsell later drops precipitously. So all your focus should be on that free to first upsell conversion. Everything else after that makes it way more likely. Okay. We hit another room. Secret BTS. Secret BTS. Do we have a seat? Do we have a seat? We have a seat. Okay. Rock and roll. You guys digging this? I would love some chat. So this is going to be a fun one for everyone. Hey Alex, so a lot of

people over these last three days are starting to post on the internet saying, hey, I'm going to break down the Hormozy funnel. I'm going to tell you how Alex did this. I'm going to tell you how acquisition.com pulled off the world record. And I'm going to wager that no one knows because all everyone sees is just this. So my first question for you is I want you to maybe share briefly outside of Thank you. Thank you

guys in the chat. I appreciate the reinforcement outside of outside of the book and the playbooks Could you maybe talk about just for a second on the time you spent? Writing all the other things like what were the other things that you wrote talk about like the emails of what they just just list people with something out because I want to I want to show how much effort went into that a lot So obviously there's 12

playbooks. And that's, it's like, it's a lot. Like, you stack, it's a lot. That's 12 playbooks right off the bat. That's one thing. The Lost Chapters is an entire other book. It's a hundred and, it's a hundred and, let me see how big this thing is. It's a hundred and, 150, it's the same length as Offers. All right, so the same length as Offers. And there's the Money Models book. So there's two books there. I also

made the, 70 Business Tactic audiobook, which was a prize for anybody who referred 10 friends. So it's 12 books plus three. Then I made the affiliate black book, which was basically the full playbook for affiliates to promote the launch and all the stuff that they needed collateral to do the promotions. - Let's explain, that's text messages, that's emails, that's posts, that's ads, that's the entire affiliate plug and play playbook. - Yeah. - So how long did

it take you, for example, to write and edit money models? - It was shorter than Leads. Leads was the hardest book. - Leads was rough. - Leads was tough. Leads was tough. Money Models was probably, I'm gonna say 1,000 hours. - 1,000 hours. - Yeah. - And how many pages is it? - I think it's 187. It's big text though. Or big pages, excuse me. I know, no people understand that. 180-ish. Guys, it's really hard to

make a book this big, by the way. It costs way more money to make big books than small books. So we put effort into this to make them look good and easy to read for you guys. So the reason the books are big, Alex is very specific about it. We want to make sure it's easy to physically read the book. I want it to feel like a textbook, and at the same time, I want it to

feel like a kid book. That's partially the reason that they're all big and colorful. They've got so many pictures. Because if I really do believe what I say I do, which is that I'm trying to help as many entrepreneurs as possible start businesses, then I have to meet entrepreneurs where they're at, which sometimes is they're not even entrepreneurs yet. And so you will never hear the term cash conversion cycle inside of this book. some of the

more advanced businesses understand what that concept means but i will describe what a cash conversion cycle is which is like you get more customers to spend more money and less time that's what happens right now the end result of that is you speed up the cash conversion cycle which means that you can cash flows basically you can um you guys already know you already saw the presentation all right this is also like the more advanced you

are the more you don't need to speak in right in that language anyways we don't speak like that what's our passion we're like okay make more money you know how can we do it faster yeah so uh that's talking about the writing component then you did the recording component the full audiobook yeah so this yeah they're recording the full audiobook i also did yeah and the place and and the actual course yeah that's i actually refilmed

the course three times okay he did that was really horrible yeah yeah horrible but yeah i just like i did it and then i was like I can make it better. And so then I did it again and I was like, I can make it better. I just want to call out for, this is a lesson for folks where, you know, hand me a book. This is a lesson for folks where they're like, I wrote a

book. What people don't understand is this is the artifact. This is the prize. And then there's 500 things that go around this to explain why this is the thing, right? Yeah. Then, everything launch related started. So, Leila, I have a question for you. How this launch process, the process of actually getting someone to own the launch, build the launch, you kind of set up and set the vision for that. Talk about that for a second. Well,

we ended up rescheduling launch twice. So a launch this big, you know, we had had it planned, but then acquisition.com was growing so fast that pretty much all of our internal resources got sucked. And so it was really like, do we want to launch sooner or do we want to launch right? And so then when it got to the point of like, okay, how can we, and it was essentially like, I mean, in the last two

quarters, we brought on six new leaders, one of which was somebody to own this, this project through and through. Um, And you got relief with Sharon. Well, yes. Sharon's here, yes. That's enormous. And I think that every single person... i do not think it could have gone this well without every single person that we brought on like specifically for sure yeah um and i think you know a couple of them replaced people too that we felt

like i was like i can't launch trade it up and have any weak links in any area that is a threat to the launch can i i'm going to piggyback on this because i'll i'll share something that layla probably won't say for herself but like One of the reasons that Layla is such a good leader, and she is the internal leader of this company to be very clear, like I have a lot of public, like I'm

more public facing, like to the degree that I'm public facing, Layla is internal facing. And so like if you see brand publicly, we see that as culture internally. And one of the biggest ways that she reinforces culture is that she just simply is not okay with mediocrity. And so I think that like so many, and it takes a very long time as a business owner, many people don't graduate to this next level, which is just that

they accept okay candidates. And it's like the people that like they never really do anything wrong But they're just like they can never really own anything You know you kind of always have to check in and kind of nudge things along and they're okay You know and they're not they're not mean they're well-intentioned. They're just they're just kind of there you know and so many businesses unless you prune the tree and Otherwise you can't grow because

you've all these stunted branches that just weigh the whole tree down and you can't actually get the vertical growth that you're looking for and So you're great at that. You're great at pruning the tree to keep the whole culture healthy. Thanks. I think that going with that, you know, a lot of people, if we're saying behind the scenes of launch, I'll just put it out there because I don't care. You know, a lot of people ask,

you know, who helped? Who do you guys sell all this stuff? I think that's messed up and I don't like that because it's our team. The reason this happened was the vision that was set, the insane work that was put into all these products, and then the people that helped are the people that work at acquisition.com. That is who helped make this happen. And it's because we have amazing team, amazing people who were able to pull

something off that many of them have never done before. Actually, I don't think any of them have done anything close to this. None of them have done a launch before like this. I can say that. Well, I'll tell you the interesting part that a lot of people don't know, and I can go on record saying this is, Whatever funnel hack you want to do you can't do this. Just telling you right now you can't do this

and let me tell you why right because most people try to do a book launch and that's not what we did. We have a business that helps businesses. So we have an entire sales team. If you had to turn on and spin up a sales team and teach them not just the skills but to also care It is very hard to do. We have an entire media team to turn on an entire media team to run

all the operations around it to come up with the entire $100 million Green Man concept. I had nothing. Actually, I had zero to do with the Green Man. Nothing. It is impossible to do. It was their idea. Literally, I scripted none of it. I just was like, they were like, can we do this thing? Because... Because it's such a good team they were like we know that you're really busy with the launch and that you're preparing

you know the the slide presentation they saw which was 1,700 slides and you need to practice a lot of stuff like can we just take over some of the content and we'll make it and They were smart about they're like we're gonna make it faceless. So it's not like we're trying to promote ourselves on your on your behalf It's like no, we'll just create that it was super smart super smart and they crushed it They're like

we're gonna ride these viral trends. Yeah but like make them business and book oriented and also like the crush it. - Well, and then you've got sales and marketing, but then we also, to run all of this, we run events as a business. So we have a full events team. So you'll be able to actually do all of this. Then you have an entire technology backbone to run all the technology, all the software, all the dashboards,

entire process, all this, everything that you're all seeing on screen. You can't just spool up a team and go to a conference room at a hotel to do something like this. By the way, I will tell you about the unsung heroes in all of this. There is finance that runs in the background that has to reconcile all the monies across all the continents that all of this is happening. There is legal that But if you think

that is not, you know, that's super, super hard to do. Yeah, you guys that are all in different countries, like we have to consult with CPAs that understand how to submit for tax returns in every country, which by the way, there's some countries you have to submit the tax returns in the country's language. Like there are certain countries in Asia where you have to submit it in their language. So then you have to hire somebody who

knows how to do that. Like there is just so much that goes into something of this scale. Us getting 80 countries turned on was like a Herculean feat. And we didn't know all this on the first launch and it was a friggin nightmare because then you find it out after when you're like, oh wait, submit this in Hong Kong. Yeah, yeah, yeah. Hong Kong, yeah. Is that what you just said? Mandarin and Chinese, yeah. But here's

the other crazy part. And Alex, I love how you talk about this. The amount of time, like some of many of you think that you can funnel hack this, but what you don't realize is how many memos went into creating the entire flow of the donation model that we have. Because Every time, this was a talk, write a memo, Get it by the strategy team. Talk, write a memo, get it by the strategy team. We had

to talk, write a memo, and we did this over and over and over again. There were several audibles called as well. So you may think that you could put this structure together, but that's why we're giving away in this as a part of the launch bundle the entire kind of launch blueprint for you to see the internal memos that went into creating this. - That was only for the-- - Oh, sorry. - During the live show.

- People who were there for the live. - Yes. - Sorry. If you were there for the live, you'll get the launch bundle. - Yes. - So, so, so, so, - A couple more questions. Lele, you ran the last launch. What was different for you? What did you see from an upgrade perspective from the last launch to the new one? - Honestly, the biggest upgrade was that we took everything into our own hands. We took the

time, we used our internal business and essentially rented it to the launch. And before we said, oh, we don't know how to do this. We've never done a launch before. So we should rely on people who have. And relying on the people who had was why we didn't get the result we wanted. It was why things broke. And so this time it was like, okay, we're going to, we had before this launch, you know, three days

that we're intensely training our team on the specifics of this launch. They already know how to do the work. They get our culture, they get our values, they get our ethics. It was just like, okay, how's this going to go? I want to give you guys numbers on this. So we trained 90 support reps from scratch, number one. Number two, we trained 300 additional phone reps from scratch. Number three, we got 40 in-person, like our 40

teammates that were not like dedicated, you know, they weren't doing something in the launch that were like, we had HR people taking phone calls for y'all who were like, oh, I want to do the 800 and I had a payment issue that came up. That team is in our other building. Like they're they're working right now. Some of you guys are on the phone with them, right? And we had to train all of them on like

they're like they're processing payroll and we're like listen I trust you and I know that you'll be able to translate our brand better than you would any also and so we we train them just to like be payment facilitators We have executives on the phone. We have executives on the phone. Um, so that so if you add that up 90 plus 300 and then transfer transfer training It's like we had over 400 440 whatever trainees that

we had to do for this. - The sales support playbook alone was more detailed than most launch playbooks for the entire launches. - I think the sales support playbook was probably, somebody would sell that for like 20 grand. - Right, just the sales support playbook. - For our internal sales support. - Alex, what did you think, what was, from the last launch to this launch, what was different for you, what was an upgrade for you, what

was a highlight for you? Well, that everything worked. Yeah. You know, last time it was, I mean... Obviously the last lunch was great But we did have the link break and everyone was cool, you know No one was weird about it But I was obviously super disappointed because 50% of the people who wanted to get on couldn't yeah I mean imagine working for you know two years to do something and then having 50% fewer people and

of the 50% that got on half them jumped on YouTube live luckily because you know Layla made a game time decision was like just get them on you like even though like because we had all zoom set up all the stuff in it and it broke And so we lost half and then the other half of the half got like a different experience that we were intended. And so obviously it was fine and it was all

good, but we always see room for improvement. So number one, just the fact that everything worked. That was probably like from a highlight perspective, number one. And then it's weird to say, but I think the team is probably a highlight. Of course. Oh, it's so fun. Of course. Well, the interesting part about the team that no one really understands is that we still operated the full business. And here's the crazy part. Not only did we operate

the full business, last week, Alex still did. full consulting day to fill this to feed the AI so it's the last the last the last 10 10 businesses I fit the week we can before so we could get them in to the AI for you guys our team was working all the way up until this past Wednesday which is the day then they start training for this yeah so our team hasn't had a day off they've

been on so you know we're gonna party but yeah hermosa heat but I mean, also just like, I think the willingness of everyone, not one person complained, not one person said, I don't want to do like everyone was like, I'm so excited to participate. I'm so excited to help. Like everybody was getting in here at three or 4 a.m. on their own volition, staying until 1 a.m. 2 a.m. on their own volition. Like we didn't ask.

It's just like, everyone's like, we want to make this happen together. And I think that's just really freaking cool. Yeah. Um, as you think about kind of behind the scenes of what we already know that the world does not see, um, There are entrepreneurs out there doing, launching different things, which we want them to do. So we're so grateful that you're able to do it, use the Better Money Model to do it. What would be a

piece of advice or something that you would share with them on what they have not seen behind camera, but what is behind the scenes that, hey, if I were you, I would consider doing that? For launching something? Yeah, for launching something. I'd say number one is you want to have a killer reason why. So I would say the more I, the more, I don't want to say advanced, the more seasoned I've become as a marketer, the

more I see the alpha in stories. So I'll explain this because I've had this conversation. So I told you guys I've been studying like historic deca billionaires and beyond, like the wealthiest people in history to try to understand their decision making frameworks. And Rockefeller writes letters to his son and I imagine that those are pretty pure from their advice perspective because he just wants his son to be successful. And so in one of the letters he

writes to his son, he explains how he became the largest oil refinery in Ohio. And so I think Cleveland was his original, his first city that he kind of was in. And so he was the second biggest oil refinery there, and the number one guy was significantly bigger than him. And so he asked, he made an offer to buy the bigger guy out. And the bigger guy laughed at him and made fun of him and all

this stuff. If you learn more about Rockefeller, deeply, he doesn't mess with that. Anyways, so the guy kept saying more and more insane prices and finally they did a deal. And so Rockefeller landed the financing, got the deal done, and the guy afterwards was like, I totally screwed you, you overpaid for this thing, you're an idiot, blah, blah, blah. And so what Rockefeller writes to his son is that he said he was only thinking about that

deal. He said, I was thinking about the next 22. And so in the next 60 days, what happened is that that one refinery, one combined with his, made him the biggest in Ohio. And so as a result, he then immediately rebranded General Oil or Standard Oil. Now I'm forgetting the name, but Standard Oil, I think, as... the number one in all of Ohio. And so with that branding, that story, he then was able to leverage that

into closing 22 more M&A deals in the next 60 days, which he got smoking deals on. And so I see that as the alpha or the premium that he paid for that company is what he paid to get the return on all the next 22 deals that he did. And so some of the themes that you probably saw from some of the conversations we had today was how do we reframe this in a larger context? And

so if I'm going to launch something like you got like this behind the scenes. Right. So what's the larger context of the money models launch? Right. So we have multiple that are, in my opinion, additive. So number one is I want to get books in the hands of every entrepreneur in America. And the real reason for that is because books and and in training education is the thing that's changed my life. I will go to the

grade with that. And, you know, there was even an earlier Ida, an early person who was like, man, you need to hardcore, like basically pretend that part of your life didn't exist. Right. Because that that space is so limited. such a cesspool and it is. And the main reason that it's a cesspool is because of promises that are gone under-livered, not because education itself is inherently bad, obviously. And so I am a product of the alternative

education system. You know what I mean? Like I bought every, you know, course, book, tutoring, coaching, everything under the sun because I just want to get an advantage. I always want to learn. And so meta concept number one was I want to get a book in the hands of every entrepreneur, number one. Number two, Each book was intended to be a meta concept. And so I wrote all three books more or less at the same time,

but they were like, it was like this is massive thing. And so when I realized I was like, this is too much. I gave it to like initial readers and they're like, dude, it's too much, man. And so that became, I split it into three and it made offers, leads and money models. And so because I had all three books at the beginning, I was like, okay, what would be the most badass S tier thing of

all time? It'd be like, wouldn't it be amazing if I could do a launch of each of the books demonstrating the concept of the book only. And so offers, I hadn't talked about advertising yet. And so I didn't advertise it at all. I just posted it once and said, I have this thing. I think I like 10,000 followers. That was like not a huge followership. But because of the quality of the product and because of the

offer itself, which was 99 cents, I think, when I premiered it, and it came with a course that you didn't have to opt in for, it had all the stuff, and it was really exceptional, it spread on word of mouth alone. And it sells thousands of copies to this day because of word of mouth. Then the second book is like, okay, well now that you have an offer, then you advertise it. So then I got to

use the second skill set and weave that on top, right? And then that showed what combining those two things together, crazy offer plus crazy advertising. But then money models is okay, well how do you monetize? And so what I wanted to have happen, what I thought was like the most elegant S tier thing ever would have been to launch $100 million money models to end the trilogy of the $100 million series with a $100 million launch.

And so this took four years from beginning to end to do, because I released offers in July of '21, and then I released leads in August of '23. And then I released money models in August of 25. So two years apart every time. And so each one added the next layer. And so that was the meta concept behind it. And obviously we, you know, you probably did the backup napkin math here. We surpassed 100 million for

the launch. And so that was the that was the meta concept for the launch itself. Third meta concept. was how do I position this in a way that I can get buy-in from business owners to foster and model reciprocity? And so by taking the action of donating books as the key CTA, what happens is I, so like if you think about, again, the meta concept. I start the presentation by giving a huge amount of stuff away.

The money models system, the course, the money models book itself, the audio, the lost chapters, and the 90 days of school, right? All free for anybody, okay? Comes Tuesday, relax, comes on Tuesday, as in tomorrow. You'll get all that stuff, and that's because we wanted to finish the launch, and then you'll have it, okay? But if you think about modeling, which is the primary way that you can influence and teach, right? I modeled giving, right? And

then the CTA was, "Hey, I just did this cool thing in front of lots of people." And if you like that thing, then you will want to model that behavior, which then means when I give you the opportunity to model that behavior via donating, then you will learn the loop because my life has changed because I learned to give first. It was something I'm very fortunate that happened to me early on in my career. And I

always gave first and I've gotten, I've for sure I've been taking advantage of, but I've had more opportunities that presented themselves because I gave first. And so with that, then you've probably already seen it already. A lot of these posts are already like, hey, I want to give away 200 bucks. I want to give away 200 bucks. And so the thing is that now thousands of entrepreneurs are going to give first to their audience and then

see how much comes from that. And so like, I don't think I can change the world. I'm going to try really hard to change my world. And if we can have that tiny dent of shifting how reciprocity and how advertising occurs, which is people actually giving more upfront, everyone wins. The marketplace wins, customers win, and business owners win. It's a virtuous cycle. Everyone assumes it's a zero-sum game and it's not. It's additive. The whole pie gets

bigger. And so by framing it in that way, it allowed people to identify and take the first action that they just saw modeled in front of them. And so that was the third meta concept of it. And the fourth, I know, like this was those two years to plan. So you're like, man, there's a lot. It took two years, man. It took two years of my life. was I do genuinely believe, like I'm an entrepreneur at

heart, I believe in capitalism. I think there's flaws with capitalism, but I think that we don't have a better system up to date. And so the fact that all of the nonfiction book sales winners, all of the records were owned by politicians who, I don't wanna say never had businesses, but like the reason that they sold their books was because of the state sponsored media and I say state sponsored lightly, I mean, there's taxpayer dollars and

whatever, you know, that funded it. I was like, well, that's messed up. You know what I mean? Like, I was like, one of us should have that. And so that was the catalyst behind trying to also break the record. And so yeah, and then obviously it's like, okay, well then how do I take care of all the people who follow and consume my stuff as well? Because I have to serve multiple audiences. I have people who

want to start a business and obviously I have, I mean, you heard a bunch of phone calls today. Like I have tons of, you know, legit business owners who follow our stuff. And so, yeah, thanks. And so that's why we became coders of school. And so that was, again, almost 18 months ago, whatever that was. Again, in preparation for this, like when Sam and I did that deal, which we started talking about at, no, before, we

started talking about it six months before my leads launched, to give you an idea of how long this time horizon's been. We talked about this launch. and the stipulations that I had then, like that's what it was. I was like, how can we get school to be as close to free as possible? And so that's when we came out with the hobby plan, which is $9. And just so you guys know, anybody who signs up for

that, there's a link you'll get tomorrow. It's... I'll tell you what it is momentarily. But when you get that, that rate is lifetime. All right, so that's a lifetime low rate of nine bucks. So kind of cool. After your 90 days free. - To bring us home, what is your piece of advice for someone who is thinking about doing small, big, medium launch, or thinking about launching something, doing something in their business, they've only seen what

they've seen on the front end, from the back end, what piece of advice do you have? you know i see a lot of comments that were kind of coming in as we were talking about it which are like are they holding back they're not telling us the whole story like all this stuff and so i think just like for anybody watching like the one thing that i learned is that when i was unsuccessful i always thought

that there was like a silver bullet that these really successful people weren't telling me something and that they were all bsing and lying and there was something more to it and then i became successful And then I realized that, no, I just had a broken view of the world and perspective. And that the reality of it is that it's just so much work. It's so much more work than anybody can anticipate. And because of that, people

don't believe that you actually do it. And they don't believe that you can actually, and it seems so far away when you're first starting that I get it. Like you don't believe that that's possible. But I Like when we sit here and we tell you guys what's going on, like that's because this is actually what's fucking going on. Like we're not holding anything back. And I actually, I take offense to that because my number one value

is honesty. But like if you don't believe that that's the case, then that's the problem, not what we're saying. Like you have to understand that it is just a lot of work and, you know, it takes trade-offs, which is like if you want to do a really, really great launch, it's like anything in life. If you want to go and say, I'm going to have a kid or I'm going to go and move across the country

and buy a house or like it takes a lot of energy and it takes energy from other things. And so if you want to do that, I think you need to look at your life and say, what am I willing to put to the side? What am I willing to sacrifice for this time? Because whether you make the choice or not, you're going to sacrifice it. It's just a matter of if you choose what you sacrifice

or not. And so I think that that's honestly what I would say. Yeah. I will say something that Alex Leal won't and I'll speak for the entire team when I tell you this. The easiest way to win more in whatever you're working on is to up the bar of whatever you think is reasonable. That's it. Because the reason why we are probably in our, I don't know, 30 of a live stream here where it is what

the reasonable bar is, he's gonna go for two hours, maybe three. Not three full days of this. And the main reason is the bar of unreasonableness has been achieved. The comments are on, are they gonna continue going? It's all about being unreasonable. And the reason is if you are unreasonable, then you will want to do things that no one else would do. And I will tell you, this is a super big, kudos to our team because

the team believes in the ethos of just being unreasonable. It's everything can be done and it's amazing to have a players and a partners and an A team overall but When Leila tells you that we are sharing everything, there is nothing to hold back. The bar for how unreasonable this is, is so high. And outside of just the book, outside of the effort, what I wanted you to see was all the effort that Alex put in

first, the team put in second, and the entire delivery of all of it third, because it's extremely unreasonable. And so the more we can all normalize what is unreasonable, the better this will be and the easier this will get for you. So if there's any gift that this entire experience on this side of the camera has given you, my hope for you would be to change, to normalize what is unreasonable in your life. Because when that

shift changes, everything will change for you. I just saw somebody, Sam Cerullo, he said, "Yes, but how? "Do what exactly? "Like, what exactly should I do right now? "Put in more work than needed." Dude, part of the work is figuring it out. Like, that's the work, man. Like, if I said, "Hey, I wanna start this launch," just tell me exactly what to do. Like, the world's not gonna give you that. Now, I do my absolute best

of like, "Hey, there's these specific problems. "Your show rates are low, your close rates are low. "You know, people aren't buying fast enough. "You need more leads. "Your ads aren't converting." Like, all these things, right? Like there's specific solutions for that. But if you want to like, if you want to do something big, the whole nature of doing something that's historic that no one's ever done before is that no one's ever done it before. And the

alpha is in figuring it out is your ability to say, okay, well, of the things I already know about the world, what are those things generalized to understanding how to make a guess about how this is going to work? We don't know. Like, like, like, like no one has had, like, I don't know anyone who's done a donate books offer. I don't know anyone who's done that. Also, it was a $6,000 price point. I don't know

anyone who's done that from a large presentation. I don't know. And the pervasive lore is never above three. That's almost like a law. It's an unwritten law. And I was like, but I don't know. I think that if we, it felt unfair considering people paid $35,000 for one of them to charge three. So I was like, no, I think this is the right thing. We were able to even get, you know, even the fact that we

were even able to get a firm to do this was because we had physical products. So like we fronted all the capital for all this stuff, you know? What? I don't know. I see people coming. Yeah. People coming. Many millions of dollars to front it. While our team's getting ready to come, I will say this. I've known Alex and Layla many years. And for those of you who, think that, oh, someone else ghost wrote what Alex

wrote. You're crazy, right? - Oh, come on. - No, no, like, someone else wrote the emails, someone else wrote the webinar, and the crazy part is, you actually know that Alex made the slides, You know that Alex made the slides, right? Because we could have easily-- Because they're ugly. No, but the interesting part is Alex made the slides to show you that Alex made the slides. And I think that is super important because Alex's ability to

take a phone call and give you advice is because he has all the reps doing this. So you have to understand that this is not, the reason why you saw 30 hours of this is to prove that this is not ghost written, this is not staged, this is not something random, this is not a framework that is stolen. Like this is not somebody else that taught some random webinar framework. Like, this is not it, right? And

it's important for you to see that. It's also important for you to see the entire team rally behind exactly what Laila was telling you about. Because we have an entire team waiting to celebrate right now after three days and 30 hours of being live. And I wanted you to see how we normalize being unreasonable because what you see is what you get. And you're going to see a lot of, hey, let me funnel hack the Hormozi

three days. There is no magic. There is no magic behind this, and we wanted to show you that it was three days of unreasonable effort to show you how much we care about you, how much we love you, and how much we want to get this in your hands. And anybody who claims that they are the reason that this launch happened or that they sold a methodology is selling you a pile of shit. So you heard

it first from me because Sharon and Alex, Alex will never say it, and Sharon's too nice, so I don't give a fuck, okay? We did this all on our own. Our team's a bunch of fucking ballers. I'm going to take that credit today. Hey, so in the chat before we go today, can we give a massive kudos to Alex, Layla, and the entire ACQ team? The whole team. Because we would not have been able to do

any of this otherwise. So we appreciate you all. We're going to still be here. You're going to see some cool things happen behind the scenes. I don't know what's happening. We don't know what's happening, but you get a real behind-the-scenes thing right now. Oh, my goodness. I've been with you all. I honestly have no idea. No, it says J Glory. We're not beefing with anyone. I think it's just like the generic like handful of... I think

it was the... I'm beefing with the people who take credit online who I don't know who they are and they say that they've helped. I beep. Bring out the cake! Uh oh. Okay. It's coming. Oh god. Oh god. What is that? What is that? The green man dance. The green man dance. Oh, it's so good. What is this? Come over here. Oh my gosh. We're about to hit 3.5. We're almost there. Five billion! Happy birthday, Alex!

Happy birthday Alex! Guys, for being here with-- Guys, um... The party's coming to an end. You guys have, we have three hours left. And then it goes away. Forever. So we're going to take Alex and party with him. And anyone that you guys are talking to, any of your friends, like we have, there's three hours and then... It explodes or something. So we, you know, I like to practice true urgency. So, like, no, I'm being real.

Like, I'm a state the facts and tell the truth. And so I wanted to incentivize business owners the only ways I know how to give as many books as possible. I have some cool plans for the donations. You guys will see that later. This is just part of the plan. I've been planning this for multiple years. So, like, there's pieces. But yeah, if you have been like, man, it'd be really cool. This stuff's all physical, so

there won't be, like, there's not printed, like, this offer is going to go away. And then I will be focusing on the next thing, which is all the guys who did the 800 will spend the next six months trying to help you scale, trying to help you implement this stuff. You'll have the school community, you'll have access to our team to help you break through some of those bottlenecks that you're at right now. We're not planning

on opening it after that. So this is like, if you want to do it, do it now. If you did 200 and want to upgrade it. We will not do it again. Yeah. I'm not doing that again. No, it was something I had to arm wrestle Layla to agree to because I was like, I really... Really want to do this and so we did it but I don't just say that yeah, so there's no one There's

no service that we offer that gives people access to our team and it's one of the unfortunate things about the business that we have is that like I and Layla trying to like the only people have any kind of public facing personas and so knowing how good our director of you know media is or knowing how good our director of Marketing is or knowing how good our director of sales is or knowing how good our director

of investments is like I You can use the launch at least as a proxy because I was on camera this whole time. So the only reason this was even able to happen was because of them, right? And they're very good at it. And so we've always gated their time because I get good returns on their time. And so that's why Layla was like pretty much against doing it. But I just made it, I think, a pretty

insane offer. So if you donate an extra 800 bucks, which is $3,000 more today, and then it's like five more payments, you can get access to that. So if you heard some of those people who were like, hey, I'll see you in the school group, that's what they were talking about. Again, no obligation. If you're like, hey, I'm starting out, I wish you could do that, like, it's not for you. Like, that's what I put all

that free stuff out there for. And one of the main goals I've always had is I wanted to create something that costs nothing, that if you have nothing, you can use to become something. And so that's, I mean, I had, I mean, I've lost everything multiple times. And so I know what zero is like. And so I get it. And that's why we do this stuff. And as much like for the occasional like, hey, I clicked

a link and it didn't work yet. I'm not trying to withhold things from you. You know what I mean? Like we poured literally our lives into making this happen for you guys. And I can't wait to hear the stories that come from the people who use the books, from the people who use the course, from the people who use school to build their businesses on. Just because we're here to help. And everything that we've done, the

more we've helped, the more we've given, we've always gotten more back. And so that has become a really clear input/output for me. Just the more we give, the more we get. And so that's just become a-- I just try-- I'm like, how much more can we give? How much more can we give? Because it always comes back. And so we just keep trying to do it. And we will fail, and we will mess up in the

future. And I'm sure there's some things that we probably could have done better at this time. But I will say that we will leave it all on the field. And I think Layla and I have the perspective of you come back with your shielder on it. And so I think we brought that level of intensity and volume and focus for an extended period of time. as a team, like everyone was that focused, everyone did that much

volume. I mean it's nine o'clock here and all these guys are in green man suits for you guys. And so yeah, thank you guys so much. This has been, it's my honor to serve you guys and I'm honestly just really excited to see what you guys do with all this stuff. They are the skills that have transformed my life and I hope I can shortcut it for you. I don't want sweet stuff. Fine. Do it! Happy

birthday! So much icing. So much icing. Alright. Alright, let's do this. Bring it on. Alright, so much icing. Okay cool. What I'm I'm is that what's happening? Okay um there's three hours left. It's now or never. If you're a last minute person, this is last minute. When you wake up tomorrow it will all be gone. So, if you're on the fence, do it. Okay. I gotta spit this out. Outie outie. Five six seven. Don't say congratulations.

We know they watch that shit. They ain't gonna get mad. I'm black and rich. He trying to sell me lies. Money models are the sequence of offers in a business often determining how many customers you get, how often they buy, and how long they stay. My money models are green. Sydney Greeny has great greens. Everything's got a fair place to lie. Check this out. I'm going to tell you about the most insane offer I've probably ever

made, and it disappears on Monday forever. So I'll make this short because we don't have much time depending on what you're watching. ♪♪♪ *music* so Oh my god! What the hell? Yeah. Oh, look at these two. Alright come on. You okay? Oh what? Either they're having an affair or they're just very shy. A cheat code that I know at 34 that I wish I knew at 24. We're no strangers to build commitments. I just want to

tell you. Never gonna let you down. They don't say congratulations but you know they watch that shit Money models are the sequence of offers in a business often determining how many customers you get, how often they buy, and how long they stay. My money models are green. Sydney Greeny has great greens. Lizard, lizard lizard. Check this out. I'm gonna tell you about the most insane offer I've probably ever made, and it disappears on Monday forever. So

I'll make this short because we don't have much time depending on what you're watching. ♪♪♪ lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard lizard *music* Oh my god! What the hell? Yeah. Oh, look at these two. Alright come on. You okay? Oh what? Either they're having an affair or they're just very shy. A cheat code

that I know at 34 that I wish I knew at 24. We're no strangers. Rules and subtle commitments. Why I just wanna tell you. Never gonna let you die. Desert you. You cry. Never gonna say good. Never gonna tell. Ignore each other. Me or two. Like Lucy. Don't say congratulations, but you know they watch that shit. Even gonna get mad. I'm black and rich. He trying to sell me lies. Money models are the sequence of offers

in a business often determining how many customers you get, how often they buy, and how long they stay. My money models are green. Sydney Greeny has great greens. Lizard, lizard lizard. Everything's got a fair place in life. Check this out. I'm gonna tell you about the most insane offer I've probably ever made, and it disappears on Monday forever. So I'll make this short because we don't have much time depending on what you're watching. Lizard lizard lizard

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Lizard Lizard Lizard Lizard Lizard Lizard Lizard Lizard Lizard Lizard Lizard Lizard Liz *music* Oh my god! What the hell? Yeah. Oh, look at these two. Alright come on. You're okay? Oh, what? Either they're having an affair or they're just very shy. A cheat code that I know at 34 that I wish I knew at 24. We're no strangers. No commitments. Fucking up. I just wanna tell you. Never gonna let you down. He's hurt you I'm never

gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never

gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never

gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never

gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good- I'm never gonna say good Money models are the sequence of offers

in a business often determining how many customers you get, how often they buy, and how long they stay. My money models are green. Sydney Greeny has great greens. Everything's got a fair place to live. Check this out. I'm gonna tell you about the most insane offer I've probably ever made, and it disappears on Monday forever. So I'll make this short because we don't have much time depending on what you're watching. ♪♪♪ ♪♪♪ *music* Check this out.

I'm gonna tell you about the most insane offer I've probably ever made and it disappears on Monday forever. So I'll make this short because we don't have much time depending on what you're watching. Second thing is if you are a beginner and you missed the webinar, I've got three amazing gifts for you that are absolutely free. Those are gonna be in your email. Number one is gonna be the Money Models course. Number two is the Money

Model Audiobook. Both of those are 100% free. And then on top of that, we took school and gave you 90 days free to use the Money Models and turn them into reality. All that's free for anyone who showed up and if you're watching this right now, but that also expires soon too. For everyone else who's a business owner, this is for you. The offer does expire on Monday. I'm going to ask you to donate 200 books.

That's the crazy offer. But I'm going to tell you why it's going to be the best decision that you make this year in just a couple minutes. This is a lot of stuff that you see in front of me. but this stuff represents so many hours of work and i'll explain how that happened after last launch i thought i wanted to put a book in the hands of every entrepreneur in america which is 32 and a

half million entrepreneurs and so i was like how can i build something that is valuable enough that will incentivize business owners to want to donate books because it's not a normal thing to do and so what we did was i started running workshops at my headquarters because if you saw from the outside you might have been like why is he doing this he's got 13 million plus person audience why is he using his actual portfolio company

meeting with people 50 at a time in person, arguably the least scalable amount of all time, which you would be right if you didn't know why I did it. So this is why I did it. I wanted to collect the most comprehensive first-party data on businesses ranging from $200,000 a year to about $100 million a year that walk through our headquarters. So we covered a huge range of businesses, but what was interesting is that when we

looked at the businesses, they all suffered from one of four major constraints. They had not enough leads, They had enough leads, but they weren't closing them. They had enough leads and they were closing them, but they couldn't keep them. They couldn't deliver. Or they were doing the first three, but they still weren't making money. And so what's interesting is that when we dove deeper into these things, I couldn't write just one little checklist that would solve

everyone's lead problems. In fact, I'd write many, many, many checklists that solve different types of lead problems. So for example, if you're heavy on ads, then you need to have a scaling for ads playbook. And it shows exactly how we scale our ads to hundreds of thousands a day. And same thing with hooks. It's like, okay, I'm making content, but I'm getting the wrong people in or they're not turning into sales. That's what we wrote the

hooks playbook for to fix that. And then if you're like, okay, well, you know what? Direct response isn't working as well anymore. Like the top of funnel is drying up. People always compare me to other people. It's because you need to build a brand. And this is something that takes time. But if you do it right, it can take way less time. And so we have the branding playbook. And as somebody who built a big brand...

and I definitely didn't stumble into this. I had to force my way through it and figure it out. That is the most consolidated, this is what you do to do this type playbook. The marketing machine, if we're just being honest, making ads and making content sucks a lot sometimes. And so if you don't want to make it, this shows you the operational chops to enable these things so that you don't have to keep making them over

the long haul. This is how I was able to exit gym launch. And it took me about 18 months to basically completely peel my face off and still make the company sellable. For example, Chris Howell, he's an architect, he was able to triple his pipeline just using the stuff inside of Leeds. We're gonna have Ava who's 19 years old and she took her deals per month from 10 to 15 deals a month to 40 to 60

new deals a month in a B2B high ticket recurring business, all using the frameworks inside of the Leeds system. And Jorge, who owns a pharmacy, brick and mortar, he had to staff up immediately after his first month using the strategy we outlined. So you saw a 30% uptick, which is not normal for foot traffic. I mean, normal for using good stuff, not a promise, but when stuff works, it tends to work. And that's the idea. And

so that solves the leads problems. The second issue that came up is like, okay, I've got leads, but I can't close. The first thing that happens, this has nothing to do with closing, but incredibly important for sales is getting leads to actually show up. And so when I owned Allen, a software company, we analyzed thousands of data points to figure out what are the things that actually get people to show. And inside I have the most

consolidated data-driven approach that I'm aware of that exists in terms of getting leads to show. At our advisory practice this year we have 89% show rates, which is absolutely absurd. And it's because we religiously practice this and we fix this within companies as well. And I'll tell you about that in a second. We also have the closing playbook, I had to put this together. The very first version of this came out when I was super broke

in a lot of debt and my salespeople weren't closing when I was flying out to gyms. I drilled them on these closes, including the seven universal closes everyone should learn. And they're in here. You can just drill your sales team on this and it will help. now the next one is proof playbook so right now your ads your emails your phone calls they might not be converting and i have a 13 point checklist in terms of

how we can diagnose whether you have the right kinds of proof and enough proof throughout a funnel in order to get people to buy and typically you'll know if it's not working because people are taking way too many conversations they're not buying fast enough this compresses that time so we actually used all three of these in one of our portfolio companies ibc which is an insurance company they went from closing 20 of appointments to 61 so

a triple Not bad. And then we use this also in WellOiled, which is an operations consulting business for low mid-market businesses. And they were able to go from 27% to 45% close rates. Massive. And that was just in this year. These things work. I'm not promising they're going to work for you. Most people do nothing. But the stuff in here is what I have, I've used and spent a lot of time on. Beyond that, okay, you've

got the leads, you got the sales, then it's like, okay, but what about delivery, right? A lot of people get stuck here, believe it or not. And so there's two major issues. One is that you're not making enough per customer. And that can be because you haven't created enough value for them. There's eight different ways you can do it. And I talk about a value mapping structure that I use with every business that I buy or

advise in order to maximize LTV. Now, the other side of this is how do I get them to not stop paying? How do I get them to come back? How do I get them to retain? And this comes from churn. This is retention. Now, Skool, a company that some of you guys may know that I'm a major owner of, we were able to get more than 100% retention. What that means is that if we get a

user, we get more than one additional user from that user. So it's plus 100% in terms of our retention. And we can only make a graph that looks like this, which is absurd because of the tactics I learned here. And so we've spent many millions of dollars analyzing many, many data points to figure out what are the true activation points, onboarding, engagement that actually gets people to stick and stay. These are, if you're struggling with delivery,

this may be the thing that de-bottlenecks you. And the last of the four systems is profit, right? So you've got your leads, you're closing, you're delivering, but you're like looking at your bank account at the end of the month and you're like, what's happening? What am I missing? And so there's three major levers that we use and that we've broken down into playbooks. First is fast cash. So fast cash is basically like little copy paste plays

that we've used and plug into a promotional calendar so that a business can generate emergency cash, taxes that get overdue. You've got a lawsuit. Everybody sometimes has to have a way to generate cash quickly. Again, not a promise that's going to happen for you, but these are the plays that we use. They have lots of scarcity and they're just plug and play. The next thing is pricing so pricing i could write 19 books on this this

contains my top 10 instant optimizations that you can do to pricing that depending on how many of them you use can go from 20 only 60 improvements again not a promise for you but i'm saying if you were to add all of them and you did none of them and nothing changed about your sales that would be the range of improvement which is phenomenal for a lot of businesses Changing any kind of price usually requires communication.

That's why you have a price raise letter. And so everyone is very afraid to change prices, but it is the strongest lever on profit. Having a systematic approach to doing it, which I have led so many businesses in my career to change and or raise or both prices. This thing is bulletproof. This thing's amazing. Like this thing is really good. That way you can learn the stuff from here and then send it. quite literally. So these

are the playbooks that you get as part of the Money Models implementation system that you get for free when you just donate 200 books. And you might be wondering which of these playbooks to use first, which is why I'm also including tickets to the ACQ implementation workshop. To be clear, This is virtual and I'll explain why. People pay $35,000 for a portion of one of these that we apply to them in person. We figure out what

the constraint is in their business. The constraint of the business is this particular thing. We're going to implement this checklist. And so then we present just that little checklist to them because that's all you need. And I'm a big fan of if you can double a business doing one thing, why do four? So that's how I focus our advisory practice. That being said, the trade is that you're going to get all of the tactics that we

use to decontrain businesses, but it's not as personalized. So let me explain. If you were to just get, and they don't get a full one of these, they just get some of the contents inside. But if you said, I want to have a day, I want to get a full playbook, that's $35,000. This is 12. It's 420. The caveat is it's not in person with the people on my team. So it will be virtual and with

me. So it's a little bit of the trade you make there, but you get way more here. And these are physical. And if you're like, why is he making an offer so crazy? I want to put a book in every hand of every entrepreneur in America and eventually the world. But for now, I'll go with America. And so you can bring your entire team to this. People find it very valuable and you will probably find it

very valuable too. And for the huge international audience that I have that a lot of times can't make it to Vegas or travels difficult, whatever, this is a great opportunity to do it. now given all this you might then be thinking okay well how do i know this is going to apply to my specific business context or size business which is why i trained acq ai but this isn't just a normal ai so i told you

that we did thousand plus consultations to put these together as the most checklist literal scripting tactics that you can use to de-contrain one portion of a business that's limiting its growth but i also personally took on 226 one-on-one consulting customers. And believe it or not, this is actually not all of them. This is just as many as this binder can fit. This was trained on $31 million plus in consulting across 226 businesses that I personally consulted

with over the last two years. I did that for one very important reason, not because this can scale, but because I wanted to build something that could. And so the number one question I get commonly is, what would you do to scale my business? What would you do for my position? I met with, here's the big list of types of businesses that I met with, and here's what's crazy. I did four times that. Not only did

I probably with a business just like yours, I probably met with multiple and probably some that are bigger, some that are smaller, some that are your size. And so then I took all of the transcripts from the calls, all of the notes that we took. Then I delivered those notes to those people in person, which we then documented and transcribed. And then we had outtake calls. That was the team that took the outtake calls, to be

clear. We took those calls where they had, okay, these are my next steps based on my meeting with Alex. Great. And then we took all of that as clear inputs and clear outputs. And then we trained this AI on it. And so on top of that, it includes all three of my books, money models, leads, and offers, including notes that I took to write those books, which are not public. And on top of that, it has

all of the playbooks pre-trained into it. And so the point here is that if this is your map to getting to where you want to go, and this is your compass to figure out what your direction is, this is your guide if you ever get stuck or you need personalization. Because at the end of the day, an LLM is kind of like saying, It's a book. Well, a book isn't good or bad. An AI isn't good

or bad. It all depends on what's inside of it. It depends on what it's trained on. And this was a brutal amount of work. And I did it because I wanted to blow you away. And so I put all of this together for one reason, which is that I want to put books in the hands of every entrepreneur in America. And so this is all free. when you donate 200 bucks and you might be thinking why

should i act now great question well number one there's always a cost awaiting because right now there's never been a better time to start a business with ai with the tools that exist and the businesses that implement these money model systems into the operations of how they work every day are going to dominate and thrive period the There is a cost to an action, which is the opportunity cost. Like what else could you be doing? Like

what ads would be working that if you had these implemented, you'd be getting more leads? How many more sales would be closing if you had the closing system? How many more months would you be able to keep people that you're otherwise losing right now with the delivery system? How much profit is just being left on the table because you're just not presenting price the right way or you're not pricing appropriately upfront to begin with? Toussaint, for

example, he tripled his LTV and was able to raise his prices as a result of the the pricing playbooks all right now again that's not a promise his results aren't typical neither was yours it's all depending on you all that good stuff all right but the big thing here is that the time i'm trying to help you save we front loaded for you the time is what it takes to figure out what to do the right

way once you know the right way it's significantly faster to just do it right the first time best case scenario you change your life you change your business everything's awesome let's talk about worst case scenario so worst case scenario it's 100 tax write-off number two you're You can literally give the books away to other people as a lead magnet to get more customers. You could give it as a bonus for joining the community. You give it

as a show up rate thing to get people to show up to calls. You give them a book. You could also sell them. You can literally sell the 200 books because I sell a lot of books. So there's demand for the books. Like they retain their value. Awesome. Now, one caveat, if you're like, well, I only, I don't want 200, but I want like 16 or whatever. You can get this. get the 200, donate them. You'll

get a code and then you can redeem as many as you want. You have to pay shipping and handling. Main reason is because people live all over the world. So it's really hard to say like, it's this one fee, one time upfront. And some people live in Zimbabwe and some people live here across the street. That's how we've been structured. The books are all free. You just plug in the code, you pay the shipping. And that

way also you don't have to handle it, which was the number one request from last time. People were like, what am I gonna do with all these books? We corrected that. We're handling it this time. Makes it easy for everybody. With that being said, one quick reminder, this all disappears forever. on monday night that is for two reasons one because urgency is important for making decisions the second reason is because i got to get back to

doing what i do if that's at all interesting to you go grab them get the tax write off save the world and for my super ultra business owners the next page I have something for you, which you will definitely not want to miss. It includes six months of direct access to me, a network of other people who are high-level entrepreneurs, and you can get that by clicking the next button on the next page. It's one click,

it's very easy, and it is expensive. I want to be clear. But all of this stuff is 96% off what you would normally pay if you were to do this in person with us, so I can't really think of a better deal. And so you're getting the exact implementation system that's helped thousands of businesses, physical playbooks that you can reference and implement from, a workshop that's where I can personally help you create your plan and an

AI advisor trained on more business data than most people can see in their entire careers. And this is a one-time thing that I'm just doing for this launch and it goes away forever on Monday. So you'll need to make a decision now. And yes, again, it's 100% tax deductible. You can literally just buy buy these books, and then sell them at sticker price and keep all the bonuses. I mean, for me, at the end of the

day, if more entrepreneurs get the books in their hands, whether it's you or it's me who distributes them, I don't care. I'm good with it. So I'm happy to give you all of this as a free bonus if you do that work. All of this is possible when you click the button below this video. Right now, you'll get access to everything, all 12 playbooks, the implementation workshop tickets, and the custom ACQ AI. And real quick, as

much as I can tell you that this is awesome and it's going to be amazing, I'd rather you just hear from other companies and business owners who've actually worked with us to be clear in a different capacity, but at least this way you can see some of the impact we've made on businesses. Building, renovating, and real estate. We do test preparation. Online executive coaching offer. In the real estate industry. Solar Solutions. Wellness company. - We're a

health and wellness business. - Orthopedic Concierge Association. - We produce content that helps people find local things to do in their area. - We make a fantasy map making tool. - We are a door to door sales company. - There were a lot of other business owners, which was great 'cause we got to know each other and got to talk about different things in their business. It's very helpful to talk through those because sometimes you're doing

things just because you've always done it and it really made me stop and think and say, oh, this is the best thing I could do. that's probably something I should change and pay more attention to. We have made some changes based on what I learned and it's really been very impactful and very helpful. I was blown away with the level of prep Like Alex personally spent a lot of time on each business that came here, which

I mean, he was thoroughly prepared. He had a notebook with everyone's stuff, everyone's stats. He had like a separate notebook of just notes he's taken. And he did a tremendous amount of prep. He would get in there and kind of dissect us and find out more. The level of preparation blew me away. I've never seen anyone cut through prep. The business down to like this is the one thing you need to fix like Alex you hear

that in his content, right? But for him to do that for you, oh my gosh, it is insanely valuable my favorite part of the workshop was understanding the talent that is behind acquisition calm and And seeing that every single person that's in the room that that at least they put in front of us how Like the powerhouse that they all are and how much they understand about building a business despite just being an employee at one

That was one of the most eye-opening things. And it's like, I looked at my company and then everybody that was in that room, and I'm like, I have so much work to do. Alex does an amazing job at simplifying the things that you actually should be focusing on in your business. And a lot of times, they're things that are very, very simple that you may have thought before, but you don't necessarily know how to execute on

them. But Alex is really good at giving you clarity on exactly what to do. The biggest thing that I got from this workshop was, the allocation of where you put your focus. And that's the biggest difference. Because again, you can go put in 40 hours a week, but if it's on the wrong things, it doesn't matter at all. The knowledge that Alex has and the way that he can give the information, it's just, it's amazing to

me watching him work and talking to everybody and giving them specific advice on what exactly to do. It didn't matter what your business was. He knew exactly what to say and everything It's just, if you have questions, he's got the answers. It's insane. I was on the fence just because we were already starting to grow. And I was like, well, am I really going to, like, is it worth my time? Like, obviously I love what Alex

and Layla do just seeing their content, but hearing them speak and meeting the team, it really, like I said, it just clicked in my head. Like, okay, focus on these things, stop these things, came back, put that, put that, just took action. And like I said, now, It probably took, it probably knocked off about a year. I didn't see a single person in that room that didn't get value from it. I was able to really get

clarity on how to scale my business, what the next steps would be to take, and what to really focus on. It really broke some beliefs for me in that there's still a lot of room to grow the business and scale it up. Not only will you get a lot of clarity around your business, how to operate it, how to scale it, but you'll meet other great entrepreneurs. - The majority of the population are not entrepreneurs, and

they're certainly not performing at that level. And so it's really hard to find people that you can bounce ideas off of. So to be in a room and hear so many other people in many different businesses struggling with the exact same thing you are, that really helped. And then on top of the advice that was just so simple and straightforward in the room. But it felt really good to have that shortcut, to not have to go

through all the pain of figuring it out by myself. Told me specifically how to like turn my business into an asset. Like that I was unaware of before I got to the workshop. It changed my behavior because now when I make decisions, I'm thinking about, okay, does this add value to the asset that I'm trying to build? I think that the biggest companies in the world At some point they either partner with private equity or they

end up selling. So knowing how to turn your business into an asset is extremely valuable in my opinion. - You learn so many different things in terms of like how they scale their business or the problems that they have. I would say to someone on the fence, sit down with yourself and ask yourself how you're gonna invest in your business. Because that's the most important questions. Whether you decide to come or not, you still gotta invest

in your business. And everything is about either the speed or the strategy. And, you know, just like Michael Jordan had to have Phil Jackson and Kobe too, you're gonna need a coach if you wanna take it, like, to the next level. And so I just got to the point where I realized I was operating like Michael Jordan before Phil. I get access to a team that does, I mean, well beyond what I do currently. It was

great to see all the team present too and just get Alex to get all these awesome people that he's built and assembled on the team. Probably the coolest and most valuable part is that he can just see the constraint that we don't and just It's not like, oh my gosh, I have to like, you know, start over my business. It's like, yeah, just do this one thing. There's always going to be a ton of problems. What

you have to do is figure out which problem you want to focus on. You cannot solve a problem from the same level of thinking that like created it. So sometimes you just need a fresh perspective. You need to be around new people in a new environment, all trying to do the same thing that you are, which is like grow and get better. And so just for that reason, it's worth it. I just needed more confidence from

somebody that had done it before. And the advice he gave me today was not even something I was looking at. I was looking over here at something that would be good, but I mean, his idea is way better. So it's just like, okay. So, you know, during lunch, emailed my email marketer and was like, okay, we got to do this next. And they're like, all right, let's gear up. After taking his advice, I was able to

get back to that, which, you know, in turn helped grow the business a whole lot more. It has made us realize how important our finances are, how important it is to know your numbers, right? Because we have just been running with our head cut off, honestly. We know no numbers. I think going back and really digging in to the nitty gritty of all the numbers really allowed me to start to open my mind to what was

possible and where this business could probably go in the future. The longer that you wait, the longer it's going to take you to get to the destination that you're willing to go to. Attending this sort of gave me the courage. I thought it was eye-opening, mind-blowing, exactly what I needed because I'm 53. I don't have time to learn these lessons the hard way. I am very skilled at taking other people's lessons that they've learned and applying

those to my life moving forward. I can learn through other people's mistakes. or not mistakes through their wins as well. And I don't need to invent the wheel. I just need to try to have the recipe so that I can run the wheel in my business. - Really impressed with the team. I was really impressed with how personalized it felt. It felt like everybody that I talked to on the team and I had, you know, side

conversations, they knew my business already. and they were just kind of offering great ideas just in a casual conversation. So I was really impressed by that. In Alex's Q&A session, he was just getting hit with a lot of these businesses and just really quickly drilling into the heart of the problem of the business. And I was honestly very impressed with Alex, very impressed with the entire team. It was no fluff. It gave me so much clarity.

Probably most of us feel insecure about where our businesses are. We know we could be doing things better. And so that was probably the hardest part is you come with insecurity. But when you sit in that room, you're You're surrounded by so many entrepreneurs that are fighting the same fight you are. And there's a real comfort in learning that you're not alone, that so many people in that room are going through the same challenges. And it

really normalizes the process that, you know, when you're back at home, you can feel like you're the only one in the world going through it. I mean, if you're on the edge and you're not sure, If you want to do this or not. I would say definitely do it. I mean, Nike moment, just do it. It's a no brainer. Definitely worth it. Definitely valuable. I would highly recommend it. Magical stuff. That's where I also refer to

already like five people to go here. On the fence of coming here? You clearly haven't followed Alex long enough. It was well worth it. Highly recommend it. They are so focused on delivering value to every person who shows up and that value is exactly what you're gonna get. For anybody that's like watching this that has any doubts or reservations or fears, the most important investment that you can make is in skill acquisition because it's your income

insurance. This guy is brilliant. Just make the decision to go. It's an understatement to say that it's worth the investment. It's like so massively worth the investment that it's hard to even describe. So like just sign up. - It's just 100% worth it. Whatever the cost is, it's 100% worth it. And every day that we actually don't come, it takes it longer for us to come. We're just literally losing money. every single day by not having

the information. - Just do it. - Hurry up and do it. - Hopefully at least one of those stories resonated with you. If that sounds at all interesting, I think this will be worth it for you. So click, grab it, donate more books, save the world, and hopefully I'll see you on the other side. Check this out. I'm gonna tell you about the most insane offer I've probably ever made and it disappears on Monday forever. So

I'll make this short because we don't have much time depending on when you're watching this. Second thing is if you are a beginner and you missed the webinar, I've got three amazing gifts for you that are absolutely free. Those are gonna be in your email. Number one is gonna be the Money Models course. Number two is the Money Model Audiobook. Both of those are 100% free. And then on top of that, we took school and gave

you 90 days free to use the Money Models and turn them into reality. All that's free for anyone who showed up and if you're watching this right now, but that also expires soon too. For everyone else who's a business owner, this is for you. The offer does expire on Monday. I'm going to ask you to donate 200 books. That's the crazy offer, but I'm going to tell you why it's going to be the best decision that

you make this year in just a couple of minutes. This is a lot of stuff that you see in front of me, but this stuff represents so many hours of work. And I'll explain how that happened. After the last launch, I thought I wanted to put a book in the hands of every entrepreneur in America, which is 32 and a half million entrepreneurs. And so I was like, how can I build something that is valuable enough

that will incentivize business owners to want to donate books? Because it's not a normal thing to do. And so what we did was I started running workshops at my headquarters. Because if you saw from the outside, you might have been like, why is he doing this? He's got 13 million plus person audience. Why is he using his actual portfolio company meeting with people 50 at a time in person, arguably the least scalable model of all time,

which you would be right if you didn't know why I did it. So this is why I did it. I wanted to collect the most comprehensive first-party data on businesses ranging from $200,000 a year to about $100 million a year that walk through our headquarters. So we covered a huge range of businesses, but what was interesting is that when we looked at the businesses, they all suffered from one of four major constraints. They had not enough

leads, They had enough leads, but they weren't closing them. They had enough leads and they were closing them, but they couldn't keep them. They couldn't deliver, or they were doing the first three, but they still weren't making money. And so what's interesting is that when we dove deeper into these things, I couldn't write just one little checklist that would solve everyone's lead problems. In fact, I'd write many, many, many checklists that solve different types of lead

problems. So for example, if you're heavy on ads, then you need to have a scaling for ads playbook. And it shows exactly how we scale our ads to hundreds of thousands a day. And same thing with hooks. It's like, okay, I'm making content, but I'm getting the wrong people in, or they're not turning into sales. That's what we wrote the hooks playbook for to fix that. And then if you're like, okay, well, you know what direct

response isn't working as well anymore. Like the top of funnel is drying up. People always compare me to other people. It's because you need to build a brand and this is something that takes time. But if you do it right, it can take way less time. And so. We have the branding playbook. And as somebody who built a big brand, and I definitely didn't stumble into this, I had to force my way through it and figure

it out. That is the most consolidated, this is what you do to do this type playbook. The marketing machine, if we're just being honest, making ads and making content sucks a lot sometimes. And so if you don't want to make it, this shows you the operational chops to enable these things so that you don't have to keep making them over the long haul. This is how I was able to exit gym launch. And it took me

about 18 months to basically completely peel my face off and still make the company sellable. For example, Chris Howell, he's an architect. He was able to triple his pipeline just using the stuff inside of leads. We're going to have Ava who's 19 years old and she took her deals per month from 10 to 15 deals a month to 40 to 60 new deals a month in a B2B high ticket recurring business, all using the frameworks inside

of the lead system. And Jorge, who owns a pharmacy brick and mortar, he had to staff up immediately after his first month using the strategy we outlined so you saw a 30 uptick which is not normal for foot traffic i mean normal if you're using good stuff not a promise but when stuff works it tends to work and that's the idea and so that solves the leads problems the second issue that came up is like okay

i've got leads but i can't close the first thing that happens this has nothing to do with closing but incredibly important for sales is getting leads to actually show up and And so when I owned Allen, a software company, we analyzed thousands of data points to figure out what are the things that actually get people to show. And inside I have the most consolidated data-driven approach that I'm aware of that exists in terms of getting leads

to show. At our advisory practice this year, we have 89% show rates, which is absolutely absurd. And it's because we religiously practice this and we fix this within companies as well. And I'll tell you about that in a second. We also have the closing playbook. I had to put this together. The very first version of this came out when I was super broke in a lot of debt and my salespeople weren't closing when I was flying

out to gyms. I drilled them on these closes, including the seven universal closes everyone should learn. And they're in here. You can just drill your sales team on this and it will help. now the next one is proof playbook so right now your ads your emails your phone calls they might not be converting and i have a 13 point checklist in terms of how we can diagnose whether you have the right kinds of proof and enough

proof throughout a funnel in order to get people to buy and typically you'll know if it's not working because people are taking way too many conversations they're not buying fast enough this compresses that time so we actually used all three of these in one of our portfolio companies ibc which is an insurance company they went from closing 20 of appointments to 61 so a triple Not bad. And then we use this also in WellOiled, which is

an operations consulting business for low mid-market businesses. And they were able to go from 27% to 45% close rates. Massive. And that was just in this year. So these things work. I'm not promising they're going to work for you. Most people do nothing. But the stuff in here is what I've used and spent a lot of time on. Beyond that, okay, you've got the leads, you got the sales, then it's like, okay, but what about delivery,

right? A lot of people get stuck here, believe it or not. And so there's two major issues. One is that you're not making enough per customer. And that can be because you haven't created enough value for them. There's eight different ways you can do it. And I talk about a value mapping structure that I use with every business that I buy or advise in order to maximize LTV. Now, the other side of this is how do

I get them to not stop paying? How do I get them to come back? How do I get them to retain? And this comes from churn. This is retention. Now, Skool, a company that some of you guys may know that I'm a major owner of, we were able to get more than a hundred percent retention. What that means is that if we get a user, we get more than one additional user from that user. So it's

plus a hundred percent in terms of our retention. and we can only make a graph that looks like this which is absurd because of the tax i learned here And so we've spent many millions of dollars analyzing many, many data points to figure out what are the true activation points, onboarding, engagement that actually gets people to stick and stay. These are, if you're struggling with delivery, this may be the thing that de-bottlenecks you. And the last

of the four systems is profit, right? So you've got your leads, you're closing, you're delivering, but you're like looking at your bank account at the end of the month and you're like, what's happening? What am I missing? And so there's three major levers that we use and that we've broken down into playbooks. First is fast cash. So fast cash is basically like little copy paste plays that we've used and plug into a promotional calendar so that

a business can generate emergency cash, taxes that get overdue. You've got a lawsuit. Everybody sometimes has to have a way to generate cash quickly. Again, not a promise that's going to happen for you, but these are the plays that we use. They have lots of scarcity and they're just plug and play. The next thing is pricing so pricing i could write 19 books on this this contains my top 10 instant optimizations that you can do to

pricing that depending on how many of them you use can go from 20 only 60 improvements again not a promise for you but i'm saying if you were to add all of them and you did none of them and nothing changed about your sales that would be the range of improvement which is phenomenal for a lot of businesses the Changing any kind of price usually requires communication. That's why you have a price raise letter. And so

everyone is very afraid to change prices, but it is the strongest lever on profit. Having a systematic approach to doing it, which I have led so many businesses in my career to change and or raise or both prices. This thing is bulletproof. This thing's amazing. Like this thing is really good. That way you can learn the stuff from here and then send it. quite literally. So these are the playbooks that you get as part of the

Money Models implementation system that you get for free when you just donate 200 books. And you might be wondering which of these playbooks to use first, which is why I'm also including tickets to the ACQ implementation workshop. To be clear, This is virtual and I'll explain why. People pay $35,000 for a portion of one of these that we apply to them in person. We figure out what the constraint is in their business. The constraint of the

business is this particular thing. We're going to implement this checklist. And so then we present just that little checklist to them because that's all you need. And I'm a big fan of if you can double a business doing one thing, why do four? So that's how I focus our advisory practice. That being said, the trade is that you're going to get all of the tactics that we use to decontrain businesses, but it's not as personalized. So

let me explain. If you were to just get, and they don't get a full one of these, they just get some of the contents inside. But if you said, I want to have a day, I want to get a full playbook, that's $35,000. This is 12. It's 420. The caveat is it's not in person with the people on my team. So it will be virtual and with me. So it's a little bit of the trade you

make there, but you get way more here. And these are physical. And if you're like, why is he making an offer so crazy? I want to put a book in every hand of every entrepreneur in America and eventually the world. But for now, I'll go with America. And so you can bring your entire team to this. People find it very valuable and you will probably find it very valuable too. And for the huge international audience that

I have that a lot of times can't make it to Vegas or travels difficult, whatever, this is a great opportunity to do it. Now, given all this, you might then be thinking, okay, well, how do I know this is going to apply to my specific business context or size business, which is why I trained ACQ AI, but this isn't just a normal AI. So I told you that we did thousand plus consultations to put these together

as the most checklist, literal scripting tactics that you can use to decontrain one portion of a business that's limiting its growth. But I also personally took on 226 one-on-one consulting customers. And believe it or not, this is actually not all of them. This is just as many as this binder can fit. This was trained on $31 million plus in consulting across 226 businesses that I personally consulted with over the last two years. I did that for

one very important reason, not because this can scale, but because I wanted to build something that could. And so the number one question I get commonly is, what would you do to scale my business? What would you do for my position? I met with, here's the big list of types of businesses that I met with, and here's what's crazy. I did four times that. Not only did I probably with a business just like yours, I probably

met with multiple and probably some that are bigger, some that are smaller, some that are your size. And so then I took all of the transcripts from the calls, all of the notes that we took. Then I delivered those notes to those people in person, which we then documented and transcribed. And then we had outtake calls. That was the team that took the outtake calls, to be clear. We took those calls where they had, okay, these

are my next steps based on my meeting with Alex. Great. And then we took all of that as clear inputs and clear outputs. And then we trained this AI on it. And so on top of that, it includes all three of my books, money models, leads, and offers, including notes that I took to write those books, which are not public. And on top of that, it has all of the playbooks pre-trained into it. And so the

point here is that if this is your map to getting to where you want to go, and this is your compass to figure out what your direction is, this is your guide if you ever get stuck or you need personalization. Because at the end of the day, an LLM is kind of like saying, It's a book. Well, a book isn't good or bad. An AI isn't good or bad. It all depends on what's inside of it.

It depends on what it's trained on. And this was a brutal amount of work. And I did it because I wanted to blow you away. And so I put all of this together for one reason, which is that I want to put books in the hands of every entrepreneur in America. And so this is all free. when you donate 200 bucks. And you might be thinking, why should I act now? Great question. Well, number one, there's

always a cost to waiting because right now there's never been a better time to start a business with AI, with the tools that exist. And the businesses that implement these money model systems into the operations of how they work every day are going to dominate and thrive, period. There is a cost to an action, which is the opportunity cost. Like what else could you be doing? Like what ads would be working that if you had these

implemented, you'd be getting more leads? How many more sales would be closing if you had the closing system? How many more months would you be able to keep people that you're otherwise losing right now with the delivery system? How much profit is just being left on the table because you're just not presenting price the right way or you're not pricing appropriately upfront to begin with? Toussaint, for example, he tripled his LTV and was able to raise

his prices as a result of the the pricing playbooks. All right. Now, again, that's not a promise. His results aren't typical. Neither was yours. It's all dependent on you. All that good stuff. All right. But the big thing here is that the time I'm trying to help you save, we front loaded for you. The time is what it takes to figure out what to do the right way. Once you know the right way, it's significantly faster

to just do it right the first time. Best case scenario, you change your life, you change your business. Everything's awesome. Let's talk about worst case scenario. So worst case scenario, it's 100% tax write off. Number two, you can You can literally give the books away to other people as a lead magnet to get more customers. You could give it as a bonus for joining the community. You give it as a show up rate thing to get

people to show up to calls. You give them a book. You could also sell them. You can literally sell the 200 books because I sell a lot of books. So there's demand for the books. Like they retain their value. Awesome. Now, one caveat, if you're like, well, I don't want 200, but I want like 16 or whatever. You can get this. get the 200, donate them. You'll get a code and then you can redeem as many

as you want. You have to pay shipping and handling. Main reason is because people live all over the world. So it's really hard to say like, it's this one fee, one time upfront. And some people live in Zimbabwe and some people live here across the street. That's how we've been structured. The books are all free. You just plug in the code, you pay the shipping. And that way also you don't have to handle it, which was

the number one request from last time. People were like, what am I gonna do with all these books? We corrected that. We're handling it this time. Makes it easy for everybody. With that being said, one quick reminder, this all disappears forever. on Monday night. That is for two reasons. One, because urgency is important for making decisions. The second reason is because I got to get back to doing what I do. If that's at all interesting to

you, go grab them, get the tax write-off, save the world. And for my super ultra business owners, the next page... I have something for you, which you will definitely not want to miss. It includes six months of direct access to me, a network of other people who are high-level entrepreneurs, and you can get that by clicking the next button on the next page. It's one click, it's very easy, and it is expensive. I want to be

clear. But all of this stuff is 96% off what you would normally pay if you were to do this in person with us, so I can't really think of a better deal. And so you're getting the exact implementation system that's helped thousands of businesses, physical playbooks that you can reference and implement from, a workshop that's where I can personally help you create your plan and an AI advisor trained on more business data than most people can

see in their entire careers. And this is a one-time thing that I'm just doing for this launch and it goes away forever on Monday. So you'll need to make a decision now and yes again it's 100 tax deductible you could literally just buy these books and then sell them at sticker price and keep all the bonuses i mean for me at the end of the day if more entrepreneurs get the books in their hands whether it's

you or it's me who distributes them i don't care i'm good with it so i'm happy to give you all of this as a free bonus if you do that work all of this is possible when you click the button below this video right now you'll get access to everything all 12 playbooks the implementation workshop tickets and the custom ACQ AI. And real quick, as much as I can tell you that this is awesome and it's

going to be amazing, I'd rather you just hear from other companies and business owners who've actually worked with us to be clear in a different capacity, but at least this way you can see some of the impact we've made on businesses. Building, renovating, and real estate. We do test preparation. Online executive coaching offer. In the real estate industry. Solar Solutions. Wellness company. - We're a health and wellness business. - Orthopedic Concierge Association. - We produce content

that helps people find local things to do in their area. - We make a fantasy map making tool. - We are a door-to-door sales company. - There were a lot of other business owners, which was great 'cause we got to know each other and got to talk about different things in their business. It's very helpful to talk through those because sometimes you're doing things just because you've always done it and it really made me stop and

think and say, oh, that's probably something I should change and pay more attention to. We have made some changes based on what I learned and it's really been very impactful and very helpful. I was blown away with the level of prep Alex personally spent a lot of time on each business that came here, which, I mean, he was thoroughly prepared. He had a notebook with everyone's stuff, everyone's stats. He had a separate notebook of just notes

he's taken, and he did a tremendous amount of prep. He would get in there and kind of dissect us and find out more. The level of preparation blew me away. I've never seen anyone cut through prep. The business down to like this is the one thing you need to fix like Alex you hear that in his content, right? But for him to do that for you, oh my gosh, it is insanely valuable my favorite part of

the workshop was understanding the talent that is behind acquisition calm and And seeing that every single person that's in the room that that at least they put in front of us how Like the powerhouse that they all are and how much they understand about building a business despite just being an employee at once That was one of the most eye-opening things. And it's like, I looked at my company and then everybody that was in that room,

and I'm like, I have so much work to do. Alex does an amazing job at simplifying the things that you actually should be focusing on in your business. And a lot of times, they're things that are very, very simple that you may have thought before, but you don't necessarily know how to execute on them. But Alex is really good at giving you clarity on exactly what to do. The biggest thing that I got from this workshop

was the allocation of where you put your focus. And that's the biggest difference. Because again, you can go put in 40 hours a week, but if it's on the wrong things, it doesn't matter at all. The knowledge that Alex has and the way that he can give the information, it's just, it's amazing to me watching him work and talking to everybody and giving them specific advice on what exactly to do. It didn't matter what your business

was. He knew exactly what to say and It's just, if you have questions, he's got the answers. It's insane. I was on the fence just because we were already starting to grow. And I was like, well, am I really going to like, is it worth my time? Like, obviously I love what Alex and Layla do just seeing their content, but hearing them speak and meeting the team, it really, like I said, it just clicked in my

head. Like, okay, focus on these things, stop these things, came back, put that, put that, just took action. And like I said, now I'm, it probably knocked off about a year I didn't see a single person in that room that didn't get value from it. I was able to really get clarity on how to scale my business, what the next steps would be to take, and what to really focus on. It really broke some beliefs for

me in that there's still a lot of room to grow the business and scale it up. Not only will you get a lot of clarity around your business, how to operate it, how to scale it, but you'll meet other great entrepreneurs. The majority of the population are not entrepreneurs, and they're certainly not performing at that level. And so it's really hard to find people that you can bounce ideas off of. So to be in a room

and hear so many other people in many different businesses struggling with the exact same thing you are, that really helped. And then on top of the advice that was just so simple and straightforward in the room. But it felt really good to have that shortcut to not have to go through all the pain of figuring it out by myself. Told me specifically how to like turn my business into an asset like that I was I was

unaware of before I got to the workshop. It changed my behavior because now when I make decisions I'm thinking about okay does this add value to the asset that I'm trying to I'm trying to build. I think that the biggest companies in the world at some point they either partner with private equity or they end up selling. So knowing how to turn your business into an asset is extremely valuable in my opinion. You learn so many

different things in terms of like how they scale their business or the problems that they have. I would say to someone on the fence, sit down with yourself and ask yourself how you're going to invest in your business. Because that's the most important questions. Whether you decide to come or not, you still got to invest in your business. And everything is about either the speed or the strategy. And, you know, just like Michael Jordan had to

have Phil Jackson and Kobe too, you're gonna need a coach if you wanna take it, like, to the next level. And so I just got to the point where I realized I was operating like Michael Jordan before Phil. I get access to a team that does, I mean, well beyond what I do currently. It was great to see all the team present too and just get Alex to get all these awesome people that he's built and

assembled on the team. Probably the coolest and most valuable part is that he can just see the constraint that we don't and just pinpoints it. It's not like, oh my gosh, I have to like, you know, start over my business. It's like, yeah, just do this one thing. There's always going to be a ton of problems. What you have to do is figure out which problem you want to focus on. You cannot solve a problem from

the same level of thinking that like created it. So sometimes you just need a fresh perspective. You need to be around new people in a new environment, all trying to do the same thing that you are, which is like grow and get better. And so just for that reason, it's worth it. I just needed more confidence from somebody that had done it before. And the advice he gave me today was not even something I was looking

at. I was looking over here at something that would be good, but I mean, his idea is way better. So it's just like, okay. So, you know, during lunch emailed my email marketer and was like, okay, we got to do this next. And they're like, all right, let's gear up. After taking his advice, I was able to get back to that, which, you know, in turn helped grow the business a whole lot more. It has made

us realize how important our finances are, how important it is to know your numbers, right? Because we have just been running with our head cut off, honestly. We know no numbers. I think going back and really digging in to the nitty gritty of all the numbers really allowed me to start to open my mind to what was possible and where this business could probably go in the future. The longer that you wait, the longer it's going

to take you to get to the destination that you're willing to go to. Attending this sort of gave me the courage. I thought it was eye-opening, mind-blowing, exactly what I needed because I'm 53. I don't have time to learn these lessons the hard way. I am very skilled at taking other people's lessons that they've learned and applying those to my life moving forward. I can learn through other people's mistakes. or not mistakes through their wins as

well. And I don't need to invent the wheel. I just need to try to have the recipe so that I can run the wheel in my business. - Really impressed with the team. I was really impressed with how personalized it felt. It felt like everybody that I talked to on the team and I had side conversations, they knew my business already. and they were just kind of offering great ideas just in a casual conversation. So I

was really impressed by that. In Alex's Q&A session, he was just getting hit with a lot of these businesses and just really quickly drilling into the heart of the problem of the business. And I was honestly very impressed with Alex, very impressed with the entire team. It was no fluff. It gave me so much clarity. Probably most of us feel insecure about where our businesses are. We know we could be doing things better. And so that

was probably the hardest part is you come with insecurity. But when you sit in that room, you're You're surrounded by so many entrepreneurs that are fighting the same fight you are. And there's a real comfort in learning that you're not alone, that so many people in that room are going through the same challenges. And it really normalizes the process that when you're back at home, you can feel like you're the only one in the world going

through it. I mean, if you're on the edge and you're not sure, If you want to do this or not. I would say definitely do it. I mean, Nike moment, just do it. It's a no-brainer. Definitely worth it, definitely valuable. I would highly recommend it. Magical stuff. I also refer to already like five people to go here. On the fence of coming here? You clearly haven't followed Alex long enough. It was well worth it. Highly recommend

it. They are so focused on delivering value to every person who shows up and that value is exactly what you're gonna get. For anybody that's like watching this that has any doubts or reservations or fears, the most important investment that you can make is in skill acquisition because it's your income insurance. This guy is brilliant. Just make the decision to go. It's an understatement to say that it's worth the investment. It's like so massively worth the

investment that it's hard to even describe. So like just sign up. - It's just 100% worth it. Whatever the cost is, it's 100% worth it. And every day that we actually don't come, it takes it longer for us to come. We're just literally losing money. every single day by not having the information. - Just do it. - Hurry up and do it. - Hopefully at least one of those stories resonated with you. If that sounds at

all interesting, I think this will be worth it for you. So click, grab it, donate more books, save the world, and hopefully I'll see you on the other side. Check this out. I'm gonna tell you about the most insane offer I've probably ever made, and it disappears on Monday forever. So I'll make this short because we don't have much time depending on when you're watching this. Second thing is if you are a beginner and you missed

the webinar, I've got three amazing gifts for you that are absolutely free. Those are gonna be in your email. Number one is gonna be the Money Models course. Number two is the Money Model Audiobook. Both of those are 100% free. And then on top of that, we took school and gave you 90 days free to use the Money Models and turn them into reality. All that's free for anyone who showed up and if you're watching this

right now, but that also expires soon too. For everyone else who's a business owner, this is for you. The offer does expire on Monday. I'm going to ask you to donate 200 books. That's the crazy offer. But I'm going to tell you why it's going to be the best decision that you make this year in just a couple minutes. This is a lot of stuff that you see in front of me. But this stuff represents so

many hours of work. And I'll explain how that happened. After the last launch, I thought I wanted to put a book in the hands of every entrepreneur in America, which is 32 and a half million entrepreneurs. And so I was like, how can I build something that is valuable enough that will incentivize business owners to want to donate books? Because it's not a normal thing to do. And so what we did was I started running workshops

at my headquarters. Because if you saw from the outside, you might have been like, why is he doing this? He's got 13 million plus person audience. Why is he using his actual portfolio company meeting with people 50 at a time in person, arguably the least scalable amount of all time, which you would be right if you didn't know why I did it. So this is why I did it. I wanted to collect the most comprehensive first-party

data on businesses ranging from $200,000 a year to about $100 million a year that walk through our headquarters. So we covered a huge range of businesses, but what was interesting is that when we looked at the businesses, they all suffered from one of four major constraints. They had not enough leads, They had enough leads, but they weren't closing them. They had enough leads and they were closing them, but they couldn't keep them, they couldn't deliver, or

they were doing the first three, but they still weren't making money. And so what's interesting is that when we dove deeper into these things, I couldn't write just one little checklist that would solve everyone's lead problems. In fact, I'd write many, many, many checklists that solve different types of lead problems. So for example, if you're heavy on ads, then you need to have a scaling for ads playbook. And it shows exactly how we scale our ads

to hundreds of thousands a day. And same thing with hooks. It's like, okay, I'm making content, but I'm getting the wrong people in, or they're not turning into sales. That's what we wrote the hooks playbook for to fix that. And then if you're like, okay, well, you know what direct response isn't working as well anymore. Like the top of funnel is drying up. People always compare me to other people. It's because you need to build a

brand and this is something that takes time. But if you do it right, it can take way less time. And so. we have the branding playbook and as somebody who built a big brand and i definitely didn't stumble into this i had to force my way through it and figure it out that is the most consolidated this is what you do to do this type playbook the marketing machine if we're just being honest making ads making

content sucks a lot sometimes and so if you don't want to make it this shows you the operational chops to enable these things so that you don't have to keep making them over the long haul this is how i was able to exit gym launch and it took me about 18 months to basically completely peel my face off and still make the company sellable. For example, Chris Howell, he's an architect. He was able to triple his

pipeline just using the stuff inside of leads. We're going to have Ava who's 19 years old and she took her deals per month from 10 to 15 deals a month to 40 to 60 new deals a month in a B2B high ticket recurring business, all using the frameworks inside of the lead system. And Jorge, who owns a pharmacy brick and mortar, he had to staff up immediately after his first month using the strategy we outlined. So

you saw a 30% uptick, which is not normal for foot traffic. I mean, normal for using good stuff, not a promise, but when stuff works, it tends to work. And that's the idea. And so that solves the leads problems. The second issue that came up is like, okay, I've got leads, but I can't close. The first thing that happens, this has nothing to do with closing, but incredibly important for sales is getting leads to actually show

up. And so when I owned Allen, a software company, we analyzed thousands of data points to figure out what are the things that actually get people to show. And inside I have the most consolidated data-driven approach that I'm aware of that exists in terms of getting leads to show. At our advisory practice this year, we have 89% show rates, which is absolutely absurd. And it's because we religiously practice this and we fix this within companies as

well. And I'll tell you about that in a second. We also have the closing playbook. I had to put this together. The very first version of this came out when I was super broke in a lot of debt and my salespeople weren't closing when I was flying out to gyms. I drilled them on these closes, including the seven universal closes everyone should learn. And they're in here. You can just drill your sales team on this and

it will help. now the next one is proof playbook so right now your ads your emails your phone calls they might not be converting and i have a 13 point checklist in terms of how we can diagnose whether you have the right kinds of proof and enough proof throughout a funnel in order to get people to buy and typically you'll know if it's not working because people are taking way too many conversations they're not buying fast

enough this compresses that time so we actually used all three of these in one of our portfolio companies ibc which is an insurance company they went from closing 20 of appointments to 61 so a triple Not bad. And then we use this also in WellOiled, which is an operations consulting business for low mid-market businesses. And they were able to go from 27% to 45% close rates. Massive. And that was just in this year. These things work.

I'm not promising they're going to work for you. Most people do nothing. But the stuff in here is what I have, I've used and spent a lot of time on. Beyond that, okay, you've got the leads, you got the sales, then it's like, okay, but what about delivery, right? A lot of people get stuck here, believe it or not. And so there's two major issues. One is that you're not making enough per customer. And that can

be because you haven't created enough value for them. There's eight different ways you can do it. And I talk about a value mapping structure that I use with every business that I buy or advise in order to maximize LTV. Now, the other side of this is how do I get them to not stop paying? How do I get them to come back? How do I get them to retain? And this comes from churn. This is retention.

Now, Skool, a company that some of you guys may know that I'm a major owner of, we were able to get more than 100% retention. What that means is that if we get a user, we get more than one additional user from that user. So it's plus 100% in terms of our retention. And we can only make a graph that looks like this, which is absurd because of the tactics to learn here. And so we've spent

many millions of dollars analyzing many, many data points to figure out what are the true activation points, onboarding engagement that actually gets people to stick and stay. These are, if you're struggling with delivery, this may be the thing that de-bottlenecks you. And the last of the four systems is profit, right? So you've got your leads, you're closing, you're delivering, but you're like looking at your bank at the end of the month and you're like, what's happening?

What am I missing? And so there's three major levers that we use and that we've broken down into playbooks. First is fast cash. So fast cash is basically like little copy paste plays that we've used and plug into a promotional calendar so that a business can generate emergency cash taxes that get overdue. You've got a lawsuit. Everybody sometimes has to have a way to generate cash quickly. Again, not a promise that's going to happen for you,

but these are the plays that we use. They have lots of scarcity and they're just plug and play. The next thing is pricing so pricing i could write 19 books on this this contains my top 10 instant optimizations that you can do to pricing that depending on how many of them you use can go from 20 only 60 improvements again not a promise for you but i'm saying if you were to add all of them and

you did none of them and nothing changed about your sales that would be the range of improvement which is phenomenal for a lot of businesses Changing any kind of price usually requires communication. That's why you have a price raise letter. And so everyone is very afraid to change prices, but it is the strongest lever on profit. Having a systematic approach to doing it, which I have led so many businesses in my career to change and or

raise or both prices. This thing is bulletproof. This thing's amazing. Like this thing is really good. That way you can learn the stuff from here and then send it. quite literally. So these are the playbooks that you get as part of the Money Models implementation system that you get for free when you just donate 200 books. And you might be wondering which of these playbooks to use first, which is why I'm also including tickets to the

ACQ implementation workshop. To be clear, This is virtual and I'll explain why. People pay $35,000 for a portion of one of these that we apply to them in person. We figure out what the constraint is in their business. The constraint of the business is this particular thing. We're going to implement this checklist. And so then we present just that little checklist to them because that's all you need. And I'm a big fan of if you can

double a business doing one thing, why do four? So that's how I focus our advisory practice. That being said, the trade is that you're going to get all of the tactics that we use to decontrain businesses, but it's not as personalized. So let me explain. If you were to just get, and they don't get a full one of these, they just get some of the contents inside. But if you said, I want to have a day,

I want to get a full playbook, that's $35,000. This is 12. It's 420. The caveat is it's not in person with the people on my team. So it will be virtual and with me. So it's a little bit of the trade you make there, but you get way more here. And these are physical. And if you're like, why is he making an offer so crazy? I want to put a book in every hand of every entrepreneur

in America and eventually the world. But for now, I'll go with America. And so you can bring your entire team to this. People find it very valuable and you will probably find it very valuable too. And for the huge international audience that I have that a lot of times can't make it to Vegas or travels difficult, whatever, this is a great opportunity to do it. Now, given all this, you might then be thinking, okay, well, how

do I know this is going to apply to my specific business context or size business, which is why I trained ACQ AI, but this isn't just a normal AI. So I told you that we did thousand plus consultations to put these together as the most checklist, literal scripting tactics that you can use to decontrain one portion of a business that's limiting its growth. But I also personally took on 226 one-on-one consulting customers. And believe it or

not, this is actually not all of them. I just, this is just as many as this binder can fit. This was trained on $31 million plus in consulting across 226 businesses that I personally consulted with over the last two years. I did that for one very important reason not because this can scale but because i wanted to build something that could and so the number one question i get commonly is what would you do to scale

my business what would you do for my position i met with here's the big list of types of businesses that i met with and here's what's crazy i did four times that not Not only did I probably with a business just like yours, I probably met with multiple and probably some that are bigger, some that are smaller, some that are your size. And so then I took all of the transcripts from the calls, all of the

notes that we took. Then I delivered those notes to those people in person, which we then documented and transcribed. And then we had outtake calls. That was the team that took the outtake calls, to be clear. We took those calls where they had, okay, these are my next steps based on my meeting with Alex. Great. And then we took all of that as clear inputs and clear outputs. And then we trained this AI on it. And

so on top of that, it includes all three of my books, money models, leads, and offers, including notes that I took to write those books, which are not public. And on top of that, it has all of the playbooks pre-trained into it. And so the point here is that if this is your map to getting to where you want to go, and this is your compass to figure out what your direction is, this is your guide

if you ever get stuck or you need personalization. Because at the end of the day, an LLM is kind of like saying, It's a book. Well, a book isn't good or bad. An AI isn't good or bad. It all depends on what's inside of it. It depends on what it's trained on. And this was a brutal amount of work. And I did it because I wanted to blow you away. And so I put all of this

together for one reason, which is that I want to put books in the hands of every entrepreneur in America. And so this is all free. when you donate 200 bucks. And you might be thinking, why should I act now? Great question. Well, number one, there's always a cost awaiting because right now there's never been a better time to start a business with AI, with the tools that exist. And the businesses that implement these money model systems

into the operations of how they work every day are going to dominate and thrive, period. There is a cost to an action, which is the opportunity cost. Like what else could you be doing? Like what ads would be working that if you had these implemented, you'd be getting more leads? How many more sales would be closing if you had the closing system? How many more months would you be able to keep people that you're otherwise losing

right now with the delivery system? How much profit is just being left on the table because you're just not presenting price the right way or you're not pricing appropriately upfront to begin with? Toussaint, for example, he tripled his LTV and was able to raise his prices as a result of the the pricing playbooks all right now again that's not a promise his results aren't typical neither was yours it's all depending on you all that good stuff

all right but the big thing here is that the time i'm trying to help you save we front loaded for you the time is what it takes to figure out what to do the right way once you know the right way it's significantly faster to just do it right the first time best case scenario you change your life you change your business everything's awesome let's talk about worst case scenario so worst case scenario it's 100 tax

write-off number two the You can literally give the books away to other people as a lead magnet to get more customers. You could give it as a bonus for joining the community. You give it as a show up rate thing to get people to show up to calls. You give them a book. You could also sell them. You can literally sell the 200 books because I sell a lot of books. So there's demand for the books.

Like they retain their value. Awesome. Now, one caveat, if you're like, well, I don't want 200, but I want like 16 or whatever. You can get this. get the 200, donate them. You'll get a code and then you can redeem as many as you want. You have to pay shipping and handling. Main reason is because people live all over the world. So it's really hard to say like, it's this one fee, one time upfront. And some

people live in Zimbabwe and some people live here across the street. That's how we've been structured. The books are all free. You just plug in the code, you pay the shipping. And that way also you don't have to handle it, which was the number one request from last time. People were like, what am I gonna do with all these books? We corrected that. We're handling it this time. Makes it easy for everybody. With that being said,

one quick reminder, this all disappears forever. on monday night that is for two reasons one because urgency is important for making decisions the second reason is because i got to get back to doing what i do if that's at all interesting to you go grab them get the tax write off save the world and for my super ultra business owners the next page I have something for you, which you will definitely not want to miss. It

includes six months of direct access to me, a network of other people who are high-level entrepreneurs, and you can get that by clicking the next button on the next page. It's one click, it's very easy, and it is expensive, I want to be clear. But all of this stuff is 96% off what you would normally pay if you were to do this in person with us, so I can't really think of a better deal. And so

you're getting the exact implementation system that's helped thousands of businesses, physical playbooks that you can reference and implement from, a workshop that's where I can personally help you create your plan and an AI advisor trained on more business data than most people can see in their entire careers. And this is a one-time thing that I'm just doing for this launch and it goes away forever on Monday. So you'll need to make a decision now. And yes,

again, it's 100% tax deductible. You can literally just buy buy these books and then sell them at sticker price and keep all the bonuses i mean for me at the end of the day if more entrepreneurs get the books in their hands whether it's you or it's me who distributes them i don't care i'm good with it so i'm happy to give you all of this as a free bonus if you do that work all of

this is possible when you click the button below this video right now you'll get access to everything all 12 playbooks the implementation workshop tickets and the custom ACQ AI. And real quick, as much as I can tell you that this is awesome and it's going to be amazing, I'd rather you just hear from other companies and business owners who've actually worked with us to be clear in a different capacity, but at least this way you can

see some of the impact we've made on businesses. Building, renovating, and real estate. We do test preparation. Online executive coaching offer. I'm in the real estate industry. Solar Solutions. Wellness company. - Coaching and consulting. - YouTuber. - And we're a health and wellness business. - Orthopedic Concierge Association. - We produce content that helps people find local things to do in their area. - We make a fantasy map making tool. - We are a door-to-door sales company.

- There were a lot of other business owners, which was great 'cause we got to know each other and got to talk about different things in their business. It's very helpful to talk through those because sometimes you're doing things just because you've always done it and it really made me stop and think and say, oh, that's probably something I should change and pay more attention to. We have made some changes based on what I learned and

it's really been very impactful and very helpful. I was blown away with the level of prep Like Alex personally spent a lot of time on each business that came here, which I mean, he was thoroughly prepared. He had a notebook with everyone's stuff, everyone's stats. He had like a separate notebook of just notes he's taken. And he did a tremendous amount of prep. He would get in there and kind of dissect us and find out more.

The level of preparation blew me away. I've never seen anyone cut through prep. the business down to like, this is the one thing you need to fix. Like Alex, you hear that in his content, right? But for him to do that for you, oh my gosh, it is insanely valuable. My favorite part of the workshop was understanding the talent that is behind acquisition.com and seeing that every single person that's in the room that at least they

put in front of us, how like the powerhouse that they all are and how much they understand about building a business despite just being an employee at one. one that was one of the most eye-opening things and it's like i looked at my company and then everybody that was in that room and i'm like i have so much work to do alex does an amazing job at simplifying the things that you actually should be focusing on

in your business and a lot of times they're things that are very very simple that you may have thought before but you don't necessarily know how to execute on them but alex is really good at giving you clarity on exactly what to do the biggest thing that i got from this workshop was the allocation of where you put your focus. And that's the biggest difference. 'Cause again, you can go put in 40 hours a week, but

if it's on the wrong things, it doesn't matter at all. - The knowledge that Alex has and the way that he can give the information, it's just, it's amazing to me watching him work and talking to everybody and giving them specific advice on what exactly to do. It didn't matter what your business was. He knew exactly what to say. And it's just, if you have questions, he's got the answers. It's insane. I was on the fence

just because we were already starting to grow. And I was like, well, am I really going to, like, is it worth my time? Like, obviously I love what Alex and Layla do, just seeing their content, but hearing them speak and meeting the team, it really, like I said, it just clicked in my head. Like, okay, focus on these things, stop these things, came back, put that, put that, just took action. And like I said, now, It

probably took, it probably knocked off about a year. I didn't see a single person in that room that didn't get value from it. I was able to really get clarity on how to scale my business, what the next steps would be to take, and what to really focus on. It really broke some beliefs for me in that there's still a lot of room to grow the business and scale it up. Not only will you get a

lot of clarity around your business, how to operate it, how to scale it, but you'll meet other great entrepreneurs. - The majority of the population are not entrepreneurs, and they're certainly not performing at that level. And so it's really hard to find people that you can bounce ideas off of. So to be in a room and hear so many other people in many different businesses struggling with the exact same thing you are, That really helped. And

then on top of the advice that was just so simple and straightforward in the room. But it felt really good to have that shortcut to not have to go through all the pain of figuring it out by myself. Told me specifically how to like turn my business into an asset like that I was I was unaware of before I got to the workshop. It changed my behavior because now when I make decisions, I'm thinking about, OK,

does this add value to the asset that I'm trying to build? I think that the biggest companies in the world at some point they either partner with private equity or they end up selling. So knowing how to turn your business into an asset is extremely valuable in my opinion. You learn so many different things in terms of like how they scale their business or the problems that they have. I would say to someone on the fence,

sit down with yourself and ask yourself how you're going to invest in your business. Because that's the most important questions. Whether you decide to come or not, you still got to invest in your business. And everything is about either the speed or the strategy. And, you know, just like Michael Jordan had to have Phil Jackson and Kobe too, you're going to need a coach if you want to take it, like, to the next level. And so

I just got to the point where I realized I was operating like Michael Jordan before Phil. I get access to a team that does, I mean... well beyond what I do currently. It was great to see all the team present too and just get Alex to get all these awesome people that he's built and assembled on the team. Probably the coolest and most valuable part is that he can just see the constraint that we don't and

just It's not like, oh my gosh, I have to like, you know, start over my business. It's like, yeah, just do this one thing. There's always going to be a ton of problems. What you have to do is figure out which problem you want to focus on. You cannot solve a problem from the same level of thinking that like created it. So sometimes you just need a fresh perspective. You need to be around new people in

a new environment, all trying to do the same thing that you are, which is like grow and get better. And so just for that reason, it's worth it. I just needed more confidence from somebody that had done it before. And the advice he gave me today was not even something I was looking at. I was looking over here at something that would be good, but I mean, his idea is way better. So it's just like, okay.

So, you know, during lunch, emailed my email marketer and was like, okay, we got to do this next. And they're like, all right, let's gear up. After taking his advice, I was able to get back to that, which, you know, in turn helped grow the business a whole lot more. It has made us realize how important our finances are, how important it is to know your numbers, right? Because we have just been running with our head

cut off, honestly. We know no numbers. I think going back and really digging in to the nitty gritty of all the numbers really allowed me to start to open my mind to what was possible and where this business could probably go in the future. The longer that you wait, the longer it's going to take you to get to the destination that you're willing to go to. Attending this sort of gave me the courage. I thought it

was eye-opening, mind-blowing, exactly what I needed because I'm 53. I don't have time to learn these lessons the hard way. I am very skilled at taking other people's lessons that they've learned and applying those to my life moving forward. I can learn through other people's mistakes. or not mistakes through their wins as well. And I don't need to invent the wheel. I just need to try to have the recipe so that I can run the wheel

in my business. - Really impressed with the team. I was really impressed with how personalized it felt. It felt like everybody that I talked to on the team and I had side conversations, they knew my business already. and they were just kind of offering great ideas just in a casual conversation. So I was really impressed by that. In Alex's Q&A session, he was just getting hit with a lot of these businesses and just really quickly drilling

into the heart of the problem of the business. And I was honestly very impressed with Alex, very impressed with the entire team. It was no fluff. It gave me so much clarity. Probably most of us feel insecure about where our businesses are. We know we could be doing things better. And so that was probably the hardest part is you come with insecurity. But when you sit in that room, you're You're surrounded by so many entrepreneurs that

are fighting the same fight you are. And there's a real comfort in learning that you're not alone, that so many people in that room are going through the same challenges. And it really normalizes the process that when you're back at home, you can feel like you're the only one in the world going through it. I mean, if you're on the edge and you're not sure, If you want to do this or not. I would say definitely

do it. I mean, Nike moment. Just do it. It's a no-brainer. Definitely worth it. Definitely valuable. I would highly recommend it. Magical stuff. I also refer already like five people to go here. On the fence of coming here? You clearly haven't followed Alex long enough. It was well worth it. Highly recommend it. They are so focused on delivering value to every person who shows up and that value is exactly what you're gonna get. For anybody that's

like watching this that has any doubts or reservations or fears, the most important investment that you can make is in skill acquisition because it's your income insurance. This guy's brilliant. Just make the decision to go. It's an understatement to say that it's worth the investment. It's like so massively worth the investment that it's hard to even describe. So like just sign up. It's just 100% worth it. Whatever the cost is, it's 100% worth it. And every

day that we actually don't come, it takes it longer for us to come. We're just literally losing money. every single day by not having the information. - Just do it. - Hurry up and do it. - Hopefully at least one of those stories resonated with you. If that sounds at all interesting, I think this will be worth it for you. So click, grab it, donate more books, save the world, and hopefully I'll see you on the

other side. Check this out. I'm gonna tell you about the most insane offer I've probably ever made and it disappears on Monday forever. So I'll make this short because we don't have much time depending on when you're watching this. Second thing is if you are a beginner and you missed the webinar, I've got three amazing gifts for you that are absolutely free. Those are gonna be in your email. Number one is gonna be the Money Models

course. Number two is the Money Model Audiobook. Both of those are 100% free. And then on top of that, we took school and gave you 90 days free to use the Money Models and turn them into reality. All that's free for anyone who showed up and if you're watching this right now, but that also expires soon too. For everyone else who's a business owner, this is for you. The offer does expire on Monday. I'm going to

ask you to donate 200 books. That's the crazy offer. But I'm going to tell you why it's going to be the best decision that you make this year in just a couple minutes. This is a lot of stuff that you see in front of me. But this stuff represents so many hours of work. And I'll explain how that happened. After last launch, I thought I wanted to put a book in the hands of every entrepreneur in

America, which is 32 and a half million entrepreneurs. And so I was like, how can I build something that is valuable enough that will incentivize business owners to want to donate books? Because it's not a normal thing to do. And so what we did was I started running workshops at my headquarters. Because if you saw from the outside, you might have been like, why is he doing this? He's got 13 million plus person audience. Why is

he using his actual portfolio company meeting with people 50 at a time in person, arguably the least scalable amount of all time, which you would be right if you didn't know why I did it. So this is why I did it. I wanted to collect the most comprehensive first-party data on businesses ranging from $200,000 a year to about $100 million a year that walk through our headquarters. So we covered a huge range of businesses, but what

was interesting is that when we looked at the businesses, they all suffered from one of four major constraints. They had not enough leads, They had enough leads, but they weren't closing them. They had enough leads and they were closing them, but they couldn't keep them. They couldn't deliver. Or they were doing the first three, but they still weren't making money. And so what's interesting is that when we dove deeper into these things, I couldn't write just

one little checklist that would solve everyone's lead problems. In fact, I'd write many, many, many checklists that solve different types of lead problems. So for example, if you're heavy on ads, then you need to have a scaling for ads playbook. And it shows exactly how we scale our ads to hundreds of thousands a day. And same thing with hooks. It's like, okay, I'm making content, but I'm getting the wrong people in, or they're not turning into

sales. That's what we wrote the hooks playbook for to fix that. And then if you're like, okay, well, you know what? Direct response isn't working as well anymore. Like the top of funnel is drying up. People always compare me to other people. It's because you need to build a brand. And this is something that takes time. But if you do it right, it can take way less time. And so We have the branding playbook. And as

somebody who built a big brand, and I definitely didn't stumble into this, I had to force my way through it and figure it out. That is the most consolidated, this is what you do to do this type playbook. The marketing machine, if we're just being honest, making ads and making content sucks a lot sometimes. And so if you don't want to make it, this shows you the operational chops to enable these things so that you don't

have to keep making them over the long haul. This is how I was able to exit gym launch. And it took me about 18 months to basically completely peel my face off and still make the company sellable. For example, Chris Howell, he's an architect. He was able to triple his pipeline just using the stuff inside of leads. We're going to have Ava, who's 19 years old, and she took her deals per month from 10 to 15

deals a month to 40 to 60 new deals a month in a B2B high ticket recurring business, all using the frameworks inside of the lead system. And Jorge, who owns a pharmacy, brick and mortar, he had to staff up immediately after his first month using the strategy we outlined. So you saw a 30% uptick, which is not normal for foot traffic. I mean, normal if you're using good stuff, not a promise, but when stuff works, it

tends to work. And that's the idea. And so that solves the leads problems. The second issue that came up is like, okay, I've got leads, but I can't close. The first thing that happens, this has nothing to do with closing, but incredibly important for sales is getting leads to actually show up. And so when I owned Allen, a software company, we analyzed thousands of of data points to figure out what are the things that actually get

people to show. And inside I have the most consolidated data-driven approach that I'm aware of that exists in terms of getting leads to show. At our advisory practice this year we have 89% show rates, which is absolutely absurd. And it's because we religiously practice this and we fix this within companies as well. And I'll tell you about that in a second. We also have the closing playbook, I had to put this together. The very first version

of this came out when I was super broke in a lot of debt and my salespeople weren't closing when I was flying out to gyms. I drilled them on these closes, including the seven universal closes everyone should learn. And they're in here. You can just drill your sales team on this and it will help. now the next one is proof playbook so right now your ads your emails your phone calls they might not be converting and

i have a 13 point checklist in terms of how we can diagnose whether you have the right kinds of proof and enough proof throughout a funnel in order to get people to buy and typically you'll know if it's not working because people are taking way too many conversations they're not buying fast enough this compresses that time so we actually used all three of these in one of our portfolio companies ibc which is an insurance company they

went from closing 20 of appointments to 61 so a triple Not bad. And then we use this also in WellOiled, which is an operations consulting business for low mid-market businesses. And they were able to go from 27% to 45% close rates. Massive. And that was just in this year. So these things work. I'm not promising they're going to work for you. Most people do nothing. But the stuff in here is what I have, I've used and

spent a lot of time on. Beyond that, okay, you've got the leads, you got the sales, then it's like, okay, but what about delivery, right? A lot of people get stuck here, believe it or not. And so there's two major issues. One is that you're not making enough per customer. And that can be because you haven't created enough value for them. There's eight different ways you can do it. And I talk about a value mapping structure

that I use with every business that I buy or advise in order to maximize LTV. Now, the other side of this is how do I get them to not stop paying? How do I get them to come back? How do I get them to retain? And this comes from churn. This is retention. Now, Skool, a company that some of you guys may know that I'm a major owner of, we were able to get more than a

hundred percent retention. What that means is that if we get a user, we get more than one additional user from that user. So it's plus a hundred percent in terms of our retention. And we can only make a graph that looks like this, which is absurd because of the tax I learned here. And so we've spent many millions of dollars analyzing many, many data points to figure out what are the true activation points, onboarding, engagement that

actually gets people to stick and stay. These are, if you're struggling with delivery, this may be the thing that de-bottlenecks you. And the last of the four systems is profit, right? So you've got your leads, you're closing, you're delivering, but you're like looking at your bank account at the end of the month and you're like, what's happening? What am I missing? And so there's three major levers that we use and that we've broken down into playbooks.

First is fast cash. So fast cash is basically like little copy paste plays that we've used and plug into a promotional calendar so that a business can generate emergency cash, taxes that get overdue. You've got a lawsuit. Everybody sometimes has to have a way to generate cash quickly. Again, not a promise that's going to happen for you, but these are the plays that we use. They have lots of scarcity and they're just plug and play. The

next thing is pricing so pricing i could write 19 books on this this contains my top 10 instant optimizations that you can do to pricing that depending on how many of them you use can go from 20 only 60 improvements again not a promise for you but i'm saying if you were to add all of them and you did none of them and nothing changed about your sales that would be the range of improvement which is

phenomenal for a lot of businesses Changing any kind of price usually requires communication. That's why you have a price raise letter. And so everyone is very afraid to change prices, but it is the strongest lever on profit. Having a systematic approach to doing it, which I have led so many businesses in my career to change and or raise or both prices. This thing is bulletproof. This thing's amazing. Like this thing is really good. That way you

can learn the stuff from here and then send it. quite literally. So these are the playbooks that you get as part of the Money Models implementation system that you get for free when you just donate 200 books. And you might be wondering which of these playbooks to use first, which is why I'm also including tickets to the ACQ implementation workshop. To be clear, This is virtual and I'll explain why. People pay $35,000 for a portion of

one of these that we apply to them in person. We figure out what the constraint is in their business. The constraint of the business is this particular thing. We're going to implement this checklist. And so then we present just that little checklist to them because that's all you need. And I'm a big fan of if you can double a business doing one thing, why do four? So that's how I focus our advisory practice. That being said,

the trade is that you're going to get all of the tactics that we use to decontrain businesses, but it's not as personalized. So let me explain. If you were to just get, and they don't get a full one of these, they just get some of the contents inside. But if you said, I want to have a day, I want to get a full playbook, that's $35,000. This is 12. It's 420. The caveat is it's not in

person with the people on my team. So it will be virtual and with me. So it's a little bit of the trade you make there, but you get way more here. And these are physical. And if you're like, why is he making an offer so crazy? I want to put a book in every hand of every entrepreneur in America and eventually the world. But for now, I'll go with America. And so you can bring your entire

team to this. People find it very valuable and you will probably find it very valuable too. And for the huge international audience that I have that a lot of times can't make it to Vegas or travels difficult, whatever, this is a great opportunity to do it. Now, given all this, you might then be thinking, okay, well, how do I know this is going to apply to my specific business context or size business, which is why I

trained ACQ AI, but this isn't just a normal AI. So I told you that we did thousand plus consultations to put these together as the most checklist, literal scripting tactics that you can use to decontrain one portion of a business that's limiting its growth. But I also personally took on 226 one-on-one consulting customers. And believe it or not, this is actually not all of them. This is just as many as this binder can fit. This was

trained on $31 million plus in consulting across 226 businesses that I personally consulted with over the last two years. I did that for one very important reason, not because this can scale, but because I wanted to build something that could. And so the number one question I get commonly is, what would you do to scale my business? What would you do for my position? I met with, here's the big list of types of businesses that I

met with, and here's what's crazy. I did four times that. Not only did I probably with a business just like yours, I probably met with multiple and probably some that are bigger, some that are smaller, some that are your size. And so then I took all of the transcripts from the calls, all of the notes that we took. Then I delivered those notes to those people in person, which we then documented and transcribed. And then we

had outtake calls. That was the team that took the outtake calls, to be clear. We took those calls where they had, okay, these are my next steps based on my meeting with Alex. Great. And then we took all of that as clear inputs and clear outputs. And then we trained this AI on it. And so on top of that, it includes all three of my books, money models, leads, and offers, including notes that I took to

write those books, which are not public. And on top of that, it has all of the playbooks pre-trained into it. And so the point here is that if this is your map to getting to where you want to go, and this is your compass to figure out what your direction is, this is your guide if you ever get stuck or you need personalization. Because at the end of the day, an LLM is kind of like saying,

It's a book. Well, a book isn't good or bad. An AI isn't good or bad. It all depends on what's inside of it. It depends on what it's trained on. And this was a brutal amount of work. And I did it because I wanted to blow you away. And so I put all of this together for one reason, which is that I want to put books in the hands of every entrepreneur in America. And so this

is all free. when you donate 200 bucks. And you might be thinking, why should I act now? Great question. Well, number one, there's always a cost awaiting because right now there's never been a better time to start a business with AI, with the tools that exist. And the businesses that implement these money model systems into the operations of how they work every day are going to dominate and thrive, period. There is a cost to an action,

which is the opportunity cost. Like what else could you be doing? Like what ads would be working that if you had these implemented, you'd be getting more leads? How many more sales would be closing if you had the closing system? How many more months would you be able to keep people that you're otherwise losing right now with the delivery system? How much profit is just being left on the table because you're just not presenting price the

right way or you're not pricing appropriately upfront to begin with? Toussaint, for example, he tripled his LTV and was able to raise his prices as a result of the the pricing playbooks. All right, now again, that's not a promise. His results aren't typical. Neither was yours. It's all dependent on you, all that good stuff. All right, but the big thing here is that the time I'm trying to help you save, we front-loaded for you. The time

is what it takes to figure out what to do the right way. Once you know the right way, it's significantly faster to just do it right the first time. Best case scenario, you change your life, you change your business, everything's awesome. Let's talk about worst case scenario. So worst case scenario, it's 100% tax write-off. Number two, You can literally give the books away to other people as a lead magnet to get more customers. You could give

it as a bonus for joining a community. You can give it as a show up rate thing to get people to show up to calls, give them a book. You could also sell them. You can literally sell the 200 books because I sell a lot of books. So there's demand for the books. Like they retain their value. Awesome. Now, one caveat, if you're like, well, I only, I don't want 200, but I want like 16 or

whatever. You can get this. get the 200, donate them. You'll get a code and then you can redeem as many as you want. You have to pay shipping and handling. Main reason is because people live all over the world. So it's really hard to say like, it's this one fee, one time upfront. And some people live in Zimbabwe and some people live here across the street. That's how we've it structured. The books are all free. You

just plug in the code, you pay the shipping. And that way also you don't have to handle it, which was the number one request from last time. People were like, what am I gonna do with all these books? We corrected that. We're handling it this time. Makes it easy for everybody. With that being said, one quick reminder, this all disappears forever. on Monday night. That is for two reasons. One, because urgency is important for making decisions.

The second reason is because I got to get back to doing what I do. If that's at all interesting to you, go grab them, get the tax write-off, save the world. And for my super ultra business owners, the next page... I have something for you, which you will definitely not want to miss. It includes six months of direct access to me, a network of other people who are high-level entrepreneurs, and you can get that by clicking

the next button on the next page. It's one click, it's very easy, and it is expensive. I want to be clear. But all of this stuff is 96% off what you would normally pay if you were to do this in person with us, so I can't really think of a better deal. And so you're getting the exact implementation system that's helped thousands of businesses, physical playbooks that you can reference and implement from, a workshop that where

I can personally help you create your plan and an AI advisor trained on more business data than most people can see in their entire careers. And this is a one-time thing that I'm just doing for this launch and it goes away forever on Monday. So you'll need to make a decision now. And yes, again, it's 100% tax deductible. You can literally just buy buy these books, and then sell them at sticker price and keep all the

bonuses. I mean, for me, at the end of the day, if more entrepreneurs get the books in their hands, whether it's you or it's me who distributes them, I don't care. I'm good with it. So I'm happy to give you all of this as a free bonus if you do that work. All of this is possible when you click the button below this video. Right now, you'll get access to everything, all 12 playbooks, the implementation workshop

tickets, and the custom ACQ AI. And real quick, as much as I can tell you that this is awesome and it's going to be amazing, I'd rather you just hear from other companies and business owners who've actually worked with us to be clear in a different capacity, but at least this way you can see some of the impact we've made on businesses. Building, renovating, and real estate. We do test preparation. Online executive coaching offer. I'm in

the real estate industry. Solar Solutions. Wellness company. - Coaching and consulting. - YouTuber. - And we're a health and wellness business. - Orthopedic Concierge Association. - We produce content that helps people find local things to do in their area. - We make a fantasy map making tool. - We are a door-to-door sales company. - There were a lot of other business owners, which was great 'cause we got to know each other and got to talk about

different things in their business. It's very helpful to talk through those because sometimes you're doing things just because you've always done it and it really made me stop and think and say, oh, that's probably something I should change and pay more attention to. We have made some changes based on what I learned and it's really been very impactful and very helpful. I was blown away with the level of prep. Like Alex personally spent a lot of

time on each business that came here, which I mean, he was thoroughly prepared. He had a notebook with everyone's stuff, everyone's stats. He had like a separate notebook of just notes he's taken. And he did a tremendous amount of prep. He would get in there and kind of dissect us and find out more. The level of preparation blew me away. I've never seen anyone cut through prep. The business down to like this is the one thing

need to fix like Alex you hear that in his content, right? But for him to do that for you, oh my gosh, it is insanely valuable my favorite part of the workshop was understanding the talent that is behind acquisition calm and And seeing that every single person that's in the room that that at least they put in front of us how Like the powerhouse that they all are and how much they understand about building a business

despite just being an employee of one That was one of the most eye-opening things. And it's like, I looked at my company and then everybody that was in that room and I'm like, I have so much work to do. Alex does an amazing job at simplifying the things that you actually should be focusing on in your business. And a lot of times they're things that are very, very simple that you may have thought before, but you

don't necessarily know how to execute on them. But Alex is really good at giving you clarity on exactly what to do. The biggest thing that I got from this workshop was, the allocation of where you put your focus. And that's the biggest difference. 'Cause again, you can go put in 40 hours a week, but if it's on the wrong things, it doesn't matter at all. - The knowledge that Alex has and the way that he can

give the information, it's just, it's amazing to me watching him work and talking to everybody and giving them specific advice on what exactly to do. It didn't matter what your business was. He knew exactly what to say. And it's just, if you have questions, he's got the answers. It's insane. I was on the fence just because we were already starting to grow. And I was like, well, am I really going to like, is it worth my

time? Like, obviously I love what Alex and Layla do just seeing their content, but hearing them speak and meeting the team, it really, just like I said, it just clicked in my head. Like, okay, focus on these things, stop these things, came back, put that, put that, just took action. And like I said, now, it probably knocked off about a year. I didn't see a single person in that room that didn't get value from it. I

was able to really get clarity on how to scale my business, what the next steps would be to take, and what to really focus on. It really broke some beliefs for me in that there's still a lot of room to grow the business and scale it up. Not only will you get a lot of clarity around your business, how to operate it, how to scale it, but you'll meet other great entrepreneurs. The majority of the population

are not entrepreneurs, and they're certainly not performing at that level. And so it's really hard to find people that you can bounce ideas off of. So to be in a room and hear so many other people in many different businesses struggling with the exact same thing you are, that really helped. And then on top of the advice that was just so simple and straightforward in the room. But it felt really good to have that shortcut, to

not have to go through all the pain of figuring it out by myself. - Told me specifically how to turn my business into an asset. That I was unaware of before I got to the workshop. It changed my behavior 'cause now when I make decisions, I'm thinking about, okay, does this add value to the asset that I'm trying to build? I think that the biggest companies in the world At some point they either partner with private

equity or they end up selling. So knowing how to turn your business into an asset is extremely valuable in my opinion. You learn so many different things in terms of like how they scale their business or the problems that they have. I would say to someone on the fence, sit down with yourself and ask yourself how you're going to invest in your business. Because that's the most important questions. Whether you decide to come or not, you

still got to invest in your business. And everything is about either the speed or the strategy. And, you know, just like Michael Jordan had to have Phil Jackson and Kobe too, you're gonna need a coach if you wanna take it, like, to the next level. And so I just got to the point where I realized I was operating like Michael Jordan before Phil. I get access to a team that does, I mean, well beyond what I

do currently. It was great to see all the team present too and just get Alex to get all these awesome people that he's built and assembled on the team. Probably the coolest and most valuable part is that he can just see the constraint that we don't and just pinpoints it. It's not like, oh my gosh, I have to like, you know, start over my business. It's like, yeah, just do this one thing. There's always going to

be a ton of problems. What you have to do is figure out which problem you want to focus on. You cannot solve a problem from the same level of thinking that like created it. So sometimes you just need a fresh perspective. You need to be around new people in a new environment, all trying to do the same thing that you are, which is like grow and get better. And so just for that reason, it's worth it.

I just needed more confidence from somebody that had done it before. And the advice he gave me today was not even something I was looking at. I was looking over here at something that would be good, but I mean, his idea is way better. So it's just like, okay. So, you know, during lunch, emailed my email marketer and was like, okay, we got to do this next. And they're like, all right, let's gear up. After taking

his advice, I was able to get back to that, which, you know, in turn helped grow the business a whole lot more. It has made us realize how important our finances are, how important it is to know your numbers, right? Because we have just been running with our head cut off, honestly. We know no numbers. I think going back and really digging in to the nitty gritty of all the numbers really allowed me to start to

open my mind to what was possible and where this business could probably go in the future. The longer that you wait, the longer it's going to take you to get to the destination that you're willing to go to. Attending this sort of gave me the courage. I thought it was eye-opening, mind-blowing, exactly what I needed because I'm 53. I don't have time to learn these lessons the hard way. I am very skilled at taking other people's

lessons that they've learned and applying those to my life moving forward. I can learn through other people's mistakes. or not mistakes through their wins as well. And I don't need to invent the wheel. I just need to try to have the recipe so that I can run the wheel in my business. - Really impressed with the team. I was really impressed with how personalized it felt. It felt like everybody that I talked to on the team

and I had side conversations, they knew my business already. and they were just kind of offering great ideas just in a casual conversation. So I was really impressed by that. In Alex's Q&A session, he was just getting hit with a lot of these businesses and just really quickly drilling into like the heart of the problem of the business. And I was honestly very impressed with Alex, very impressed with the entire team. It was no fluff. It

gave me so much clarity. Probably most of us feel insecure about where our businesses are. We know we could be doing things better. And so that was probably the hardest part is you come with insecurity. But when you sit in that room, you're You're surrounded by so many entrepreneurs that are fighting the same fight you are. And there's a real comfort in learning that you're not alone, that so many people in that room are going through

the same challenges. And it really normalizes the process that when you're back at home, you can feel like you're the only one in the world going through it. I mean, if you're on the edge and you're not sure, If you want to do this or not. I would say definitely do it. I mean, Nike moment, just do it. It's a no brainer. Definitely worth it. Definitely valuable. I would highly recommend it. Magical stuff. I also refer

to already like five people to go here. On the fence of coming here? You clearly haven't followed Alex long enough. It was well worth it. Highly recommend it. They are so focused on delivering value to every person who shows up and that value is exactly what you're gonna get. For anybody that's like watching this that has any doubts or reservations or fears, the most important investment that you can make is in skill acquisition because it's your

income insurance. This guy's brilliant. Just make the decision to go. It's an understatement to say that it's worth the investment. It's like so massively worth the investment that it's hard to even describe. So like just sign up. - It's just 100% worth it. Whatever the cost is, it's 100% worth it. And every day that we actually don't come, it takes it longer for us to come. We're just literally losing money. every single day by not having

the information. - Just do it. - Hurry up and do it. - Hopefully at least one of those stories resonated with you. If that sounds at all interesting, I think this will be worth it for you. So click, grab it, donate more books, save the world, and hopefully I'll see you on the other side. Check this out. I'm gonna tell you about the most insane offer I've probably ever made and it disappears on Monday forever. So

I'll make this short because we don't have much time depending on we're watching this. Second thing is if you are a beginner and you missed the webinar, I've got three amazing gifts for you that are absolutely free. Those are gonna be in your email. Number one is gonna be the Money Models course. Number two is the Money Model Audiobook. Both of those are 100% free. And then on top of that, we took school and gave you

90 days free to use the Money Models and turn them into reality. All that's free for anyone who showed up and if you're watching this right now, but that also expires soon too. For everyone else who's a business owner, this is for you. The offer does expire on Monday. I'm going to ask you to donate 200 books. That's the crazy offer. But I'm going to tell you why it's going to be the best decision that you

make this year in just a couple minutes. This is a lot of stuff that you see in front of me, but this stuff represents so many hours of work. And I'll explain how that happened. After last launch, I thought I wanted to put a book in the hands of every entrepreneur in America, which is 32 and a half million entrepreneurs. And so I was like, how can I build something that is valuable enough that will incentivize

business owners to want to donate books? Because it's not a normal thing to do. And so what we did was I started running workshops at my headquarters. Because if you saw from the outside, you might have been like, why is he doing this? He's got 13 million plus person audience. Why is he using his actual portfolio company meeting with people 50 at a time in person, arguably the least scalable model of all time, which you would

be right if you didn't know why I did it. So this is why I did it. I wanted to collect the most comprehensive first-party data on businesses ranging from $200,000 a year to about $100 million a year that walk through our headquarters. So we covered a huge range of businesses, but what was interesting is that when we looked at the businesses, they all suffered from one of four major constraints. They had not enough leads, They had

enough leads, but they weren't closing them. They had enough leads and they were closing them, but they couldn't keep them, they couldn't deliver, or they were doing the first three, but they still weren't making money. And so what's interesting is that when we dove deeper into these things, I couldn't write just one little checklist that would solve everyone's lead problems. In fact, I'd write many, many, many checklists that solve different types of lead problems. So for

example, if you're heavy on ads, then you need to have a scaling for ads playbook. And it shows exactly how we scale our ads to hundreds of thousands a day. And same thing with hooks. It's like, okay, I'm making content, but I'm getting the wrong people in, or they're not turning into sales. That's what we wrote the hooks playbook for to fix that. And then if you're like, okay, well, you know what direct response isn't working

as well anymore. Like the top of funnel is drying up. People always compare me to other people. It's because you need to build a brand and this is something that takes time. But if you do it right, it can take way less time. And so. we have the branding playbook and as somebody who built a big brand and i definitely didn't stumble into this i had to force my way through it and figure it out that

is the most consolidated this is what you do to do this type playbook the marketing machine if we're just being honest making ads making content sucks a lot sometimes and so if you don't want to make it this shows you the operational chops to enable these things so that you don't have to keep making them over the long haul this is how i was able to exit gym launch. And it took me about 18 months to

basically completely peel my face off and still make the company sellable. For example, Chris Howell, he's an architect. He was able to triple his pipeline just using the stuff inside of leads. We're going to have Ava who's 19 years old and she took her deals per month from 10 to 15 deals a month to 40 to 60 new deals a month in a B2B high ticket recurring business, all using the frameworks inside of the lead system.

And Jorge, who owns a pharmacy brick and mortar, he had to staff up immediately after his first month using the strategy we outlined. So you saw a 30% uptick, which is not normal for foot traffic. I mean, normal for using good stuff, not a promise, but when stuff works, it tends to work. And that's the idea. And so that solves the leads problems. The second issue that came up is like, okay, I've got leads, but I

can't close. The first thing that happens, this has nothing to do with closing, but incredibly important for sales is getting leads to actually show up. And so when I owned Allen, a software company, we analyzed thousands of data points to figure out what are the things that actually get people to show. And inside I have the most consolidated data-driven approach that I'm aware of that exists in terms of getting leads to show. At our advisory practice

this year, we have 89% show rates, which is absolutely absurd. And it's because we religiously practice this and we fix this within companies as well. And I'll tell you about that in a second. We also have the closing playbook. I had to put this together. The very first version of this came out when I was super broke in a lot of debt and my salespeople weren't closing when I was flying out to gyms. I drilled them

on these closes, including the seven universal closes everyone should learn. And they're in here. You can just drill your sales team on this and it will help. now the next one is proof playbook so right now your ads your emails your phone calls they might not be converting and i have a 13 point checklist in terms of how we can diagnose whether you have the right kinds of proof and enough proof throughout a funnel in order

to get people to buy and typically you'll know if it's not working because people are taking way too many conversations they're not buying fast enough this compresses that time so we actually used all three of these in one of our portfolio companies ibc which is an insurance company they went from closing 20 of appointments to 61 so a triple Not bad. And then we use this also in WellOiled, which is an operations consulting business for low

mid-market businesses. And they were able to go from 27% to 45% close rates. Massive. And that was just in this year. So these things work. I'm not promising they're going to work for you. Most people do nothing. But the stuff in here is what I've used and spent a lot of time on. Beyond that, okay, you've got the leads, you got the sales. Then it's like, okay, but what about delivery, right? A lot of people get

stuck here, believe it or not. And so there's two major issues. One is that you're not making enough per customer. And that can be because you haven't created enough value for them. There's eight different ways you can do it. And I talk about a value mapping structure that I use with every business that I buy or advise in order to maximize LTV. Now, the other side of this is how do I get them to not stop

paying? How do I get them to come back? How do I get them to retain? And this comes from churn. This is retention. Now, school... a company that some of you guys may know that I'm a major owner of, we were able to get more than 100% retention. What that means is that if we get a user, we get more than one additional user from that user. So it's plus 100% in terms of our retention. And

we can only make a graph that looks like this, which is absurd, because of the tactics I learned here. And so we've spent many millions of dollars analyzing many, many data points to figure out what are the true activation points, onboarding, engagement that actually gets people to stick and stay. These are, if you're struggling with delivery, this may be the thing that de-bottlenecks you. And the last of the four systems is profit, right? So you've got

your leads, you're closing, you're delivering, but you're like looking at your bank account at the end of the month and you're like, what's happening? What am I missing? And so there's three major levers. that we use and that we've broken down into playbooks. First is fast cash. So fast cash is basically like little copy paste plays that we've used and plug into a promotional calendar so that a business can generate emergency cash, taxes that get overdue.

You've got a lawsuit. Everybody sometimes has to have a way to generate cash quickly. Again, not a promise that's gonna happen for you, but these are the plays that we use. They have lots of scarcity and they're just plug and play. The next thing is Pricing. So pricing, I could write 19 books on this. This contains my top 10 instant optimizations that you can do to pricing that depending on how many of them you use can

go from 20% all the way to 60% improvements. Again, not a promise for you, but I'm saying if you were to add all of them and you did none of them and nothing changed about your sales, that would be the range of improvement, which is phenomenal for a lot of businesses. Changing any kind of price usually requires communication. That's why you have a price raise letter. And so everyone is very afraid to change prices, but it

is the strongest lever on profit. Having a systematic approach to doing it, which I have led so many businesses in my career to change and or raise or both prices. This thing is bulletproof. This thing's amazing. Like this thing is really good. That way you can learn the stuff from here and then send it. quite literally. So these are the playbooks that you get as part of the Money Models implementation system that you get for free

when you just donate 200 books. And you might be wondering which of these playbooks to use first, which is why I'm also including tickets to the ACQ implementation workshop. To be clear, This is virtual and I'll explain why. People pay $35,000 for a portion of one of these that we apply to them in person. We figure out what the constraint is in their business. The constraint of the business is this particular thing. We're going to implement

this checklist. And so then we present just that little checklist to them because that's all you need. And I'm a big fan of if you can double a business doing one thing, why do four? So that's how I focus our advisory practice. That being said, the trade is that you're going to get all of the tactics that we use to decontrain businesses, but it's not as personalized. So let me explain. If you were to just get,

and they don't get a full one of these, they just get some of the contents inside. But if you said, I want to have a day, I want to get a full playbook, that's $35,000. This is 12. It's It's 420. The caveat is it's not in person with the people on my team. So it will be virtual and with me. So it's a little bit of the trade you make there, but you get way more here.

And these are physical. And if you're like, why is he making an offer so crazy? I want to put a book in every hand of every entrepreneur in America and eventually the world. But for now, I'll go with America. And so you can bring your entire team to this. People find it very valuable and you will probably find it very valuable too. And for the huge international audience that I have that a lot of times can't

make it to Vegas or travels difficult, whatever, this is a great opportunity to do it. Now, given all this, you might then be thinking, okay, well, how do I know this is going to apply to my specific business context or size business, which is why I trained ACQ AI, but this isn't just a normal AI. So I told you that we did thousand plus consultations to put these together as the most checklist, literal scripting tactics that

you can use to decontrain one portion of a business that's limiting its growth. But I also personally took on 226 one-on-one consulting customers. And believe it or not, this is actually not all of them. I just, this is just as many as this planter can fit. This was trained on $31 million plus in consulting across 226 businesses that I personally consulted with over the last two years. I did that for one very important reason, not because

this can scale, but because I wanted to build something that could. And so the number one question I get commonly is what would you do to scale my business? What would you do for my position? I met with, here's the big list of types of businesses that I met with. And here's what's crazy. I did four times that. Not only did I probably with a business just like yours, I probably met with multiple and probably some

that are bigger, some that are smaller, some that are your size. And so then I took all of the transcripts from the calls, all of the notes that we took. Then I delivered those notes to those people in person, which we then documented and transcribed. And then we had outtake calls. That was the team that took the outtake calls, to be clear. We took those calls where they had, okay, these are my next steps based on

my meeting with Alex. Great. And then we took all of that as clear inputs and clear outputs. And then we trained this AI on it. And so on top of that, it includes all three of my books, money models, leads, and offers, including notes that I took to write those books, which are not public. And on top of that, it has all of the playbooks pre-trained into it. And so the point here is that if this

is your map to getting to where you want to go, and this is your compass to figure out what your direction is, this is your guide if you ever get stuck or you need personalization. Because at the end of the day, an LLM is kind of like saying, It's a book. Well, a book isn't good or bad. An AI isn't good or bad. It all depends on what's inside of it. It depends on what it's trained

on. And this was a brutal amount of work. And I did it because I wanted to blow you away. And so I put all of this together for one reason, which is that I want to put books in the hands of every entrepreneur in America. And so this is all free. when you donate 200 bucks. And you might be thinking, why should I act now? Great question. Well, number one, there's always a cost awaiting because right

now there's never been a better time to start a business with AI, with the tools that exist. And the businesses that implement these money model systems into the operations of how they work every day are going to dominate and thrive, period. There is a cost to an action, which is the opportunity cost. Like what else could you be doing? Like what ads would be working that if you had these implemented, you'd be getting more leads? How

many more sales would be closing if you had the closing system? How many more months would you be able to keep people that you're otherwise losing right now with the delivery system? How much profit is just being left on the table because you're just not presenting price the right way or you're not pricing appropriately upfront to begin with? Toussaint, for example, he tripled his LTV and was able to raise his prices as a result of the

the pricing playbooks all right now again that's not a promise his results aren't typical neither was yours it's all dependent on you all that good stuff all right but the big thing here is that the time i'm trying to help you save we front loaded for you the time is what it takes to figure out what to do the right way once you know the right way it's significantly faster to just do it right the first

time best case scenario you change your life you change your business everything's awesome let's talk about worst case scenario so worst case scenario it's 100 tax write-off number two you You can literally give the books away to other people as a lead magnet to get more customers. You could give it as a bonus for joining a community. You give it as a show up rate thing to get people to show up to calls. You give them

a book. You could also sell them. You can literally sell the 200 books because I sell a lot of books. So there's demand for the books. Like they retain their value. Awesome. Now, one caveat, if you're like, well, I only, I don't want 200, but I want like 16 or whatever. You can get this. Okay. get the 200, donate them, you'll get a code, and then you can redeem as many as you want. You have to

pay shipping and handling. Main reason is because people live all over the world, so it's really hard to say like, it's this one fee, one time upfront, and some people live in Zimbabwe and some people live here across the street. That's how we've structured. The books are all free. You just plug in the code, you pay the shipping, and that way also you don't have to handle it, which was the number one request from last time.

People were like, what am I gonna do with all these books? We corrected that. We're handling it this time. Makes it easy for everybody. With that being said, one quick reminder, this all disappears forever. on Monday night. That is for two reasons. One, because urgency is important for making decisions. The second reason is because I got to get back to doing what I do. If that's at all interesting to you, go grab them, get the tax

write-off, save the world. And for my super ultra business owners, the next page... i have something for you which you will definitely not want to miss it includes six months of direct access to me a network of other people who are high level entrepreneurs and you can get that by clicking the next button on the next page it's one clicks very easy and is expensive i want to be clear but all of this stuff is 96

off what you would normally pay if you were to do this in person with us so i can't really think of a better deal it's you're getting the exact implementation system that's helped thousands of businesses physical playbooks that you can reference and implement from a workshop where I can personally help you create your plan and an AI advisor trained on more business data than most people can see in their entire careers. And this is a one-time

thing that I'm just doing for this launch and it goes away forever on Monday. So you'll need to make a decision now and yes again it's 100 tax deductible you could literally just buy these books and then sell them at sticker price and keep all the bonuses i mean for me at the end of the day if more entrepreneurs get the books in their hands whether it's you or it's me who distributes them i don't care

i'm good with it so i'm happy to give you all of this as a free bonus if you do that work all of this is possible when you click the button below this video right now you'll get access to everything all tall playbooks the implementation workshop tickets and the custom ACQ AI. And real quick, as much as I can tell you that this is awesome and it's going to be amazing, I'd rather you just hear from

other companies and business owners who've actually worked with us to be clear in a different capacity, but at least this way you can see some of the impact we've made on businesses. Building, renovating, and real estate. We do test preparation. Online executive coaching offer. In the real estate industry. Solar Solutions. Wellness company. - Lauren. - Coaching and consulting. - YouTuber. - And we're a health and wellness business. - Orthopedic Concierge Association. - We produce content that

helps people find local things to do in their area. - We make a fantasy map making tool. - We are a door-to-door sales company. - There were a lot of other business owners, which was great 'cause we got to know each other and got to talk about different things in their business. It's very helpful to talk through those because sometimes you're doing things just because you've always done it and it really made me stop and think

and say, oh, that's probably something I should change and pay more attention to. We have made some changes based on what I learned and it's really been very impactful and very helpful. I was blown away with the level of prep Like Alex personally spent a lot of time on each business that came here, which I mean, he was thoroughly prepared. He had a notebook with everyone's stuff, everyone's stats. He had like a separate notebook of just

notes he's taken. And he did a tremendous amount of prep. He would get in there and kind of dissect us and find out more. The level of preparation blew me away. I've never seen anyone cut through prep. The business down to like this is the one thing you need to fix like Alex you hear that in his content, right? But for him to do that for you, oh my gosh, it is insanely valuable my favorite part

of the workshop was understanding the talent that is behind acquisition calm and And seeing that every single person that's in the room that that at least they put in front of us how Like the powerhouse that they all are and how much they understand about building a business despite just being an employee at one That was one of the most eye-opening things. And it's like, I looked at my company and then everybody that was in that

room and I'm like, I have so much work to do. Alex does an amazing job at simplifying the things that you actually should be focusing on in your business. And a lot of times they're things that are very, very simple that you may have thought before, but you don't necessarily know how to execute on them. But Alex is really good at giving you clarity on exactly what to do. The biggest thing that I got from this

workshop was the allocation of where you put your focus. And that's the biggest difference. 'Cause again, you can go put in 40 hours a week, but if it's on the wrong things, it doesn't matter at all. - The knowledge that Alex has and the way that he can give the information, it's just, it's amazing to me watching him work and talking to everybody and giving them specific advice on what exactly to do. It didn't matter what

your business was. He knew exactly what to say. And it's just, if you have questions, he's got the answers. It's insane. I was on the fence just because we were already starting to grow. And I was like, well, am I really going to, like, is it worth my time? Like, obviously I love what Alex and Layla do, just seeing their content, but hearing them speak and meeting the team, it really, like I said, it just clicked

in my head. Like, okay, focus on these things, stop these things, came back, put that, put that, just took action. And like I said, now I'm, It probably knocked off about a year. I didn't see a single person in that room that didn't get value from it. I was able to really get clarity on how to scale my business, what the next steps would be to take, and what to really focus on. It really broke some

beliefs for me in that there's still a lot of room to grow the business and scale it up. Not only will you get a lot of clarity around your business, how to operate it, how to scale it, but you'll meet other great entrepreneurs. The majority of the population are not entrepreneurs, and they're certainly not performing at that level. And so it's really hard to find people that you can bounce ideas off of. So to be in

a room and hear so many other people in many different businesses struggling with the exact same thing you are, That really helped. And then on top of the advice that was just so simple and straightforward in the room. But it felt really good to have that shortcut to not have to go through all the pain of figuring it out by myself. Told me specifically how to like turn my business into an asset like that I was

I was unaware of before I got to the workshop. It changed my behavior because now when I make decisions, I'm thinking about, OK, does this add value to the asset that I'm trying to I'm trying to build? I think that the biggest companies in the world at some point they either partner with private equity or they end up selling so no