How to actually achieve anything | Hormozi Hotline

Ready? >> We're moving and grooving. >> Are we having a a grand old time? Well, let me know if y'all can hear me on your migros, which I think is Japanese for speakers. Um, it's not. Uh, but let me know so I can uh so I can see because I got my little chat screen here so I can uh can have some interactions. Um, so true to uh my word last week I said that I was going to All right. What's up everybody? Now I can see it. Now we're rocking and rolling. Sweet. Okay, great. Yeah, I went white shirt today. Was feeling a little little wild. So, um, as you guys are hopping on, um, I I told you that my two kind of themes for this year are live and interactive. uh for my media. And so I'm telling you guys right now that's I I mean if you guys are if you guys make content I'll tell you my cards like we we just started and so we're going to be doing this more. Um I'll tell you why a couple reasons and then I'll I'll get into the stuff I want to talk about today. Um I think that fundamentally we have to do stuff we like which sounds kind of obvious. And so if you want to do a tremendous amount of volume of anything like it's very hard to do it if you don't enjoy it. And so, um, I have I've kind of taken the perspective yet again, and this I think this is like a calibration thing. Like, you do stuff you like, you find a portion of it that works really well, you do a ton of that, and then you kind of go off over here, and you're like, "Okay, I don't like this anymore." And so, you kind of come back to center. And so, um, I enjoy talking to you guys more than anything else. Uh, which is why that's kind of the center pillar of what I'm going to be doing for media strategy going forward. Um, as a result though, I think we'll be able to put out like a huge amount more volume because me trying to think of like, hey, you know, what's a really interesting topic that I can bring on today or riff on today, uh, is different than just like helping you guys solve your problem specifically. And so, uh, the way that today's going to be structured is same as last week. I'm going to do a quick kind of top of- mind thing that I've been thinking a lot about. Uh, and then I'm going to be answering questions from y'all. All right. So, dude, the job your love thing, Sammy, by the way, hilarious. Um, and like everybody knows what she's saying, but there is some hilarious meme accounts on that that are just like S tier. All right, with that being said, I'm going to do a quick YouTube intro so you guys can actually see this in like real time how we do it. Um, and then I'm going to get into my little my little mini topic of today. All right, so I have used one strategy to win repeatedly across 13 years in business and also outside of business. And it's one of the biggest reasons that we had a $105 million launch for $100 million money models in 72 hours for my latest book. And I'm going to explain why it's the highest risk adjusted return move that you can make to win more in business or just win more in life. And so if you're not sure what to do right now within your specific business, no matter what industry or size business you're in or whatever goal you're pursuing, this will help. So that's my that's my YouTube intro. Not bad, right? All right. So here's the deal. I talk about more, better, new a lot, but I want to dive into the one that is near and dear to my heart. The one that is that has made me the man that I am, which is more. And I want to talk about that because the fundamental question every single business owner needs to answer. And even every person pursuing any skill or endeavor needs to answer is why can't I do more? And for most people, doing more is the answer. And it's it's far more common that it is more. Now, what's very what's very sneaky about more is that you get to a point and then you say there's no way I can do more. And at that point is where the big unlocks in volume really occur, right? And so, uh, Napoleon had this really great quote back in the day and maybe it's misattributed to him, but he said quality, sorry, quantity has a quality unto itself. Meaning like if you do so much volume, you do so much work and in the military sense, if you just have so many people, at some point it almost has its takes on its own quality of the amount of work, the amount of people, the amount of volume that you're putting into something, whatever it is that you want to break through. Um, uh, Louis, can you zoom in on my notes real quick because I I you're moving all over. I can't see what see what you're saying. Okay, so big picture, I I wanted to give you a couple cool little anecdotes to to re to reinforce this. So, some of you guys know about Chiron. He was on the live with me. He's our president at ACQ. And I'll tell you two stories about Chiron that really drove this home. And I can tell you so many of them in my life. But one of them about Chiron that really like I'll tell you the moment where like we went from being friends to me being like, man, I really want him to be, you know, president of acquisition.com. So he was talking about how he was growing Real. And so Real is a $200 million or was a $200 million per year uh business at a $200 million market cap. So they're publicly traded. And he was talking to me about the business. And he he had grown it from 200 million to 1.2 billion in less than 3 years. So like 30 months. All right. And I want to put that there as a as a moment for you guys to think about that how how insane that is. 200 million to 1.2 billion less than three years. How does he do it? We're having dinner and he says, "I just did 260 events in the last 365 days." And I was like, "What do you mean?" And he was like, I flew around and I did every single real estate event. I spoke on every single stage and that's how I generated, you know, more demand for our uh our platform for realtors. And and when he said that to me at dinner, I was like, this guy, he gets it now. We've been friends for years, but seeing him so tactically involved in the business and being like, that was the thing that took a $200 million business to $1.2 $2 million just sheer volume. Now, most people might hear that and think, well, yeah, I speak on stages one time a month and you know, I mean, I I'm on stages all the time. It's like, no, no, you're not on stages all the time. You have no idea what being on stages all the time actually means. And so, most business owners wildly underestimate the amount of volume, one that is required and two that they are capable of. All right? And the thing that is required is almost always higher or sorry, your capability is always higher than what is required. But the thing is is that you might not know it yet. And so I've had so many times in my life that it's become my deacto operating principle. Like I got stuck in trying to grow muscle for a really long time. And this is before I took testosterone. All right? So to be very clear, I've taken testosterone exogenously injected inside of me and gotten all the man juice. But um this is before that. And I was able to put on like another 20 or 30 pounds like seven years into lifting. And the main thing was I ended up saying,"Well, I wonder what would happen if I made it my job to lift all day." And I was like, "What does that mean?" So, I lived at a gym obviously because I was in my I had my own gym and I set a timer to work out every 45 minutes. So, I'd set up three exercises and every 45 minutes I'd go in the gym and I'd hit one set on all of them and I'd go back to work and I was doing nine or 10 sets every day, right? Which is a lot of sets and I did it every day. And so what ended up happening is that like in a matter of four weeks I put like 15 16 pounds on and I was like holy I and I and it broke me through all these plateaus of size and strength that I had been stuck at for years. And so then later I was like let me see if I can do it for six weeks and do it even more volume. And that's what ended up happening. Now to be clear some people have different genetics. Some people have you know their joints can't take it whatever. But the point is is that the solution set we have to think about is like how can I do more? And the answer to that question, the thing that's stopping you is the constraint of the business. All right? And so many of you guys have heard the story of the pottery class where you have a teacher, he assigns two classes. Um, you guys, you will get graded on making the best pot. So the quality of your pot is what I'm going to grade you on. And the other class, he said, I'm going to grade you on the number of pots that you make. And at the end of the semester, this team, the the the sorry, the quality team had made one pot and it was decent. And then the team that had just done sheer volume of pots, not only did they make way more pots, their pots were better. And so the thing is is that kind of like the Napoleon quote, quality, quantity takes on a quality unto itself. Like you get better by doing more. And so that is why there's this this tied relationship between the two that's massively linked that people underestimate. And so I want to read you this. This is from my internal sales handbook that I have for my sales team because I want to set like this is the culture of acquisition.com. Like we ask how can we do more, right? How can we do more? Now, leverage is a part of doing more inputs and outputs. Like, if we can get more output with leverage, let's do it, right? So, let me read this to you because I think it'll it'll frame frame how we think about this. Many people say they want to be in the top 1% or 0.1% or even 01%. But saying that has zero bearing on whether it happens. Achievement comes from actions, not aspirations. So, let's get real. To be the top 1% you need to enter a room of a 100 people and leave number one. To be the top 0.1% you need to enter a room of a thousand people like a local high school and leave number one. To be the top 01% you need to enter an arena of 10,000 people and leave number one. Think about it. A stadium. And in a battle to the death in that stadium, you have to come out on top. You beat everyone. Not almost everyone, everyone. And so if you have the goal to be in the top 01%. Do you think that you can live a normal life? Do you think that you can keep the same friends? Do you think that you can keep the same hobbies? Do you think you can stay up late and sleep in on weekends? Do you think that you don't have to sacrifice what average people care about? Do you think that they will support you when you start to pass them? Do you think anyone will think this is healthy, balanced, or logical? No. And they're right. But it doesn't matter. When you want to be the 01%, there's no greater waste of time than explaining yourself to people who actively don't support you. It's normal for people to not understand why you do what you do. I say this because you cannot make yourself exceptional and live a normal life. To make yourself exceptional, you must live an exceptional life. And an exceptional life does not always mean better. It just means that it's so different that most people will reject it and you. And when that happens, you must reject them as well. Oil and water do not mix. That is what it really means to be exceptional. You must become the exception. And so this is uh how we how we um how we welcome the new guy. Actually, there's another page. So I I'll finish it up. So I routinely get asked the secret to success. And it just comes down to this. Number one, get better. Number two, never stop. If you do only those two things, you will win on a long enough time horizon. The problem is people convince themselves they no longer want something once they see the experience of how hard it really is. So, I want to set this expectation for you as you head off to practice scripts, mark your calendar, and set your alarms. The work begins when your motivation ends. Just when? And so, um, that's from our that's from our internal handbook that we have at ACQ, uh, for our sales guys. And it's one of the ways that we we welcome guys on. And I and I and I I want to read that to you because I want to frame what I'm talking about today. It seems like a very simple thing just saying just do more. But like it's almost become an art form and something that I have like a deep passion about, which is very odd to say, but more actually has the highest risk adjusted return move that you can possibly make within the business. keep my notes a little lower because I it cuts off the top. Um, and so it has the highest risk adjuster return. Give me two seconds, guys. I'm going to adjust this because this is driving me [ __ ] nuts. Hold on. So, let's move this up. Can I do that? All right. I prepared some notes for you guys to keep it nice and, you know, violent. Okay. So the reason more has the highest risk adjusted return for a business or for you is that what it's so hard to to get something to work, right? Many of you guys have tried anything. You have a new marketing channel, a new sales script, a new offer. You try a bunch of things and then finally something works. The likelihood that you changing that thing and that next thing working is actually statistically very low. Think about how many different things you had to try before something actually worked. And so the idea is, okay, I have these limited resources. I can allocate them to take a risk and roll the dice or I have this thing that I know works and I need to jam more into that machine which is why it's the risk of the highest risk adjusted return move. Now one of the other misconceptions that I think is that there's a huge prepoundonderance of people who talk about optimization getting as much as you can for as little as you can and I don't think there's anything wrong with that. The difference is that there are optimizers and there are maximizers. Maximizers try to ask the question, "How do I get as much as I possibly can?" Optimizers ask, "How much? How do I get as much as I can out of as little as I can?" But when you're looking at returns, maximizers win. So, what's the difference between first place, you know, gold in the Olympics and second in the in the Olympics, silver, right? A tenth of a second in a race. But what is the realistic difference, the real world or pragmatic difference between being being the best in the world and second best? Everything. And so when you're talking to an Olympian, you're talking to somebody who be wants to be the top 1% 01% 0001%. Diminishing returns are still returns. It's you need to do more because you're trying to win, not be cute about saying that you had great return. And I I say this as somebody who was a converted optimizer. So, in the earlier part of my life, I really prided myself on doing school with as little work as possible. I was like, you you nerds, I was like, you guys needed to study. I can walk in and hit a 91 with no studying. And I'll tell you the story that really really changed my life. So, there's a guy named Kemp, not um and he was like, and hopefully Kemp, you know, maybe you'll see this. Um, he like I I I gave I gave Kemp a hard time. I did when I was in high school. and um and he was a kid who didn't catch on to stuff as fast and you know kept successful guy now he's done great and but this thing happened so all of high school I I kind of gave this guy a hard time and when we went to go apply to colleges uh I wanted to go to Duke so Duke's a top five school in the US um and I didn't get into Duke I ended up going to Vanderbilt which is also obviously a great school but I wanted to go to Duke and guess who got into Duke Kemp And so what was really interesting is that this whole time like Kemp would go to study hall, he'd be like, "Teacher, you forgot to assign his homework." Like he was that guy, right? And I I honestly just really disliked him. Uh but mostly because it probably just reminded me of my own inadequacies of like I was just unwilling to do the amount of work that he was. And I and I I shamed him for doing the amount of work that he did. I was like, "You have to work so hard just to try and just try and come close to me, right?" But in the end, uh, he got into the better college. And so it was this really humbling lesson for me that it was like none of the colleges cared that I worked less than him. They just cared about who had the best applications and who had the best grades. And it was this really like very eye-opening experience. And so when I went to college, I had a different frame that I was like, well, I'm not going to lose. I want to go here and I want to maximize. I want to study all the hours of the day that I'm that I'm not in class at the gym or at the cafeteria. I'm in the library. And you can ask anyone that ever went to school with if you ever meet them. Like that's where I was. I was in the library 12 hours a day because I was like, well, if I just study more than everyone, I'll get good grades. And that worked out pretty good, right? And so that's just kind of a just a little bit of framing around why I have such a such a strong um uh affinity for more. Now I'll give you a second kind of a little bit more heady reason. So I talked about how more is the highest risk adjusted return. I talked about how diminishing returns are still returns. They're still at the end of the still output, right? The next piece though is that co change has a fixed cost. All right, and a variable reward. All right, so let me explain what that means. So if we have this thing that's working, right? And I'll let me see if I can draw this for you guys because I think this would be this is a good visual. Okay. So, one moment these you guys digging this. [Applause] You guys enjoying this? All right. So, I want you guys to imagine for a second. There we go. So, I want you to imagine that this line right here. Oo, nice and wet. How I like it. My markers. Calm down, guys. Okay. So, I've got this line. This represents your revenue or whatever your current level of activity or output is. Okay. This is output. whatever your thing is. Okay. Now, what happens is most entrepreneurs, they say, "You know what? I'm going to change something." All right? And guess what happen? Because they think they're going to change something and things are going to get better, right? You tweak something. You mess around. You change your page, change your script, change your onboarding process, whatever. Right? So then what happens? Well, if there's people involved, typically output will go down. You have to retrain the team. They have to practice. You know, this variable affected two other variables you didn't know about. And so you get and this is completely based on my observation you typically get about a 20% decrement or decrease in performance. Okay. And so what this has created for me is my minimum rule of 20%. Which is that if something is going to give me a guaranteed 20% decrease in output by me changing it. Now this is initial. What ends up happening after that is it might not work and then you stay here or it might be worse and it goes here or it might get better and it comes back up eventually, right? And then maybe you have a 5% higher output here and now this is now your new baseline is a little bit higher than it was before. Now here's the thing. If you have a 20% guaranteed decrease and you have the potential for a 5% increase, do you take that bet? No. But I see entrepreneurs every day, myself included, for many years, taking that bet over and over again because I was like, I just have to get better. I just have to get it better. But it was a fallacy. It's not true. Sometime like your business will never be perfect and you have to accept that fact. It will not be perfect. You will always see things that you could and the thing is is you don't even know if it's going to get better. You just aren't sure if it's quote good enough and so you just want to change it. You want to mess with it, right? But the magic is the compounding returns you get when you do the same thing over and over again. You get this this depth of understanding, this depth of skill that happens with repetition, right? If if if necessity is the mother of invention, repetition is the father of skill. All right? And so, so coming back to our 20% here, right? This is this is cute, right? But let's look at what entrepreneurs will normally do. Maybe they'll start seeing some increase here. But what do they do next? They say, "You know what? I've got this other idea I have. And so then they get another 20% decrease. And so they're constantly living significantly below their output means or your revenue or whatever your thing is, below what your potential is because you're constantly changing stuff. And I want to be real with you for a second. If you're a small business owner, you've got, you know, maybe 10, maybe 20 employees, or if you're of anything less than that, then like hear me right now. The amount of resources that you have to implement change are so limited. I like they're so limited. I pick like one big thing a year that I do like one. And what happens is when you realize how limited your resources are in order to deploy successfully a new change or a new experiment, what happens is it forces prioritization. It forces you to focus on what things if I only had one thing that I could do this year, what one thing would I be like, this is the bet I'm gonna take? Well, it certainly wouldn't be a 5% thing, right? Well, maybe we write handwritten cards, we'll get a 5% increase in referrals, maybe, right? But given those resources, what else could you do, right? And so, when you look at the whole thing, the whole spectrum, and this is how I want to I want to frame strategy for you around this. So, most people think about business strategy like they think about making dinner. So they go to their kitchen, they open up the fridge, they look what's inside, say, "What what what am I going to whip up?" Right? That's how they think about business strategy. But the question that we should be asking isn't, "What am I going to whip up from what's inside the fridge?" We should ask the question, "What the [ __ ] do I want to eat?" And then go get the ingredients and go make it happen. And so when you when you have when you're saying, "I'm only going to take one bet or two bets this year. They're going to be material," then it forces you to be like, "It's got to be worth it." Because here's the part that no one else knows is assume, let's this is still the same output, right? You've got your output. What happens is that if you change nothing, believe it or not, people get better at their jobs that people just keep getting better. They get more skilled. And so you'll typically have one, two, 3% increases that happen kind of month over month from you just not changing anything, from just leaving it alone. And so this has taken me so much time because I'm a natural I'm a yes hinge, right? I'm like, let's do it. Let's shake it up. Let's change things. Like because the thing is is I had this need from my business. I I like earlier days the business satisfied multiple needs and I didn't satisfy the business's needs. Meaning I had cravings for novelty. I wanted to do new things. I would get bored of doing the same thing over again. And so because of that boredom I would say let's shake it up. But why? Because the times I've made the most money in my life have not been when I've been changing the most. It's actually when the business has been really boring and we're just blocking and tackling and doing it over and over again. And so this is something that some people never learn. Honestly, a lot of entrepreneurs never learn this. And the hard question, the hard problem to solve is not the new idea that you want to try. It's how can I do more once I've already exhausted my existing way of doing more. I'll tell you a story to illustrate this. So I went and spoke at this personal training thing, God, I don't know, eight years ago, long time, right? So I was still successful gym launch at this time. So I was like considered an authority just within the fitness space. And so I go there and I give my whole you know I give my whole presentation whatever. And so then I a girl raised her hand and asked a question. She said um hey uh I currently do outbound you know DMing from my Instagram to get customers. Um but I want a more scalable method of acquisition. And I and I kind of like looked at her. I was like what do you mean? She's like well you know outbound doesn't really scale. And I was like, "In what world do you think that outbound doesn't scale?" Of course, it scales. Some of the biggest companies in the world do exclusively outbound. The problem that she had an encounter was how do I hire, onboard, and train another SDR or another outbound route or another DM setter, right? And so, some people get to like five and they're like, there's no way I can have more than that. But that becomes the complex problems that we then get to solve rather than saying, "I'm going to do something new, right?" And so I I I bring this up because and I'll circle back to this 20% real quick. So for me, the minimum rule is that it's got to be over 20% if I'm going to get a 20% loss guaranteed, right? Of course. But I don't even know if I'm going to get this 20%. Because we have to analyze this through this is an investor frame by the way. It's called uh it's called ICE, right? Which is impact which is like how big, right? Confidence is how likely and then ease is what are the resources required uh for us to make this thing happen right now the perfect world is something that's gigantic impact gigantic competence and super easy right that would be the best type of thing and so when we have a riskadjusted return move we think okay I think this is I think this could double the business I have super high confidence and I think it could be easy then those are the types of bets we want to take because said differently if you know if you know that something could double your business with one move. Why would you do three? Right? Just because you have this compulsion to be busy, to mess with your team, doesn't mean it's what the business requires. Real. And so a lot of people use the business to satisfy their own ADD, to satisfy their own need for novelty. When the business thrives on same, it's very rare that you're Kodak and you need to adjust to the digital world. It's very rare. We love to tell these stories, but what we don't tell is the guy who just said, "You know what? Uh, I've got three levels of my membership and we're doing a million dollars a year. How do I 10x my traffic and get to $10 million a year? And then once I'm there, what do I need to do to get to another 10x of traffic to get to $100 million a year?" We don't ask those questions, right? Because one of the one of the one of the fallacies or the the pains of small business owners is that uh we and myself included, right? We consistently think small. We don't think big enough. And so let me let me give you an example on this, right? So let's say and this is where people get obsessed around optimization. They get obsessed around relative returns rather than absolute returns. So let me tell you, let me give you two examples of this. So, let's say, okay, so let's say that you've got um you've got a marketing campaign where you put $100 in and you get call it let's say you get you know 10 you know $1,000 out. Okay, so this is 10 to one. Amazing, right? Cool. But as soon as you scale to $200, let's say that you now are getting uh six to1. So, you get $1,200, which is pretty bad. You know, you you spent twice as much money and you only made $200 more, right? Most people would say, "Ah, I I should stop doing this." The maximizer says, "We made more money. Net net, we made 900 here. 1,000 minus 100. Here, we made a,000. This is still more." And this is what people miss out on. And so people think and what happens is when you're a small business owner, you get obsessed with these relative returns. And there's a point where you do want really high relative returns. You want big high LTB to CAC. And we can get into some of that stuff. But I want to just put pin this from a from a larger thinking perspective because I will see people stay in these optimization loops for years, right? They're like, I got to I you know, my my opt-in page converts at 30%. Right? This is my optin. and they'll just keep testing it trying to get it to 35 or 40 or 45%. But the thing is is like you will never 10x your business by getting this 30% will never go. It will never go to 300%. It's never going to happen. But you can 10x your inputs. You can do more. You can do more and you can send more in and then that will for sure increase your output even if your relative return goes down. And so if I had the choice between spending $10,000 and making a hundred back, 10 to one, or spending a million dollar and getting $2 million back, two to one, I would take a million in to get two back every day of the week and twice on Sunday. Why? Because it's more. It's still more. It's absolute returns, absolute output, right? And so when you're thinking about yours, and I I'll bring this to business now, right? I mean, I've been talking about business, but like more to business, more tactical. We have our core four, right? We have our four ways of getting customers. We've got our warm outreach, we've got our cold outreach, we've got content, and then we've got paid, right? We got paid ads. These are the only four things that you can do. And so, the magic is answering the question of how can I go from one piece of content to a hundred a week, right? And I'll tell you this this, you know, I'll tell you a quote from Elon and then I'll tell you a story that I just had. So, um, Elon, uh, he talks often about like, you know, figure out your 10-year goal and then ask yourself, what would it take to get this accomplished in six months? You might not accomplish it in six months, but you'll get there way faster than the guy who accepted it was going to take 10 years, right? And so, I do love the frame of like, they're going to capture your kids, they're going to capture your wife, they're going to capture the thing that that you care the most about. What would you do if you actually had to get this many people to start working for you for apparent or get the sales team uh trained up or actually make a 100 pieces of content when you're currently making one a day? What would you actually do? Like what would you actually do? And then and I and it's worth answering the question, not saying I couldn't. You answer the question and you say this is what I would do. And then this is the trick. Then you say what kind of resources would be required to make that happen? So what would it take in terms of what would the actions be and then secondarily what are the resources required to make that happen and you'll often find that it's far fewer than you expect. So I'll tell you a story. This happened literally yesterday. So guys here at one of our workshops uh he's doing I think he was doing 10 six six I can't remember. I think it was 10 million a year. He was doing 10 million a year and he's got a uh like a a healthcare related business. So he's got workers that do health rellated stuff, whatever. All right. And so he's got 38 of them. He's got unlimited demand. His phones ring off the hook. He can't deliver. All right. So he's supply constraint. And so I say, "All right, so if you could get twice as many people on your staff, your business would double." I said, "Is that correct?" He said, "Yes, that that's correct." And I said, "Okay." And I said, "You know, what are your current channels?" And he's like, "I get, you know, I've got these two recruiters. They send me, you know, one good candidate a month that I end up hiring. And then I've got this like, you know, education program that I work with the colleges and I get another one person every quarter from them. So he's got 12 plus three that are coming in a year roughly or 12 plus 4, so 14ish people. He currently had 38 to 40, right? So that's a 30% growth rate and there's nothing wrong with that, but that growth rate is going to diminish as the base gets bigger, right? Unless you find a new way. And so I said, 'All right, so how much does it how much does it cost you? Uh, sorry, how much how much do you make in gross profit off of a new provider? He said, about $100,000 a year. That's what he makes. I said, okay, that's what you make. I said, what are you currently paying a recruiter to go get this? $5,000. I said, "Okay, could you imagine a world where you'd pay $25,000 and you'd spin up 10 recruiters and you'd say, I want you to give me five people and you have to give me a guarantee for six months that you replace them as many times as possible because that was the big risk that he had. What if I hire somebody, they're not good, right? And I want you to also add in a guarantee that if in six months uh I don't keep them, you replace them at cost, right? And so I'm willing to pay you more, but I want this guarantee and I want it over this period of time." If you did that, right, and this business, I think, was doing around $2 million in profit a year. All right, on this 10 million. And so I said, "Okay, for $1 million, half of your current profit, right? $1 million, 25K, what does that get us? It gets us 40 new providers, which is the exact size of his current business." And so for $1 million, that investment, you double the business. Now, partially there's incremental margin that's there. So, it actually probably be larger than doubling the profit of the business. But here's where this gets really interesting. Let's say this business, I'll give you the math here. So, $10 million topline, $2 million in profit. All right. This business probably trades at around 8 8x, which means right now it's a $16 million business. Okay? Now, when he has his $2 million of profit, he's got two options. Option one, he just pays taxes on it and he lived in California and so he's only gonna have $1 million after taxes. Or more realistically, if you live in California, nothing. Um, I'm kidding. Uh, you'll have $17 after taxes. You will have a lawsuit and a high five. Um, the alternative here is that he can invest it. Now, let me explain how that works. So if he invests it here and he gets his 40 guys, number one, he takes his tax bill down and he cuts it in half. So now he only pays $500,000 in taxes, right? He has 500k left off of the million that's there. But here's where it gets interesting. If he doubles the amount of providers next year, what does that mean? His enterprise value, he's going to be at $4 million in profit, right? And that $4 million in profit then turns into $32 million in enterprise value. And so he made an extra $16 million 6 to1 16 to1 excuse me on the $1 million that he invested. And he did it tax-free. That's how you get super rich. That's how it works. Okay? Not a promise. Of course, your results will vary because most people do nothing. And this is not meant as an earnings claim. Of course, you are watching a YouTube live stream. So, I have no idea what you're going to do, which will probably be nothing because most people do nothing. Now, that being said, for each of the different ways of the core four, the ways of the warrior, the ways of the marketer, right? We have our I'll redraw this for everybody. We have our outbound, we've got outbound, we've got uh we got paid paid ads, and then we've got, you know, organic or content, right? We've got organic. Okay. Now, how do we do more? Right. So, from an ads perspective, we'll start here. More can simply mean more money. It could also mean more creative. It could mean more platforms. All of these things are versions of more. And so, I will typically do this in reverse order of risk, right? And so, that means that I think that if I'm gonna if I put this in order for paid, it'd be like, okay, well, the first I'm going to do is make more creative. If I have more creative, I have a higher chance of getting more winners. If I have more winners, then I'm going to get better rows and I'll be able to scale to more markets, more avatars, more segments. Great. So, that's the first more I'm going to do. The second more I'm going to do is I'm going to say I'm going to spend more money on ads. How can I take my $100 a day and spend it for $1,000 a day? What stops me from doing that? Right? And then third, if I do step one and step two and I make way more creative and I spend more money, then at that point I say, okay, what now that I built this machine that can create 10 times the the creative volume, how do I do this um within the context of uh Instagram or how do I do this in context of Tik Tok or how do I do this in the context of X, right? Each of these platforms. So some of you guys don't know this, but for the launch for the money models launch, this puppy, right? So for this guy, the reason we were able to do 105 point whatever million at the launch is because we didn't just like we advertised so much, right? So we did I think 2,000 plus ads before the six weeks out began. We had banked those 2,000 2,000 like count to a hundred and then do that 20 times. And if you counted it, you'd be like, "Wow, this is really boring." That's how long it takes to count to 2,000. We made 2,000 ads, which takes significantly longer than counting to 2,000. And so this is what people dramatically misunderstand is the amount of work it takes to do more because then I can say, well, my editor, I only have five editors and I can't do they can only do, you know, they can only do five ads a day each and that's 25 ads a day is all we can put out. Well, if I got to 2,000 ads, do I think that I would have a higher likelihood of hitting this big goal? Yes. What would it take? So, it turned out we did the math. That took 15 editors. And so that means that we had to contract 10 more to do the editing. What does that cost? A lot less than 105 million. So we did it right. So we figure out what would it take to get this big goal in terms of volume. And then what are the resources required to do that? And then is it worth it? And most times the answer is a resounding yes. Not a small yes, a big ass yes. And so then we say then what's stopping us? And the answer is almost always nothing. just do more. Now, that's how I would attack paid from a more perspective, right? From a from a content perspective, it's the same thing in terms of scaling uh scaling editors. Now, one of the interesting things about doing more is that doing more is so painful, right? It's so much work. It's a lot of work to do more. But that pain forces another forcing function which you don't need to try to do. it will occur on its own which is you will try and minimize how much work you're doing or at least you will try and get more if you have a fixed work like I'm going to do 100 calls no matter what I'm going to do 100 minutes of content no matter what do you think happens you think man it'd be really nice if I got higher pickup rates so then you start looking at your time and saying you know people pick up more in the afternoons for my market or they they pick up really hot between 5 and 7 a.m. in this particular market, whatever, assuming you, you know, follow the law, whatever, you start getting better. You start looking at the data. You start saying, go like, if I'm going to do all this work, I might as well make it worth it, right? But you have to put yourself in that pain. That pain of the lack of leverage, the pain of it being um inefficient to drive. There's a massive spit club that just came out. You missed that one. That was that was epic. So you have this massive inefficiency that happens, but you have to keep it there because what happens otherwise is like the weak-minded, the weak of will do a hundred for one day or two days in a row and they'll say, I didn't get the result I wanted. So it's like, duh, of course you didn't. You didn't do nearly enough. And so the reason that your businesses may feel volatile or erratic, you're like, I don't know why. Sometimes we have high sales, sometimes we have low sales. It looks like this, right? So let's say that, let's walk through an example. Let's say that you do one sale on Monday of this week and then you do one sale on Thursday of next week and you do one I'm going to make I'm not going to draw in the whole thing. So let's say one sale on Friday uh of the the following week and then one sale on you know Tuesday of the week after that. So you're doing one sale a week and they're kind of happening all over the place. So your your sales look like this, right? That's that's what they look like. Let me give you the the realest take I possibly can. There is a level of advertising that is occurring that is generating four sales per month for you. There's a level of letting people know about your stuff that is happening. If you want to get to one sale a day, you would have to 7x that level of advertising. Period. And you might even have some inefficiencies because you might not get the same out of you doing 7x. So you might have to 14x assuming your efficiency drops. And so what? How much would it take for me to do this 14x? And is the amount that it takes me to do the 14x less than a 7x for my business? If the answer is no, then what's stopping you? Right? And so this this thinking pattern is why I think people stay small. They get obsessed with the margin. They get obsessed with with the relative returns. They get obsessed with the optimization. But sometimes you just have to do a violent unreasonable amount of work for an extended period of time because part of volume is the consistency associated with it. We couldn't make 2,000 ads in a day. We had to make 25 or 50 ads and we had to do it every single day for hundreds of days in a row to get to the point where we could make 2,000. Right? And that was before we started. We ended up what with 3,000 >> 2,800 >> 2,800. We made 2,800 ads. But we're like, man, I can't I can't scale my ads a certain way. You don't have enough. We spent 500,000 a day per day at the end of the launch the last few days. And you can only get to that level of scale with an equal amount of scale in terms of the inputs. And so I I've I I this is probably my favorite volume story that I have because it was so real for me. Um but I'll tell you two. So, one was I paid somebody who was, you know, way bigger than me at the time in terms of uh like content and all that stuff early on in my career. And I was like, "Hey, you know, what should I do, you know, you know, to to grow?" And I got basically no tactics from this, but it was incredibly valuable for me, which is why I'm trying to do this for you. I can't sit down with every single person because it' be it'd be physically impossible, right? And so, I try to do these instead as my my best my second best, you know, attempt to do this. And he was like, "Dude," he's like, "You just need," he said, "Pull up your pull up your LinkedIn." And I was like, "Okay." He said, "Pull up my LinkedIn." And he had made 10 posts that day and I had made one. He was like, "Okay, pull up Instagram. Pull up your Instagram." He had made three. I hadn't even made one that day. And then he said, "Pull up your YouTube. Pull up my YouTube." And once we did this two or three times, I was like, "I get it. I get it. I just need to do way more." He's like, "Yeah, dude. Like way more." And so we as humans so often think, "I need to do twice as much. I need to do three times as much. We can't fathom what it would mean to do a hundred times as much or a thousand times as much. But if you want to beat every [ __ ] human being in the arena to the battle of the death, right? Wouldn't you want to leave no doubt? Wouldn't you want to make [ __ ] sure that you were going to win? Because here's the thing. If you see someone ahead of you, a lot of people get triggered by this. They see someone ahead of them, they throw rocks at them like because it makes them feel bad at themselves. I strongly encourage you not to do that. If someone is doing better than you, they are better than you in some way. And in that you can learn of them real. So when someone's doing better, if you're like, I got to beat them, you look at their volume, right? And let's say that someone's doing three times this volume that you can see, right? What do you do? Do you do three times the volume? No. Because now you're just matching them. you need to do 10 or 20 or 30 times the volume because not only that, they're doing volume that you can't see. You're just you're just judging on the volume you can see. And so if you want to leave no doubt, it's like not only if I did the same amount of work as that guy, I'm always behind. So I got to do more work to catch up. But that's just based on what I can see, I might have to do more more to make sure that I accommodate for the things that I can't see. And so I I said I would I would I would tell you my I'll tell you another Chiron story. So this is um this is two years ago I think maybe three years ago. Gez might have been three years ago. He's uh at the time he was uh he was making content. He was like it's not really popping. Like can you help me out with it? And I actually had a repeated story the same I literally had the flip reverse conversation with him where I was like well how many times you post in a day on Instagram? And he was like one. I was like how many days are you posting a day on TikTok? How many times you post in a day? And by the time I got to this literally just the the third one, he was like, "I get it. I get it." He just stopped me. He was like, "I get it. I need to do more." And remember, this is the guy who got on 200 plus stages. This guy understands volume. And so to to to land the plane here, we were having dinner. He told me about the 200, you know, the 200 plus stages, 260 stages or whatever that he was on that year, right? And after he said that, he just looked at me. He was like, "No one gets it." He's like, "No one gets it. Everyone thinks that I've got some magic trick that I've got the most the highest converting presentation that I'm some amazing guy on stage and it has nothing to do with that." He's like, "No one understands the volume. No one gets it because it's not doubles, it's not triples, it's not 5x, it's not 10x, it's a hundredx the volume." And so that is my that is my that is my word duour. Um, and I'll uh I'll I'll close on I'll give you a second close. We're closing twice. All right. Consistency is the rarest of traits. And I think the reason it is so rare is because you cannot observe it without at least having some level of consistency. Think about that for a second. How can you observe consistency? You It's very hard to do, right? You can't see somebody coming like you have to be at the gym every day to see someone at the gym every day. Which is why like when people come to acquisition.com all of a sudden they get this gigantic boost in their skill set, their productivity, their output because they're around everyone. Like when you show up at acquisition.com at 5:30 in the morning, the parking lot's full. Like we're here to win, not play. We want to win. And so I think I would ask yourself the question if there if I knew beyond a shadow of a doubt that if I could do a 100 times more than I'm currently doing, I would hit the goals that I have. Then I would then ask the question, great, what resources are required? And then following up to that, is it worth it? And if the answer is yes, what's stopping you? All right, rock and roll, guys. Uh, we're going to transition to herosy hotline. You guys enjoying this? I uh I love this stuff. I'm just so passionate about more. Like you can't and you can't even do like more for one day is not enough. Like we had to be consistent with the amount of ads we're making for a very long time to get the volume. So you can make five posts on all the platforms in one day, but you got to wake up tomorrow and you're at zero again, right? One of the things that I think is so magical and so amazing about like sales teams is you have a week and everyone's trying to to up the tally and win the week, but what happens on Sunday morning? Back at zero, baby. Back at zero. You have to be consistent. You want to win the quarter, you got to bring it every day, right? And I don't I don't pretend to know what what it is that separates people, you know, from the people who can and for the people who can't. But I would say that one of the biggest ones is like it's a decision. It's a decision. You decide that you want to go pro. You decide you want to make this. You want to you want to be legit. And the thing is is that you have to do it for you because no one will see the amount of work. No. Like if you want credit for the work, you've already lost. You can get credit for the outcome, but you will never get credit for the work. Like you have to accept that real. You have to accept that you will never get credit for the work. If anything, you will get you will get criticized for the work. The people around you say you work too much. They'll try and pull you away from the work. But the work needs doing. So now we shall begin the hottest of Herozi hotlines. Should I keep the hat on? I don't know. I can go dark shadow over the eyes. That always seems That always seems nice and nice and dark. A violent message today. All right. All right. Let's see here. Let's see how this works. Salutations. Can you guys hear me? Okay. We can hear me. >> Salutations. Can you guys hear me? >> Oh, I need I need volume up on my mic because I can barely hear this guy. >> Oh, I need I need volume up. >> Oh, I'm hearing myself. I got a little echo action. That's annoying. It's the caller. >> Oh, caller. Who you Who's here? >> Hey yo, you hear me? >> Hello? Who's this? >> Hello. Phil. >> Phil, what's up, man? Can you uh mute me in the background? >> Yes, I can. >> All right, >> you are muted. >> All right, rock and roll. Tell me about the business. >> All right, we are a $1.2 $22 million uh pool service and repair company in Raleigh, North Carolina. >> Rock and roll. What's What's profit? >> About 50k after 145 and uh owner salaries. >> So per So 200 all in. >> Yeah. Yep. 195. Yeah. Right around. >> Cool. That's fine. Okay. 200K. Uh bottom line. All right. Uh what's the what's the membership price? What's churn? Um we're about it it depends but average is about 4500 a year um per client. Um >> what's churn? >> We're only recurring. What's that? >> What's churn? Yeah. >> Oh churn. Uh we lost about 12 people this year. So 12 divided by 176 whatever that is. 12. >> Okay. So you have 90, you know. >> Yeah. Okay. So you have 93% retention annually. Okay. Great. So it turns on. Fantastic. All right. So what do you want to have happen? What's the problem? uh problem for us is we can't hire and retain and train really talented people. Um we we find that we can keep people for about a year and then they either want to go do something else or they want to go into a different trade that they view as like a higher a higher opportunity like HVAC, plumbing, electrical, >> um >> stuff like that. So we're trying to figure out a way to make it so that people want to stick around and see this as a career that it can be. >> Yeah. I'm gonna I'm gonna we're I'm gonna guess right. What's your close rate right now when you meet with people? >> Our close rate when we meet with clients or with uh leads or >> well leads to you know to sell them. >> Yeah. Selling uh we're about 30%. >> 30%. Interesting. Okay. So this is me calling the shot. This is my guess here. Phil is that I'm gonna bet we have to fix the sales motion. Number one. Once we fix the sales motion, we can increase prices. Step two, once we can increase the prices, which will dramatically increase profit, we can then pay the guys more so they stick. >> Yeah, and currently they're >> Go ahead. >> Yeah, currently they're paid 25% of labor revenue. Um, so yeah, definitely increasing prices definitely is a way to do that. Um, and that's that's the thing. We're just our close ratio I feel like isn't high enough to warrant the price increase I know we need. >> Yeah. >> Right. So it's like I I don't want it to go to 5% close ratio in order to get >> I mean dude for you to get to 5% you would have to like 10x the prices. It would it wouldn't even be close. >> Yeah. >> Um so we have to fix the sales motion. So that's my So like this is why like you got to pull the thread, right? So it's like it starts with like my guys aren't staying long enough. But the reality is that like we're not charging enough but we can't charge more because our sales process is is screwed. So, let's fix the sales process. All right. So, walk me through the sales process. >> Sales process we have currently um they basically call our office. We we do a lot of inbound. We don't do as much advertising as we need to. Um so, we we're pretty pretty well uh we show up pretty well on Google. >> Uh but we're only spending like five six00 bucks a month on actual Google outbound. Um >> Well, you mean Google ads? >> So, >> I mean Google ads like Google local service. >> Got it. So, you're And it's 500 bucks a month is what you're you're you're putting into PBC. Okay. >> Yep. >> All right. How many leads are coming from our office? >> Any idea? >> Leads leads a week. Leads a week are about two to three. >> Okay. From that from that 500 that you spend, right? >> Yep. >> Okay. So, I'm going to say you're getting 12 12 a month. So, let's just say 10 for simple math. >> So, it cost you 50 bucks a lead right now. Right now, roughly. >> All right. Yep. >> And you convert what percentage of leads? >> Uh, convert about 30%. >> Okay. Converting 30% of leads. You can get that to 50 on inbound. Um, just FYI, but you're at 30%. That's fine for for the purposes of our conversation. Okay. Um, so it costs you $150, right? >> Yes. >> To get a customer who's going to pay you $4,500 a year. Yep. >> Not bad. Not a bad thing. So, let me ask you this. What percentage of your costs are variable versus fixed? >> Uh, it's I don't have an exact figure. >> Let me ask you this. What are gross margins? >> I would gross margins are about 50%. >> Okay. So, that >> cost of goods are about 25 >> and that includes labor. That includes labor, right? >> Yeah. >> Okay. Correct. So, you're gonna make So, it cost you $150 one time to make $2,250 per year in gross profit. >> Yep. >> Banger. Banger. Amazing. Okay. >> This is >> killer, dude. >> You put more into advertising. >> Hell yeah, >> bro. Hey, I've got this amazing investment opportunity. If you give me $150, I'll give you 2250 back just at the end of the year. All right. All right, I'll give you I'll give you 2250 back. How much money you giving me? >> I'm as many as many pennies as I can throw at you. Yeah. >> Okay. Well, how much cash you have on hand? >> Uh, not a lot. Not a lot on hand. Um, we basically are That's the thing. Our >> our We have two owners in the business. So, we're taking out a good amount of our basically >> call herd. So, what you need >> is a money model. So, what how much your money are you making the first 30 days on $150 customer? >> Uh, generally, so we we just transitioned to doing a different different type of initial visit model. Uh, that currently we're getting about 1,500 per client in the first 30 days. Uh, but it really depends. That's that's our average, >> bro. So, you don't even need the money >> because you're getting 10 to one up front. >> I I know. But then so our on that 1500 there's a good amount of that which is cost of goods sold. We're basically finding issues for repairing. >> Let's say you make 500 on on on 1500. Let's say you run 30% on the first one, right? Does that sound Does that sound reasonable? >> Y >> dude, you're still making 500. >> Mhm. >> On your 150. >> Yeah. >> So why not spend more >> the I don't know. I'm just scared, I guess. Scared. put my money where my mouth is. That's it. >> Yeah. I mean, I'll say this. I don't know if you were on for the beginning of this, but like this is a super classic issue. This actually happened a ton in gyms. So, gyms have fixed costs like rent and equipment leases and things like that, right? And so, the guys would have a vehicle like this that they're getting 10 to one on something really strong. >> But what they would do is they would only spend enough money to cover all their fixed costs, but never get into the black. They literally would just like spend enough to like they they play business on defense >> rather than offense. >> Yes. Yep. >> Right. Like you're playing right now to not be poor rather than to be rich. >> Yep. That sounds familiar. >> Yeah. And you're willing to make the money for your team. You're willing to make the money for the landlord. You're willing to make the money for the bank, but you're not willing to make the money for you. >> Yeah. >> Real, right? >> Yep. >> Okay. So, >> as much as I would like I'd love to like, you know, dive into a hundred other things, like this is I'll bet you right now this is the core issue is like I want you to go from $500 a month to $5,000 a month to spend >> because if you went from two to three leads a week to two three leads a day, >> would that materially change the business from a casual perspective? >> Yeah, definitely. But that that's the thing. It's our we could we could do that, but then we run into fulfillment issues of it takes us six weeks to train a guy. So, it's like chicken or the egg. Six pieces is not that long. >> Big picture, FYI. Right. And I'll bet you could do it in three if you really had to, >> right? >> Yeah. >> Okay. >> Yeah. >> So, >> so yeah, that that's the thing. >> When you're in equilibrium, this is a rule of thumb for me and for everybody who's listening. >> If you're in equilibrium where you're like, I can maybe take a little bit more demand, but then I'm going to be supply constrained. Get the demand, get the cash, then you'll get the resources to take the next move. And if you have to pay some guys one and a half or one and a quarter, you know, overtime to to to fill the slot one, you're going to pay them more anyways, and that's good. Fine. >> And I'll bet you those guys would work more for more money. >> Yeah. >> So, you have flex. You have you have more capacity. You have capacity that's not stretched. >> So, if you could stretch it, most people like you'd be amazed at what people can do if you're like incentivized them. >> Yeah. Yes. It's Yeah, definitely. We could I mean our team our team's pretty pretty strapped right now. >> And are you are you closing? So walk me through the sales process real quick. Lead comes in, you immediately call them within 60 seconds or what? >> No. Um it's basically we have um online pricing. All of our prices are online. So they hit our website, they basically sign up >> and then once they sign up on the website >> Yeah. >> we're contacting them automatically within five minutes um and signing up. So, uh, we basically email, um, from the sign up. Um, we don't do any any calls right now. Not not nothing automated. >> So, you could probably double you could double your conversion if you just called the leads immediately. >> Yeah. >> Yeah. >> So, let's say let's say let me let me ask you a question. If I paid you another $1.2 $2 million to do one thing, which is to just call your leads in 60 seconds. I give you one $100,000 a month. Would you do it? >> I I suppose I would. Yeah. >> Well, that's what's sitting on the table right now because you're not contacting your leads fast enough. >> Yes. >> You have a double. You can get to 60% when it's PPC inbound. They already know the price. You could you could close 60%. And that's without changing anything about the pricing, the offer, anything just from contacting them fast. then four. Yep. >> Okay. So, we have two changes that are going to be the biggest material changes. Number one is you're going to spend way more on ads. Number two is you're actually going to call your leads really fast. When you do those two things, you have enough gross profit in the first 30 days to cash flow this acquisition anyways. You're then going to be willing to pay some of the guys you have time and change to do more jobs. Some of those guys are hungry, want to make more money. That's why they're leaving, right? Give them the opportunity to make more money. >> Y >> and then part of that is you can also pay them a little bit more money to to train the guys faster because they're working longer hours. still train them faster. >> Yeah. So, incentiv incentivize the trainer to to get them get them on the road faster. >> Yeah. >> Yeah. So, we can >> I mean, I would say, hey, if you you can do it in six weeks, if you can do it in two, I'll give you a $500 bonus. >> Yeah. >> Right. >> Yeah, that's a great idea. >> Here we go. >> Rock and roll. >> Yeah. Great. >> And I put the incentive is that if you have to go back and fix one of the spots that the new trainee went to, that that guy's got to do it for free if he takes the commission. Yeah. Yep. Yeah. We do we do call backs on then they're on >> but I would do it on the trainee. If I'm going to if you were to take from six to two and you're going to sign off that this guy's good enough, I'll give you the bonus, but you got to basically certify that guy's work for the next month, >> right? Okay. So, the trainee makes a mistake. If they're if they're rushing through it, the trainer goes and fixes. >> Yeah. Big Papa's got to come in. Mhm. >> I see what you're saying. Yeah. Yeah. >> Rock and roll. >> Rock and roll, man. Phil, thank you so much. >> Appreciate you, dude. Yeah. You bet. Yeah. All right. >> Rock and roll. All right, you guys. You guys enjoying? All right. Alex, my mother said you are the father. That is odd. Um, that's that's the wildest chat I've seen in a minute. Um, uh, when you guys dropped that post, uh, line felt the forum. Okay, let's, uh, let me see. You have a lasering business. Uh, okay. Cronex ship. Yeah. What do we got? Uh, what is your advice on dental clinic marketing since you had an agency? We are working for abroad patients using prices lower than their country. Okay. What's your advice for dental clinic marketing since I had an agency and we're working abroad for patients using lower prices than their country. Okay. So, uh I would say right now, I mean, I've seen this all over the place, but you can advertise in any way, right? You could do outbound, you could do content, you could do ads. My bet given what you're what you're talking about is I would probably do this as a content strategy. Like I don't know if you guys have seen this like the the Turkish hair like they've got like there's like a whole industry in Turkey around like guys who are bald getting like their hair back. Um and the doctors who are over there just post before and afters left and right all day long on Instagram on Tik Tok and that's how they're generating inbound demand. Uh so I would say that's like number one. But the way to operationalize that is you have to build it into the the the customer journey. So like when they come in immediate picture, you know, day 30, day 60, it's like we have to go collect these pictures and if you want you can give rebates for it. Most time you don't have to. Um and then by doing that it's like every single person who comes in the door is a potential before and after. So it's like you can get 20 figuratively 20 posts a day. Uh or I don't know how many how many teeth you're doing, right? But maybe it's two posts a day, right? That you can source directly from your existing customers and you don't have to do anything else. And then you can explain just like do the before and after and then do like a quick 30 second like hey this is you don't have to say their name you could put cover the eyes if you have to like this was a unique case and if you're struggling with XYZ pain-based hook um you know this is something we do all the time at our you know at our clinic right that's thing one. Um thing two is I don't love winning on price but it is sometimes just like some of the strategy and that's okay. Um you could just experiment with running ads. My bet though, I'm just saying because anything that's like I mean they are I guess they are bargain hunting, but people kind of want the best of both. It's like they want it to be good and they want it to be cheap. And so like I would lead with content first. I would take the best performing content and then I would run that as ads uh with the offer. So content first, find winner, put a CTA on the end of the winner, and then drive paid uh to that. That's what I would do. All right. Up next, Alex, why do you grow your hair this long? I'm doing the same though. Dame, why are you growing your hair that long? Real question. Um, hey Alex, a lot of your videos have helped understand a lot of business points that I didn't understand before. Okay. Uh, I have a full service LinkedIn agency doing content and DMs. I think that founders after certain AR don't want DMs sent from their account. Brand risk. Yeah, that's possible. So, you got two options. Option one is you just only pick the founders that are below a certain size. That is an option. Uh the alternative is that you make it work from their brand. Just figure like what stops me from doing more? I have to figure out how to get this to be openable from a brand. Okay, that's another another way. Maybe it just takes twice the volume and then they're willing to do it. Um the the next kind of thinking process there is you can frame it. I would say like you can either sell them he heavy on why it doesn't matter. Option one. Option two is you can figure it out from the the the brand perspective. Option three um is that you only take on smaller guys. But I think these are features not bugs unless you just figure out another way to get customers because I understand why somebody would not want that. Um but I I would say like what is your objective as a CEO? Is it to grow the business? Okay. Do you think that your your brand as CEO would be better if your business were bigger? Right? I think you need to sell them on it. And not everyone's going to say yes, but if half of people say yes because you sell them on it, then you can keep growing the business, then that sounds good enough for me. All right. Google ranks. And then I'm going and then I'm going to Mr. Drew next. All right. Uh I'm a 17-y old kid looking to start my own pool constru. Dude, I just did one um pool company. Did digital marketing for a year and my dad has a little construction license in Florida. Any advice? Yeah, dude. Uh, I would run $5,000 a month of PPC and I would call the leads within 60 seconds. I would sell a $1,500 package up front. Um, and I would roll them straight into continuity right after that. That's what I would do. All right. Senor Drew or I think the Germans say Erdrew like e r or I don't know if that's how they say air. All right, Drew. What's up? We're cooking. Can you hear me? >> Alex, nice to meet you, man. Nice to meet you, too. Talk to me. What's the What's the problem? >> Reality Fence. So, >> you made this app for fence contractors. >> You made an app for defense contractors. >> That's right. So, it allows them to show their client a fence right in their yard. >> Oh, fence contractors, not defense contractors. I was like, those are wildly different things. One people are blowing up fences, the other person are building them. Good to know. All right. >> That's right. That's right. So, yeah, we're trying to cross country lines. All right, so uh we got fence contractors. All right, you built an app for them. All right, there's an app for that. What's revenue? >> About half a million a year. >> All right, 500k uh per year. What's revenue retention? >> Uh our returns about like 8% monthly. >> Oh, that's that's high. That's high. Okay. 8% a month. All right. That's pretty high. All right. What's the price? >> It's $1.99 a month. Cancel anytime. >> Okay. >> And we also that's for two users like five users is $2.99 a month. >> Okay. Got it. And so what does this app do? >> So it actually allows them to show their client a fence like right in their yard. >> It's like the dream outcome on the value equation. It lets them like put it right into the >> Yeah. It's a sales tool. >> Yeah. Yeah. Exactly. >> Okay. >> So why are they turnurning? So really like our biggest thing is if they don't use it and like sell off a fence within the first 10 days, they turn. If they actually go out and we hear them sell off a fence, >> yeah, >> they literally love the product and it's very rare that they cancel. >> Okay. How do you get leads right now? We'll cover that in a second. How do you get leads? >> So we run Facebook ads. >> Okay. >> Uh just for an instant form. We have a couple of questions up front. Yeah. And then our automation puts them right into our CRM and we reach out right away. >> Yeah. What's CAC? >> Um about $130. >> Damn. CAC, not lead, not CPL. Like CAC costs. >> So right now, like when we hit like a really good ad, our cost per lead is like a $150. >> That's we literally hit one that was crazy. And um >> that's insane. I would not get used to that because it will not stay there. That is insane. Yeah. >> Um, >> also I personally like I do a lot of the sales personally. So like right now I'm not paying like a commission which really helps. >> Yeah. Well, yeah, that's nice, right? When you do when you do things yourself. Okay. So, uh I mean LTV to CAC is still fine, but you like I this is what I would encourage you to do. Do not scale your ads at all until you fix this turn issue. There's no point. You're just going to pour it out the back. There's no point. Zero point whatsoever. Like you want to be able to figure out what activation is. Now if you know that if they sell a fence right with the thing they stick right we know this. >> Yeah. >> Okay. So then the question is how can we incentivize them or how can we make it easier for them to have that happen faster. So what do you do you charge $1.99 upfront for this? >> So we do like a 10day trial with like the credit card attached like we say like you know this how we've always done it. Uh if you don't like it in the first 10 days you can cancel. >> Yeah. >> So um Dude I think it's a trial >> that also includes >> Yeah. That also includes like during the trial the 8% so it might be like lower once someone actually converts to a a client. Um yeah I see what you're saying like the pi equation like we're not going to our hypothetical max might be too low. >> Yeah. Well you do need to figure out what the post conversion churn is not total churn because especially if you're smaller like you factoring in your trials into churn is going to mess all your numbers up >> 100%. Yeah. >> Okay. So I'll say this. So you you you go through the money models book already. >> Yep. >> So the free trial with penalty would be the first improvement that you could make uh to this. That's like the the smallest operational change that you could do. The second level of it. Yeah. That's free trial with penalty. You could use that as a front-end offer instead of a downell offer. Um and just say like we will give it to you for free as long as you XYZ. Right. So you have to use it, >> right? Like if you go out and sell someone a fence right in their yard, it's free for the first 10 days. >> Well, you're already doing that, so there's no reason for them to do it. You know what I'm saying here? >> Okay. Yeah, I see what you're saying. >> You have you have to have a penalty associated with it. That's option one. >> Option two is that you charge them up front and then say, I will rebate you the two 199 if you use the app to put it in at least two people's yards or three people's yards. What's whatever the average they Let's say they close 30%. say like if you do three yards in the first 10 days where you put the fence in, I'll rebate you back the 199. >> And I'll tell you why I'm doing it. Because I know that if you do it, you'll stick. Let me just show you my cards because as soon as you use the tool, you'll make more and you'll never leave. So I'm going to incentivize you to use it. >> I do what you're saying. Totally. Okay. >> So just make the second month free. >> Okay. So, we literally just charge $1.99 up front is if they use it two or three times, we can give them their money back right there. >> Right. Well, you don't need to give them their money back. Just don't build the second month, build the third. >> Okay. Yeah, that makes sense. >> Yeah. Okay, >> that would be it. Like, we just have to incentivize activation because if you can get your turn down to like >> because you need to be at 80 plus percent per year or higher for this to be something cool. >> 100%. Yeah, 100%. >> That's all you have to do. Just get it to 80% a year. So, you want to be at like less than 2% a month. I know it's gota be Yeah, it's got to be like closer to 1% a month. >> All right. I'm a man on a mission. I'll make it happen. >> And I want you to do this though. Measure the churn from tri basically. Don't even look at churn on the front end. Look at conversion rate and then post conversion rate. Measure churn. That's what you should be looking at. >> Okay. So, like only measure the churn once they've actually converted subscriber. >> Yeah. your true CAC, I'm guessing now because you're it's cost you 130 bucks to sign up a trial, right? >> I got to look at it closely, but I'm pretty sure it's something like that. Yeah. >> Yeah. So, and then let's say it's one out of three trials convert. I don't know. >> It's something like that. Yeah. >> Yeah. So, your actual CAC is closer to 500, not 130. >> Okay. >> Cost to acquire a customer, not a truck. >> I think it actually is 130. It is around 100 actually because like right now say we get a hundred leads. Yeah, I'll sign up about >> you know >> eight of them on a trial and we'll get like three or four or something like that. >> Okay. Okay. But yeah, I would go rebate second month free. They build you know you bill them up front. It'll also get them way more likely to commit to it. Also with $200 you can like be on call if they have any issues techwise. >> 100%. Yeah. As soon as we sign someone up we like bam fam like right to an onboarding. like as soon as we can like ASAP. So, um, we do that. We go right into it on boarding, teach them how to use it, and then honestly, once we get them like they place the fence like right in front of them, they >> So, all your effort is activation, dude. That's it. All the all the effort, all the incentive goes there. Once you have that, the rest of the machine works. >> 100%. Absolutely. >> All right. That's it. That's what we do. >> It was great to meet you, man. Thank you so much. >> Pleasure, Drew. Appreciate you. >> Byebye. >> Toodles. All right. Atman Deshmain. Hi, Alex. Some 27year-old physics coach for high school students based in India for Olympiads. Okay. Medical and engineering entrance sense. Interesting. How do I enter and serve customers in the United States and EU? I don't know how you're going to enter the EU and EU because that we got the fence guy who was just on here. He's big on that stuff like you know border. I'm kidding. Um so how do you enter? Well, I mean fundamentally I'm gonna I'm gonna give you the obvious thing. I don't know how good your uh if you're out of India. I don't know how good your English is. So, I'll be real. Like, this is me. I'm just trying to help. All right. So, if you want to enter those markets, there's no way anyone actually knows where you live online unless you say so. And so, you would just make content in English and you would attract those customers. That's it. The reason many of the people may not be doing that with you is that they think that you're in India. And so they would think that because of other posts that you have, maybe languages that you're currently speaking in or accents you have in English. And so I would strongly encourage you to do whatever it takes to remove your accent so that you can have better access to those markets. This is non-politically correct advice. This is me trying to actually help you make money. All right, that's what I would do. Um, there's a whole series of YouTube videos actually about how to like remove an Indian accent when speaking English. I know this because Chiron talked about this to me. So when Chiron came here to the US, he had a really thick Indian accent. Um and he actually got the same feedback which is why I feel fine sharing it. U which is that you like you will be limited by that accent especially if you're trying to enter these markets. Um in terms of EU, I would say like honestly like why bother like just start with the US? It's the biggest richest market and you probably already speak English decently. So I would just focus on that rather than try to like you know peacemeal you know the the the European markets unless you're just saying UK rather than Europe in which case you just speaking clearer better English and making content in those uh in those well not in those markets but online to those avatars will attract those customers. All right. Caleb Stewart started my roofing company in January been doing law of 100. Great. Love that. Uh and went full-time. Congratulations. How do I bring someone else on and get them to do this versus just doing it for themselves? I'm get you mean like go recruit a sales guy? I'm guessing you're not saying like why don't people go do roofing? I mean because it's work. Um but the way to like So the the progression is you need to sell people stage one. Stage two is you need to recruit somebody else that sells. Stage three is that you recruit a team of people that can sell. Those are the three levels of salesmanship, which by the way, for all the entrepreneurs here who love to say that they're really good at selling, you are level one salesman. You need to transition your identity from sales god to sales training god and sales leader. And so it's no longer about how well you can close. It's about how well you can get people to learn how to close on your behalf. So, uh, how do I get people to not do this on their own? Well, they can do it for you and get paid for it. So, I'm not really I'm not actually really sure. I feel like this is like a mental thing because you're like new to this, but I like this is to me this is not a thing. Um, if you have like just go recruit other sales people, say, "Hey, this is what I'm willing to pay you as a commission. Let me show you how to door knock." That's kind of it. Um, hope that help. Okay. Demands. All right. Is there a way to become like you or what you suggest for providing value in any business field? So number one, you definitely don't want to become like me. Uh you want to become more like you, the ultimate unlocked version of yourself, not me. So that's thing one because and I will not beat you at being you and you will not beat me at being me. Right? And so there's no point in trying to copy or clone me. Just be the most of you. Now within that context, if you're being the most of you, the question is then who? and who do you provide the most value to and around what context or topic do you have unique insights um that you've gained either that you've gained right and so when you're starting out you have to do it in one of two ways you either have to have achieved something already which is notable that gives you proof or you have to let your effort be the proof and so if you say hey I made you know 2,000 videos on TikTok and here's what I learned then you will you will have something valuable you have learned but the big the the first step in all this stuff is like do epic stuff and then step two is talk about it and that is fundamentally how you provide value and so when you're providing value in any domain like I want to build my personal brand like your personal brand will be built on the amount of value you can provide other people like just help other people like Zig Ziggler said this old school personal development guy he said you can you can get whatever you want in life as long as you help enough other people get what they want and I think it's so true so I would just think how can I help other people get what they want And if you're like if you don't have enough proof and like everyone misses this, start for free. Work for free. Get experience. Go get 10 free clients. Go do the work for them. Make it a free trial plus penalty. Right? It's a great way to get started. I talk about this in the first chapter or one of the first chapters in the leads book. Your first five clients. It literally outlines the entire offer structure, when to start charging. All of this is inside of the leads book. I think I have it. Tell you what page it's on. Uh it's page 51. So I explain my first business and how I did it, how the outreach worked, how I started for free, and then when uh how to do the out like literally like what messages to send, how to send them, and then the actual process of doing this. And I give you 11 ways of showing proof. Uh it's on page 61, this guy. Sorry, that probably like popped some of your drums. Um page 61, uh it's 11 ways to show proof so that you don't look like a newbie. Okay, rock and roll. Let's go, Steve. Let's go. Let's go. Pistols. Pew pews. Steve, rock and roll. You're on Herozi hotline. What's cooking? >> Hi. Thanks. Nice to meet you. I was actually at your workshop in February. >> Badass. >> of 2024. >> All right. Was it good? >> Uh, it was fantastic. Since then, we've almost made 900,000 in total revenue. So, it worked out great. >> And this is not a claim. Everybody, his results are unique, and yours will vary. Uh but uh not bad for a $5,000 ticket or $6,000 ticket, whatever it was then. >> No, it was fantastic. Uh okay, I'll run you through these numbers real quick. >> Yeah, let's do it. >> All right. Uh for this year, 2025, our total revenue is right at 423,000. >> Okay. >> Profit is 275,000. uh industry mortgage broker. >> Okay. >> What we sell, >> okay, >> is we are hyper niched into I'm an airline pilot and military pilots. So, we help airline pilots and military pilots >> buy homes with their VA loan. >> Okay. >> And the problem we're trying to solve is I think we have so many different kind of marketing strategies right now. >> Yeah. >> You got to pick one. >> It's tough to kind of pick >> Yeah. >> which to put the more on. I feel like we get started, then we stop, then we start, then we stop. >> Word. Okay. Well, what are the different ways you're getting customers right now? And what's LDvac on each channel? >> Okay. So, this is fantastic. So, organic uh that's where we get uh LTV is 11,17. >> Our CAC is 3,200 >> and we have 18. We had um 46 deals we closed this year. So 18 came from there >> from realtor referral networks. >> Okay. >> Our LTV is 7800. >> Okay. >> Like just really >> Yeah. >> Um CAC still the same right at 32 across the board on the CAC and then clients >> really by channel is that or you just took all your marketing spend and divided it? >> I just did a a gross like a fully loaded CAC across the board. I didn't break it up per per group though. >> It it is okay. Well, I'll actually be able to figure that in a second. How many people did you get from the realtor thing? >> Uh, we only got 14. >> Okay, so 18 then 14. Okay, got it. And then what was the third uh third channel? >> Just past clients. 14 coming back for, you know, more loans. Yeah. >> Okay, got it. Just repeat business. Okay. Um, and then how many did you have there? >> 14 on repeat business. >> Oh, interesting. Okay. And then what was LTV on them? LTV on them was uh 7756. >> Okay. >> Okay. And so organic for you right now is content. >> Yeah, it's pushing out content. We were sending messages out about 25 a day. >> Okay. >> To people. >> How'd that do? >> However, it wasn't converting. They're just reaching out to us when they're ready. Like they're super warm. They ask us for an application and >> no friction almost. It's almost one for one. It's kind of crazy. >> They're like, "Yep, you like we solve the problem of underwriting for airline pilots. It's super complicated and we know exactly how to solve it." >> That's I love that you're niched on this, by the way. I think it's really good. It's really So, I I like the model. There's also a ton of pilots. So, like love all like like all of it. All right. Um Okay. So, you've been making content. Um so, let's put a pin in that for a second. So, the affiliates, so the realtor networks that you have access to, how do you recruit the realtors? Well, that was the thing. Last year we we recruited very heavily, but we realized the LTV was so like it was lower, almost 30% lower, we kind of quit messing with them. So, we really don't mess with realtors anymore. We're looking to get back into realtors. Kind of seeing I really need the affiliate to keep the money model going. >> So, we really haven't done much with realtors this year. Just these are some leftover ones from last year. >> So, let me ask you a question. How much how much did you do outbound? Is that what you did for the realtors? Yeah, it's just calling them up. Look them up in the local area. Just calling them up and great. You know, meeting with them and then they refer business to us. >> Got it. So, how much would you say of your time last year was allocated towards doing that? >> Almost 80% of our time was doing that last year. >> No way. Really? And what we >> and what we >> kind of realized was like this year we've had 42 >> qualified leads come from them, but only 14 of them we closed and only one of them was our ideal client of an airline pilot. >> Oh, they just think you kind of just generic. They just think you just like people. >> Yeah. They're just generic people and we >> creates more churn in the system, more work, more credit pools, everything. >> Yeah. Yeah. Heard. Okay. So given the fact that you're in a niche, going after generic realtors is gonna be tough because the likelihood that they sell a pilot is going to be super low statistically, right? So I think that your best bet is probably going to be an organic plus ads rather than organic plus affiliates unless there was un like actually, you know, said differently, this actually makes way more sense. So, instead of going after realtors, I think your outbound strategy is the right idea, but I'd be going after group owners or community owners who have pilot related businesses or like pilot related merchandise because actually, it's so funny because I um I want to say two years ago, I had a call like this with a guy who did pilot merch. So, all it was was just like merch for pilots. U and he had a community owner of pilots and he ran it was an e-commerce business and so he was running ads. So, I don't think it's one, I don't think it's very hard to find these pilots. Um, I would also recommend starting a school community for all the customers because they're all the same. And I actually think that' just be cool. It's just like a cool benefit that you have um that other people don't can't normally do in your space. And I think you'll be able to generate a shitload of referrals from that. >> That's kind of what we were kind of thinking. We do have a finance course that we built out that we just haven't really been able to use because I kind of get stuck in this, hey, I need to go back to doing more. But like we've built out Yeah. >> courses just for pilots, just for the veteran exactly how to fix your problem. >> Here's what I would do. Here's what I would do. So, you're going to take your course, right? And you're going to make that as a lead magnet for your organic. And I would drive them into a group because to your point of like some of them aren't ready. That's fine. They can join a group in the meantime. That will spin up the wheel. That will then get you leads and then it will also get you referrals because you can tell them, "Hey, send your friends to this group. They're they're all welcome as long as they're pilots." Pilots only. >> Okay. >> So, they get this lead magnet when they join the group for free. thing one. The second thing is I would start experimenting uh with Facebook ads and I would use the lead magnet yet again. Um and then what I would do is I would include because I would send them to the group and give them a onboarding call for free. So they get the lead magnet plus an onboarding call >> and then you can talk to them. you can gauge where they're at in the life cycle and that that that group can basically act as your as your long-term nurture in the meantime. But I think the referrals from the community are going to be big and I think paid ads now in today's day and age can get super targeted for this type of avatar >> and that's what we identified on social media. >> Yeah. >> It's almost 75% are our exact clients. >> Yeah. The algorithm is already done. Like the algorithm's finished. They know what's inside. AI gets it. AI knows who the pilots are and they just send that. It's it's interest media, not social media anymore. So if you want to make if you want to get pilots, you have to make pilot stuff, which you've already figured out, right? So it's like >> yeah, >> number one, I think by and large, for sure this strategy is a more strategy because what I want you to do is make way more pilot content. Number one, I would also experiment with like pilot related humor and memes because I think those will probably do really well and they'll still bring people in because that's fine. I normally I'm not like pro meme, but I think for stuff like this, like inside jokes for pilots, I think would be a great content type. Not like not every day, but like you know, a few of those a week I think would do well. Just top of funnel awareness. >> Um, but what's cool about that is that like I want you to pump way more content so that when you take the winners of that content, take the content and then slap on a CTA at the end, run that as the ad. >> And then the offer is going to be the lead magnet you already made. They can facilitate the the course or they get the the onboarding call for free. who can score where they're at in the life cycle and then you can follow up with them accordingly. >> Okay, >> that's what I would do. >> Well, cool. That was really the decision was go after realtors and just keep going after >> dude. I don't think No, I don't think realtors is the play. I don't think realtors is the play because it's if you want to stay in this niche, I don't think that's the play. >> Okay, perfect. >> Rock and roll, dude. Appreciate you. >> All right, thanks man. >> All right, see you. Okay, the training gyms. I have personal training. Oh gosh, I don't know anything about gyms. Can someone else take this one? So, UK based money model is pretty good, but can't get my salespeople to sell supplements. Cool. It might be that they aren't really confident in their general supplements knowledge. Yeah. So, uh, having sold a lot of supplements in my life, let me just give you the solution rather than, you know, ask going back and forth on it. So, what you want to do is you want to give every single one of them kind of like the ultimate package and tell them to go through a 30-day challenge where they'll follow your meal plan and they'll take the supplements and you want them to take before pictures and after pictures. So, you say, "Hey guys," and you want to you kind of like whisper to shout this. So, uh, right as all the trainers, you know, take their before pictures, like have them all be like, "Something big is coming," you know, like kind of likeun. And so, have them posting, uh, a ton during this 30-day period of like their workouts and their food and all this stuff. It's like, "Hey, we've got something sick that's dropping." And then at the end of the 30 days, you'll post all the the the after pictures, right? And with the after pictures, you'll then announce uh a 28 day, you know, transformation or something like that. And you can email your entire list, and you can even post to your socials, whatever, and run it for free. Hear me out. You'll run it for free. So any members can also bring somebody or as many friends as they want to do the 28-day transformation. Here's how it works. When they come in, it is free, but the first meeting you're going to do is going to be a nutrition orientation. At the nutrition orientation, you're going to say, "Hey, we got your food covered. got your workouts covered. These are the supplements you're going to want to take for the 28 days. And you'll sell them all a you know three to$500 $600 package of supplements. And when you give the sales uh the trainers commissions ex one if they can't sell anything but the supplements and they just went through the u experience they will like it a lot. Now lucky for you Mr. Training Gyms let me tell you how to sell them. Uh Uh, anchor upsell. Did I do menu upsell? Where's my menu upsell? Here we go. So, menu upsells, which is page 77 inside the Money Models book, literally outlines exactly how I sell supplements. Four steps. Unsell what they don't need. Prescribe what they do need, which is basically tell them exactly how they're going to take each product. So, let me explain that. Actually, I'm going to go a little deeper on this one because I think you guys you guys cool with that? Everyone good with that? All right, we'll go a little deeper on this one. So, the way to sell supplements. I've sold a lot of supplements in my life. Person comes in. As soon as they sit down, what you're going to say is, "Hey, um, I'm going to give you this meal plan. Everyone always wants to know what supplements they're going to buy. I'd get to that, I promise, but I really want you to focus on the food because the food is the most important part." All right. What have I just said right with the beginning? One is I made everybody know that everyone wants to know which supplements they're going to buy. So, I've already seated that. Number two, I've also told the truth, which is that I want them to focus on the food because the food is the most important part. So, you already accomplished two things right up front, and you do so ethically. Now, after you go through it, you're going to go, you know, go through the nutrition plan, go through the grocery plan, whatever. You say, "Okay, finally, we're going to get to everyone's favorite part." So, you flip back to the plan. Now, I integrated supplements into my meal plan so that they were one and the same so that it wasn't like, "Oh, I've got supplements here and meals here." Because then it makes it seem like this is an addition. I want it to be integrated. All right. Now, the next thing you're going to do is on your meal plans, you should have little little little dashes next to each of the products that you have on site. And I prefer to step one, unsell. So, you say, "Hey, Dorothy, I'm guessing you're not trying to get any chest hair." And they're like, "Oh god, no." And you're like, "Great. So, let's just cross out this testosterone boost. You probably don't need that. The next thing is you're not trying to gain weight, are you?" "No." "Okay, cool. Let's just cross out this weight gainer. I don't need you on that." And so, I go through uh first two things they don't need. I'd be like, "Now, this one." I then give away the supplements that are low margin. So, I said, "Listen, we've got a fish oil or an Omega complex. There's one down the road. I'll write down the brand name for you. You can It's probably half the price what we sell it for. Um, it's not as good." I was like, "But it'll get you 80% of the way there." All right. So, let's just like I'll write it down. Boom. Next thing. This one, um, this is generic. Uh, you probably get another one probably for half the price down the road. I'll write that one down. Great. Boom. So, the next thing is like, okay, now we've we've done our we've done our seating. We've told people that everyone's going to buy. Then we've unsold the products that I don't want them to buy or aren't right for them. Then we go to prescription. Okay, step two, we say, "All right, so I want you to write a one next to this, which is going to be your protein. I want you to write a two next to this. I want you three next to this." Whatever. You're gonna go down the list. And so with each one of them, you say, "All right, so you're pre-workout. Uh, do you want to drive the same car every day?" They're gonna say yes. and you say, "Awesome. So, I want you to take your pre-workout. I want you to put it in the car with you because it's always going to be with you." Next thing is your uh post-workout. You're always going to be using this car. I want you to keep that in the car, too. Next one is your PM. Okay? So, this stuff I want you to take at night. What's the last thing you do before you go to bed? Uh, you know, I put my retainer in. Cool. I want you to put it right next to your retainer or right next to your toothbrush. That way, you don't forget it. What's the first thing you do in the morning? I drink coffee. Great. So, I want you to put your AM stuff right next to the coffee. I'm going to take this tape, put it on top, right at two. Take tape, put it on top, write a three, tape on top, write two. That way, I know they how many pills they're going to take at each of those specific sessions. Don't have to think about it. So, I don't want this big stack of stuff that's going to sit in your closet. I want it already integrated into your life. That's prescriptive. Notice I didn't ask them. I told them, I told them exactly how to take it. Then I say, "Great. Uh, for the protein, do you want chocolate or vanilla?" Great. You want chocolate? I like chocolate. Fantastic. For the uh for the pre-workout, do you like strawberry or kiwi? Most people like strawberry. Strawberry. Great. All right. Awesome. Um, you're almost ready to go. Put it in front of them and say, "Great. Do you want to use the card you have on file?" Awesome. Done. Close everyone. You'll close it 90%. It's how it works. That's how you do sell. All right. Next caller. Was that as good for you as it was for me? That was fun, right? That was exciting. I think that was exciting. Corey, what's up, man? You're on Herosi Hotline. >> Hey. Hey, man. What's going on? >> I am uh I'm cruising and cruising. Cruising and bruising. >> Hell yeah. That's what I'm talking about. >> All right. Talk to me. What's the What's the business? What do you sell? How much you make? All that good stuff. >> Yeah. Uh so we're an HVAC cleaning business. Um so we're doing currently on track right now for this year for 1.8. >> All right. 1.8 topline. Got it. What's uh what's bottom line? Bottom line right now is roughly 450 to 500. >> Nice. Solid. Good. Okay. Um, what is You must have been consuming my stuff for a while. Okay. >> Good amount of time. >> Inspiration. >> No, I love it. Okay. So, what's uh what's what's the thing holding you back? Is it not enough technicians or is it not enough leads? >> Uh, it's now now it's uh it's still leads a little bit. We're always looking for more because we are we are currently always hiring. >> Uh so we are now putting on a technician probably one every three to four months. >> Okay, got it. So what's the constraint of the business right now? >> What's holding you back from doing twice as much? >> Right. So right now is definitely leads. Uh so we just per our cash cow event that we had with you, the one thing that we really dissected was our third party marketing. Um, >> Corey, I didn't realize that this was uh this was that Corey. All right. Rock and roll, Corey. Yeah. Yeah, I remember everything. I didn't know. I just I had Corey. It's all I had. And Corey and HVAC. No. No. But you're in duct cleaning, which is a little unique. All right. All right. All right. I remember. >> Yeah, that's right. >> Okay. So, uh All right. So, what's Yeah. So, what's holding it back? >> Yeah. So, right now, um we just got rid of our old marketing company. So, we went uh with a new third party. Now, they're great. A lot of track record. kind of a higher echelon of what um you know is in our market. Okay. Um so we actually have our CMO that worked with them previously and her past company. She took them from 2 million a month to uh I'm sorry 2 million a year to 2 million a month. Great. Uh so now we reunited them. Uh so they are super excited to all work together again. Um but yeah, I mean super right now is we're trying to just lock in on leads again. Uh we are redoing the website. We're redoing a lot of our our ads and kind of reconfiguring things. Yeah. >> And just like we talked about in our cash cow is, you know, I mean, I'll spend unlimited ad spend as long as it makes sense and makes money, right? >> Yeah. So, what's holding you back >> or this stuff just needs to pay out? >> Working on leads. >> Yeah. So, we're working on leads right now and then finding the real constraint is finding enough technicians that um to to fit our uh our feed and what we do. So, a big part of what we do is education. Um, and all of our all of our employees right now, there's none of them that have a, you know, HVAC, you know, background at all. Um, so it's been really interesting to kind of train people up from the ground zero, which has also been great. >> Yeah. You get way better margins. They learn it your way. So there's advantages. Yeah. >> Right. Right. Exactly. >> Okay. So, do you need more leads or do you need more technicians? >> Uh, definitely more leads first. So, technicians, we're good right now. uh to play more leads. >> Well, if you're already redesigning all your funnels and your offers and you're about to turn on a bunch of ads, I don't know if like my the first thing I want to do is just say like let's stop all that. Like I think you you need to do that, right? And so I think you need to let the dust settle from that change. Like one of the one of the big things that Leila says a lot, which I really appreciate, is um you never want to solve the same problem twice. >> And so it's like sometimes it's like if we have a three-month solution to a problem, if we're one month in and the problem isn't solved, it makes sense though because we're still working on it's a three-month solution. It's like it's going to take us 90 days. And so sometimes we want to solve the same thing like multiple ways when really the first thing was the right thing is just going to take 90 days. >> Right. Exactly. >> So if these guys were able to scale the other business, >> you know, from 2 million a year to 2 million a month, it sounds like they already have, you know, whatever their playbook is on the lead side. So I'm going to just assume just for the sake of our conversation because it's going to get too granular that I can do over the phone without seeing what I like what I'd be looking at. >> Um like super tactical headlines and moving, you know, all that kind of stuff. um transitioning over to the supply side because assuming that works, you're going to be quickly supply constrained, right? >> Right. >> Okay. So, what is your lead genen funnel for the for the uh technicians? >> So, right now um we are currently going on Facebook groups and stuff of that nature and we're also kind of we're almost recruiting and like reaching out to other companies. Uh so when we see uh posts or things from other technicians or when my technicians are out in the field and they see other companies uh those those guys are coming out to us of like hey I've never heard you know I've never heard of you guys. What do you guys do? And they see what we're doing. They want to be involved. So uh they're just not happy where they are and they're looking for us. Uh but we have to be careful with that too. >> Yeah. Well, all right. So we we have a couple like you need to incre like you're going to need to dram you need to go from you know one what do you say one every three or four months is what you said. >> Yeah. >> Right. So if you're going to if you're going to 12x you're going to have to go one every three or four months to like almost I mean it's 12 times that. So if you did one a month it would still be only you know >> three times that. So it's going to be closer to one a week >> to sustain the volume. So we need to build that machine like soon. And so we have to think about a more scalable way of acquiring them. And so I think part of it is do you have the economics around how much a an HVAC technician makes you? >> Yes. So an average technician around us makes somewhere between 50 and 70. >> They make that much money. That's their pay. >> Is that what you're saying? >> Yeah. >> Okay. So their salary is I'm just say 60K. Okay. Got it. How much gross profit does a technician bring in for you? Or I guess re like take out cost of like you know the materials, right? So take out material costs. How much does it make? And then I'll subtract out their salary >> about let's just call it let's see I mean 180 to 200. >> All right. So 200k. All right. Well, it's already 30%. Which is already kind of high because I was like, is there a way that we can Well, what what commission are you giving to uh to bring them in? How much are you willing to spend to acquire? >> No, no, no. How much are you willing to spend to acquire a tech tech? >> Uh well, right now we've actually had to outsource for from different states. So, we're offering like relocation Yeah. um you know, packages in order to get them here. Yeah. Uh because we live in a lot of retirement communities and stuff like that. So the people that we're looking for is kind of hard sometimes. So um I mean we offer, you know, up to $10,000 of relocation. Okay. >> Um and then like I said, we try to get them rocking and rolling. >> Yeah. So I think we just have to be a little bit more violent. I think you have the right strategy. I think it's just a volume thing. Like you know, you're reaching out like it's like how many recruiters do we have? How many we'd ask them for? Can we get them to get us more? Thing one. Thing two, like you're going in communities, but how many? How often? Um, like do are they on are they on like where's the where's the best pool? Because they all hang out somewhere, right? So where do they hang out? >> That's a good question. I gota I gota I got to deep dive into that. >> Well, you solve that. You make like $50 million. >> They're all typically working. That's that's where it's like especially with us. >> No, but they hang out online, dude. Everybody hangs out online. Entrepreneurs are always working. Okay. But they hang out online. So that like don't like there's a there's somewhere they hang out. >> Groups, forums, associations, Discords, school communities, like they're somewhere. >> Gotcha. >> So I'd be looking at the trades like trades uh groups in general like look broader because you train these guys from scratch anyways. Right. >> Right. Right. And do you like I mean you train them from scratch because like do you need them to be existing techs? Can you just get anyone to do it? >> I hire for personality more than anything. >> Well, dude, I mean then why are I mean like you don't need to be looking across state. I mean like this this to me sounds like a an ad thing. So, I would be running like Indeed uh and like Facebook Marketplace or whatever ads and then I'd be running them to a group interview because that'll make it efficient for you. Just group interviews. Just do you know one group interview, two inter group interviews a week, >> 10 people on. Assume only 30% are going to show. So, it's like get 30 people booked for each of the times. Um, so it's like 60, you know, 60-ish leads confirming, which will probably take you five times that or more. Uh, so 300 leads a week, uh, coming in off of Indeed, do a much, you know, do a 50 mile radius around your location. >> Okay? >> And I would be group group interviewing and then off the group interview, we're talking like one or two minute just them just you catch a vibe pretty quick, right? Um, and then you do a one-on-one with them after that and that'll allow you to triage through a shitload of applications. This is a low-skilled role. >> This is a low skilled role. I wouldn't be recruited from out of state for this. >> Just low skill role. You just you need to be spending like a ton of money on I mean a ton is relative, right? Like if you're willing to spend 10,000, which I think is the right right way to think about this, >> dude. If you spend 10,000 a month, you're going to get way more than one technician on ads. Way more. >> Right. Right. Right. Right. >> Right. So I I don't even think you need to do much. Like I don't I mean it's good that you're doing that, but I I think I would just you have to build the recruiting process for this business because if if the the girl and the reuniting with the you know the agency or whatever they worked together before, they already know how the sales motion and the um and the acquisition works. So you're going to have to 12x your acquisition of talent. So this is another machine. >> Yeah. >> Cool. >> Yeah. Absolutely. Yeah. That's that's very helpful. I mean, like I said, it's it's the biggest thing that we're trying to do is is just kind of grow our team and like I said, just making sure that the right people on our team. Uh because especially with our industry as a whole. Yeah. Um it's very important that we do the right kind of work. >> No, you're good. And like you want to like you want to if you're catching for attitude, right, which is what you're looking for, like just just cast the net broad. Talk to as many people as you can. That's all we're doing here. Talk to as many people as you can. You catch a vibe real quick. Move them in. >> Yeah. Yeah. No, absolutely. It's very helpful. >> All right. Rock and roll, Corey. Appreciate you. >> All right, brother. >> All right. Talk soon. >> Talk later. >> All right. See you. >> All right. Bye. >> All right, Renato. I've ran ads for my biz for two years and 8xed their business. Oh, for a biz, not your biz. Okay, it's the R right there. There we go. Um, 8x their business. I learned everything about the business, but I'm not sure if it's enough proof to talk about and get new clients on the niche. I mean, some proof is better than no proof for sure. Um, but I would say like can you like can you work for more customers for free or at a discount? Like I'm telling you everybody, like you will you will shortcut your path to success by getting 10 testimonials more than just about anything else because that's like if you look at a conversion page, you look at a VSSL, you look at a sales process, if you show 10 testimonials, it's about all you really need because once you have 500 or 5,000 like like I do, um there's actually not a lot of incremental benefit. There's not a ton, right? Like if the you know the offers book is 27,000 five stars, at a thousand five stars, people are like this book is probably good, right? And there's there's very there's very diminishing returns uh when it comes to getting testimonials, but those first 10 matter. So like the amount that you can charge, the amount of experience that you're going to earn, uh the amount that you'll be able to convert from a sales process, the amount of people who will respond to your advertising, your outreach, huge difference. So it's like it will take you less time to get 10 paying customers by getting 10 free customers first and then and flipping some of them to paid and then using their testimonials to get 10 more than to start from scratch and try to get 10. So that is my TLDDR. I do think you can lead with your very compelling example. Uh but I'd still want like you just need to do more volume in. Okay. Uh my team, let's highlight somebody. All right. What we got? What we got? What we got? Uh X Rahul. I'm a content creator with a million I'm guessing followers, but I'm not able to expand because I do everything on my own and I do it too good. I do it too good. I'm so good that they have banned me for being so good. Uh, and if I try to hire people, they just don't seem to learn no matter how hard they try. So, guess what? You suck at training. So, instead of framing, this is a really good this is a really good side point. Whatever is is is holding your business back, instead of saying this is holding my business back, reframe it as my inability to do this thing is holding me back. So, it's not that like all sales people suck. It's that I don't know how to train good salespeople, right? It's not that like, oh, Facebook doesn't work. It's I don't know how to use Facebook to get leads, right? And so you ex Rahul, um, what you need to do is you need to get better at breaking down what you do into its constituent parts and then training in each of those parts one at a time. Because let me say it differently. if you expect like you're like you're I mean from a percentage perspective if you have a million you know a million person account it's a point something percent creator like you're you're it's a it's a rare feat right and so to assume that you're going to be able to teach someone a skill that allows them to get a million people in a weekend is kind of ridiculous now what you can do is teach them a component of that skill teach them how to do the research right so I want you to look at all the work you do and say like how many of these pieces that create the end result can I outsource or delegate so I can get more leverage on my time. And so maybe you can do five times the output if you have someone who's taking two of the the 80% of your time uh type projects, right? And so like I know how to make ads, but when I do record ads, I'm just going to like my team's going to come, they're going to already have looked at the top performing hooks from past campaigns and top performing creative from our organic and they're say, "Here are the hooks." They're going to be like, "This is the offer we already know that we're going to push." I say, "Great." And so then I'm going to read the hook. I'll fill it in with whatever, you know, two to three points I want to add in. But then instead of me having to do all that work, I can do the whole thing in 45 minutes rather than that being a day, right? And so instead of you saying, I want to replace myself, I would like you to layer down a chunk and say, I want to replace components of what I do until eventually you're just doing the highest value, rarest skill, and then maybe eventually you can upgrade one of those people to learn that, too. That was pretty good. Feel pretty good about that. What What do What do What do What do What do What do What do What do What do What do you think about that, Duke? Feel good about that one? All right. Um, Sammy Melbar, I asked for a what to ask you. If you own a done for you high ticket sales company, what daily input and target and weekly tasks would you set to add 10 fit pro clients per month without breaking delivery? Well, without breaking delivery, well, I mean, you have a high ticket sales company. So, I'm actually not sure. I actually don't really wish I understood more about what you do. High ticket sales company could be anything. But then you said you want to add 10 fit pro clients per month. So is this like you teach them to do high ticket sales or you you do high ticket sales for them. That's I'm going to guess that's what it is. I'm going to guess you do high ticket sales. You staff setters and closers. Okay. Got it. Yeah. So you Yeah. You help them generate high ticket sales. Got it. So, how would you can you scroll back up? How would you uh how would you There we go. Okay. Uh so, the thing is is without breaking delivery. So, we have to figure out whether you're demand constrained or supply constraint. So, if you're demand constrained, then we need to get to 10 Fit Pro clients per month. If you're like, well, I can't take 10. I can only take five and I'm currently doing two. that it's like we'll get to five by increasing the inputs on the system that you're already doing which is going to be either more ad spend or more outreach likely for your existing business and then without breaking delivery it's going to be what I mean you so if every business is demand constrained you're either demand constrained in terms of customers or you're demand constrained the same way I was just talking to Corey about his HVAC text which is like you need to have a separate marketing funnel for the people who are doing delivery so it's going to be both marketing in terms of acquiring the talent but also the training and onboarding so let me let me walk you do this. So, you've got lead leads that come in, you've got nurture, you've got sales, you've got uh you know activation, and then you've got retention and ascension. Right? This is what you have. This there's a customer journey, right? Now, if you have a team, because if we're talking about delivery, you've got applications, very different. You've got application nurture. We use a different word here called interviewing. It's a sale. Activation is going to be the onboarding, right? You could also technically call this onboarding for a customer. You onboard your employee. And then what are you going to do with an employee? You're going to retain them. And then if they're good, you're going to ascend them into higher levels of business. And so the point here is that you obviously have a process here. You just need to build a parallel process here. That's it. All right. Let's do uh let's do Travis. >> Look up the agreement. >> The weather is warm and the deals are hot on Hermosi hotline. What's going on Travis? Trav diggity dog. Trav city T- Money. >> Hey, what's up? >> What's up, dude? >> What is up, Alex? >> I'm rocking and rolling. I'm having a better than I deserve doing my little my little my little Ramsey. Uh, >> can you hear me? >> I can, man. All right, tell me about the business. >> All right, sounds good. So, we are at about 4 million a year in revenue. >> Awesome. >> 20% net. >> Uh, residential window replacement. So, so the homeowners Yep. Um, and our biggest bottleneck as far as I see it is with our model. So, our primary customer acquisition method is doortodoor. It's a two-part sell set or closer model. >> Yep. >> And it's a high churn role. Like, we know how to sell windows. We know how to do it well. >> Yeah. >> Um, but getting reps hired, trained, and retained Yeah. >> has been a huge challenge. So, we can't just like >> and there's there's kind of levels to that, right? There's getting people interested enough to say yes to the job. >> There's getting them to stick past, you know, week one and then actually producing. Our biggest falloff right now is literally just from showing up day one to making it at the end of week one where they just get in and realize, "Oh gosh, I can't hack this." >> Yeah. What do the top uh closers make? um 16 to 20k a month. >> Yeah. Okay. They make good money. Um okay. So I want to I want to give you a couple frames on this and then we'll we'll dive in. So frame number one is that this is a feature not a bug. >> It's the nature of door tod door. So instead of thinking like man I think there's something wrong with our business. Like >> it might be just like we need to do way more of it. Like at at at the very most basic level like it could just be how do I do 10 times more of this and I deal with all the numbers I currently have. That's like thing one. thing too. Um, it might also be an avatar selection issue. So, to pull back the thing that I was just talking about, these applications just like leads that you have for a business, like I'm sure it's like we they have to have at least this many windows or they have to have a home that's valued above X or whatever, right? You look at certain neighborhoods when you go door to door, right? >> Yep. >> Right. So, the same degree is you might be you might be knocking it to give you, you know, a one to one example. It's like if you're going into the projects or the hood, right? uh where home values are lower, the likelihood that they're gonna buy a higher ticket thing is lower. Right. >> Sure. >> Right. And so you might still be attracting apps for SDR, you know, door knockers, whatever. Uh for the setters from figuratively the quote low-inccome part of the internet, right? And that doesn't actually have to anything with income, but I'm just saying just to give you like an analogy here. >> Um and so the question is what do the people who make it have in common? False. >> Well, yeah, sure. But what we want to do, No, no, you're good. You're good. What we want to do is look at We want to look at what are the behaviors. So, I look at demographics just like you would with a customer. >> What are the demographics that have higher likelihoods of success? Is there age ranges? Things like that. Right? Number two, is there any kind of past experiences that they had that make it more likely for them to succeed? Um, the next is going to be the behaviors, right? What did these people do? Just like we'd have activation. Now, you're not in a service business. Well, you kind of are, but it's a little bit different. It's not like like a customer has to do something, right? >> But if you're in a if you were in a business where a customer has to do something, we'd say like what are the behaviors that a really successful customer did? And then we say, okay, we want to force that activation path for everyone. So, what percentage of people who are starting make it past week one? Um, we have two small offices and it does vary per office. Um, one of them is significantly worse currently um with this issue, but ultimately I don't know, but bad like not not a lot. And again, it's more it's less of a like they couldn't see results and so they fizzled out because they need to pay their bills because it is 100% commission. And it's right now more of a I I don't get past day three because I realize once the rubber meets the road and I'm on the little doorstep by myself, I can't hack it is kind of what it's been. >> Yeah. Yeah, I hear you. So, um, how much role playing do you do with these guys before they get out there? >> Um, so they've got to have the script down. Um, and we do, you know, we meet daily, um, for an hour or two. Um, and so that couple hours a day is is >> Do you have like two makeshift doors that you have at your facility where they like knock on it and open it? There's nothing on the other side of it. >> Um, we've got the office door and we'll either just not use a door or use that door. >> Okay. I So, I'm going to like this is this is going to sound silly, but I am 100% right. Um, you want to approximate the conditions of the sale as closely as humanly possible in the training. Something as simple as them not actually knocking on the door will have a very meaningful difference in their ability to retain the information and actually deliver it in a comparable setting. >> Okay. >> Yeah. Definitely not focused on it. >> Right. So you have a training issue, right? Like to me this is a training issue. It's a training and expectations problem. So obviously there's some element of like who am I bringing in? That's going to be one component of it. you know, if if you look at 10 people, I'm sure right off the bat, you could probably be 50/50 on like I could for sure tell you that these three guys aren't going to make it, right? Um, but there's some guys you're like, I'm not really sure. Well, it's like, let's just take out the guys we already know aren't going to make it, and then let's get the other 50% and try and approximate the the training. So, what I would do is I would set up two or three freestanding doors inside of your facility. And the reason I would want to do that is because I want them to learn to run. I want them to learn to hustle between doors because it's a huge difference in terms of their doors knock per day, right? >> Yeah. >> Right. So, I want them to practice like they play. So, you're going to knock on the door, you're going to do it. We're going to hit the script and if they mess it up, we say stop, step back, knock again, do it again. Because the thing is it's going to get it's going to be so muscle memory for them. Like literally like their hands they're going to knock the same number of times. They're going to say the same words at the same spot. Um, and that will approximate so much more closely what they're going to experience u there. I would also encourage you to have uh basically the the rowdy customer because it going mediocre okay is not what they're afraid of. That's not why they're not that's not why they're leaving. It's like we have to have people slamming doors in their face. We have to have people not liking them so that they can get used to that. So repeat kind of what you were saying there. Like I got 90% of what you're saying, but the the missed the punch line. You're saying, "No, you're good. Three freestanding act like they are the the responses that they get in the real world." >> Yes. I want them to be okay. I want to roleplay out what someone losing their [ __ ] on them is like, >> so that they stop having this big fear around it. It's like, "It's going to be okay. You're going to survive. If someone calls you a rodent, guess what? You can knock on the next door, baby. The only person who knows how the last door went is you >> cool, >> right? And so where it gets nasty from a training perspective is when someone gets hot, someone gets on fire because everyone's been there, right? You're like, man, I feel like I like I close everybody today, right? Um we they actually talk differently. They move differently. Their tonality changes. And then what we want to do is be as granular as possible about what those tonality changes, how their body moves, how they comport themselves to maximize likelihood that they get more closes in a row. But this to me is like thing one is you should absolutely set this training like this is like a tomorrow thing. Like set the three freestanding doors up so they can practice one knocking on doors and also quickly transitioning between doors. thing one and that way they can also have a bad door, good door, bad door and still know that hey I'm gonna get one out of 20 doors who opens I'm gonna get I'm gonna get a set right and we have to set expectations of like listen we need you to be doing 10 doors an hour or whatever you know whatever your numbers are right it depends on how you know far apart the doors are whatever but like like we should set these number of doors knock per hour goals so that we can just they have to look at as a numbers Yeah. >> Cool. >> So, >> yeah, I would agree that it's it's >> I mean there's levels of the that it's a training issue. Yeah. >> You know, there's the week one training issue. >> Well, it's for sure because one of them is doing way better than the other. So, we know one of the trainers is already doing way better than the other location. Right. >> Between the two that you got, right? >> Yes. Right. So, already there's a discrepancy. So, we know that like if this if the bad location was doing as well as the good location, we already know that's 100% possible because it's already happening, right? >> Yeah. >> But I'll bet you both could lift. And I also think part of this is um do you have the uh HQ uh sales the closure handbook? >> Yep. >> Yeah. I would have them read the what it's like to be the top 1% and what is selling those two parts of the closure handbook. And I would use that to set the frame for what this experience is going to be like for them. >> What was the second part? The top 1% and what >> and what is selling. >> Okay. >> Because they have to have an appreciation for the craft. And I think that if they if like again part of this is just going to be the sale. It's the sale on them. It's like, how hard are we selling them on this is a skill that you will use for the rest of your life? And you're going to have to get good at it here or somewhere else, but you might as well get good at it here and get paid to do it. Awesome. What what would you say is the balance between because you mentioned expectations and I think that is part of it just understanding that this is going to be hard but it's going to be worth it because of XYZ. So selling very hard but also >> I guess where would you find that balance of selling versus reality? Um >> an expectation. >> For me the selling is like if you sell if you sell with the correct messaging it will attract the right prospect. So you've probably heard of the Shackleton ad. Have you heard of that? >> Um not based on that. But >> hold on. I'll pull it up. Here we go. So this was this was the ad that he ran that was like whether it was him or not, it's become lore. So the ad said, "Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success." That was the ad. And he was overwhelmed with people who were into it. And so it's like we want to we we want to state the facts and tell the truth. And the truth is very compelling, which is that this will be a skill you will learn for the rest of your life. And it will take you 30 days. If you make it 30 days, you will have an experience that you will remember forever. Any person who's ever done doortodoor will tell you about their experience doing doortodoor. It shapes you. >> Absolutely. >> Right. And so we need to paint that picture truthfully to them, but truthfully explain why it's in their best interest to stick it out. And we want to have as many reward cycles as possible. So are there ways that we can give a scoreboard that are like I want somebody who gets an award for most doors knocked, most doors opened. Like we want other ways of giving them recognition um early and fast so that they could see that they're at least on the right track. >> Yeah. >> Right. So, if I were to if I were to zoom all the way out, thing one is going to be I want the types of people who have higher likelihoods of succeeding in this based on demographics, past experience, and the behaviors they demonstrate in the application process. Thing one, this will be online, too. So, if you're like, I'm not writing fast enough. That's thing one. >> Yeah. Yeah. No, you're good. I'm Yeah. >> Thing two is that I want the training environment to approximate reality as closely as humanly possible. I want to have multiple doors. I want them to knock every time. No one just says the script. you knock every time because that's how you do it in the real world. Thing three, as soon as they do begin, I want to have multiple ways for them to win that are ideally approximations or or uh on the way to them getting their first set or multiple sets. I want to award them for knocking the most doors. I want to award them for having the most doors open. I want to award them for the the biggest cuss out that they get, right? I want to make this fun. I want I want to take the pressure away. Just make it a game. >> Yeah, gamified. Yep. >> Yeah, >> I like it. >> We do that and you have leaderboards just for the setters beyond just sets. I want to have some of the other metrics that are there. Right. Just closes is one thing, but I want to have who did the most dials. I want to say who did the most who had the most pickups, right? Who had the most calls that lasted past two minutes, right? Same idea. >> Yeah. >> Cool. >> Cool. >> Love it. Um, would is there anything that you feel is worth mentioning as far as just like the overall talent acquisition funnel or this is going to trump that regardless of where and how we're bringing people in. >> I mean, we kind of talked about the the how. >> Yeah, doing more. I mean, doing more in general might this was kind of the feature bug thing of like, well, what does it cost you to get an activated rep? Are you willing to spend more for that? If so, spend more so you get more of them. Like if we change nothing, it would still grow the business if we just had more reps. Like if we change nothing, if we change these three things and spend more, it'll be double double. >> Yeah. I guess I was more asking like cuz right now >> Yeah. >> 99% come from just like an Indeed listing >> and obviously changing what that Indeed listing looks like and sounds like can obviously change who we're attracting. Totally. Um, but >> well, I think the copy that I just kind of outlined, again, state the facts and tell the truth, but I would just try and make it look like a hardcore life opportunity, which is what it is. Like, you're not selling windows. You're selling a skill that they're going to learn and get paid to do, which I think is pretty compelling. >> Yeah, >> for sure. >> I would also strongly encourage because almost every door-to-d dooror team that's very big has a three-step process for the career progression. Step one is learn how to sell. Step two is learn how to get one person to sell that you taught. Step three is recruit a team. So I think that you probably are missing step two and three for your team. If 99% of your dudes are coming from ads, you're missing out on the entire referral component of them bringing their friends and getting an override on teaching their friend and then building a team. >> For sure. Yeah. Right now we're at a spot where we need this base level of momentum to even do two and three. But yes, and I've recently made some changes there that makes it compelling to where it's like not just a oh yeah, I can make a little bit extra with bringing a friend in and be more sticky. But >> I it's I I can make a side hustle just >> bringing my friends in even if I don't sell. >> It's a career path. Yeah. It's a recruiter. It's another just selling selling selling a different opportunity. >> Yep. >> Yeah. But >> yeah, that's step one, two, three. And then obviously do more. The unspoken fourth Awesome. >> Rock and roll. >> I appreciate it. >> Appreciate you, man. >> Thanks, man. >> All right. Talk soon. All right. Bye. >> See you. Bye. >> Okay. I have a screen saver on my screen, so I can't see the chat. Uh, >> all right. Here we go. We're back. All right. So, uh, Richard Ferris Hermoszi, I have a real estate development business. We do value ad deals. How do I apply your principles from $100 million series uh to this business? Okay. Uh you're scaling ACQ, which is private equity. Very similar in my opinion. Yeah. So, okay. So, if you're in the development business, do you see your leads as the deals or do you see your leads as the investors? So maybe uh if you guys can scroll down um we'll be able to see Richard's answer if he's uh let's see here. Richard, where you at? Give me an answer here, man. Um you see both his leads. All right. So which are you're we're on right now, but yeah. Do you see uh which one are you are you not getting leads for? Use your own capital. Okay. So you really want more deals then. Okay. So I guess from the development perspective, you're looking at tear downs andor land. Okay. Yeah. So I mean this is going to be just an advertising thing straight up. It's like all right so can I build a brand around this? So this is going to be all this book. It's going to be all blue book, right? Yeah. Landing conversations. So I would be looking at me [Music] thing is it's so targeted. Um I would probably be using an outreach method and then having a base level of content. So I wouldn't expect that content was going to bring me like tons and because you're probably so specialized because it's, you know, it has to be certain size, certain area, all that kind of stuff. Um I would be making sufficient content that people would know that like I'm legit and I do this for a living. But outreach would be my primary method um of trying to attract deals. And as silly as this may sound, kind of like I was saying earlier with Chiron in the in in the real estate industry, like he did 260 something events. Like in industries where it's super small and very aggregate at the top, the conference or shooting them in the barrel method uh is one of the most effective ways of doing it. Like if I had to like start over tomorrow in new industry, I would be at every one of these conferences and I'd be meeting every person that I possibly could there because it's not the person you meet, it's the person that person introduced you to. Like that's the that's the game, right? Um and so that's kind of like an investment that I would be looking at uh in terms of increasing number of conferences that I would attend. I'd be like, can I do one a week? Um and then outbound and followup would be the next thing. But it's going to take a lot of violence for this. But once you have, you know, a few good deals and like I'm sure I mean, if this is the main business that you do, um, you having a few good big wins will attract more attention and more capital obviously. Um, but a lot of the deal stuff is like building out the broker network. Um, like that's what we have in our because we do a lot of real estate. Um, we just have a network of brokers that we've done a lot of deals with. And so over time we've just, you know, it's a long business, right? And so it's like for the last like we've been focused on, you know, one market particularly for like six years. And now like most of the brokers come to us with all their offmarket deals uh first because they know we can close. And so some of that takes time, but it's also like kind of how it works. So I know that was a little bit less of like here's let me tell you this one secret, but I think you already knew there wasn't going to be a secret method. Um and so yeah, that's the deal. And I will not respond to spammers. We do not negotiate with spammers in the chat. That is our That's right. That's right, Duke. That's right. We do not. All right. Sinaro Sanani. Alex, I'm from Albania. My question is in real Jes. Here we go again. Can I grow the business with little connections and no big capital? Yeah, you just start wholesaling. I mean, yeah, that's what you do. You you get you get deals under contract for less than they're worth and sell them to people who are willing to spend more. You make the difference. That's the zero down zero capital play when you're in real estate. Then you build enough capital that you start taking those deals down and and then you just you work your way up the from minute to whale. It just takes time. All right, Prince Gemini. I have a janitorial business. Uh what kind of lead magnet? Uh my ideal avatar needed help attracting and nurturing clients. Appreciate it. Well, dude, if you're in the janitorial business, it's going to be commercial, you know, commercial building owners, right? Um, and so lead magnets there are I mean, it's going to depend on the size of the buildings that you're looking at. If you're looking at smaller buildings that you're doing, you're really just looking at business owners probably. Um, I would imagine like the the the first and most likely path would probably be a Google PPC campaign. So, pay-per-click campaign uh on anyone that's searching that in your local area. That would be like the fastest first method of getting leads. They'll be the most expensive, but they'll be the most qualified. All right, so that's kind of like thing one. Thing two um in that space is I would probably trying to think about I mean door knockocking would work okay. It depends on the size of the building again. So I don't have as much like if you have smaller buildings door knocking work. If they're bigger building, then it's going to be outreach to building managers, which is going to work pro better off of LinkedIn outbound strategy. So, I'd be looking at building managers who are actually who are the decision maker for uh for those services and I would be doing outbound on LinkedIn. There was a business that I looked at uh not that long ago that had a they they went for Wales um and they only were talking to building managers. They did it all exclusively on LinkedIn. So, there's two strategies that I would do. And in terms of lead magnet, I think the lead magnet actually matters less for like this type of business. Um, it would probably be more like what is my offer rather than what is my lead magnet. So I'd be focused more on like what's my more compelling way to pull cash forward, which might be like I get paid quarterly and I get paid in advance. So that'll be one of the like ways that I would pull cash forward and decrease turn. But in those businesses, turn is almost nothing. So it is definitely the acquisition game um of getting customers. All right. David Kisle Cile Cielle Cielle. I'm a pro volleyball player and I have 150,000 followers across platforms. Any tips for monetizing my audience? Yes, I have tips. So many tips. Many, many tips. The frosted the most frosted of tips. Uh right now only taking oneoff brand deals. Well, dude, um a couple things. So I think one of the things that's hard for a lot of uh kind of like celebrity or sports people is understanding what business they're really in. So if you want to be like basically you are a media company like fundamentally what are what like what are what are pro sports and sports in general? They're entertainment. That's what they are, right? So they entertain people. What is the point of entertainment? To get people to continue to watch. That is what the point of entertainment is. And so really good entertainment gets lots of people to keep watching. That's what good entertainment is, by the way. That's what the news is, too. Crazy. Anyways, so if that's the business that you're in, you need to make the decision. Okay. So, first off, you're in the media business more than it's like you are a performer. You perform a specific skill. People watch you and that's how the game works. Okay. Now, from there, you kind of have two paths. Path one is you keep going in the entertainment direction. Um, which you can do by just showing more and more clips of you playing, you spiking and doing all sorts of stuff and probably interweaving stuff about you, which will then kind of build some depth to the audience rather than you just being some trickshot guy, right? That's path one. And the primary way that you're probably going to monetize is the way you currently are, which is that you're going to have to do outbound via sponsorships. Um, but I see that as relatively limited. The alternative path, um, is to become more of an education business. And so I I'll give you a shout out to Trevor Bower. Um he uh he was, if you don't know who he is, he was one of the best pitchers of all time and had a really unfortunate situation that came up where a girl lied and whatever. I don't want to get into it, but um and I'm saying that because she came out later and said she loved. Um but it ruined his career and he basically wasn't allowed to play pro anymore. So what did he do? He couldn't he couldn't play pro anymore. Uh and so he had to find another way to monetize. And so, uh, one is he shows people how to pitch. So, I think you showing people how to do volleyball stuff and do it the way that you do it is a really good one. So, it's like, can we develop an app or training program um that you could sell digitally to show people how to jump higher, spike more, run faster, the workouts associated with volleyball, all that stuff would totally work. The second is that you can sell kind of like high like it depends how much clout you have in the space but like you signing balls, you signing shorts, you signing shirts or having merch associated with a brand uh that you want to maybe it's like you know high level spike or maybe you're a serving specialist whatever your thing is right um I would have training around that and I would have merch around that. Now when you do that you kind of transition more into an educator uh and less of a entertainer but from a monetization perspective I would be strongly looking at that. Now door three is that you just find a company that you really like a lot and see if you can negotiate a deal where you can get a percentage of the company from an equity perspective and maybe even a tiny slice of a royalty based on the traffic that you send. um where you become a brand spokesperson and then you hope that that business eventually, you know, exits and whatnot and you just focus on making content and playing. So um sponsorships is going to be more passive. Obviously, you just have to sell and then keep making content. Uh when you become an educator, you have to do more work because you have delivery. Now, you could just sell pure digital. Um that would make you less money, but it would be less work. Uh if you sold digital and then also services in terms of you looking at people spiking, giving them feedback. Um that's like basically a personal training business that's that's focused on volleyball. So, uh, that works for any kind of creator that's kind of in any of those niches, but those are kind of the paths that I would be looking at. Um, and all of those are different ways you can monetize. Bingo. Bango. All right. Um, all right. So, I think you guys you guys have fun today. Was this cool? Was this uh, give me some uh, fireballs in the chat or you can go wet splashes. So, fire and splashes. We don't want to we don't want to set the place on fire. are when a counteract nice even uh you know even mix of fire and and water uh almost like Avatar or W's W's right W's in the chat is that uh I'm learning I'm learning I'm I'm I'm new to the streaming thing so W's okay I'm I'm learning I'm learning uh if you guys dug this uh it helps the team know that we'll keep doing this stuff um you guys rock this was a ton of fun I love doing this stuff um this is the kind of content I enjoy making because I could literally do this all day Um cuz I like business and if you like business then you will like this stuff too. All right. Uh keeping amazing and uh yeah I'll see you guys on the next stream. Rock and roll.

Download your free scaling roadmap here: https://www.acquisition.com/roadmap The easiest business I can help you start (free trial): https://www.skool.com/hormozi If you’re new to my channel, my name is Alex Hormozi. I’m the founder and managing partner of Acquisition.com. It’s a family office, which is just a formal way of saying we invest our own money into companies. Our 10 portfolio companies bring in over $250,000,000+ per year. Our ownership stake varies between 20% and 100% of them. Given this is a YT channel, and anyone can claim anything, I’ll give you some stuff you can google to verify below. How I got here… 21: Graduated Vanderbilt in 3 years Magna Cum Laude, and took a fancy consulting job. 23 yrs old: Left my fancy consulting job to start a business (a gym). 24 yrs old: Opened 5 gym locations. 26 yrs old: Closed down 6th gym. Lost everything. 26 yrs old: Got back to launching gyms (launched 33). Then, lost everything for a 2nd time. 26 yrs old: In desperation, started licensing model as a hail mary. It worked. 27 yrs old: "Gym Launch" does $3M profit the next 6 months. Then $17M profit next 12 months. 28 yrs old: Started Prestige Labs. $20M the first year. 29 yrs old: Launched ALAN, a software company for agencies to work leads for customers. Scaled to $1.7mmo within 6 months. 31 yrs old: Sold 75% of UseAlan to a strategic buyer in an all stock deal. 31 yrs old: Sold 66% of Gym Launch & Prestige Labs at $46.2M valuation in all-cash deal to American Pacific Group. (you can google it) 31 yrs old: Started our family office Acquisition.com. We invest and scale companies using the $42M in distributions we had taken + the cash from the $46.2M exit. 32 yrs old: Started making free content showing how we grow companies to make real business education accessible to everyone (and) to attract business owners to invest or scale their businesses. 34 yrs old: I became co-owner of https://Skool.com to help the many people who want to start a business online do so. Today: Our portfolio now does $200M/yr between 10 companies. The largest doing $100M/yr the smallest doing $5M per year. Our ownership varies between 20% and 100% ownership of the companies. Many of them we invested in early and helped grow (which is how we make our money - not youtube videos). To all the gladiators in the arena, we’re all in the middle of writing our own stories. The worse the monsters, the more epic the story. You either get an epic outcome or an epic story. Both mean you win. Keep crushing. May your desires be greater than your obstacles. Never quit, Alex DISCLOSURE Information shared here is for educational purposes only. Individuals and business owners should evaluate their own business strategies, and identify any potential risks. The information shared here is not a guarantee of success. Your results may vary. Copyright © 2025.