The Game with Alex Hormozi - From Day 3 Of My $105M Money Models Book Launch | Ep 897

Episode Date: October 8, 2025

Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned and will learn on his path from $100M to $1B in net worth.Wanna scale your business? Click here.Follow Alex Hormozi’s Socials:LinkedIn | Instagram | Facebook | YouTube | Twitter | Acquisition

Welcome back to the game. Today's day three of the Victory Lap series of the $100 million launch for the $100 million money models, 72 hours, record breaking, Guinness, Raha, ha ha, ha, all good stuff, things like that, awards, blacks, and all that jazz. But today's all promosia hotline. We clipped it so that's just that, but we also had a couple of unique things that were different on day three than the other two days. Two main differences. So number one is that I had way more involvement with Sharon and Leila. So that was a lot of fun. And I think I think you'll see the dynamic and see Leela and I's marriage and work dynamic more prevalent in the than you probably ever have. You also see Sharan and I's dynamic as well because he's president of at ACQ and he's committed for those of you guys don't know who Sharan and Shron's had two billion-dollar companies with ACQ. We're going for we're going for he's going for Hattrick and I think

we're making great progress along that. Beyond that though, the end of the stream, we did a little bit of reflections on the entirety of the launch and I think there's some pretty high level, very valuable nuggets that can get shared there and I think you might enjoy them. And so this is the day three, bring it home live stream that crossed the $100 million dollar barrier. and listen to this in the background while you're driving, while you're going to the gym, while you're cleaning, because I think there's a bunch of super tactical things that will go on over in that period of time, and many of them may have plenty of it. And yet again, the offer that we talked about, which is to donate books and get free stuff offer is no longer available. That being said,

the book is obviously available. So if you haven't picked up a copy, you can go to go.hcuh.com or on the Amazon, it's also there. So enjoy. All right, everyone. We're in the final hours of the launch. And so at midnight Pacific, which is 11 hours from now, all of the bonuses associated with donating more books will go away. And so based on all the things that you guys said,

you guys enjoyed for Mozy Hotline, and so I'm going to be doing a lot of those trying to get as many of you guys on the phone, help anybody out. You're doing some giveaways, just some free prizes, giving stuff away. And on top of that, I think I'm going to reading a couple of the chapters and the lost chapters. So inside of the Money Models book, I basically put the 15 most effective

model mechanisms that are in there. But I have others. And so I'll explore some of those guys with you. And I think if you're doing this correctly, there should be some milestones that will try and hit along the way to close this out as we ride into the sunset. And then I retreat back to you know, Willie Wonka's factory and then the next few years trying to put something else really cool together. All right. So first up, we're talking to Heather. Natural Rev.M.D. All right. Let's give for a call. Let's see what Heather's up to, shall we? Hey, Heather. What's going on? Hi, how are you? Good. So you've got five minutes. Tell me what's the biggest, what can I, like, what's revenue right now? What's profit? How can I help? All right. All right. All right. Okay. And I'm just to know that around the email feeling. He started scratch.

$190,000 1, right? Okay. And we're at 25% that type of it. I do this on a somewhat semi-passive model, meaning I've got an executive team that runs day-to-day ops. Okay.

What's headcount? The biggest things, say that again. What's head count? So seven W-2s and then the rest are contractors that we have, so maybe 65 total. Okay, got it. All right. So what's the, where do you want to get to and what's holding back?

So leads are biggest issues. So I've not done, other than my podcast, which has been 100% what we've done for marketing. If not that ads, I've not done really cold outreach, like nothing. It's podcast 100%. Okay. But leads are inconsistent. Like, it's feast or famine. You know, it's, yeah.

So it's, I don't know if I, you know, I obviously, I can continue to podcast and that's worked. Yeah. I guess I show up on other people's podcasts, all the things. Yeah. But do I start another acquisition channel or do I just keep doing? How many podcasts a week are you doing? I've done 110. No, per week.

Oh, one. One. Okay. So an easy one is to combine outbound with your podcast and invite people who would be potential customers or whales onto your podcast. You'll have super high response and show rates and talk them about their business. Sorry? I do a little bit of that, but maybe I should be doing more.

Well, yeah, if you're doing one a week, it's not a lot, right? No a lot. Yeah, I'd be doing like, can we do like one a day? And say, well, there's a 5X. It's like, that's just that. Okay. All right. So that's like, I think about like least operational change possible that we already know doing something that actually works.

So that's thing one. Beyond that, what's the, what's the avatar of who you're going after for medical billing? Private practice facility, you know, really we want their collection to be, you know, greater than, you know, $150,000 K a month. Okay. And that's been the other problem is in the very beginning, right, small client, small fish. That has improved where we've gotten bigger fish over the time. But yeah, getting the right avatar or getting the right client in the door. Yeah.

So I think conferences are going to be really good for you. Because I said the way that I would set this up is you go to the conferences. I would pay for the booth. If you can get on stage, even if you have to pay for it. And one of the benefits of this is that when you, I try to get the first one as you turn right into whatever the area is. Because 70% of people turn right. And so they're typically organizers price them all the same by size. But you'll get more ROI from on the right hand right by the door.

Number one, number two, I would create some sort of giveaway for people to, like, win that you'll reveal on the second or third day of the event. And then by doing that, you'll get, like, they basically have to give their contact information in order to enter the giveaway. And if you want, you can model the way I did it. Like, it's better than this and it's less than that. So it just gives a little bit of sandwich of value like, okay, it's, you know, better than NFT, less than a Bitcoin. It's better than a gift card, less than a Tesla. I like to have some sort of sandwich of up and down value in terms of the giveaway. And so the whole time you're collecting leads.

And if you want, Toronto talked about this yesterday. But if you can say, hey, I have a $25,000 speaking fee. Instead of the speaking fee, one of two things you can do. So one is, can I send one email to the list? That's an option. And then secondarily, you can, when you do your presentation, your slides or whatever, you can say, hey, if you want these slides, like Joe, like just give me your email and I'll send them to you.

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

that's three different ways that you can monetize the conferences. So getting the list, survey closing from stage, and then also having a giveaway at your booth that's bigger and badder than everyone else is, so you can collect leads up that way, too. Awesome. Done. I can do a whole lot. Rock and roll, Heather.

Enjoy it. Appreciate it. All right. Thanks so much, Alex. Time of birthday. All right, thank you. Bye. Bye.

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

Beyond that, though, I'm just calling people as they come through. And the 800, basically people donate the most books I'm trying to call as many of them as I possibly can. That's what we're doing right now. All right, so we got Dation Floria. All right, let's see what Dation's up to. 80% margins. I wonder what this is. Dation, what is Limbs Plus?

Well, it's an environmental testing platform for environmental testing lab. Okay. And thank you for doing it as a gift. You bet, man. Come on. Okay, so 200. Well, thank you for donating books, which I super appreciate.

All right, you got five minutes, so let's rock and roll. So you have a testing platform, got it. you're running 80% margins, which is super, super impressive. What's the issue right now? What are you trying to get to? I try to make money. The only problem, or the biggest problem I have right now is that I have this software platform. Yeah. Targeting B2B in that, like their enterprise.

Uh-huh. They have, like, usually two to three people or maybe more that I have to talk with to get a deal done. Yeah, that's normal. Usually the deal size, the deal size is starts at 50K up front, and then it's, can go to like 100k. Yeah. And I go into an annual recurring revenue of 50k usually. Cool. Cool. Cool. Okay. The problem I have is that I don't have anybody in the pipeline and I don't know how to get them. Yeah. You're like I've got this great business. There's no one, no one's buying it. So is it $250K a month or $250K a year right now that you're at? A year. A year. Okay, got it. So you're

really not getting that many clients if that's your price point. Okay, understood. So what did you do to get these, What did you do to get these first clients? The first client was luck via call call. Okay. Then the second client was team call call, and the third one was trade show. So I have three customers right now. Okay, heard. Okay.

So you've got cold call, trade show. And what was the other one? Cold call as well. Okay. So how many cold calls did it take to get you the one deal? Well, it was a while ago, probably around 100, but it was luck. I mean, dude, that's how it works. I mean, you're like, I did 100 and then one of them bought.

It's luck. It's like, no, you did 100. Like, if you called one in one of them bought, that would be luck. If you 12 in one of them bought, that's just a process. So let me ask you this way. So I've said this before, but it's super common for sub a million, which is that what feels like volatility is actually a symptom of insufficient volume. I mean, you're not doing enough, which is what makes it feel erratic.

And so it's like, you did 100. you got one, and then you did other cold calls, and you got the other, right? Yeah. Okay. So how many cold calls did it take you to get the second one? Probably around the same. Okay. So that sounds lucky, though.

The second one sounds lucky. The first hundred you get one, you know, that. You go what I'm saying here? You made 200 calls. You got two customers. So the question then becomes, what stops us from doing 10,000 calls? Well, one would be that. You need leads.

I'm not that good at cold. Well, dude, you got one. you know. Dude, one percent conversion on coal calls, by the way, fine. Totally fine. On a 50K, 100K price point, totally fine. Do you think about it like this? You're making $500 a dial. Yeah. That's pretty good. For a dial, I don't know about you. If I want to go out to dinner tonight, I'll be like, okay, I'll make one dial. There we go. I covered my dinner. Right? Of course you have to think of it because you've gotten your head about this. Like every time you make 100 calls, you get a deal, then it's like, how do I need to game this for you so that you just make

100 calls every day? Okay, so we have 60 seconds. So what's the thing that's holding you back from just saying like, yes, that makes sense. Well, that makes sense, but I don't know how to get myself leads. Okay. Right. Then that's the leads list. Yeah. The second problem is how do I position myself of what attraction offer can I create? So it makes sense for these guys. Well, for a bigger, for a bigger, for a bigger company a wave for what you have a waived fee structure which is the third fee structure that I talk about inside of the continuity section for money models which is you have a big upfront nut we say hey it's $50,000 for me to do this

whole integration and then it's $5,000 a month month to month right it's like or if you want to commit I'll waive the $50,000 but you got to commit to the whole year yeah but they anyway you do that because all your data is in our system. Right. Well, the thing is, but you're just, no, no, dude, I get it. The way that a money model works from a positioning perspective is that you don't, like, whenever you give someone a choice, it doesn't mean that you're saying you actually give them the choice. You give the illusion of choice that then obviously selects or waits for one of the selections. So you'll, basically, the question that you had is, how do I get more of these people to sign up? How do I make it more

compelling for them? Well, if they think that they're getting something that costs $50,000 to set up for free, they're far more likely to do it. then just saying, well, I do that anyways. Just like, yeah, no shit. But the problem is that they don't know that. You know what I'm saying? Yeah, it makes sense. Okay.

So I'll give you, let me... Do I put this in going to add or something? No, I think, I actually don't... No, this is more for the mechanics of how you actually close when you get into the thing with them. But let's solve the original issue really quickly. We are over, so I'm going to just make this as fast I can. They've got to get the next person, okay?

So number one is, I would say, list brokers. You can do that. Number two is you can scrape using software. Number three is that you can go to people who own groups or communities, and there always are some. You just look. There's someone at school. There's someone linked in.

There's Reddit, whatever. There's definitely communities for these people. And then you want to pay the group owner to basically make an ad inside of the group. Those are three different places that you can look like right now to go get leads. Cool. Also, highly recommend flying out there and saying, hey, you know, you find out that they're in California, you know, like in Los Angeles. And you say, hey, it's so crazy.

I'm actually in L.A. this week. I figured I'm happy to swing by while I'm in town. And if they say yes, then you just fly there. Okay? That's how that works. Yeah. Rock and roll, man. Appreciate you.

Thank you for donating book station. Oh, thank you. I appreciate it. All right, bye. All right. Next up, we got Shameen. All right, Shameen. Here we go.

Easy Dwell. So I think this is, I'm guessing this is like a home, like, dwellings. Dwellings. That sounds, that sounds legit. Shameen? Hey, hey, what's up, Alex? What's up, dude?

It's an honor. Oh, honor's mine, man. Did I say your name right? Shameen? Yeah, that's right. Okay, rock and roll. Okay, so you're doing three million top line. What is Easy Dwell?

Easy Dwell, we're out of here to change the way people buy homes. Oh, we sell them in an LLC, like a business that owns the house instead of, like, traditional financing. Okay. Got it. So you're doing three million top line, $500,000 in profit. What's the, what's the constraint? And we have four and a half minutes left. So what's the constraint right now?

Right now, there's a team of about 20 of us. Okay. And so I'm getting into like the acquiring and training leaders. Our goal is to do 280 houses. So we've done in the last two years, 46, We've sold 30 of those. Oh, we're scaling up Dispo. Dispo where we sell the properties is really how we, I think, can get our, our

cack up on that, a bunch of stuff. I guess, I mean, I'm trying to get to 280 in a year so we can iterate quickly enough, you know, launching an investment fund of 18 million. Are you wholesaling? Yeah. No, not wholesaling. So, well, it's like a fund and an operations company. So we buy properties, sell properties, and we raise capital, but we've also, like, structured it on our own model.

Dude, I'm so confused. What, like, walk me through how you make money. Okay. So, let's say you have, like, a 2% rate loan or your retirement or your seller financing. You're just doing, like, sub 2, so they're transferring the mortgages. So sub 2s, you can run cash for right now we're leveraging sub 2s because, of capital constraints. So buy a property, average cost $25K.

Okay. Pay the operations, $25K holding, cost, marketing, et cetera. Average deal costs is $65K. Okay. We'll sell a property to a buyer. Average time on market right now about 90 days. Okay. We want to get that down to $45,000.

We collect $25K up front and then about $800 cash flow for the next 30 to 40 years. So our, we're not a three to one. Yeah, yeah. But we're like 60% cash on cash. at the fund level, at the total level, and then, let's say we take that 25K, we do that twice, now we can buy another deal so we can cycle those funds back in. So we're trying to build a compounding machine with a lot of like stickiness. So what do you need?

You need what, $18 million? Well, we need to be able to acquire more properties. So you need capital to acquire more properties? No, the capital we have. Okay. Oh, so you just don't have enough deals? Yeah, not enough deals. acquisitions right now. Got it. Got it. What are you doing right now to get?

Sales. Now it's acquisitions. Okay, I heard. So what are you doing right now to get to get deals? Just wholesalers. Like wholesalers in the state of Florida, Facebook groups. And we've been doing it for a year so we know a lot of the people. Yeah. But we've had some team. There's a lack of like leadership over there right now, which I may need to kind of jump back into. Yeah. Yeah. Okay. So what stops you from just like basically instead of buying from wholesalers, just learning how to wholesale? We started out wholesaling. Okay.

And it was, we were doing, we'd pull all the brief foreclosures, we'd do, no, cold calling. It was just, it became way more leverage to just go to the wholesalers who had already negotiated on those. Okay. And then, so then all I, so if I'm you, I'd be thinking, what are the wholesale networks? and associations that I can get into so that I can just say, like, I'm a guaranteed buyer for all of this stuff. Because it sounds like you have a pretty good return on capital.

You're getting 60% cash on cash returns is phenomenal, right? Yeah. So I'm just, basically you can outspend if you have that kind of return, even if you've got 50% cash on cash, you could still be probably pretty happy. If it meant you could double the amount of deals you did, right?

Yeah, so we've, part of the problem, like we joined like some of those groups and we've like there's a site where all the whole centers post their deals on Facebook and quite literally discreet like all of them it's almost the lead problem at that point where now we're shifting to look at portfolios like yeah who owns a hundred and shramity homes yeah i understand yeah but my thing is is that you've only done 40 you did 40 deals in the last two years something like that 40 yeah yeah i mean you're not even close to tapping the wholesale market for the state of florida you know what i mean you're not even close there's

You're not even close. You're like not even a blip on the radar. Like I just want to break your belief around this. Like you're not like, oh, I've, I'm in every single one of these. It's like, dude, you're doing $3 million a year wholesaling. You're not even close. Like a single franchisee for some of the wholesale franchises that exist average $3 million a year per location. Right.

A lot of that's cash, though, no. What? I'm not trying to protect my limiting belief here. Yeah. No, no, you're not even close to it. Like, there's zero way, no chance. Like not even in a million years, you're not even close. Okay.

If you're like, I'm doing 200 million a year in Florida, I'd be like, okay, he's one of the bigger players. Like you're not even close. Okay. So it's just like blow through that right now. I do think that you revisiting the idea of, like, if I'm you and I want the fastest way to grow this, I'm going to find the biggest wholesalers and see if I can bring them in-house. Because they're just giving you what they're giving you, not what they have. Yeah.

Right. They sell to other people. So it's like, I want to bring, like, again, I like to control the whole funnel, right? I want to say, like, how do I go from click to close? How do it own the whole thing? Because if I can be vertically integrated here and I can bring someone in or acquire, like you have the cash, if I can acquire a wholesaler who has a good amount of volume,

then it's like I have a way better monetization vehicle than they do. And so then it's like I buy something into cash flows. And then I just have another way to make even more on it. And so it's like that business works on its own. With mine, it just juices. And I lot, that's the game. There's the games I like to play. Yeah.

Right? Juicy games. Yes, juicy games. Big juicy games. I got to call the next person, but hopefully, is that, like, first off, belief broke it. Like, you are not even close, not even close. Yeah. Okay.

Yeah. And then number two, it's like, what would it take? And this is the question that I would ask them, what would it take to be your exclusive person to get all of the deals that you're doing? I would ask that. As like, if I had to make money tomorrow before even doing anything complex, I'd call every single person I'd had to deal with over the last year. It'd say, what would it take?

Okay. Cool. And you've got the returns, man. If you go from 60% to 50% or 40% or 40%. but all of a sudden you have exclusive pipeline and that triples your pipeline, then there you go. Yeah. All right. Appreciate you, man.

Thanks for donating books. All right. All right. All right. So anyone hopping on? I'm just calling all the people who donated the most books. So we have a bunch of 800 book donors. And so I'm calling them.

And this is in spirit of the final countdown. I think we're at 10 hours and plus. 10, 10, a little less than 11 hours. And we're going, we're marching on. All of these bonuses disappear for anyone who donates 200 more books. All that stuff disappears in 10 and change hours. All right. So if you are a last minute person, this is the last minute.

All right. Dang DeWong. All right. Calm down. All right, calm down, guys. Let's not get carried away. All right. Infinity Medical Consulting.

Infinity Medical Consulting. Denged long. What's up, man? Hey, hey, Alex. Happy birthday. Thank you again for your time and not being us with our constraints. I really appreciate it. You bet, man.

Thank you for donating a ton of books. All right. So you got $5 million in top line. You got $2 million in profit. Okay. What's the, what are we working with here? We've got medical consulting. What's holding you back?

Yeah, so essentially we are dealing in the space of chronic wounds So we help folks with chronic wounds close their wounds. So the largest constraint that we have is trying to hold down on our specific habitat in terms of the actual patients. Because the LTV is, once it's closed, it's closed. There's no more LTV afterwards. So we're trying to do Facebook app leads that actually constraints it to Medicare Part B. That's the specific insurance that we're able to accept to provide the service support of the patient. Okay.

But I don't know how to essentially filter out so we can have that specific avatar in terms of Medicare Part B. Okay. Well, what is the application saying? What does the ad copy say? So essentially, we are here to help with heart of evil wounds. I think it's very generic and we're trying to refine it. And then essentially provide a PDF so that it's lame and so folks can understand the wounds that they're having and seeing if they could help themselves at various times when they don't get treatments.

from services that does stand-in-war. But you make money for Medicare Plan B, right? Or that's what you just said, right? Yes, yes. But so you just want the people, like, not from a humanitarian perspective, so I'm just purely talking business here. The point for you is that you want to get

as many Plan B people as possible, right? Exactly. Okay. So you're trying to get as many Plan B, and right now you're doing Facebook ads and you're getting some people that are not Plan B, right? Yeah.

Okay. So before we even, like, fix that, I want to understand, is it really a problem where is this a feature? So let me explain. Right now, how much is it costing you to get one of these people versus what you make on them? So it's costing roughly on average about $15 per acquisition of a lead. And so it is a range based on the one size. So if it's a one by one centimeter, it's less of a payout, then it's compared to if you have a big gigantic width, it's 100 centimeters. So if we can refine the

wind size and then the qualification, because it's the only payout that we receive as Medicare Part B. Yeah. And so why there's so many different insurances, we can't take any of those. I'm getting, I totally hear where you're coming from. It costs you 15 bucks a lead. Like, we just, the way, the way that you have to grow this is like,

you're making it sound special snowflicky to you. And I think that's why it's making it confusing. But fundamentally, it's just like, it costs me 15, 15 bucks a lead. One out of 10 leads is going to be a qualified person who's plan B and has a big enough wound, right? Gotcha. No, it was like, we just have to know this, this math.

it. It costs me $15 a lead. I convert one out of 10 leads. So it costs me $150 to a car customer. Each customer is worth this on average, even though there's variability. It cost me, this is what I make on average. So do you know those three? I know you know the lead costs, but what about the other two numbers? What percentage of leads do you close and what the average deal size is? Yeah, it's pretty low. I mean, we've had five treatments out of the 1,000 leads. That sounds bad. Okay. Okay. How are you making sure? Yeah, yeah. How are you? So the, so the funnel right now is that they're just opting into a PDF, right? Yeah, yeah, and then a consultation call afterwards.

So it automatically takes them to a consultation call, or in the PDF it says, if you have these things, then do a consultation call. So essentially, once they provide their email, their name, and phone number, they receive the PDF, and then the next kind of landing page is book a consultation call from home care. Okay, so you've got name. So I'm writing this on the board, so maybe if you're watching the last time, you can see it. All right. So you've got your opt-in thing for the PDF.

Okay, cool. And then they put name, phone, and then email, right? Something like that. Yep, yep. Email, whatever. And then if their stuff is qualified or everyone goes and sees the scheduler? Yeah, everyone does see the schedule. And are you taking all these calls with all this trash?

Yeah. Yeah, that's horrible. Me and one other, one other, right. Yeah, yeah. Okay. And then you're just running lead ads, what, national? No, specific to the areas where we have providers that can provide the service. Okay, got it.

So being a city-state location. Heard. Okay. So big picture here, I think, I'm going to bet that there's an ad copy issue. Like, how many people know that they have Plan B or not? The thing is, they're also not educated to know since they can, the must have their $65,000, they automatically have a Medicare R-B. Well, dude, then why don't you just advertise to every person?

who's over 65 and older? I do we do we didn't do 65 and all that but they still have other insurances they could kind of opt into but if they opt-year bench plans. Yeah, but they all have plan B if they're over 65 right so they do qualify to use your stuff. Yeah so once they hit 65 they also have the option to choose other more affordable Medicare medical insurance plans so that's where the So you're trying to find people who are not over 65 We are trying to find folks that are over 65.

Even though they qualify, like, automatically at 65, they do have the option to get it more affordable options. I got it. I hear you. I hear you. I hear you. So let me, I want to help because I also want to, I got to make through the next, the donor.

Okay. So big picture. Right now, you're taking too many calls that are trashed. There's definitely diamonds in there. And so we have to add filters to the funnel. And so the filters that we have to add is the copy of the itself. Now, if you say they have no idea, then we're going to have to do what are the other things that they have in common. Now, to your point, you said everybody above 65 has this, but they

have other stuff too. For me, that just sounds like a sales call. So if you know 100% of people over 65 have the thing, then to me, I'm like, well, then why would I focus on anyone else? Because then I'm just going to try and have the max hit rate knowing that every single person in the phone with can do this thing, because now all I have left is, do you have a wound? And are you ready to say yes? So if I'm you, my targeting is going to change to 65 plus. also make the messaging change on the opt-in page to just reinforce that. And then you have your... Yeah.

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

All right, appreciate you, dude. Congrats on the business. I appreciate you. I mean, dude, you're doing $2 million profit, $5 million top line. Like, you're, I mean, you're not suffering right now, all right? But if you're being inefficient, then we have to add friction. That's fundamentally it. Like, if you're sifting through too much crap, you've got to add friction.

Gotcha. No, I appreciate that. You bet. Awesome, man. Talks it. Thanks for donating books. All right, buddy. Thank you.

Of course, absolutely. All right, rock and roll. we rocking and we rolling. All right. Dude, I'm checking, checking boxes right now. Okay, Zach Rinders. So, Zach Reinders. R2 Studios architecture.

This sounds interesting. All right, so anybody who's tuning in, it's, I said, I'll say it again later. Okay, so Zach renders. I'm calling the people who donated $800. That's fast I can. That's what I'm doing. Just so you guys are curious.

That's what I'm doing. I'm doing five minutes apiece. This is Zach. Zach, we've got five minutes on Hermosie Hotline, and I want to help you with the business. So the timer has begun. You bet, dude. The timer has begun.

Okay, so talk to me. What's, yeah, what are we looking at? Okay. So I'm actually in Client Meeting. I'm stepping out right now. It's only five minutes. You can tell them that. Perfect.

Okay. We own a local architecture firm in Minnesota. Got it. We niche down unintentionally, but it's worked to our favor. Fine. of we only do assisted living facilities that are converting. So it's people that are taking a single family home with five or less bedrooms and converting it to an assisted living facility.

They need to get licensed architecture plans for the state. So that's where we came in. Our problem is everyone's really cheap. Well, we actually, we do 80 of those just off of referrals every year. Okay. So it's pretty solid where it just sustains itself. by our service. Can I, can I make a guess at what you need to do? Because I, pattern

recognition, like I promise you. Okay, so you're in a space that it's super price driven, right? Because you've got its construction and they're looking at cost, blah, blah, blah, blah, right? Yep. Okay, you have three vectors of winning. You have to pick one. Ideally, you can have more than one, but one is what I like to lead with. So either got speed,

you've got risk, or you've got ease, right? And so in your business, time is money. If you can do things faster, right? There's also a risk component of like, what kind costs are going to come down the road if you do it the wrong way or do it differently. And then it's like, is there a way that we can throw some sort of verbiage or guarantees or some sort of like clawbacks that a customer can get where we say, listen, we'll put our skin in the game to make sure that we'll be on time and on budget so that you can build

your thing faster so you can fast for returns on capital. Because I'm assuming these, like you quote sell to an investor or you sell to a GC? So they're all the, they're individual business owners. That's the hard part is we're going to small business owners. It's likely their first business, right? So they're cheap too. Okay. I mean, who are the best, who are the best business owners that you deal with? People that don't question the price that understand the process. My favorite, right? But yeah, exactly. No, but it's not. Okay. So then what stops us from getting only those people are focusing almost exclusively? Like, can we get deal flow that has higher percentage of those people? so we can command the prices we want. Oh, I would love that. And part of it is I've tried to expand so that we give one faster speed, like you mentioned. So we get our plans back to you within a week.

Yeah. So that's faster than most everyone. Yeah. And then we on the back end, no one understands the process. So I've learned it really well. So that's where I come in and I can give them that guidance

versus just someone that's giving them a commodity of just a single plan. Yeah. So that's where we've been able to get our price up some, but I need to get it up higher. So I'm wondering if any I can ever recruit. I'm telling you right now, you need stats. So this is a logical sale, right?

This is not an emotional thing for most of these guys, I would imagine. This is a pure like dollars and cents thing. And so you need to line up and come in with that frame, which is like, listen, let's be clear here. You and I are both business people. You need to make this make sense, you know, make sense from a dollar's intent sample. They're going to say yes. It's like, cool. So there's a concept called, you know, save a dollar today, cost you for tomorrow or pay two today and it saves you for tomorrow.

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

Like I'd look at statistic, I'd ask, you know, GPT, I'd be like, hey, find me all the stats of average unforeseen costs that can occur. And so then, now we took the frame of the fact that this is going to be a logical sale. We're all dollars and cents here. But the reality is now we go fear and certainty and doubt, right? So now it's like, well, these are the top four things that occur. This occurs in 22% of circumstances. This occurs in 15.

This occurs in 38. And these are all the different things that can go wrong, right? And so what we've done is that we try to minimize this thing, which is going to cost you way more money than what I cost. And so now we're anchoring around all these way more expensive things. And then basically, that's how we can basically nudge our way into a completely different price because we've changed the context around the conversation. Okay. Would you think about any way to get recurring revenue or would you just double down on this and try to get as many people as possible? So the only way that I would see recurring revenue in your specific business is going to be people who do regular business more so than like subscription, anything like that. It's more like who are the nodes of referrals? Those are my quote, reoccurring more than recurring business. Like Coca-Cola, super amazing business, not recurring, but reoccurring.

And so I put your hat on, so what you need to do is chunk up in terms of how you think through your business. I'll give you an example. So when I had Allen, which is a software company, we had, you know, the first thing we did is we went to market for small business owners, right? And that sucked because they'd be like, oh, this is great. It works for our leads, but we don't have any leads. And I was like, oh, darn, I didn't think through that. And so then all of a sudden, the people who did really well were the ones who already had agencies that were working with them generating leads. And then our thing just did the lead flow.

So then all of a sudden, I was like, okay, well, I'm going to go after agency owners and say, hey, we can improve the results of your services and do. increase churn and increase, you know, like basically make more money, et cetera, using our software. And so all of a sudden, what happened is instead of having, you know, trying to go one'sy-to-sie after business owners, we just went after our agency owners. And I knew that, let's say a chiropractor agency comes in, he only does chiropractors. He comes in and he pays, you know, he onwards his 50 clients at a time. And I was like, oh, that was fucking great. Right. And for you, it's like somebody might have a portfolio. But he, he on boards 50 clients. But then after that, I could rely on the fact that 10 of his people would turn every

month. And then he would sign 10 more up every month. Right. And so he, so our churn at the agency level was almost zero. Our churn at the SMB level was whatever the churn of the agency was, which is not really our issue. And so when we redefined our business as, oh, we're actually in the agency servicing business, not in the SMB servicing business, that's when it really started stacking. And so translating this back to you, you said you've got these referrals that are coming in, right? Yeah, we typically get three to four referrals every week that we'll be trying to book. Amazing. And so then I'll bet you you have a list or hopefully do of all the top referers that prefer your business, right?

100%. Right. And so then the whole paradigm around this for me is how do I partner with the referral partners so that they can frame the conversation with their introduction to me in the way that maximizes the likelihood of a close and the framing around pricing that I want. That's how I approach this. And so your business, if I'm thinking through this, right, like if I'm you, my business is I'm really in those centers of influence, right?

affiliate partners, those referral partners that you have, those are the, quote, customers. And so I want to see, like, what's my sales guy for those guys to get them to consistently, you know, bring me more in, and how can they acquire more of them? Because each one of them is a node that over the years, if I go from having a base of 20 guys who are affirming business to 200, that becomes reoccurring by nature rather than recurring. But still stable. Do a suggestion on a referral bonus for those people? Are you allowed to do kickbacks legally? I think so. Okay, great.

Well, if you're allowed to do... I'll double check. Yeah, yeah, if you're able to do kickbacks legally, there's three different affiliate structures that I like. Like, you'll immediately know, I'll say all three of them, and you'll know which one's right for you. So version one is that you peel off some element of your particular service, a very small element,

and then you allow them to sell it for whatever they want. They keep all the money, and then you deliver on that as step one of a multi-step process. That's V1. So an example of that is, hey, new business owner gets an LLC set up. We'll do the LLC setup. You can charge whatever you want for that. Let's say they sell for $300.

We do the LLC setup, but then we upsell tax and bookkeeping from there. But they keep 100% of the upfront. That's option one. Option two is that they just straight up sell your thing, right? And then they get to keep whatever percentage, right? You give them 10% or 20% or whatever number makes sense for you. For them to actually just legit, you know, cradle of grave, all they got to do is just acquire the business and then just send it to you and then you deliver.

That's the second, right? And then the third is more of a lead gen version of this, right? Which is kind of what you're doing right now, it sounds like. And then you can quote give them kickbacks later. And then they basically factor it in to how much they're, every three referrals I send, I get, you know, one sale or whatever. A lot of ours come from consultants that are on the actual application. Dude, 100%.

Then consult, like, you need to basically build out, like, think of this. It's like you need a customer journey for the consultants. Okay. Like, and then that's, yes, exactly. And then they're the ones who are going to consistently be sending you business month over month over month. Okay. Got it? Yeah, thank you so much.

Dude, you bet. I know you got your guy. I went over five minutes, so I'm so sorry. But hopefully you're good. No worries. Thank you so much. I appreciate it. Dude, you bet.

Thanks for donating books. Yeah, absolutely. All right. Thank you, man. All right. You guys digging this? Is this cool? This is fun?

El signor chat. Alchatissimo? Yeah, you got extra value, Albert. Supris farm. Love it. Okay, cool. Yeah, day three. I know. Well, it's really like hours. Geez, I'm going to lose the phone. Hours 10 and a half until close. All right, we're closing this thing down as a team. We started together. We're ending together. All right. Starting is one. Finishing is one. All right. So that was, who was that? That was Mr. Rinder. So now we're going to go Trent Husky. Husky's paint and design. All right. So we're going to talk paint and design. This will be fun. I know we're rocking and rolling.

This is great by all three of his books. Awesome. What's up? Trent. Trent, you're up, dude. Hey, how's it going? Good, man. All right. So we got paint. We got five minutes and let's rock and roll. So you got, was it a five million top line? What did I see here? You got a paint, paint, paint, paint, okay, five million top line, five hundred thousand profit? Yes, sir. That's me. Yeah, that's me. All right, rock and roll man. Okay. So what is, uh, what is? is the, like, what do you want and what's holding you back? Yeah, so I've been at this for seven years down.

I've got 40 people on staff. Congrats. I don't get the point. Thank you. So my issue is I'm kind of at a fork in the road. I started off doing residential repaint, so that was my friend and butter. I did that for years. And then I actually went to one year conferences, and you guys talking about reoccurring

revenue. You talked about LTV to KAC. Once I saw that, I went there to learn Facebook ads with my agenda. You taught me that completely pivoted. I was like, holy cow, I should go after GCs. Well, that was almost. a year and a half ago now. So now that I doubled in on GCs,

it's like every time I land one, it stacks, okay? But the downside to it is, is that the gross profit is less. But the advantage of it is that the LTV to CAC is insane. Through the roof. Yeah. So it's like, what do I do? Because my GP on repaints is 52,

but I pay a salesman 7%, and it costs me another 5% in market, and that's 12%. So when you wash it, it's 40% GP to GP if you take away the CACs, You see what I'm saying? So I've been doubling down on it. But then here's the next thing is that.

So since I did that, I was like, okay, I'm going to go full force. I hired a virtual assistant who just does my takeoffs so that way I could produce way more league. I could bid way more jobs way faster. This whole year, I have three salesmen selling repaints. They've, they sold about $2.8 million. I'm already at $2.6 million by myself with a takeoff guy assistant. And so I'm already doubling down on it. but I just won't, like, am I making the right decision here?

Because they are way harder to produce, as the hard thing. Like, most people get their asking new construction. They go bankrupt. The AR is crazy. My average pay per time right now is 65 days, but it gets up to 90, 120. So it's very capital-intensive. And it's a way harder business model to run. Do you think I'm making the right decision?

Well, thank you for the context. So when you said you were getting 20 to 1, were you talking revenue or gross profit? Gross profit. Yeah. So you still make way more on the GPs. So what do you mean about that? Will you explain to me? No, so you said you're going after these bigger deals because they're recurring, the GCs, the general contractors, right?

Yes, sir. And the issue there is just that it's really just that the pay cycle is extended, so it just costs more cash for, basically you have to flow cash for a period. That's the biggest problem. Okay. So there's, so I'll give you like the simple, the simplest answer here. And I'll tell you a story to illustrate this. So there's a company that I was looking at investing in, and it was a couple of years back. And they were at like $2 million a year, and they had $4 million in debt, and it was just a mess,

and I ended up not doing the deal. And one of the big issues was that they had bad terms for payment as a physical product business. And what they ended up doing is finding a manufacturer that gave them net 90 terms. So they basically fronted them the inventory and then gave them 90 days to pay them back, which is amazing, right? It's literally the opposite situation that you're in. And the result of that is that within 18 months, it went to $5 million a month. Holy cow.

Right. And so my point here is that we could look at model, but I lean towards this, this is far more likely to be a financing solution. Like we could do all sorts of crazy things, but realistically, you probably just find a 90-day rotating credit line at a bank and just show them what your finances are and what percentage of deals you collect on. Basically, you just have to show them diligence that you, when you say, hey, I've got this money coming in. and it's just called AR financing. And so by doing that, you can accelerate the cash flow cycle and basically eliminate that. Obviously, you've got to be responsible with it because you've got to pay it back when you get it. But that capital tends to be very cheap because it's basically, you know, it's somewhat secured.

Technically it's not secured, but it's secured by your AR. So it's like a lot of credit. It's exactly. Yes, exactly. And then that solves the cash flow issues. Yeah, because that's by the biggest issue. Like my AR routinely sits at $500,000, $600,000. It's crazy.

Right. And so if you could pull that down, you could just like, okay, great, I have this here. And then that way, and usually those are around a percent a month that they'll hold. And so very easily, like, you can find a percent. You know what I mean? Just like you could raise the price by a percent and get it back. That's genius. That's, I don't want to mess with anything else.

It sounds like what you found when you came here worked. So I'm happy about that. And now you have a 21 machine. Like, when I see a 21 machine, I don't want to mess with anything about it, too. And so the only issue you have is a cash conversion cycle issue. And because you're in a space where financing exists for this problem, I'd just say, like, let's just go pursue that. That's the first thing I would do. That is genius.

Thank you so much. I'm telling you because, like, whenever I was there, I had that epiphany. And, like, you guys were passing around the mic, and I was raising my hand. I was like, please just tell me. I don't know if this is right. And I didn't get to ask. I was like, I'm just fucking going for it. Excuse me.

No, you're good, man. Well, I appreciate you donate 800 books. And, you know, honestly, thank you so much for me and from the entrepreneurs that you donate books to. Happy birthday. so much. I really appreciate you. You bet. Thanks, Rhett. All right. Bye. Okay. Now we're going. Is that cool? That's exciting, right? That's kind of fun.

Yeah, this like, honestly, guys, I can literally do this all day. Well, you will see. I really, I just like, I love business. It's like the only thing that I really enjoy. It's like the only thing I drive joy from. So, yeah, I would do it for free, and here we are, and I'm doing it if you donate books. So Daniel Mueller. Next up, sounds German. All right, let's see what this is. Heismuller. All right, let's see. It's 4-9. I'm guessing he's German, like actually German, not just like his ethnicity, but I think his country of origin. What's up? Are you, are we in Germany?

Yeah, we're in Germany. I guessed it. I guessed it. Okay, talk to me about the business. What's Heinzmuller? All right, so We have five minutes too Just want to give you heads up We have five minutes just to give you heads up Okay, go for it Great, thank you I just started a business for a month ago

And I At first business I had a little bit of like I grew too fast Okay And I had various issues Okay And so now I'm like wondering

How you could Like decide when to roll and like when to win and what systems to grow first. Yeah. Yes. Really good question. So first off the bat, I don't know what went wrong when you said you grew too fast, but my guess is that you, so one of the sayings I have is that you can't really

overexpand, but you can't under talent, meaning the people that you brought in when you were growing too quickly were just insufficiently skilled. And as a result, things started breaking and falling through the cracks. So I went to them last year. Yeah. I think the issue was we identified as like I went over my skis. Yeah. Yeah.

That's what you spread. Yeah. Basically you were spread too thin. And you can be spread too thin because you don't have enough support from good enough teammates. And if I say anything you don't understand because I talk fast, just correct me or just, you know, hold me back. But right now, the speed of you, I'll talk a little, sorry. I'll talk a little sorry. So the speed of your expansion

should be correlated with the speed of your ability to acquire talent. So the speed of your ability to get good people into your business to hire them. And so the reason that it felt like you were overexpanding

is because you had no help. Okay. So if that was the situation, I would then look at my account, basically the follow-up question is, do you have the cash flow to pay somebody what's required to get the help you need to expand the business currently.

Do you? I do like, so right now I hired my first sales rep starting next month. Okay. And I'm doing 150K revenue like this month and I have like 25K profit. Okay. It's a little low. I don't know, like, if it's a service business? I do, it's like an HVAC company.

Yeah. Yeah, heard. So I think that, especially if you're a niche, you know, service like that, niche home service, especially, or commercial service, you probably, this is me just guessing, you're probably also a little mispriced. So I'll bet that you do need to raise your prices. Because if you're running 150 top line, 22,000. bottom line, you're running, what, like 13% margins or something like that, right?

Yeah, like 15%. Yeah, right. And so for me, a home service business, especially if it's niche. Like, for me, I would say 30 is going to be where I'm like my kind of like minimum target for just, I would say, like, if you were just just HVAC, right? But if you're like, I specialize in heating pumps specifically, I would expand that even further to like, you could, if run well, this business could run 50% plus margins. So.

It's like a very competitive market. Germany because it's very like... No, I know. I know. It's subsidized. Yes. Yeah, yeah. No, I hear you. But the...

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

We have to make sure that that salesperson becomes productive. So the speed of your expansion is going to be the speed of your ability to, you to onboard and activate teammates. So just like you activate a customer, like you say, okay, they have to go through this journey and then they get a good result, they're happy. Like you have that journey. We basically need to think through your expansion

from the employee perspective of how do I activate the employees so they don't have to think about them as much. You go from training to managing. Once they're managed and they're consistently generating revenue for you, especially because it's sales, right? Then at that point, I'd say, okay, now you can take your eye and then put it to the next constraint of the business. But it sounds like acquisition was taking a lot of your time,

and so you hired the salesperson, which said, you know, that's fine, that makes sense. I would look, do you give any discounts at all? Do you give discounts when you sell people? Yeah, or anything like that. But I don't know what to use it. No, no, I don't want you to. I was going to say, if you don't want to raise your price, at least eliminate your discounts. Okay, no, because literally you're at 15% margins.

And if you're giving, you know, let's call it 10% discounts or 15% discounts, you're giving half your profit away. And so if you feel uncomfortable about raising the price, then what I would do is say eliminate discounts and then add speed or add risk-free. So it's like, okay, so if you buy today, we'll do it faster. If you buy it a day, I'll guarantee this. Rather that if you buy a day, you can pay less.

Does that make sense? Yeah, that makes sense. That's what I would approach to try and get a little bit more premium on your pricing. Because, like, dude, your margins are so low that even 5, 10% jumps is like 60% increases in your actual take. home. If I raise price, they do it.

Well, everyone's always afraid of that. That's why no one does it. They do it now. Yes. Again, you have to focus on, the thing is, is you only, you are afraid of raising prices because you believe that you sell a commodity. If you and someone else do what the prospect believes to be the same thing, then they will choose the lower one.

For sure, no question there. So the question is, how do we get them to not perceive them the same thing? thing, which is why the first chapter is the offers book is like, it's an apple and orange issue, right? You're selling a commodity. And so we have to get you to not sell a commodity, which means that we have to either add speed, you have to add ease, we have to make it more risk-free for them so that they say, okay, good, fast and cheap, pick two. This guy is cheap and he's fast, but the thing is that it's not really cheap because you have to pay twice as much because I'm going to have to fix it, and it's going to cost you way more, and it's going to take you longer. So which one

do you really want? Right. So it's like you have to break the frame, to reframe the conversation. Got it. Cool. And again, sometimes that frame even, sorry, go ahead. So I raise prices,

and then I, like, hire for the next constraint, and I only hire the next person when the person I already hired is, like, fully on board.

Yes. All right. You nailed it. Thank you. No, you bet. Thank you, man. Good luck with the business. Congratulations.

And you are in a niche, man. I bet, like, I'll bet you have the pricing power. I'm just telling you, man. All right. I got to jump to this. the next call. I appreciate you donating books, man. Thank you so much. Thank you. Bye. All right. Dude, I'm telling you guys, pricing, like, the biggest lever by far on your ability

to generate profit. It's like a three, I think PC said this two days ago. Patrick Campbell, he's one of the speakers at the launch. They did a huge meta analysis of this. It has a three or four X stronger influence on profit than any other thing you can do, which is you could keep customers longer, which is amazing. You could get more customers. Also amazing, but the thing that's going to generate by far the most take-home increase if you were to proportionally increase each of them Pricing is going to be way way way more and so nailing pricing being willing to experiment and do that with different prospects that are coming in and try new pricing structures out again models is about monetization in general

But the the bonus is by the way the entire profit system which is the the last column on our on the playbooks Which is the fast chat fast cash playbook the pricing playbook and the price raise playbook, those three playbooks basically walk through the process of what does it look like to actually raise prices? How do you do it without fancy analytics? And then there's 10 optimizations of just like, how do I position this in a way that changes how they perceive the price so that it allows me to charge 50% more? If you're like, well, both of these are apples. It's like, yeah, of course the customer is going to go for the cheaper apple. I would too, so would you. And so it's like, well, I need this to be a banana. And then say, okay, well, what do you really looking for?

do you need fruit or do you just need vitamin C? Because in fact, I can give you a vitamin C IV drip, right? And then it's 500 times the price, but because we're trying to figure out, do we have to sell a fruit or is it like a totally different way that we're trying to solve the problem? All right. So that's how I'm thinking through. Next one up, we've got is Daniel. We've two Daniels in a row. What do you know? Daniel Linares, D-L-E event group. Oh, events. Fun. I know something about that. There's something about Vince. A little bit. run an event or two in my day? No, Raven, the playbooks won't be available later.

They end in 10 hours, and then they're gone. The offer's gone forever. Yes, sir. Oh, thanks, dude. I appreciate it. Thank you for donating 800 books. So talk to me about the event business. We got five minutes, and I want to give you as much as I can.

Totally, totally. So we do a luxury, kind of unique Blue Ocean. We're trying to dominate this category. Okay. For luxury wedding entertainment. It's not live bands. It's not a live DJ. It's this kind of combination group. Dude, I love that. The industry is starting to know. It's called a hybrid DJ band kind of concert.

Now, there's not high search volume. But we do get exact match people searching for us. Yeah. A lot of times they are our right fit. And we are closing, you know, people in that kind of 10 to 30K price point range. Dude, I love it. Actually, you said the hybrid DJ whatever, that's like feature jargon. Like I, as somebody who, well, I'm not past, I'm not past wedding age, sorry, but like, but like the, when you said luxury, wedding, entertainment, that, I mean, I'm a luxury buyer, right? That struck a court. To be fair, though, the price sounded cheap for what it sounds, what I, what I would imagine, because luxury, to me, to know it's significantly more expensive, just a side note. True, true. I mean, honestly, there's, you know, for the ultra 1%, we're the downsell to the

Yeah. Yeah. Yeah. So there's still headroom for us to assent. Do you have 100K option?

We don't. Okay. Can we do something right now? Like right now, add a $100,000 option because if you're in the luxury space, you don't win on volume.

You win on volume of dollars, right? Not volume of transactions. And so if you're doing all the work in the positioning of being luxury, then we have to capitalize on the sole benefit of luxury is that you can have

super sky high, prices. And if done well, which I think you will, it's a veblen good, meaning the more you raise the price for the right buyer, the more they want it, not the less they want it. So everybody finds us, they're like, man, your brand is like the five star four seasons. You're, my pre-conversion. Dude, I will bet you right now that you're like, this is, this is not a promise to anyone who's watching or listening, but if I were to bet, I would bet that if you to double or maybe even triple your prices, you will close at a higher percentage. Because 10 to 30K doesn't sound luxury to me, man.

I wouldn't even believe it. It's incongruent with the messaging. I mean, the luxury, they're 300K and 500K and 500K flowers. That's what I'm saying. And so, I mean, if I'm you, right, my sales pitch, and do you have a VSL before you talk to these people? I just made one. Okay, great.

Pre-fall to our Zoom call. Yes. And now have a, here's our stuff. Are you running ads? Only Google ads are for a seven X return on ad spend, but we're not doing anything on social. Amazing. Is it a pure opt-in? Yep.

Request a quote after they've dabbled on our site, pure opt-in. Okay, dude, so let me just, let me just, I'm going to cut for, like, let me just, let me love you. Okay, so this is what, this is what I would, if I'm you, if I had to transport brains and like this, I have to take over the business tomorrow. The opt-in would not be request for quote. That's like the lowest conversion. thing that you can do. Instead, I would have it be a questionnaire about the wedding, right?

So, and it makes it seem like it's like, oh, that way we can tell you the exact perfect type of, you know, entertainment experience for a luxury wedding that would match your style wedding, blah, blah, blah, blah, right? So they answer five, six, seven questions, whatever. Then on the thank you page, they either, if they have a budget that's high enough,

they get shifted straight to the calendar where they can have the call, or if they're not, then you just send them to PDF or something like that, right? So if they are qualified, they go to the call. Okay, now, if a day, At that point, you have the booking, then you nurture them by sending them the VSL before the call, and then you put a secret word in there that says, hey, would you rather us watch it together?

Would you rather watch it on your own? All right? Everybody's going to say, I'd rather watch it on my own, which is great, but now they committed to watching it, which is the point. And if for some reason they forget to watch it, then you've already set the seed so that you're like, oh, do you get a chance to watch the thing, which if you put a secret word inside of it, saying, hey, by the way, just so we're prepared, tell us the head count of your wedding. Just text the person who texted you do this back. And so you should get numbers that are like 50,

$195, whatever, but then that way you know they actually watched it. Right. And so then when you hop on the call, you reconfirmed they watched it, and then the first, however many minutes, if they didn't, you say, hey, no worries, I'm going to grab a coffee, go watch this video, and then you'll pick back up, right? Just as an easy way to make sure that every single person is pre-framed

properly for the call. Now, the contents of that VSL, I know you already filmed it, but the content of the VSL the way I would think about it would be how, basically, I want to break frame here. It's like, okay, so what do you think people remember the most about the wedding? Right? And again, I would look at statistics, I'd look at surveys, I would do whatever I could to try and have, like, the thing that people remember the most is this.

The thing that people spend the most on is this. And so no one remembers where they had chicken or steak. No one. But what they do remember is how good of a time it was. That's where memories are made. And so we should be spending our money in proportion to the memorability or the, like basically the memory contribution of size of each dollar. Right? And so this would be the frame that I would enter the conversation with.

And so if they're spending $500,000 on flowers, no one remembers the flowers. Everyone remember what the entertainment was. It's really good, man. That's the frame. And then you can start selling $100,000, $150,000. Dude, you're luxury. Like, we're luxury. Let's go looks, right?

Let's make, let's feel it. And just continue to be messaging-wise, you know, more and more unique as we do it. Yes. And so I would, again, I mean, I said put 100K offer up there, but like 100K,000, I think, is probably where you is going to become your bread and butter. Just being real. Like, you need a 250,000. Like, dude, if you're luxury, luxury weddings, you've got a bride zilla and dad's paying. and he's a hedge fund manager, he doesn't get a fuck.

Dang. Damn, mind-blown, brother. Yeah, as a luxury consumer, like, let me tell you, they will spend. They just want the best. And right now, your prices actually, I honestly think are hurting you. 10K for a wedding is like the napkins. We get so many people that don't flinch, right? Right.

What's your close rate? Yeah, what's your closure right now? close rate you know we we meet with 10 we probably close I think like 20% out it's selling about 20% close rate of booked calls yeah of book calls okay well how many of those would you say you cancel because they're just not qualified they cancel themselves okay automation shows them our pricing in advance yeah yeah they'll set up a meeting and then they'll cancel it because like oh shit yeah that's the thing so what I started with like that's where we have the question flow rather than you know requires

request an invoice. It's like, no, like take our perfect entertainment quiz, perfect match entertainment quiz, they go through it, and then it automatically sorts them so they don't even see your calendar. You don't have to waste your time with it, right? Filter them out? Yes. Yes. Yes. What percentage of the calls that you take to you close, not of called, not of scheduled? How many do we take that are actually, like, do you mean our show up rate? Yeah, well, yeah, showed calls that you make an offer to. Of the offered people, what percentage close? Of the offered people, what percentage close? Probably 25%. Oh, so the vast majority don't cancel their call? They don't. We get a 90% show of the people that, you know,

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

That's now your new offer, okay? I know I want you to wrap your head around that. 100K is the offer, but your cool offer right now, which is your 30, right? let's make it 35, because that's the same thing anyways. So make it 35, but what you're going to do is you're going to look at the 100K, and you're going to say, of these things, what one thing is just really specific that most people don't particularly need except for somebody who's a super baller,

but everyone else is really happy with nine out of these 10 things. And so what you do is you have the 100K thing, and then some people just say, yeah, I want the best thing. They don't even care anything. They just say yes at 100. If they say no, then you say, oh, you know what, well, do you care? a lot about where the DJ was born. I'm just giving it a stupid example. But they're like, oh, no, I don't care about where the DJ was born. And you're like, oh, well, we have this other

thing that's $35,000, because somebody really care about that. But if you don't care about that, then this is 35. And it gets a lot of things that you want it. And they're like, oh, yeah. Because when you do an anchor upsell properly, right, the first thing is like, you want to get the whales and you've got to commit to it. You can't just like toss it up and then be like, oh, you don't want that, and then start selling the other thing. You have to truly sell 100K. you've got to commit. And they have to really consider it. Otherwise, anchors don't work.

If they really consider it, then they're already starting to justify why it would be worth $100,000. And then when you just say, cool, well, this thing's 90% similar and it's one-third the price, then they're like, oh, done. Yeah, yeah, yeah.

And so now all of a sudden, everybody's buying your most expensive one, your current most expensive one, and maybe 10% or 20% buy your $100K. And if I'm right, 30% are buying your $100K, and just by doing that,

we doubled LTV. Thank you, brother. I know you spent some extra time with me, man. You're good. I want to help. Happy birthday, man. Congrats with everything. Well, I appreciate you.

If I make you more money, you donate more books, you help more people, we save the world, everybody's happy. Yeah, brother. Thank you so much. You bet, bad.

All right, good luck. All right. All right. That was fun, right? I know that was more than, oh, we got a, oh, we hit a milestone. Okay.

3.28, so we just hit a milestone. Oh, geez. All right, let's rock and roll. Sweet. Okay, so I got a call. Okay, so who am I, who's hooking me up with a number? Ed, are you sending me numbers? We'll do it in a second.

Okay, I'll call one more, and then we're calling single book buyers. All right. Hold on. So I'm going to call it 800 buyer who's coming in. All right, Ed, text me another 800 buyer. All right. Hamza Solomon. So you got 800 books, and so I'm going to help you make more money.

Not a promise, of course. Your results will vary. Results are not typical. Hamza. We got five minutes, brother. Talk to me. You're the dentalist. You're doing $9 million top line.

$3 million in profit, right? That's right. All right. $9 million, $3 million. Bottom. Okay. That's correct. So I'm trying to say,

happy birthday, brother. Congratulations in the biggest and wildest book launch the world of everything. I took the advice we gave to the last year in Vegas. We were doing around, I think, a million and a half. And then the advice it gave me was to do more, more, more of the same. And we ended up here at 9.4. So you went from 1.5 million to 9.4 million from some advice.

That sounds like it was a good return. you and I remember what you said to me. You used to do more ads and more time in the day doing ads and get more creative. Yeah, yeah, yeah, yeah. I remember, I remember, I remember. Yeah, yeah.

So that's next. Anyway, so ever since then, I've been watching every single moment, every little piece I could get from you. Because this moment here now is where I want to understand exactly how do we get it to the next level.

Okay. How do we dominate the UK dental market. Because we're hungry, we're all locked in the team, everyone motivates, he didn't have good momentum. It's going to come down to stick.

I'm just going to tell you right now. It's going to come down to stick. Okay. Like you figured out the first part, which is why you're just seven X or whatever the number is six X, right? You're six X in a year following to do more advice.

And you still need to keep doing that volume. I want to be clear. But the thing is, is that really tremendously large businesses, get really, really big, 95% of the time because of one thing, which is that they have, well, not 95.

100% of the time they have one thing, which is a compounding vehicle. So they have something that compounds onto itself. And so virality, for example, is compounding. Right. And so brand itself is a compounding vehicle, media because people tell other people who tell other, people who tell other people,

and then that's how a brand compound. So that's one way. Now, given the nature of your business, you're not going to have a viral, I don't think, right? You know, I don't think you're going to be like the, I'll just leave it there. The main, yeah, again, your B2B, a high ticket service.

Like, that's not your game. But the key is going to be, how do we make sure that dent, never leave. That is now your mission. Because if you did whatever, $9 million in sales this year, because you were at one and a half last year, right? So you pretty much done almost all that growth this year, right? So the key is if over the next five years you did no more acquisition, but every year you do $10 million a year in sales, right? It's just that next year, you're at 20. And then the year after that, you're at 30. And the year after that, you're at 40. And your

margin is disproportionately growing because you don't have a huge amount of of OPEX that that's the game we need to get to now that's your next level how do you do that I look because right now I'm getting there is I can see the pressure on the sales team yeah I can see that there's the kind of not listening to way as well and it's hard to I guess managing things when there's more ad spend and I wouldn't spend more I want to spend well I don't think the answer spend more right now. The answer was spend more when you came. That was the answer. Right

now the answer is not spend more. The answer right now is you have to keep, you have to keep the people you're selling. You have to keep delivering on them. You have to keep them happy. You have to reduce churn. Anika, what point do I know that it's assigned now to move into

a different location and then aggressively scale locations and as a dental group? That's also something in our mind which I don't ask. Wait, is this out of four walls right now? you got the nine the nine million yeah oh badass no okay yeah we've got one more room and okay heard heard her no no I think you're actually now that I understand that last piece yeah you're ready to open a second location using the same model

you're good okay I'm glad I'm glad we got there so so we still we have we have we have 55 seconds this bear but that that's yeah sorry I I'm I misunderstood yes 100% four walls you need to add another four walls I'd go across town so that you don't you have as little crossover as possible with the ads. And the thing that you have to be careful of is backfilling the talent who's required to, you know, stop off that next one. And with the sales team, just from the back there, I think, like, how do I find a sales team here to handle inquiries and make sure no sure it doesn't go through the route?

Because that's one. Well, dude, you just got, so follow the lead nurture, the lead nurture playbook that's coming in the mail, right? Like literally follow that to a T, number one, before you do of anything, that's number one. And then from a closing perspective, one of the key parts, and this is for everyone who's watching too, is that the more I've studied sales,

I feel like it's like the midwit meme, I don't know if you've seen that, it's like, you know, just ask more times and don't bother them. And then at the end, then there's all these like tone and pacing, blah, blah, blah, and then at the end it's just like, just ask more times and don't bother people. That's really what it comes down to.

And so basically we need to have a very straightforward script that anybody can learn. And so it's how can we decrease the complexity of the sale, remove as many variables as possible, so it's easier to onboard and train reps and grade them. Because the more complexity is, the longer takes to train them, the longer takes to onboard them,

than the harder it is to basically manage their performance. When it's like, you have five questions to ask, and you ask them in this way, and you ask them in this order, it makes it significantly easier for somebody who's not as skilled to still succeed. And that makes a better business model, rather than have a business that requires exceptional salespeople to succeed. Thank you.

Okay? But in terms of how do you find salespeople like it's the same for every business, you're going to have to recruit hard, and you want to think about your acquisition channel for getting salespeople the same as you think about your acquisition channel for getting customers. Same concept. You're going to advertise. You're going to have an offer. You're going to work the leads.

You're going to interview just like a sale. Same, same. It's just that that is now becoming the constraint of the business is that you need more salespeople so that you can open the next location, which then can double the business or whatever. I mean, okay. I got a, I got a, yeah, follow. Just the bent and the antiques price that you've had.

TikTok. To TikTok, what? Lately just walked in. No, I think that it's more that you want to demonstrate that you've done some level of personalization for the prospect that makes them want to get that value. So it's less about bribing them, like the term itself. It's more like, what does someone like that really want?

It might be something that gets them out of pain, or something that absolutely guarantees that this is going to actually solve it for them. But we want to show that. Okay. I appreciate you, and congratulations on your six-x this year. Thank you.

Thank you. All right, you bet. All right, you bet. All right, we have the great Leila. The one, the myth, the legend, legend, actually, legend is way better. The legendary Leila. The legendary Leila is in the house.

And so we're doing, this is our special edition because we just hit. No, we're just going to call single book buyers. That's one, yeah, right. That's the, that's the, we just hit The milestone. Okay. Yes.

So we're calling single book buyers. Okay. So do we have, am I getting, am I getting some? Yes, so they texted to you. Oh, there we go. Okay, great. Okay, great. So Brandon Sprye, you're watching.

We're calling. We'll see, Brandon. You just bought a book. And so that was, we hit this milestone. And so we're, uh, we're going. Brandon, we're on the live. Hi, Brandon. You bought a book.

You donated a book. Thank you. Oh, my God. We appreciate you. Yeah. Oh, my gosh. I was just watching the live. Did you stop watching?

Seconds ago. Seconds ago? Oh, I lost you. I lost you on the dentist. That's what did it. Yeah. That's just, well, you want proof. You just want to open to our ask him to open a new location.

Yeah. Yeah, there you go. No, I love it. Oh, my gosh. Well, really great to meet you, man. Well, appreciate it. How can we help? We got a minute to it.

Let's do it. How can we help? Yeah, let's do it. So I'm a closer. I'm boring with that, but I'm really, trying to help I worked for an offer right now and their show rate is terrible and uh really great it's honestly the best offer I've ever worked for um well you haven't worked for us so you know I just had a group reach out to me as like hey hormones he's looking for a closer and I was like

I don't really trust you like they do it themselves right um that's actually correct yeah yeah you know how it is yeah I do this offer is great uh they scale plumbers and and they're so good and I just have so much conviction for their offer. Yeah. Our close rate is great, but I mean, you obviously have closed way more than me, and you know that if the close rate is too high, there's a problem. Yeah. And part of that is our close, or excuse me, our show rate is 20%.

And our close rate is insane. So, you know, we get three calls a week, and we'll close two at a three. We'll get five calls a week. We'll close three and a five or four to five. Yeah. You mean that actually pick up, is that we're saying, not scheduled? yes exactly and yeah couple things there's a lot to work on it and I'm an amateur

no you're good dude you're good so there's probably a handful of issues that are actually happening prior to so like sometimes it's an uphill battle like if you're like dude I'm calling the lead immediately I'm you know I'm calling them 10 times you know within the first three days and I'm calling them twice in the first five minutes like you're doing all the like the fundamentals

like the basics right if you're doing that stuff and you're still not seeing increases in in show rates then it's usually things that are happened prior to the scheduling. Okay. So that means... Exactly. Right. So basically there's not, there's insufficient friction likely in the funnel.

And so as a result, it basically, if you remove too much friction, then what it's happening is that like it's so easy to book a call that you actually have fewer total shows. And so your metrics, like, it's kind of getting into the vanity metric scheme of like, look, we got 100 call scheduled. It's like, dude, it doesn't matter. Like, we only care who shows. Right. And so being willing to say, well, we double.

our cost per booking, but our show rate, because you're at 20%, it's like our show rate from 20 to 60. So we tripled our show rate, but we doubled our cost, which is still a 50% increase, right? Yeah, okay. So I would look at the application, number one, I would also look at, like, so is it, is it just straight to booking, or how's the, I don't, I can't see the funnel, but like, is that the, like, how's it working? No, I can see, I mean, the funnel's changed too much in the last couple months. So at the exact moment, the funnel is for, an offer or promotion we're running and then it's also just like hey if you want to scale up book a call and then it's very basic info you know name email how many people are working your company what's your

revenue and then and then it just goes straight to hey no don't miss your call and it's basically a 10 second video of the owner going hey this is this changed a life oh that's the and that's the and that's the vSL no no no you need like a five or seven minute Vsall So the proof checklist, which is tell your owner to go by that, but donate some books by the end of the day. But the proof check list will basically help you script out the VSL because right now, like the symptoms you're expressing are things that are, I mean, all of this is in the sales system. So you've got the lead nurture process and you've got the proof checklist. Both of those things are the things that are missing, which is why you're having so few show rates or the show rate so low. The fact that your closing is great, but I would bet you that if you put in that basically more proof on the,

the funnel and the VSL itself, which typically the way it's going to be is going to have proof promise plan right at the beginning of the VSL. So like, you know, how do you know we're good? Sorry, what's the promise? What's the plan of how we're going to help you do it? And then what's proof that I know that you're legit? And then we walk through the four-step belief breaking, which is like, okay, what are the four things that people struggle with or like why they object?

Right. So it's like belief one, two, three, four. And then we order this and you'll be able to watch this live stream later. so I'll just talk fast. So it's what they believe, why they're wrong, what's right, and then proof. All right. And then that stack of that four steps, you do four times. So it's basically 16 pieces to that VSL.

And then you CTA at the end, whatever the next step is, which is like, hey, text us back, you know, this thing. And then when that person texts you, right, then what we want to do is personalize the roadmap that we're going to show them. So that they're like, oh, they actually did some work for me ahead of time, right? It's just like, I mean, just like plumbing, it's like, oh, we actually, you know, I pulled up Google Maps and it looks like your home was built in 1971. They were usually using these types of pipes at that point. And so I'm going to bring the stuff that's actually going to be able to fix this. I'm able to do this even faster for you. They're like, oh, wow, that was impressive.

So like now the question of you not showing up, or like, I'm using a home services example, but like the question like vanishes. Right. So like, oh, wow, they like really understand my business. And so I would, if I were you, the salesman, we have to install those two playbooks. But in addition to that, I would, if I'm you, I would basically do little mini AI research, Zapier or make.com automation, whatever, to get a full breakdown of that business, the reviews they have, what people say, you know, some of the employees at the business. Like, imagine, like, hey, so I know Tom and, you know, Gerald worked for you. Do you have any issues with, they're like, holy shit? Like, it's like, you want to blow them away, but with automation and AI now, you're like, you can do that really, really well. All right, I got to call the next person.

You got to go. My guy. That helped? All right, man. Nice to meet you too. Appreciate you. Yeah, cheers. All right, bye.

Tick-Tock. Tick-T-T-T. I know, I know. I get carried away. You know what I'm saying? We got to call these buyers. Yeah, yeah, my bad. Okay.

I have some special numbers that I've been given as well. You want to, or do you want to tell me what it is? Come on, Ed. I need that special number. I'll call Santiago first. All right. Call Santiago. Okay.

What if we'd be prank call them instead? I don't even know what that means. Like, what do you'd be funny to be prank called by yourself? What? Yeah. Yeah. You didn't do that in high school? No, I didn't.

So lame. Your call has been forward into the voicemail. Tough one, Santiago. Why don't you leave a voice memo? I want. It's gone now. That's so rude. He doesn't know.

Leave a voicemail. The opportunity of a lifetime. She passed him by. Okay, well, I'll leave a voicemail. Hello? Uh, Nathan? Yeah. What's up, dude?

You're on Hermosia Hotline. How's it going? It's going good. All right. Rock and roll. We have, like, two minutes, because I'm calling people who bought books. So we're doing it right now.

How can we help? Right now, I am a sales manager for, oh, that's crazy. I'm a sales manager for a proactive maintenance company. We are launching a new software with sensor capabilities and an AI platform. And, yeah, just find the book to see how we can enhance. Yeah, enhance that among all your other books. And, yeah, just trying to upgrade my career. sell some stuff.

You've 60 seconds to ask a question, Nathan. That's pretty much it. Well, I mean, I can just say thank you. Yeah, yeah, honestly. Yeah, this is a crazy honor. I'm like a huge fan of yours, dude, and yeah, just love your stuff. Well, I'm a huge fan of yours for putting in the work, man, chopping wood. Yeah, we appreciate you.

Thanks for supporting and buying a book. Yeah. Absolutely. My pleasure, guys. I appreciate it. You bet, well, hey, have a good Monday. Thanks. All right, later.

All right, bye. I was, like, wave at the phone. Oh, that's my own thing. That's, you've, old man. Do you want to, do you have a special number? I'm waiting on a couple of them. All right, we'll go with Alex. Alex.

Oh, there's not enough room in this live stream for more than one of us. Not enough room in this live stream. Do not hang up. Oh, you want to leave that, okay. Layla's got a prank call. Can you imagine this? Dude, do you guys remember when you used to do, like, hot or not? You remember that?

Dude, what did you do growing up? I went to, to be fair, I went to all guys' school, so hot or not was not really the thing. Alex Miller with Lomte, Denver. Sorry, I missed your call. Feel free to shoot me in touch, and I'll get out to you. It's impossible. Tough, tough, Alex. But this is Laila and Alex Formosie.

What's up? Saying hi for Mozy Hotline, but you missed the call. So I said, we have to leave you a voicemail. I feel like this is worse than not getting a call. Like, I feel like getting a voicemail. It's like it's worse than just not getting a call. I don't think so. God, it's terrifying.

Well, Alex, thank you for grabbing a book. And we wish you all of the fortune that comes from everything in this context. Thanks for supporting. Yeah, appreciate you. All right. Okay. How awkward was that? I don't think that was that awkward.

I don't think that was awkward at all. I thought that was friendly. All right, do we have another one? I don't know. It's taking this number so long. All right, fine. All right, well, I'm going to call the next one. Okay.

I'm going to call this one. Yeah. All right. We don't even know who it is. Carlos. Hi, this is Carlos. I'm here again. Please leave your name in the message.

Wow. What should we say? Leave him something inspiring. Something inspiring. Leave no doubt. You one of zero. This was from Rosie Hotline, and we missed you because you just grabbed the book. You're probably on the live stream,

but I don't know you missed it, but we love you. And we appreciate you supporting. You love him? Well, I was like, calm down. Jeez. Jake. Come on. Get out of here.

No, no, no, no, one second. Sorry. What? Oh, shit. Oh, shit. Oh, shit. Didn't mean to miss anything. Dude, he's saved by the bell.

My finger was hovering over that hang up. All right. Dude, how can we help, man? Okay, so who went on our one? I'm a Carlos Rodriguez, Farnford, PhD research student. What do we do? I make medicine, so I'm working on creating new treaties

for leukemia, trying to get rid of chemotherapy and radiation to help treat people with blood cancer. The problem that I'm having is that we're having a hard time getting funding, right? Reason, budget cuts, a lot of funding is when missing and harder for people to get funding. Sure. We just recently submitted one thing,

which I think has a pretty high probability, getting us you know 100k 200k or the next year or two which isn't really enough to cover yeah the three staff that we have okay so I'm looking to you seeing if we can come up with more creative ways of getting this funding research funded because we have some really exciting results that we can do bone marrow transplant about you know radiation in nice budge we know how much you need do how much I'm thinking million dollars would get us to the finish line in monkey studies you know by the end of this

year possibly the middle of next year got it so how big is the average grants like how many do you just normally get one grant or multiple grants we never apply to you know three or four grants on the high end they can be 10 million you get back you know once every decade or you know the more sustainable version is one grant every every year or two and that keeps a lot running and helps pay for the staff yeah heard so My thinking process is that this is I mean believe or not this works the exact same way is like closing a deal You know what I mean and so I think to me I would hear this and I know lately you can jump in but like insufficient volume of like okay We're applying to three or four it's like how do we apply to like 300? Like I try to solve that question like what would it take to guarantee that this doesn't fail?

And I just I do that I know that sounds incredibly violent but hopefully this launch was like a little A little example that I try to walk that talk like I just like I just like I just so Like, how can we maximize the likelihood of success? Right. There's only so much that you can write or rewrite yourself. Yeah. There's all these AI detection tools. So you have this body work that you've written.

I want to use AI to say, hey, take some of the points that I've already written and help adapt it to this thing. But then you don't want to get flagged by, I don't know, an AI checker on the other side. Okay. But, I mean, you said you only applied to three or four. Like, could you do like 30 or 40? because the alternative is that you lose the research right well the alternatives you lose the research right is that it stops right so to me it's like life or death right it's existential right so to me it's like all right well then like what it like again what it takes yeah like yeah we pull out all

the stops if it's like this or die then it's this right well uh I guess we don't we have maybe a year a funding left maybe less so yeah not it's do our guy now Right. Shifting everybody's focus from the research that we do, you know, we have a body of research and results. But it's going to go to waste unless you get the grant. It's going to go to waste unless you get the grant. So like the constraint of the system is cash flow,

and the way to solve that is through volume of outreach in order to, volume of applications literally to get grants. Are there other perhaps creative strategies, I don't know, crowdsourcing funding for research that they're able to... There totally is. I would just say, what's the... Like, I always operate from find the highest likelihood path, and then make it unreasonable that we wouldn't succeed by doing so much volume on the highest likelihood path.

And so if you already know how to do grants and you've done multiple of them in order to get grant money, then I would say, well, if we 10x the amount of volume, the likelihood that we, you know, are successful. So let me ask this differently. If you were to do 30 grant applications, what do you think the likelihood, if all 30 were good, that you'd get the funding you need? I'd say pretty good. All right. Well, to me, it's like, I don't even have another question. Like to me, it's like... It's just the time it would take to...

Yeah. The time it would take to figure out a different strategy, it's just the same as a business. It's like, all right, we want to figure out a new funnel right now? It's like, no, we want to just see ruthlessly pursue making the old one work. Okay. That's it, man. It's just ruthless point.

Hey, we've got to try it a little bit harder. Well, if it's like, oh, the team, it's like, well, we can't stop the research. It's like, well, the research is going to stop, no matter what, unless this gets solved. Right. So like, that's that. But all right, dude, I appreciate you. Thank you for grabbing a book. Yeah, and also just to respect what you're doing.

Yeah, respect what you're doing, man. It's really great. It's really great. Thank you. All right. All right. Wow, so discreet. All right, we're doing, so, all right, Santiago.

Santiago Ramirez. I don't know. Tyler Mars, that's the, just popped up. All right, Tyler Mars, it's you. You're up. Sorry. Oh. Has calling restrictions.

File, are you different here for a caller? All right, I got one, I got one. Okay. These are hot, hot dials. The weather is hot. I just decided to call. Oh, well, there you go. There's no overhead mic, you're good.

Or overhead, um, thing. Cameron. Cameron. What's up, man? How do you, who, who, who, how do you know who this is? Oh, I'd say we've known each other since we were probably three or four. Cameron, what's up, dude? What's up, man?

How you doing? Hey, Cameron. What's up, man? You ass. Okay, so, well, your owner-mosey hotline, how's the physical, well, how's your new baby, man? You got, you got, oh, good, good. Yeah, she's, she's doing great, man. Having two girls is a wild ride.

All right. Alex knows what that's like. Having two girls? Well, you know, anyways. It was before later. on fumes here camera okay okay talk to me you guys I mean have got to be riding on straight caffeine oh yeah I don't drink caffeine well I just down to hold anyways so tell me what the business man what can I do so physical therapy are you guys are online uh what you tell me what

you're doing so yeah we had started as online we moved into two subleas bricking motor spaces okay I've been doing concierge mobile stuff concierge mobile had like a gig margin but it just was really hard to grow with that because just travel time and everything so I just advertise the brick and mortar yeah my wife Lindsay she's been crushing it yeah where we kind of hit it snag was we had we made a hire last year in September I hired a BT okay and then just when Lindsay came out from maternity leave yeah found out our BT just like tanked so we just separated with our PT this past week got it so our margins had like on way way way way way way way

down yeah but now we've been building back up so we're getting back to where we were with revenue okay I'm gonna I'm gonna step in while we we're looking to bringing two PT's okay and this is brick and mortar right yeah yeah I got it okay so what are you doing for leg gen so we do meta ads so Facebook Instagram ads okay I think about 60% of our lead generation is word of mouth either okay okay based yeah or like, um, yeah,

referral contest. Yeah, heard. So, but 40% comes from ads. So I mean, right now the limiter to grow, like how much more, how many more patients can you take before you're full capacity at the location? That is the problem is that we have these two sub leases

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

Love this for us. And so our, yeah, our, so our single visit rate is 279. So, and then we offer most of our, we try to not sell one off. So we do packages. Yeah. We have two different ones that we sell. Okay. What's the price point?

Yeah. The low one is $2.39 a visit. And, sorry, 219 to visit and the other one's 239. And you're selling them as bundles though. You're selling them with solutions, right? It's a, I mean, we're not marketing it that way. And we market this the plan of care, but I mean, yes. Yeah, so they come in and you're like, it's going to take 12 sessions, so it's going

be $2,400 or whatever, right? Yeah. Okay, got it. Do you have care credit? We do not. I would set that up. We do have financing option. I just haven't been using it.

Okay. Well, I mean, if you do, typically. you'll get a 30% lift in revenue when you have like a good financing part of that happens kind of across the board, especially if you're in higher ticket stuff like yours is. And yours is something that there's plenty of lending partners that do stuff for health. You know what I mean? Since you're in a, you are, you know, a doctor. So like if you have the option, which you do, I would use it. And if you're like, if no one's even needing it, then to me, you still probably have some room to increase price because if you're like you're struggling with cash flow, which I'm not

like, so you've got these, you have multiple locations right now that are sub-belased? yeah so because Lindsay's in public health that niche so we're the two places we sell lease are multi-provider practice areas so it's birth specialty workers yeah um so that's where we get like a shit ton of referrals from and uh um why not specialize in that what was that why not specialize in that because i feel like it's gotta be okay i'm i so the only reason i'm even going back into treat it's just to like bump our cash flow up. Okay. So you gotta do what you got to do. Okay. Right. Yeah. It's not like what we want to do longer. Okay. But yeah, it's just so we can get somebody, so I can get a little

to the cash so I can bring someone back in. Okay. Yeah, we were just like getting crushed by the lack of production by our PT and the overhead was killing us. Okay. So basically, usually to drive more cash flow, but is the ultimate escape path like waiting until these sub leases go out or like what? I mean, I'm not locked into them at the end of this month. I'm technically out of my, like, they go to month to month. Yeah. Okay. Well, that sounds nice.

But you said she's doing well online, right? She, I mean, so I would say the vast majority of the demand is for in person. Okay. Good to know. All right. Even from like your Instagram stuff? Yeah. I mean, we haven't been pushing the online stuff.

I can. I definitely can. You said she's in pelvic help, like pelvic floor therapist? Yep, yeah, she's a public floor in tea. Yeah, that's why it's in person. It's a little tough one. Yeah, okay, heard. Got it.

Well, it's not, okay. So fundamentally, we just need to make more money, and the way to do that is that we have to get more people in at financing, race prices. Do you have any kind of VSL that people watch prior to coming in? No, but one of the guys in the mastermind I'm in sent me his all. like his nurture sequence. It's like a clinic tower and like welcome.

So I'm going to, I'm going to mimic that and then build it into ours. Yeah. Well, like that, like right now, you're selling 2K plus packages and you're doing it without VSL and without financing, which means that you probably still have room to go up price-wise. Yeah, and Lindsay's close rate's 95%.

Yeah, right. I mean, it's good. So you've got to, like, people who are coming in for that are in screaming hot pain from what I understand. and they just had like a traumatic event or they're about to, you know, I would, I would, like, I would raise the price, man. If cash is, like, if you're closing 95%, and you don't even have, like, all the sales stuff in place for, like, the right sales motion, then you probably have at least a double in that. So, yesterday you were doing one of these calls, and, like, you, I forget who you were talking to you, but you said something that was, like, really intriguing to me. Okay.

It was a little different model. Like, I was, like, doing SaaS stuff. Yeah. You know, one thing that he talked about was that we had like a, you know, a premier program up front. And it was like a really short, like, eight weeks, something. Yeah. And then it was like, like, because like right now, for me, our biggest problem is I don't think we have, or not our biggest, but eight big problems. We don't have, like, strong, uh, monthly repairing. Uh-huh.

So I think it would be interesting if, like, I did something similar when you were talking to that guy where I have, like, a premier package for, like, somebody who's coming with that hot speaking pain. And I said, but like, I'll give you this for free. Yeah. If you just come into this. That's the decoy offer. That's the decoy offer in MoneyMong. Like, you know, $1,500. Yeah, that's the decoy offer.

That's what it is. So they come in, you say, hey, this thing's $6,000, or if you just become a member of our, you know, pelvic platinum club, platinum pelvic. Who doesn't want a platinum pelvis? Right? And so then we'll give you this $6,000 gift for free if you just join our club, right?

Obviously not club, but you know what I'm saying, like in the membership. Right. So that's like, so either or is fine. Like, if you want, you don't want to do any continuity, no big deal. You can just pay $6,000 a day and we'll take care of you. Or we'll just give it to you as free when you join. The goodwill on that offer is crazy.

Right. And, I mean, it crushes. It goes, like, and the way that you do this, for everyone who's watching this, by the way, is you can balance how much cash you get up front by the price discrepancy. So I go over the metrics inside the book. But basically, there's a price premium of 30%, because we ran this test. People are willing to pay the, basically, when you're at parity, meaning 50% of, people will go into continuity and 50% of people just buy the one-time thing is when the one-time

thing is priced at 30% higher than the recurring. So let's say it's two months is the duration of your thing and your membership is, let's say, $200 a month. So $400 is the membership price for eight weeks. And if I sold an eight-week thing and I sold it at $550, I'd have the same number of people who take $550 as $400. So that's the $50-split and you'll have more front-loaded cash. If you want more people into membership, then you just basically keep jumping it by 10% each until eventually no one takes the front end thing and everyone goes into continuity. Right. That's the idea.

But the goodwill on that offer smokes. It's great. People love it. And then you can combine that with the waive fee offer, which is in the continuity section, and just say like, hey, if you cancel before this period, you got to pay that. And that's the way we do it. Love it.

Cool? Yeah. Rock and roll, dude. Appreciate you. Congratulations on the kiddos. And congratulations to the both of you. This is monumental fee. So Cam and I went to, for anybody who's watching, we went to, where do we go?

We went to middle school, middle school together, but we were neighbors. And so from Baltimore, you can hear the Baltimore accent. You know, I've been told that several times, and I still, to this day, I'm like, dude, you have, like, a deeper Southern draw than the last time I talked to you. Maybe. Yes. Okay. Well, dude, I got a hop on these other calls, but I appreciate you, man.

Of course. Thank you so much. All right. All right. Hormozia hotline. Next up, we're going, oh, shoot, we're about to hit our next, no, no, no, we're good. We're good. Okay.

Well, we have our next milestone that's at 3.3 by the, the way guys so which I'll read so yesterday I went over 15 mechanisms inside the money models books that was a whole presentation the money model system but inside the lost chapters which is that guy which everyone who showed up live on the first day are you displaying it thank you there you so everybody who showed up live got a free digital copy of this this will be for sale after the events anyways that was just my my thank you for everybody who showed up live for the actual launch but inside of here I have some of the other mechanisms that I cut out because they're like maybe

too niche or to advance and so we'll do a little reading when we hit 3.3 all right so just look out for that yeah we got special stuff yeah we got some special we got some special goodies okay so who do we call next who do we call next do you like what name do you like okay so we let's get a hot one okay Joseph Fit for Life Academy just came in all right 800 bucks no this is 800 okay I thought we did a book hey oh that was a that was a up. Hey. Speedy Gonzalez on that one, man. All right.

Well, Joseph, Fit for Life Academy, 600K revenue, 300K profit. Shoot, talk to me. Got five minutes. First off, happy birthday, Alex. Thanks, Ben. I appreciate it. Happy birthday.

I know. For the 1,000th and anyways, man. No, dude, I'll take it. I'll take a thousand birthdays. I'm a young entrepreneur. I've been in the old business team probably for like a year and a half now. I've been growing my socials for about five years.

Cool. We do online health and fitness coaching, primarily weight loss. focus on a slightly older population, probably 40 to 60 people who have been struggling with weight loss for the majority of their life pretty much. Okay. And what was going with this? The main goal right now is to be able to double the business over the next six months.

Sure. Okay. I think the simplest strategy is to get from, we're doing 12 to 15 new clients at the moment, at a $30,800 price point for six months. It would be to double the amount of clients that we're getting per month. Okay. And using your principle of just doing more of what's already working until we get to a million. Love this for us.

Our general funnel is free lead magnet, which is an e-book on the final on social media. Okay. A hundred percent organic. We don't do any paid. Okay. That goes into a DM set of flow in the DMs. Okay. And they book sales calls.

Okay. Okay. So the DM center is setting about 10 to 15 calls per week at the moment. Okay. Yep. And we're getting about 200 new leads per week. My thought process to double leads would be, I can't do double the content because I already create a good amount of content.

Okay. I would love to be able to start running for. and some pay ads simply because we get a lot of unqualified meets from overseas, India, et cetera, and that can't afford a service. Well, how much content do you make right now? Pretty much daily across all platforms. I've been one long podcast and more long YouTube per week. Per week?

Okay. So I could double down and I do want to. It's bandwidth at the moment. Okay, so this is what? So, go ahead. We're going to say the same thing. Actually, I don't know if we will. I don't know if we're going to say the same thing.

So instead of doing twice the volume, what I'm going to recommend is that you spend place as much time on each piece of content. Yeah. I would say I feel like I have the content dialed in pretty well. Like that's what I would say I'm most skilled at by far. We have close to 400K followers on Instagram and we probably get on average about 50 to 60,000 views per video. How much time do you put in each week to make content? Probably between 10 to 15 hours of my week goes towards concentration.

and that would just be scripting, recording, we have an editing, deep, but I've all of the editing and posting for us. Do you want to just post twice a day instead of once in a day? I mean, I'm thinking, like, how do we de-constrained him in the content creation process and then do double the content with half the time? Most of it comes from doing research of seeing what sort of formats are doing right now. So you do a lot of that research? I do 100% of that.

Oh, gosh. I don't know the last time I don't even scroll content. Yeah, so that's something that you can for sure get. You can literally automate that task now. Okay. Yeah. I think, honestly, I think a lot of people get really caught up in the content creation process and think like, especially because it's you and it's a personal brand often, it's like, who else can do this but me? And you have a system and it's just a matter of being able to write it down and explain it to somebody else what your system is.

And now with AI, it's easier than ever so that they can do those pieces for you because, I mean, you're going to say better quality of content, correct? It's like if you want better quality, essentially to get better quality, you have to put in more time, but you're already putting in a decent amount of time. And so the first thing that you probably want to do is make sure that you're not spending so much time on content. So how can you cut in half the time you spend? I was spending a lot of time scripting mine, and then I just stopped because I was like, I just can't even make content if this is what it is because I have to run the business. And then what do you know?

It's actually doing better now that I have other people helping do it. Gotcha. And so I think that that's probably the biggest unlock for you is getting, that off your plate. And honestly, we know a lot of the biggest content creators, and they do not do their own scripting. Gotcha. Or research. I will also say it's what I enjoy the most, like, I enjoy creating content. That's how I started. So I enjoy that aspect of it. And what you're saying makes perfect sense. And one thing I have been in the question I originally asked, one of my big bottlenecks is that we've gotten to the point where we have about five to six sales calls on the calendar,

probably three or four sales calls on the calendar every day, and it's a great problem to have, but I take all of those. So I now need to delegate that and get a salesperson in place. My thought process with doubling the leads sooner than later would be, because I heard Alex you talk about this on a podcast recently that it's a pretty simple unlock to start running some ads just to get more leaps low to the lead magnet that's already working. Yeah.

So my thought process is just like start running some DM ads and just get a second DM setter double lead. get one and two sales closers. And then that be the simple, at least in my perspective, the most linear path to 25 clients a month. When you're running a DM flow right now, is the, at the end of every reel, are you saying like DM, PDF or DM?

Every single video and stories daily. I feel like that also overwhelms the audience. Well, I'll say this. I don't know if it completely overwhelms the audience because a lot of the reels are going to new people. So they never seen it before. Also, are you posting like many, many times a day on trial rolls? No.

Okay, so right now trial reels are 100% guaranteed new audience. So what I would do is look at your like sort by, you know, best reels of last 12 months, right? And then you're going to get, call it, you know, your top 20 or top 30 of all time. And I would post all 30 of those every month. You can even post like two of those a day in addition to your existing post and post those straight to trial rules, only new people see them. And then it's still like, honestly if you did nothing else from what we're talking about,

about right now just do that and you'll get like you'll get a you'll get a you'll get a noticeable boost and as long as they let you do it I would just be you out of that okay that makes perfect sense cool would you encourage the ad strategy I I want like real talk I want to figure out how to make the content better like just being right because like I think that when you start running ads one of the issues you're gonna have you go straight to DM is that like they're gonna be really like they're not gonna be nearly as warm as the people we're doing it now even if it's retargeting base to people that

in nature of my content? Well, if it's retargeting, okay, but then if it's retargeting, it's not going to be the N, the number of size is not going to be high. Gotcha. Okay. You know what I'm saying?

Okay. Cool. I would do aggressive volume on the trial rails as thing one. And I, me personally, I would see, how can I spend more time on the content? And that means that how do I, how do I eliminate all the other stuff

that are lower leverage on the content? So I can still maybe spend your same 15 hours or 20 hours, but on the higher leverage work so that you can still make it better. Because that's, That's the long, long term is that you just have to keep growing the brand. Because the ads is just going to reach further into the basis you have into slightly colder people, unless you have a true cold conversion mechanism, which right now you don't. And to me, the risk of trying to figure that out right now wouldn't be my first bad.

Okay. Okay. The last thing that we'll definitely say is that we do have a pretty strong brand. The socials are probably growing around $6.8K per month in terms of new followers. And at what point would you say turn on the ad switch where it's like have that supplement the organic concept? I just, what do you think? Not while you're selling. Well, not while you're selling.

Yeah. I just look, the thing is it's like hard for me, which is like I prefer, if you can, to hire ahead so that you don't have to turn down. Because what always happens is people turn up the lead flow and then they're like, well, I can't take any more calls. Or you say, I am going to take those calls and then you drop the ball on your content. And so I'm just looking like, let's create that excess capacity so that when you get more lead flow, you have something to catch it.

Yeah. Yeah. I'm in the process at the moment. I'm in the process of hiring two sales closets. So this all makes sense. Okay. Rock and roll. Thank you for donating books, man.

I appreciate you. Of course. Thank you. All right.