Hey, everyone. Sam Ovens here. In today's video, I'm going to show you how to grow your business, how to scale it. I'm going to show you how you can grow your business from 100 grand a year to 100 grand a month, to 100 grand per day. Yes, that is $100,000 per day. That's some bullshit.
I know what you're thinking. You're probably like, "Who the hell is this dude with a whiteboard and some pictures, and how the hell is he going to show me how to go to 100 grand a month to 100 grand a day?" I bet you're just sitting there thinking - That's some bullshit.
So, what I'm going to do is I'm going to crack this La Croix here, and I'm going to show you some proof.
All right. So, here I am logged in to our backend system and you can see that from Jan 1st '19 to Jan 31st '19, we made a total of 2.695 million in revenue. Off that, 1.996 million was cash collected, leaving 699,000 in accounts receivable. This came from a total of 816 customers in a single month.
Now, if you want to see proof of that cash collected, here I am logged in to our Stripe account. You can see that for the same time period, we did 1.93 million USD in cash collected net. You can see that on many days, we were over $100,000 USD in cash collected.
Now, if you're wondering how we generated that much volume and customers and sales, well, here I am logged in to our Facebook business manager account. Here, you can see our different ad accounts. You can see we've spent quite a lot of money. I'll add it up for you. 2.5 million, 5 million, 5.25 million, 5.3 million, 5.9 million, 7.9 million, roughly about $8-$8.2 million spent on Facebook ads.
Now, you'd hope that if someone was spending that much money on ads, you'd hope they know what they're doing. We do because we consistently and reliably turned paid advertising dollars into profit day in, day out consistently for years, and we never stopped.
We're not just successful on Facebook, but here I am logged in to Google AdWords, and you can see that we've spent $3.97 million on AdWords, and generated 1.46 million clicks, 364 million impressions, and we've converted 257,000 people. Now, if you're wondering what this company does, it's called Consulting.com. We help people start and grow their own business, and we're pretty fucking good at it.
Now, this is a real company. We've got real offices, and real people work here. If you're wondering just how many people exactly, how many people do you need to make $2-$3 million a month? Well, you can see I'm logged into our HR software, and we have a total headcount of 18 employees. So, this is a lean and mean organization making two to three mil a month, profitable, and 18 employees. I'm only 29 years old, and I started this company about five or six years ago. So, it's happened pretty quick, too.
Now, the secret to how we do what we do. we're successful, we're profitable, we can turn paid ads into profit, but really, the reason why we're able to do these numbers is because we're really good at helping our clients get results. We're obsessed over our customers and their results. You can see here that 3,603 customers have left glowing five-star reviews saying how we changed their lives and their business, and there's thousands of them all in video form. Also, Forbes put me on their 30 Under 30 list.
Proof tastes good. So, throughout today's video, everything I teach you here, I'm going to be grounding it in some real fucking proof because if you're anything like me, you're probably sick and tired of going on to the internet and seeing all of these hyphy dudes and standing in front of Lamborghinis and all sorts of shit just telling you how awesome they are and how rich they are, and how many Rolexes and Lamborghinis they have, and why you should listen to their shitty tactic about how to grow their business, and they don't provide you with any proof.
So, instead of standing in front of a Lamborghini or a mansion or some crap like that, I'm just going to show you the real fucking proof, and when I do that, I'm just going to take a sip of La Croix.
So, what are we actually going to be doing in this video today? Right? How do you know if you're in the right place? How do you know if this is going to be a good use of your time? Well, in this video, I'm going to show you how to grow your business, and I'm going to show you how to solve the growth problem.
So, this video is not for people who are just starting out in business or people who don't have a business yet and are thinking about starting one. So, if that's you, please just ... I'll give you a couple of moments of silence to politely go away. Good.
Now, if you are a business owner, and you want to grow your business, then you are in the right place, and you want to stay buckled in to the very end today because I'm going to be delivering a lot of value and providing you with some actual, practical tools that you can use today immediately to actually receive some benefits and some growth and some actual results in your own business.
The stuff I'm showing you here today, it's not just going to be theory. It's not just going to be proof, but I'm actually going to provide practical tools, things you can execute and implement today to get material results immediately.
Everything we're going to talk about today in this video is going to be neatly summarized on this one-paged sheet, even with the download links to the exercises, right? So, I'm going to hand this out at the end of this video today.
So, I'm going to be showing you how to solve this growth problem through the use of something called mental models or abstractions, right? Now, the four abstractions that I'm going to be teaching you about in today's video: one, focus; two, throughput; three, systems; and four, economics.
So, what are mental models and abstractions and how are these four things that I'm going to show you today, how would these things going to help you to grow your business, especially to grow it from 100 grand a year to 100 grand a month, to 100 grand a day? How can some concepts and some theories actually do that? What are these things?
Well, mental models and abstractions are ways of viewing complexity and chaos and uncertainty because when you're trying to grow your business, things get complicated, right? You've got lots of customers, and then you've got staff, and then you've got maybe different products or services, and then you've got a lot of different expenses, a lot of different systems and services that you're using. Very quickly, things go from simple to complex. Most people, they just lose their minds. They get totally stressed out and they get anxious, they go into panic mode, and they sometimes just totally lose the plot.
Me, personally, I started a business because I wanted time, and money, and freedom, right? So, I did that, and I struggled at first, and eventually, I had a successful business. Then I was like, "All right. Now, I want to scale. I want take things big." So, I started doing that. Then very quickly, my life turned into hell because I was able to grow my business and scale it, but I was working 12 hours a day, seven days a week. I was totally burned out. I had lost my love of the game, and my joy, and my passion. It was now a chore and a struggle. It's wasn't fun anymore, right?
I dreaded the people I had to work with, and my clients, and all of it. Then I was actually spending a lot of money in my business to try and make it grow, and my business, I initially started it. It's a vehicle to get me freedom, and fun, and enjoyment, and money, right?
Now, my business had become a massive, hungry beast that was consuming my fun, my energy, and my time, and my money. So, this is what happens to a lot of entrepreneurs. They start out in business, and things are nice and small and simple, but then very quickly, they get complex, and the business starts to control the entrepreneur, instead of the entrepreneur controlling the business, right?
Now, this happens because of complexity and chaos and uncertainty. The human mind is not very well equipped at dealing with a lot of information and a lot of different things all at once. So, the heck to achieve this, the heck to be able to see uncertainty and chaos and be able to understand it, and not just to understand it, but be able to influence it, and actually change the unfolding course of events, so that things go the way you want them to, instead of going the way you don't want them to, right?
Basically, we use mental models and abstractions to view this complexity. When we use these mental models, we're able to understand and then we're able to take actions to influence the course of events, and take things where we want them to go. We're basically able to work on our business, instead of inside of our business, and we're able to become a master of our business, instead of a slave to our business master, right? That is what this video is going to show you how to do.
So, that's enough of me harping on about it. Let's get straight into it. Let's start with one, focus. Focus is the most powerful, the most important thing in business. If you don't believe me, well, here's what Warren Buffett and Bill Gates think about focus.
Shortly after I met Bill Gates, Bill's dad asked each of us to write down on a piece of paper one word that would best describe what had helped us the most. Bill and I without any collaboration at all each wrote the word "focus".
See, focus is everything. The reason why is because all we have in this life and in this world is time and energy, right? It doesn't matter who you are. Everybody has the same amount of time and energy, and you can't cheat it. We don't yet have ways to replicate our human bodies or do things concurrently all of without sleep, right? Those are the constraints that we must live with as human beings on Earth.
So, focus is what you choose to spend your finite, limited amount of time and energy on. Now, I'm sure you've observed in this world that distribution is not normal, and that people don't all have the same results. So, while everybody has the same amount of energy and time, the results are completely abnormal, right?
The reason this is, is not because some people have more time and more energy, but because they choose to spend their time and energy on more important things. You can spend your time and energy watching Netflix or you can spend your time and energy becoming the best in the world at something. You're still using time, you're still using energy, but you're simply putting it into a different thing.
Let's say that each day when you wake up, you have 13 units of time, energy focus, right? If you choose to do 13 things, then you're going to make one inch of progress in 13 different directions. Now, if you choose to do one thing, then if we take that same energy, 13 units, and we stack them on top of each other, well, we're going to make 13 inches of progress in one direction.
So, this is how it works. You can see, plain and clear, that when you focus, you make way more progress. Most people are burning themselves out, stressing themselves out, wearing themselves into the ground trying to do things that do not matter at the cost of things that do matter, and it's absolutely fucking mad, right?
Successful people, they drown out the noise, they lock the windows, they close the doors, they block it all out, they turn their phone off, and they focus like a laser on the one, two or three things that really matter, and then they stay on those things day in, day out, day in, day out until they get where they want to go. Then it leaves a whole bunch of people just totally confused and amazed like, "Oh, how did that person get there?" Well, the reason why they got there is because they weren't mindlessly scrolling on social media. They weren't watching Netflix. They weren't out partying and drinking, and they weren't responding to email, and they weren't screwing around with trivial things that do not matter. They were ignoring all of that, and they were channeling all of their time and energy into things that do matter. All right? So, focus is extremely important.
Now, I want to show you something called asymmetries because these are the secrets of a lot of billionaires and multi-millionaires, right? The people that you're in amazement of, that have massive results that you just cannot fathom how they got them, they understand asymmetries. I'm going to show you what these things are now.
So, imagine here we have an input, and here, an output. By input, I mean action, and output, I mean result. All right? So, here, we are taking an action, and the depth of this, little triangle here, shows how much time and energy this action takes, right? Now, on the other side, we have the result, and the height of the triangle here represents how big the result is.
Now, not all actions have equal reactions, right? You can choose to read a book or you can choose to smoke weed, and go out on the weekends, and party, and get drunk, right? One thing is very constructive and will actually yield quite a large result. The other is not, right? The other one will actually harm you.
So, what this is called? It's called asymmetry, and basically, an asymmetric relationship between output and input. So, it could be a small input like you put one unit of time into something, but the output is massive. This is what billionaires are extremely good at. They focus on the actions that are small, that have massive disproportionate reactions. Small action, big reactions, those are the things you want to look for. We call those things asymmetries because they're asymmetrical.
However, this is the smart thing to do, right? I'll give that a check. The inverse of this is the dumb thing to do, and that is a big input or action, and a small output, result. Most people who are poor and unsuccessful and struggling, they do this one. They put huge amounts of time, effort, and energy into things that produce barely any results. Successful people, they put time and energy into things that produce big asymmetric results.
Now, you might be thinking, "Well, how do I measure this? How do I measure my output and result so that I can understand what actions have big reactions?" That's a very good question. So, in order to measure things, we first have to define a goal. I call this the Polaris Star. The reason why I call it the Polaris Star is because it's my true guiding star or objective, like a true north. A good way to imagine it is imagine you're on a ship and you're out in the middle of the ocean in the middle of the night, right? You're trying to understand which way you're pointing.
Now, it's very hard because it's pitch black, there's no lights, and you don't have any GPS or anything. Well, in times of old, they would use the Polaris Star, which is the north star as their way of understanding what north was, so they could calibrate, right?
Now, it is essential to have a Polaris Star in life and in business, a really clear, well-defined, well-articulated, measurable goal. It should be longterm, not short-term. It should be macro, not micro. I'm going to explain some of these things as we go through this video today. A good example of this, since the topic of this video is growth, would be you want to grow your business to 100 grand per month. All right?
So, let's say you're currently at 100 grand a year, and you want to grow to 100 grand a month, which is 1.2 million a year. Well, you want to define that goal, and you want to write it down somewhere where you won't forget it. Stick it on the wall right next to your computer because our human memories aren't that great, and we forget things. So, you want to constantly remind yourself.
Then you want to measure where your time goes each day and each week, then you want to think, "Well, hey, I spent an hour doing that. What was the reaction of that? What was the result of that?" How you judge each action is, "Did it make progress towards the goal or no progress towards the goal or did we regress away from the goal and actually go backwards?" Right?
See, it's important to have a goal, so that we can measure and discern between cause and effect because without a goal, we might do something and we get a result, example, I might do an Instagram post, and a bunch of people comment and like on my post, so I could take this as feedback that this action was good, this action was a good thing to do.
However, I might not have got any customers or made any progress towards my 100K a month goal. So, therefore, that was a waste of time. See, having a goal allows you to understand this because if I took an action like running some Facebook ads or building a funnel for my business to generate appointments, getting in front of my market, getting their attention, then getting them to understand what I can offer, how I can help them, how I can add value and solve their problems, and then get them on a scheduled appointment with me. That is a lot more productive. That really helps me get way closer towards my goal.
So, I could spend my time doing Instagram posts and getting comments and likes or I could spend my time generating appointments and getting on the phone with my ideal clients, and signing them up, and then actually making progress.
So, you need the goal to get here, and then you want to identify the asymmetries. When you find these small actions with disproportionately large reactions, you want to go all in on them. Lock the windows, close the doors, focus on nothing else. Drown out the noise. Forget about all of the other things people are talking about. Stop watching the news. Stop giving a fuck about the hype of the average common folk that are always chatting, and always chirping, and always gossiping. Who cares? Block out the noise, and do the things that you know you need to do to get to where you know you want to go. It's time to grow the fuck up and take some responsibility for your life and your progress and your business.
Now, I said I'll give you a practical tool. I've explained this thing conceptually, right? Now, I'm going to walk you through a tool that I call 100 Units of Time that shows you how you can apply this today immediately in your life and in your business to get some results.
Here's how it works. Step one is you want to track where your time goes every 30 minutes for seven days. Now, you can use just a notebook or a pad and pen, and then you can set your phone alarm to go off every 30 minutes or every hour. Every hour, when it goes off, just write down exactly what you were doing.
Then at the end of seven days, once you've tracked where your time went, you want to categorize it, and you want to categorize similar actions into buckets, and by buckets I mean categories. So, you might have sent all sorts of different emails or you might have watched different movies on Netflix, but you would categorize all the different emails as email, all the different movies as Netflix, right?
Then once you have categorized all of them, you want to calculate how much time each bucket took of your total time for seven days. You want to calculate it in hours, and you want to calculate each bucket as a percentage total of the whole.
Then you want to look at what bucket consumes most of your time. So, here, you'll be able to see what category hogs most of your time and most of your energy on a weekly basis. Then you want to label each bucket as either value or waste. We define value as any action that brings us closer to our goal, our Polaris Star, and we define waste as any action that does not contribute towards our goal.
Then once you've done that, you simply want to eliminate waste, and double down on value. Do more of what works, less of what doesn't, and continuously optimize and repeat this process again and again and again.
Make sure you stick with me to the end. You'll be able to download this one-paged cheat sheet with all four of these concepts, theories, notes, and links to the exercises. Me, personally, in my own life, I learned how to focus by not focusing. So, I was the typical neurotic, ADD, psychopathic entrepreneur trying to do a billion different things all at the same time, right? I was trying to do social media, YouTube videos, Instagram. I was trying to do a blog, a podcast. I was trying to do joint ventures and partnerships.
I thought, "Hey, I may as well even try doing public speaking. Oh, I need to write a book. I'll do an Amazon bestseller." Then I was trying to run ads on different channels, then I was trying to do some SEO as well, some blogging, have a nice website, have some different funnels, right? I was trying to do it all. Really, that burnt me out. That got me fat, and drinking.
I used to drink a lot of alcohol because I just needed to numb the pain because no matter how hard I worked, no matter how hard I tried, I didn't make any progress. It's like the more I gave it, the less I got. I was burning out, and I ended up fat, unhappy, miserable, and something really needed to change in my life.
That is when I realized that this doing everything thing, it's a dumb idea. I really took some time to think about what were the actions I did to get the results that I have. I identified those things, and I focused on them, and I just did that, and then things changed dramatically.
Now, I grew my business from 100 grand a year to 100 grand a month, to 100 grand a day quickly, and not by doing more, but by doing less. I actually started to take vacations. I actually started to spend some time with my wife. I wasn't so grumpy and miserable. I actually lost weight and got a whole bunch healthier. I started exercising, eating healthy, sleeping properly. So, that is proof that to get more, you need to do less. You need to focus.
One of my clients is Alex Becker. So, when Alex first started working with me, I was like, "Well, dude, you're going to have an aneurysm." Alex had six or seven different businesses. He had a supplement company, a SaaS company. He had multiple different course companies, and he was doing all of this different stuff. He was doing live streams on YouTube and Facebook and Instagram. He was giving prize giveaways on Instagram. He even had a merch store, and he sold hoodies and things. He did a live event. He wrote a book. This dude, I don't even know how he did it.
When he started working with me, I was like, "Dude, you need to focus. You need to identify these things that matter. Get rid of everything else. Sacrifice it. Chuck it on the fire, and burn it, and take that energy and feed it back into the things that matter." Alex listened to my advice. He got rid of everything, and he focused on one thing, and that was Market Hero, his SaaS company. It was hard to let go of the stuff, but he did, and the results was sick.
He was able to generate more results, more customers, more revenue, more cash, more profit from doing one thing than he was from doing about seven or eight things. All right? In essence, he was able to get more with less. Proof tastes good.
Now, let's talk about the second one, throughput. So, what is throughput? How can it help you? What problem does it solve? What are the benefits? Why is it important? Why should you care?
So, a business, from a high level abstract view, is simply a flow or a pipeline of taking raw materials or resources and processing them to produce some kind of output, right? Now, we call this output throughput. Now, throughput is the global measure of value that you're delivering to customers or end users, right? It is the most important thing.
So, in a business, you can have local metrics or global metrics. To help you understand global and local, you have to imagine zooming right in into the details or zooming right out and looking at the whole because with throughput, you could have throughput in a division of your company or throughput at the global level of your company.
When I talk about throughput, I'm talking about it from the global level. All right? This here, global, not local. Local is still important, but the global metrics are the ones that count because we can improve something locally, and I'll give you an example because we're getting abstract here.
Let's say I have a company and we sell things with sales people, right? So, if we want to increase the throughput of the sales department, then we can generate more leads for them, and we can hire more sales reps, and we can work with the sales reps to put more productive, more efficient processes in place, so that they can have more calls with more qualified leads. We might measure that monthly.
So, if we get more sales reps talking to more people each month, then we've increased throughput at the local level of sales calls. However, we might do this and at the global level, the business whole level, the throughput might not have moved at all. Most people don't understand this.
So, if we increased throughput at the sales department and it did not increase at the global level, then what that means is there's a bottleneck somewhere. A bottleneck is exactly what it sounds like. It's a part of this pipeline that is suffocating and strangling your flow. So, just imagine a water pipe and you've got water coming in it, and then the throughput is the water coming out of it. It doesn't matter how fat that pipe is. If there's one little stage of that pipe that's skinny, then the total flow through that pipe, end-to-end, is only going to be as much as that small little bottleneck allows.
Most people don't understand this. Most people, they try to increase these different departments of the company like marketing or sales or customer support, and they spend more money, they have more resources, more things going on, but they're not growing. They're not increasing throughput. That is because there's a bottleneck somewhere.
Now, you're probably wondering, "What are these different stages? What are these different departments, and how does this apply practically in the real world to my business today?" So, the typical stages are acquisition, conversion, value delivery, and finally, we have throughput.
So, acquisition will be the marketing and the generating of attention and leads into the business. Conversion is the converting of those leads into paying customers. The conversion of a total stranger, who's maybe just interested or put their hand up, into a paying customer. Value delivery is where you're actually providing a service for people to add value and do what they paid you money for or you're shipping a product or delivering some kind of product online to them, value delivery. Then throughput is the end-to-end flow of value.
So, you want to think about your business like this, and then think, "Where is it choked? Where's my bottleneck?" I can tell you that it will typically start here. A lot of businesses, they don't have a predictable, repeatable, and reliable, and maintainable, and sustainable way to generate attention. They don't have a way to get in front of their market, get their attention, get them to put their hand up, and then get those people to approach them, right?
So, your typical bottleneck in a business will start here. Then it will probably be a conversion. If you're able to generate a lot of attention and they've got these leads and people putting their hand up, well, now, someone needs to talk to them on the phone to sell them, right? It needs to convert into a customer, and then value delivery. You've got to deliver the services, all the product, and then throughput is your global measure of the whole thing. It takes into account all three of these.
So, we don't isolate and segment these things in isolation. This is the wrong way to do it if you want to grow. We only care about growth at the global level. We don't care about increasing throughput in a singular department. We need global throughput.
So, in order to do that, we use this visualization to see how all of the things combined together in sequence to produce the result we want. Once we've identified the bottleneck, we want to fix it. You're probably thinking, "Well, how do we do that?"
What I would do right now is I'm going to walk you through a practical tool that you can use immediately right now to identify bottlenecks in your business, fix them, and increase throughput.
So, this exercise is called Mapping Value Flow. Here's how it works. You want to start by mapping the acquisition conversion and value delivery flows for your business. Then you want to identify the bottleneck. If you have more than one, you want to identify the most severe bottleneck, and we'll start there.
Then you want to investigate the root cause. How do we do that? Well, I've got two methods that you can use. The first one is called the Five Why's Technique. It's an investigative technique for uncovering the root cause of a problem. How it works is you just ask why five times, and you don't even need to stop at five. You can keep going, basically, until you get to the root cause.
So, for example, you might ask, "Why don't we have enough customers?" and someone might say, "We don't have enough leads." You ask why. Then they'll say something, you ask why again, they'll say something, you ask why again, and you keep going till you get to the root cause.
The second method is called the First Principles technique. It's basically a scientific reasoning method where we take something, and we boil it down to its constituent parts. Then we analyze and assess and weigh the constituent parts, and we determine whether they are valuable or wasteful, and we restructure the constituent parts to create a new formation of something, a new structure of something that is more efficient for achieving our end goal. Through the use of these two methods, we should be able to fix the bottleneck by restructuring resources and doing more of what works and less of what doesn't.
So, make sure you stick around to the end of this video to get this one-paged cheat sheet. You'll be able to download it totally for free, and it summarizes and contains all of the different practical examples from today's video.
Well, I can tell you that when I got started, acquisition was my problem. What I did is I used to do cold calls, cold emails, and I used to rely on referrals and word of mouth, which basically means I didn't get many clients, right? I had a bottleneck here. When I identified this problem, I found that an ad, running a paid ad on Facebook or Google is a way more effective way to get in front of someone because it runs like a machine instead of me having to call or email people manually because it's scalable.
So, I solved this bottleneck first, and then it started flowing through. The second bottleneck I had was conversion because I used to go and meet with prospects in-person, in the flesh, which I had to drive, find a carpark, do all of this stuff, and then I wouldn't close them in the meeting. I would go back, spend the rest of the day writing up a fancy proposal, send an email, and then I would follow up with them for a long time, and then eventually, I would send them an invoice, then they'd paid that invoice. I'd have to make sure I was paid for that invoice. The process sucked, and it took a lot of time.
So, very quickly, once I freed up flow here in the acquisition stage, I suffered a bottleneck in the conversion stage. So, what I did is I thought, "Well, how can I free this up?" Well, I thought, "What is the value action here? What is the thing that matters? It was just having a conversation with a prospective client. Did it have to happen in person? No. Do I have to drive there? No."
Then I thought, "Well, do I have to do a proposal? Can I just say what it is on the call?" So, I got rid of proposals. I started doing phone calls only, and I stopped going to face-to-face meetings. I basically boiled this whole process down to one 45-minute phone call where I took a total stranger to a paying client in 45 minutes, and through doing that, I was able to increase throughput at the conversion stage.
Now, I had it through the acquisition and the conversion stage, but very quickly, my next bottleneck was in the value delivery. This is the bottleneck that just gets all business owners. This one's quite easy to fix. This one's quite easy. This one is fucking gnarly. Why it's gnarly is because you cannot do it with done-for-you or one-on-one services. I'll call this DFY or one-on-one, and that's a no go.
So, the thing is, is that a lot of businesses that provide services or done-for-you, consulting or advice or coaching, they get this part done, they get this part done, and then they suffer badly here. The thing is, is that done-for-you and one-on-one just doesn't scale. One thing you could do is just work harder, but that's going to get you burnt out like I was. You can't get more time and more energy, and we know it from here.
Another thing you could do is just hire lots of people, but then these people have to know what to do and be able to deliver value well. That's very hard. The agency business model where you hire people to do work for clients, it does not really work. The amount of agencies that have been successful and that scaled well is zero, right?
So, the only way that I could get myself out of this gnarly bottleneck, done-for-you and one-on-one, was by thinking, "What is the real value I'm delivering here?" It was really me just providing some information to clients, so that they could solve their problem and get the result they wanted.
Really, I was delivering that advice using my mouth and over the phone or in-person, and I was using my body. Now, I really broke it down to its first principles, the constituent part. I looked at it and I was like, "Well, what am I really doing here? I'm providing a message, and I'm just using my mouth to do it, but this message, this sound wave carrying information that the other person's brain can decode, language, then they're able to understand."
So, really, I bought it down to this transmission of information. Then I thought, "Well, is my body the only thing that can deliver this packet of information?" I thought, "No, it's not. We've got the internet." Then I thought, "Well, what if I took this information and I made it into a course? Then I could spend my time making a video and different instructions and trainings that my clients could use to receive this information in video form online, and then apply it themselves." That does scale because a video, a thousand people can watch it, a million people can watch it. They can all watch it at the same time. That has properties that my human body does not. I can't perform concurrent actions using my body, right?
So, I basically simulated what I was doing using my atomic body using bits, basically, simulating atoms with bits. When I did that, I was able to deliver the same transformation to clients. I was able to deliver the same value, solve the same problems. In fact, I was able to solve them better and get clients better results, and make clients happier and deliver the results faster and with more predictability, more consistency through the use of a course than the use of my mouth delivering the packet of information.
Now, when I switched from done-for-you to online courses, then I really had freed up all three stages. So, here, I ran ads. Here, I had a 45-minute call. Then here, I had a course. Before, I was doing cold calls, and I was relying on word of mouth and referrals. Here, I used to do proposals. I'd go meet people in person and do invoices and followup. Then here, I used to render the services myself in the flesh.
Then I moved it to Facebook ads and then funnel, and then a one 45-minute call, credit card over the phone, bada boom, done. Then I moved done-for-you to course. When I did this, things just fucking exploded. When I finally freed up all stages of this pipeline, of this flow of value, I went from making about $1 million per year, about 100 grand a month to $18 million a year in 12 months. That's hockey stick growth, right? That happened.
This is what you've got to look forward to when you free up all three stages of throughput in your business. When you do that, you will have exponential growth, and things will get pretty fucking fun.
Another one of my clients is Chris Evans and Taylor Welch. They're business partners. They own Traffic and Funnels. When they started working with me, they had a done-for-you digital marketing agency. They had all of these different clients. They had all of these different work. They were totally out of their minds, scattered all over the place. Their energy looks like this, and they were burnt out, and they wanted to go more, they wanted more, but they couldn't give anymore to get it.
When I started working with them, I told them that this was their bottleneck, the value delivery. This is the thing that cripples a lot of people. I told them that they needed to identify the value they were delivering with their done-for-you agency, and deliver it online through a course instead. That's what they did.
When I first start working with them, they were making something like $30,000 a month. Then they were able to grow to $400,000 a month in the space of about a year. No kidding. That's hockey stick growth. It happens when you increase throughput through the whole thing at the global level. That is what you've got to look forward to. Proof tastes good.
Now, let's jump to the third one, systems. So, what are systems? What problems do they solve? What tool am I going to provide you with? How does it work? What are the benefits that you're going to get from it? Why should you care? So, the problem that systems solve is unpredictable, and unmaintainable, and unsustainable, and unreliable results.
Now, these words, they all have the word "able" at the end of them, maintainable, reliable, sustainable, scalable, right? Now, these ables, we need these able words in order to grow our business. Most people, they don't have these, and they have what I refer to as feast or famine income. Some months, they make a lot, some months they make nothing, and they're freaking out. It's like a roller coaster. Everything in their business is like this. It's turbulent. It's like a turbulent, chaotic, rough, stormy sea. This is a problem because you can't scale something and keep your sanity if things aren't sustainable, maintainable, reliable, and scalable.
Now, things aren't like this when you don't have systems or you've got a broken system or a faulty system. So, that's the problem. Now, let's talk about the solution. How do we think about this? What's the abstraction, the theory, the mental model? Well, we use systems. The way to think about systems is like this. You have an input, a process, an output, an environment, and then feedback. The input is what you put in. The process is the machine that happens, and then the output is what comes out, and then you've got feedback, which sometimes is present in systems, where the output feeds back around and becomes the input.
I'm sure you've heard a microphone when it's very close to the speaker, right? It can produce the sound that goes ... It starts going bigger, bigger, bigger, and then everyone's freaking out, and then someone quickly turns it off, right? This is a perfect illustration of the nature of systems in reality.
Now, what happens when you have the microphone too close to the speaker is that the sound goes through the microphone, and then it goes out the speaker, but then the speaker feeds it back around into the microphone, and then it goes louder again, and then the speaker feeds it back into the microphone, right? That's why it keeps going up, up, up each time.
Now, when a system has feedback, it amplifies, and it could amplify up or it could amplify down, right? Now, it's important to understand systems, and really be able to see them, influence them, use them, diagnose them, troubleshoot them because all a business is, is a collection of different systems at the local level and the global level that takes time, energy, and resources, processes it, and delivers value and results to clients and rewards for you, its owner.
Now, people that don't understand systems, I call them slaves because if you don't understand systems, being in business, you will get eaten alive. The people that don't understand systems, the system is the master, and they're the slave. So, the entrepreneur is the slave to the system because they don't understand it. They don't know how it works. It scares them, and they serve the system.
People who understand systems, systems thinkers, they are on top of their systems, and their systems are their slaves. They, the entrepreneur, they're the master. You really need to understand how to think about this, but there's another element to systems, which is the environment. No system exists in a vacuum and total isolation without an environment.
So, the environment that a system is in, it influences in a two-way relationship the overall system. Now, we're very abstract right now, so let me make this a lot clearer to you with a practical example.
So, imagine that you're using Facebook ads to generate leads for your business. Well, the input would be the ads and the money you spend on Facebook, the ad copy, images, and whatnot, and your ad spend. You input that in, and then Facebook, it is the process. It's got algorithms, and it's shuffling different images, and different audiences, and different placements, and it's shuffling all of these variables and it's trying to put the message in front of the right person to get the result, right?
Now, the output is the result that you get from it. So, you might get clicks, impressions, and leads, and some of those leads might turn into customers. That is the output. Then you've got feedback. So, what is the feedback with Facebook ads? Well, if you're a smart business person, you will likely ... Let's say you spend $1 or let me make it a bit more realistic, right? So, let's say you spend $100 on Facebook ads, and then you get out of it $1,000.
So, 100 input, 1,000 output. That means that the amplification in here was a 10. It was a positive 10X. That was the amplification effect. Now, you could choose to have a feedback loop in here or not. Let's talk about how you wouldn't have one. Well, let's say you invest 100, you make 1,000, and then you don't spend anymore money on Facebook, and you take this $1,000 and you go buy an iPhone, right? That's a stupid, dumb ass thing to do because now, the system has no feedback, and then it comes back to zero, and now, this turns into zero.
The smarter thing to do is to spend 100, make 1,000, take that 1,000, feed it back around, and here, you get out 10,000. Then you take that 10,000, you feed it back around here, 100,000. You take that 100,000, you feed it back around in here, you get out a million, right? Then you get that million, you feed it back around, you put it back in, and then you get 10 million. Then you get that 10 million and you feed it back around, you put it in, you get 100 fucking million dollars, right? I'm not exaggerating with these things. I'll show you some proof right now on my screen to show you how I've been using the abstraction and the mental model of systems to make a shit load of money.
So, here, I'm in our Facebook business manager account. You can see that we have spent a lot of money on ads. If you add it all up, about $8 million, but let's dive into one of the accounts to show you the details of how this works. So, here I am in one of our specific accounts. You can see that we've spent a total of $2 million, and we're able to reach 32 million people, and we got one million link clicks, and that's about $1.98 per link click. So, spent two million, got a million clicks.
Now, from those million clicks, we were able to get 241,000 leads or people opting in, giving us the email address. Off all of that, we were able to generate 2,701 purchases. That meant in total that we generated $5.4 million in sales. So, we put in two million, we got out 5.4 million, which meant that we paid about $740 to make $2,000.
I've actually input here about $12 million. Now, I'm not getting a 10X amplification here, but I've been able to put in about 12 million bucks and get out probably about five times that, right? That's how I was able to make this hockey stick exponential growth curve because when I started, I didn't have the ability to spend $12 million on ads, but by understanding systems, taking the output and feeding it back around into the input, I was able to get exponential growth. So, that is some proof.
Now, there's something else I want to talk to you about, which is a fly wheel. A fly wheel is a next level hack, right? What you want to think about is with every additional customer that you have in your business, does the experience for customers get worse or better? Because what happens in most businesses, most service businesses is let's say they have more clients, then they have more work, then that means that they have less time per client, and then they have worse results, right?
So, if they've got more clients coming in, then they've got more work, then that means that they've got less time, so it becomes a negative now, and then that means they're delivering worse results, so it's a negative. When they deliver worse results, what happens is they get less clients because people start signing up.
So, really, for every one additional customer past a certain point in a done-for-you or one-on-one business, things get worse. So, this is a real problem because if for every time you get a new customer, which you want and which we're trying to do, your clients get the worst experience because you have to split your attention across so many different things. You have less time, less focus. Of course, the results are going to be worse or if you have to hire people and then split their focus, of course, the results are going to be worse.
This is why agencies and done-for-you and one-on-one doesn't scale because there is a serious problem with this. For every one additional customer past a certain point, the experience gets worse, and the machine, the system starts to self-destruct. Now, this is a problem.
However, when you use an online course or you productize things, you have what's called network effects or fly wheel or a positive network effect kind of thing going on. So, if you have more clients, that means that you've got more students. Then if you put your students into some kind of community, like a Facebook group, they can start to learn from each other, and get support from each other, and get different ideas from each other. You're able to take different learnings and feedback that you've observed that your clients are having inside your course, and you're able to take that feedback and improve your course.
So, for every additional client you get, the experience gets better because the support gets better for the students in the group because other students can support the other students, and your learnings get better, so you can make the course better, and you make more money, which means that you can invest more into the course and into the students' experience.
So, this is the absolute inverse thing going on. The more clients you get, then the more students you get, and then the better the experience is. That means that, ultimately, you're going to have more clients because the word will spread. So, positive, positive, positive, positive. It amplifies up. So, it starts spinning faster, faster, faster, faster. This has feedback present, positive feedback. For every additional customer, the experience gets better. That means the more you grow, the more you grow, which means the more you grow.
If you want to grow really big, if you want to grow your business to the point where it's making two, three million a month or more, then you need to engineer feedback the right way. You need to understand systems, and you need to get out of the death trap of done-for-you and one-on-one services.
Now, let's give you a practical tool that you can use immediately today to implement systems, efficient systems in your business. So, this exercise is called Hacking Systems, and here's how it works. You want to start by mapping your three core systems: one for acquisition, one for conversion, one for value delivery. To map them, you want to define each systems, inputs, processes, outputs, the environment, and the feedback.
Then you want to choose what system to optimize first. You want to optimize it to be more efficient, and by that I mean more with less. Here's some hacks to do that. The first one is to optimize the inputs to be more asymmetric, and by that I mean small input, large output.
The second hack is to introduce positive feedback to introduce a fly wheel. If you are spending money on ads, take the profits, feed it back around, and spend it. You want to ask yourself, "For every customer, does the customer experience get better or worse?" You want to engineer feedbacks so things get better with scale. That way, the bigger you get, the bigger you get, the bigger you get. The third hack is to compress feedback timeframes, and by that I mean shorten the time between action and result. That is how you hack your systems to be more efficient.
Now, you want to hang around with me to the end to get this one-paged cheat sheet, where I summarize all four of these abstractions and mental models, and you can get it for free. Stay to the end.
Now, if you want some proof from one of my client's perspectives, well, Mark Blundell, he helps mortgage brokers get more leads and get more clients, basically, helps mortgage brokers do more mortgages to make more money, right? Now, he used to teach everything in the flesh. He did seminars or one-on-one. He would deliver things in person using his mouth. For every additional client he had, things got a bit worse, and he couldn't scale because he was restrained and constrained by the physical world.
So, when I taught Mark Blundell how to deliver his value in a course and how instead of seminars as a method to sell people, he could use a webinar online, and instead of using word of mouth and manual labor and doing interviews and radio interviews and things like this, he could Facebook ads. I helped Mark Blundell put a system in place here, here, and here, and he was able to dramatically change his business.
He went from really being maxed out and only being able to serve clients in Australia to now having more clients in America or in Canada than he has in Australia. He used to have about six or seven staff. Now, it's just him and his wife, and they're way bigger, way more profitable. Things are way more fun. The joy has come back into what he does, and he's now going to fulfill his dream of moving over to America and having clients in America. Proof tastes good.
So, now, let's get on to the fourth one, economics. So, what is economics? What problem does it solve? What is the theory, the mental model? What benefits can you get from applying this mental model to this problem in your own life and in your own business? Why should you care? Now, what is economics? Well, economics is ways to manage and understand and control your system.
So, you imagine if you've got a bulldozer, like a big bulldozer for moving earth, right? Let's say that's your system. Well, in order to operate that system, you need a steering wheel, and you need gas and break, and you need some levers to pull, so that you can make the machine do what you want it to do. Now, we call those controls.
Then you need some reserves. Reserves in the instance of driving a bulldozer would be diesel or petrol in your tank, right? Now, you need that in order to make this thing move and operate. Then you also need some metrics, right? You need a dashboard to show you, have we got enough hydraulic pressure in these different booming arms and things? Have we got enough diesel in the tank? If we didn't have a dashboard or some different metrics here, like how fast are we going, how stable are we sitting on the ground, without metrics, we wouldn't know what we're doing, and we wouldn't know what levers to pull. Without resources, nothing would work.
So, in business, the controls are different things you can do to control your business. So, we were talking about a bulldozer. Now, imagine you're operating your business at a global scale, and at a local scale, and all of its different functions and departments. What controls do you have to make it move? Most people can't control their business. It controls them, right? So, we need controls.
Then what are your reserves? In business, the reserves I'm talking about are cash reserves. I can't believe how many entrepreneurs I meet and talk to like grown adults with businesses and even kids who only have 10 grand cash in their bank account. That is fucking irresponsible. You're going to get bitten in the ass bad because systems operate inside environments as we talked. Environments have two-way relationships with systems. They influence systems. No system is free from its environment.
If the environment changes, the environment is out of our control. There could be a recession, there could be a financial crisis. Your industry might slip into a downturn or you, personally, you might be sick and not be able to work. All of these different environment changes will change your system. If you only keep small reserves, then you'll get caught with your pants down in these times.
To behave like an environment doesn't change is lunacy. Environments change all the time. You want to keep healthy cash reserves, so that you can survive any environment changes. Cash reserves give you massive balls in business. They also allow you to think longer term and be more strategic with your moves and your strategy and your decisions. It also allows you to survive fluctuations in environment. Cash reserves are the equivalent of carrying a spare tire and a full tank of gas when you're going on a long road trip through a sketchy road.
So, when you don't have metrics, controls or reserves, you are screwed, right? You need to think about it like this. Economics is these things. You need to have them in place. So, that's the mental model and the theory. When you have these in place, you're able to control your business, and when you're able to control your business, you're able to make things sustainable, scalable, maintainable, and you're able to grow and escape feast or famine income, roller coaster fluctuations, things are more steady and more calm, and you are in control.
Now, an interesting story about economics is to do with Microsoft, Bill Gates, and Warren Buffett. When Bill Gates was starting Microsoft, and when he first started to have a bunch of stuff and an office and things like this, he was so stressed out of his mind. He was going to breakdown.
The thing that was scary to me was when I started hiring my friends, and they expected to be paid, and then we had customers who went bankrupt, customers that I counted on to come through.
It used to just be him and a couple of other people, but now, he has this massive burden of being responsible for paying so many people. He can't predict the future. He can't control everything. So, what if things change? Bill Gates was a smart guy. He knew that the environment could change.
We are subject to complete change in the rules. I know very well that in the next 10 years there will have been three, at least three crises that we will have had to really prove our excellence in.
If things changed like he wouldn't be able to pay everyone, and he was so worried and anxious about all of this. Then Warren Buffett told him, "Bill, you need to keep 12 months of cash expenses in your bank account at all times. That will alleviate this anxiety. You need cash reserves."
So, then I got this incredibly conservative approach that I wanted to have enough money in the bank to pay a year's worth of payroll even if we didn't get any payments coming in. I'm almost true to the the whole time. We have about 10 billion now, which is pretty much enough for the next year.
As soon as he did that, he no longer worried. He no longer had this massive fear and pit in his stomach that was consuming him all the time. This is what cash reserves do. They give you the ability to not be as anxious and worried, think more clearly, and focus more on the longterm instead of always being in survival mode right now.
Now, let's give you a practical tool that you can use immediately today to actually solve this problem and get control of your business. So, this exercise is called System Control. Here's how it works. You want to start by defining your Polaris Star metric, which is your one true north, your one ultimate goal.
Then you want to ask yourself, "What local metrics must change for this to change?" Then you want to ask yourself, "What actions are most potent for influencing change in this local metrics, which, therefore, changes progress towards the Polaris Star, which is the goal?"
These are your controls. These actions, they're your controls, and you must control them. If you do more of them, you should go closer to it. If you do less of them, you should go further away from it. These are your levers.
Then you want to calculate your monthly expenses for both you, personally, and your business, and be honest. Then you want to multiply that number by 12, and then you want to save this number in cash ASAP, and this will be your cash reserves.
Now, you want to stick around with me to the end of this video real quick, so that you can get this one-paged cheat sheet, which summarizes all of the things that we've talked about today and links to the worksheets and practical exercises.
With my business, when I first started to get employees and things, and have responsibilities, and rent, and stuff like this, I was totally on the edge of my seat all the time because I had hairline, razor thin, anemic cash reserves. As my expenses and responsibilities started to mount, I could not sleep, and then because I couldn't sleep, I wasn't very productive. So, to try and save time, I stopped working out, and then to try and get to sleep, I started drinking alcohol, and then because I drink alcohol, I started to get fat. It was just a festering massive problem. It was going to hell fast on steroids real quick.
Then realized all of this, the focus thing, I realized the throughput, and I realized the systems. I learned a lot of this from failure, trial and error. It was painful. it was brutal. Finally, it ended up where I had systems in place and I had some of these things in place, but I didn't understand economics yet. I didn't have controls, I didn't have cash reserves, and I didn't have good metrics. I thought I had different metrics. I had Google Analytics installed, and I had some other crap. Really, I didn't know what I was doing.
Even if I could read something from a metric, I didn't know what lever to pull to change it. It's not enough to just know what things are like. You need to be able to influence them, and you need to be able to survive environment changes. I certainly couldn't do any of those things. Then I really focused on finding some key metrics. Now, the metrics that really helped me the most was day one cash collected on invoices, cash collected. Cash is the lifeblood of every business, not revenue, which includes accounts receivable and cash, but cash collected on day one of invoices, and then, also, cash expenses.
I basically started looking at cash metrics, and then, also, cash expenses, and then the relationship between cash spent on advertising and cash received from advertising, right? I wanted to try and make this as asymmetric upside to downside as possible. The key metric I ended up focusing on was cash ROI on day one of advertising.
So, if I spent a grand today on ads, how much cash did I collect on ads today, and what is that in a relationship from spend to income? I wanted to make sure that if we spent $1,000 on Facebook ads today, that we would collect at least $2,000 on Facebook ads today in cash, so that we will always asymmetric up instead of down.
That way, we never incurred much ad spend or much time before we knew that we were making a mistake or not. We really shortened that timeframe down and got some clear measurements in place. That changed the game. Also, I built up large cash reserves. I used to run on hairline, thin margins. All I could ever think about was just this month. Now, I think in five-year, 10-year increments. I've got enough cash reserves these days to pay all of my monthly expenses and my personal expenses for 10 years, right?
So, got those. That gives you balls, too. You start thinking differently. You become a different person when you get these cash reserves, and control. So, I realized that spending more on ads, hiring more sales reps, and improving my course like back here, the value delivery, improving my course so that more students got better results. I wanted to help students get results faster, in a shorter amount of time. I wanted to help them get bigger results, and I wanted to make sure that more students started getting results.
So, I really focused on those three metrics: squeezing the timeframe, amplifying the result, and making it more consistent in a higher probable of the total population, a higher probability of the student getting result from the total population. I focused on those controls, built the reserves, got the metrics, and it changed the game. I went from being totally anxious and not being able to sleep to just being fine with my phone on airplane mode, and taking 10, 14-day vacations without checking email or answering a single call or text message or anything once, right? Economics will allow you to do that.
If you want a different perspective on it, one of my clients, Andrew Argue, he started working with me about three years ago, and he had a done-for-you agency. He was helping, basically, anyone grow their business with digital marketing. He was maxed out at 17 grand a month. He started working with me and I showed him how to put systems in place here, and I showed him how to get controls, reserves, and metrics. He was able to start his company AccountingTax.com, and he was able to create a course helping accountants improve their marketing and get more clients because accountants are real bad at selling and marketing.
He now has a market-leading business. He was able to go to about a million dollars a month. So, he went from 17 grand a month to a million dollars a month in a space of about 18 months. He was able to grow his cash reserves from basically having nothing and thinking in short-term increments to having more than a million in cash.
He'll tell you that getting a million in cash, and I'm talking cleared funds after taxes, it changes you. It makes you more aggressive. It opens up all sorts of different objects and dimensions of the game that you can play, that you didn't even know were available to you before, and it makes you think longer term. Instead of thinking about covering your rent, you start thinking about completely changing your industry. It changes things, it changes you, and nothing feels or tastes better than when you get all of these things in place. Proof tastes good. So, there we have it, all four: focus, throughput, systems, and economics.
The topic of this video was how to get more with less, and how to grow your business as a business owner. When you combine focus, asymmetries, clearly defined goals, and when you combine that with measuring throughput at the local level, at the acquisition, conversion, and value delivery components, and at the global level, at the throughput, then you start to see massive things happening, and you get that exponential hockey stick growth.
Then when you combine that with systems thinking and different efficient systems in your business, when you get a system for acquisition, and conversion, and delivery, expect to hang on for your life because you're going to be taking a ride to the moon. Then when you get to engineer feedback in your systems at all three stages, when you learn how to feedback your ad spend and your learning and your knowledge at the acquisition level, things will start to amplify and grow.
Then when you start to apply feedback at the strategy session like phone call stage, the sales call stage, that's when you start to get people, there are different reps passing around their knowledge, each call they do, they get smarter, they improve themselves continuously, when you start passing around that feedback, you start to improve this stage. Then when you go from done-for-you or one-on-one and manual labor to productizing your services, and delivering them efficiently, and then iterating and improving and taking that feedback around, then you start to deliver more value at this stage.
Then when you do that, when you focus on feedback and systems and throughput, you'll experience this fly wheel effect that we talked about, so that for every additional customer you get, the experience gets better. When you start getting all of this stuff working together, I can't tell you how much different your life will be. Then when you combine that with economics, you get some controls to really influence and really take hold of your business and be able to pull it in the different directions you want it to go, and when you combine that with cash reserves, so you can survive any changes in your environment, get bigger balls, start thinking more strategically, open up a few different chessboards, that allows you to just throw them to a competition and play with them.
I don't wish that upon anyone. If you're in a market and someone in your market has controls, reserves, and metrics, and feedback, and systems, and throughput, and focus, and asymmetries, holy shit! You're about to get your ass kicked. So, really, you can't be in this position. You don't want to be the person that ignores this stuff and just like, "Oh, it's all right. I don't think anyone in my industry will come across this information and apply it." If you behave like that, you're a fucking moron, and it's only a matter of time before someone in your industry comes and learns this stuff, just the same way I did.
Well, maybe they come and watch this video, and I just spoonfeed it to them, right? If someone gets a hold of this stuff, well, guess what? You both operate in the same environment, and if someone else in your environment is better than you, if they have this stuff and you don't or if they've applied this stuff and you haven't, then you are on a road to nowhere, in irrelevance, in mediocrity, in failure, in depleted cash reserves, right?
So, you can't let that happen. You have to take charge. You have to be proactive. The battle is won before it is fought. The battle isn't just a miracle occurrence on the day. The battle is one before it is fought. It's one in preparation. He who has done the most preparation will win on the battlefield. That is because, of course, it's going to happen. It's all about preparation. It's all about planning. It's all about thinking ahead. Your time to start thinking ahead and preparing is now.
So, when I think about business, I basically run through three things. I think one, "What do I want?" That is my Polaris Star. What is your goal? Then two, what is true? What is the current situation? I don't want a delusional, fantasy, sugar-coated version of it. I want the raw, cold, untouched, unadulted proof, right? Then the third one is, "What am I going to do about it?"
Today, I've shown you how to define what you want. So, you should be able to know what you want, and two, what is true? I've shown you how to measure these different things. You'll be able to determine the true, real course of events right now that exist. The question is three, what are you going to do about it? Are you just going to coast or are you going to do nothing or are you actually going to apply this and execute it? Because your fate and your business' fate and your family's fate, it all hangs on your choices right now.
We are basically the sum of our choices. Our life, it's not really a fluke or an accident. It is the sum of our choices. Right now, I've got an important pivotal choice on this that you need to make. That is, whether you're going to just be like, "Oh, this was a good video," and then go back to wasting time and being inefficient or are you going to be like, "Well, this was a good video. Fuck! I'm going to do something about it. I'm not just going to listen to this stuff. I'm not just going to get this cheat sheet. I'm going to fucking implement it."
Well, if you want to do nothing and coast, then be my guest, but I can't tell you what's going to happen when someone in your industry and in your environment takes this information and decides to execute because you'll be gone. If you're the person that wants to actually take this and apply it and learn it, then I've got good news for you because right now, I've opened up a few seats in a brand new course that I've created called Uplevel Consulting.
Now, Uplevel shows you how to take this information and how to take everything I've learned, and this is just scratching the surface about what I've learned on my journey so far. It shows you how to take this stuff and apply it in your own life and in your own business to get results. We work together personally. You'll be able to go through my course. You'll be able to get all of my tools and templates, and things that I've built and accumulated over my journey so far that will be able to expedite and make your journey to your destination a lot faster, a lot more predictable, and with a lot less waste, and a lot less pain and suffering, right?
This is basically a map to get to where you want to go fast, and a time to have the map is before you enter the woods, and you're already in the woods. So, this is your chance to get a hold of that map.
Now, if you want to get into this Uplevel Consulting program and work with me, you'll get access to the course, the tools, you'll also be able to ask me questions. We do live Q&A calls and I actually talk to my students. You'll get into our Facebook community, where you can meet other people and meet the success stories that I talked to you about today. You'll get access to all of this.
Then here's what you need to do. Beneath the screen right now, a button will pop up. Click it. Once you click that button, you'll be taken to a page where you can answer a few questions. Now, I'm not going to work with anyone in this Uplevel program. This is only for people who are craftsmen, number one, and what I mean by that is you're not just someone who wants to get rich because people who just want to get rich will fuck over customers, and I'm not going to have any part in that. I'm not going to give you these power tools to just go and rape the market, right?
I only want to work with craftsmen, makers and producers of quality goods and quality services, and people who love what they do and want to add value. So, I want to make sure that you're that. I also want to make sure that you're actually solving a real problem for real people. You know what your market is, your niche, and you know what the problem is, it really is a problem, and you really have a solution. I want to make sure those things are true.
I also want to make sure that you have what it takes because let's face it, a lot of people, this is some good information, but they're just going to be like, "Oh, that's some good information," and then they're just going to go vegetate on Netflix, right? There's a difference with some people. Some people have what it takes, and some people don't. It's psychological. Some people just don't have the stuff. They don't have the grit. They don't have that killer instinct to do what it takes to get to where they want to go. So, I'm looking for people who have what it takes.
So, that is why when you click the button beneath the screen right now, I'm going to get you to answer a few questions. If you're going to work with me, I'm going to make sure you've got those things: craftsman, problem, passion, and you're actually solving a problem, and you also have what it takes, and you're committed.
If you are those things, then you'll be able to schedule a call with myself or my team, and we'll tell you about Uplevel, and we'll get you into it, and we'll get you where you want to go fast. However, if you don't have those things, if those things aren't true, then we won't be having a call and we won't be working together. I apologize in advance. I'm just telling you right now, and disclaimer, a lot of people will not be having calls with us. A lot of people will not be getting into Uplevel, right? We only want to work with the people who I told you because I have no interest in this life and in this world helping shitty people do shitty things at scale.
So, these tools are powerful, they're weapons. I only want them to go into responsible hands. So, if you think you've got what it takes, if you meet the description of what I just talked about, then click the button beneath the video right now. Click it, go to that page, answer those questions. If you get approved, you'll be able to schedule a call with myself or my team. We'll get on the phone. If it's a fit, we'll do it. If it's not, no worries. So, I look forward to speaking with you soon. Click the button below. Let's get this done.