The hardest decision I've ever had to make...

Foreign.

Like the seats that we have right now, how can we maximize that to be as good as possible? Like, that's the real important stuff that gets done. But, like, a lot of the planning.

Stuff too, dude, it's just like, look.

Like, yeah, like, we did that. Like, we sat down and said we're gonna have 30 agency clients, and then like, now we want to have zero. And that was one short year away. So, like, planning for the year is dope, but, like, I just don't think you should spend 50 hours planning on the year. It's like, plan for the next quarter, dude. Like, tomorrow is more important than in.

In a year, you just plan quarter by quarter. It's much easier to plan in 90 days than an entire year in three.

Years or five years or 10 years. So let's just go down the three business grades. Three business grades are basically kind of just like, what the three. Three great things that have gone on in the business. And then one unexpected great, and then one personal great. I guess it's kind of just like wins, right?

I think lots of good stuff to celebrate, like with the Tesla owners. But there's also some shit that sucked.

Right?

But I think, putting it very plainly and I think, you know, the fact that we're all here and we brought definitely learned a lot. I think this year, I think this was probably the year where I learned the most about business and what not to do what we do well. And I think where we're at right now is putting us on a very good trajectory for 20, 24 in terms of what we're going to be accomplishing.

Biggest thing was really just analyze the business model and, you know, found out what maybe wasn't working the best and then made active measures to change it. I think that's something that's really been in my head for literally the last three years is. Is this business model the one that's gonna get us to actual scale? And so now that we've really analyzed it and we've had the data, this isn't a guess anymore. With one year of data, Got three years of data, thinking that we should.

Probably change some stuff up.

It's really awesome to see that all that work is kind of coming to fruition and it's not a failure. Like, seeing what doesn't work is just important as finding out what does work for sure.

Definitely simplified the org chart and attended Mastermind as a team too. You know, you guys getting to come to Cole Gordon's event, I think is a big thing. Then also Israel Getting to go to his own mastermind. That was sick in the vault. He loves it.

And the vault.

And the vault. Yeah.

Yeah.

That one I think was a big one, especially for us moving forward. That was a big learning lesson for me too because it's one thing for me to learn the information and distill it back to you guys, but it's another thing for us to learn at the same time and then.

Yeah.

Delegate on what we need to do together. Unexpected business grade for me is actually Jennifer coming on the team full time officially and fulfilling on the role that she played. You know, something that was. We tried before in the past when we were in Miami. Wasn't really at a point to where it made sense necessarily. Now that she's on the team, she's more happy, she's more fulfilled, she's more purpose driven and she's just. Yeah, she just feels a part of it. Expectations.

Yeah.

Get clear on the inputs we need to achieve the next year's goals and in turn set those goals and targets and then be feeling good about the next steps for sure. So very simple.

So this section I'm going to be bouncing between the. So what we're basically going to do here is we're going to check to see how close we got to these goals. And as you can see here, we were pretty far off. So I want us to also take lessons from this though as to why do we think that the prior year was off.

Yeah, I think for me personally it's just we change the targets a lot, multiple times. Yeah, I think that's probably the biggest thing, honestly. We could dive into obviously the specifics of those goals, but we just changed the targets too much and as a result we weren't able to achieve those targets. I think if we stuck to them, we probably would have hit them, but I don't know if that would have been a good thing either. So.

Yeah, I think it's the one thing I think we were trying to be.

Too many things.

Exactly. That's what I was going to say.

Yeah, just new active agency to done with you to back to agency to now hybrid and like there were probably some iterations along the way but I think for me it's like again it's. It definitely had a lot to do with one that and I think also to the lack of clarity on who was responsible for what. I also think that was a big contributor as well. But I think that really that problem stemmed from the swapping of everything so frequently because Yeah, I mean 100% that.

Was what I think to me is exact same thing.

Going to say the exact same thing. Just the one thing. I just think we were just too split focus. There are incremental things that we can add like the mastermind, but again like we kind of outsource that responsibility to Jennifer. And yes, you are okaying and checking.

On a lot of those things.

But realistically I think that she kind of just really took the reins on it. I mean you can tell me differently if she did or didn't. But like it felt to me that she kind of took the reins on it with your guidance and was kind of able to take care of all that. So it didn't really distract us. But what I think did distract us for sure was switching between the agency model and the done with you and, and all that. So I think that was more of the actual distraction. I just, I personally don't see the mastermind as a distraction in my opinion because again it's, it leads into our backend and it also vertically integrates in with our current product by making people more, more fulfilled. You know, I mean it's like it's, it's an extension of the product. So to me it doesn't affect the hybrid or make it any, any worse. The only thing again that makes the hybrid worse in my opinion is, is the agency. That's something that could actually detract from the, the revenue numbers. So basically we're going to end the year. I don't know exactly how they want us to do this. We're going to end the year at about 1.8. So it's going to be at or around the same total revenue number. But again that's kind of why we're here is to. We're going to be redoing this as you guys can see on like section 9 or 10.

So that's one thing I want to discuss too as well is just the contractual for him.

Yeah.

Because I think about the same model for like it's like this calls it seven figure Zen. When he was showing like the model like Wetube and Quantum and how it goes together.

Right.

It was a lean team of like seven people. But he was doing the marketing and he was creating the content, he was writing the ads, filming the ad, he was going to be doing the ads and he was working on the vision.

Right.

And that's kind of what I see myself doing the best probably more than anyone.

That's what he did for contestant.com as well.

Well, I also think back to when we were in Miami. And I was just, like, there would be times where, like, I didn't. I would. I would just kind of, like, get at this burst of inspiration. I would just, like. But it would be my one thing. Like, I knew I would. I'd be writing on Twitter every day, and, like, and I just write this fire thread for like, an hour. Like, almost 30 minutes. Like, an hour. And then, boom, I would send it, and then, boom, scoop. People would just take it, take it, take it, take it. And that would, at the time, lead the, like, more growth for our personal brand, which inherently would lead to more sales down the road. But, like, that being the one thing that I did every day would only lead to more and better content.

And now Jerry can set those.

Yeah.

Yeah.

Because now you actually have a salesperson in there.

Yeah.

Versus me having to focus on, like, setting, setting sales, writing, creating the product, all that stuff. It's like, well, that would, like, it just. It would just make more sense if I just spent four hours a day just writing, like, because then my thoughts would become so much better. And the product, the way we market it would become so much. It would. Like, if it. If it comes back to the question of, like, the one thing, like, yeah, what's the one thing I can do for the business and in the business that can make. What is it that can make everything.

Easier, effortless, or just make it better?

Yeah.

Stride the needles.

Like, what's the biggest lever?

And that, to me, just is marketing.

Right?

It's like, the more we grow the personal brand, the more we grow the marketing, the more my personal brand grows with my content, everything else becomes easier. How do we get more. Lay down leads? How do we. How do we get more people to be on the phone and they're just like, no, like. Like Anthony Eclipse. He's like. He's like, yeah, dude. Like, did you watch that sales? Yeah, he didn't say that. But what did he say? He was basically something to that. He was like, yeah, man. I mean, honestly, I'm ready to buy. Like, he said, I'm ready to send the wire. And I was like, great, Here you go. So, like, how can we get Jerry that? Right. You know, not that I. I kind of want Jerry to be an order honest. Like, of course, if I was in this position, I would want him to be an order taken. Like, I inherently am an order taker for our company because my marketing was just so good already. People would show up and they'd be like. Or it wasn't so good. It was Good enough to get them to a point where they would just get on a call with me, and they're like, yeah, I'm ready to go. And, like, it's what Alex Becker was good at. It's what. It's what Sam Ovens was good at. They weren't great at sales.

Right.

They were great at marketing.

Right.

So, like, for me, just selfishly, you're speaking out loud. It's like, well, if I don't write, I'm probably not going to be able to achieve the speaking level I want to be one day, because my thoughts won't be fleshed out. I won't be able to create the best content because I won't be writing consistently every single day. I'll be relying on someone else to do that.

Now, I think what you just said is actually really important. We need to dive deep into that, which is like, we've kind of pigeonholed you into this, like, sales role. But, like, I think we really do need to mark. We need to split out sales, marketing. And so all that I can think about now is like, what if we really brought in someone that will just start to. Or like, a David Dre.

Right.

I'm not saying we get David, but, like, somebody like David.

Right.

Me, What I'm thinking is, like, the only other incremental hire that I would ever want right now. I think we can handle fulfillment for, like, a while. Not up to 70 clients a month, but definitely up to 10. So the only thing we need now is just something that's really going to hammer down, like, the sales process. And it sounds like, again, you are kind of doing that right now with Jerry, but, like, I would really want somebody that's. That's all they're focused on and more so that that would be, like, their passion, you know, because it's not that it's not your passion, but I think that, like, yeah, like, the one thing that you can really focus on and getting those leads to the sales guys.

To the sales team.

It sounded like maybe in the past you were like, yeah, like, I want to run, like, the sales, like, boiler room. But, like, what you're kind of realizing now is like, I don't know if I really want to run the sales for. Yeah, that's totally fine.

Yeah.

Sales management's like, I'm not. It's always tough because, like, my ego is like, yeah, just being a little, like, just get better at it. At the same time, it's like, I do believe you. We each have our unique strengths and capabilities. And. But it's very easy for me to see what he's doing wrong, but I'm not. But it's also like, how do I become better at coach and a teacher for sales? But it's like, I can only teach him to do what I do so well because it's easy when I'm on the call with him. It's me.

So here's.

And I was interrupting you. Here's the thing.

So you said that he wasn't obviously able to close. He pulled him out of the closing role. Do you think that, like, he has the potential to be that for adspin.com.

Well, no, we definitely put it back in the closet.

A crawl. Yeah. Yeah.

We took them off. We put them back.

Yeah.

So the bottom. That is still the sales side because I know definitively with data now if I get on three calls, I'll close one. So it's like part of me wants to just get back onto it.

Just.

We're in the rich situation.

Yeah.

Yeah, we're in. We're exactly in the Richmond spot. Why do we transfer the sales process knowledge? The problem I think we've had is it's hard to transfer the sales process.

So that's where, for me, why it's like, well, my one thing, instead of trying to be sales manager or just sales lead, like, or just closer, why don't I just do better marketing? I think the action step here is again, just me focusing more on marketing and just being consistent. More consistent with that and mastering it. But also that would inherently give him an easier time closing because the marketing's better. However, I would still need to manage him for sure for now, and I would just need to pour more coaching into him with other resources and get help with, like, David Dre to have a weekly guest training, potentially, or something because he's a friend. Or have him just have Jerry do those daily call reviews with those other people instead and just be the one that's like, managing him for the units.

Or kind of, again, giving him access to your gore.

Yeah.

So then he would do it because your gore will do call reviews with you. And it's not that he wouldn't do call reviews of Jerry. We just don't have him in the chat. It's like, what would be awesome is, again, if Jerry runs into an objection, he's like, fuck, I could have closed that one. He would then go to your core for the coaching instead of just you. So it's against outsourcing. The purpose of why we have STA and Why we have you figure border?

Yeah.

Because it's like, when Jerry's asking me questions, it's like. It's like, you're just so good at riffing. Tan. Like, you're just so good at riffing off the COVID That's what I've always said.

Yeah.

And I'm like, well, it's because I'm a company. I just know this.

Yeah.

I just know it. And so it's like. It's hard for him to just kind of riff it.

Yes.

But, like, that's like, he. But when he paid, like, that's the thing. I. That's the hardest thing I'm trying to transfer the knowledge of is like, bro, just read the script. And then I'm like, don't just read the script, dude. You don't read the script. Yeah, Robot. You just. They just. You're just a salesman that they can tell I can smell from a mile away.

Yeah.

Like, I don't. Like, I read the script, but I. And riff the script.

Exactly.

And so I'm like, you got to memorize the script. So you can't have. So you don't have to read the script.

Right. But again, that is the truth.

You've had sales people don't. Don't read the script. Really.

Like, they.

They have a.

There's a flow.

Like, I know the flow, and I'm like, okay, I'm just leading them down this flow, and I'm like, it's just, like, very clear for me.

And then.

And again, it's also me, so it's easier. I'm not. I'm not the best salesperson in the world. It's because they just see my face so many times that I just kind of expect them to buy. And even when they give me objections, sometimes I'm like, I kind of don't really want to work with you. You know? Like, I kind of give up. I do. Because I'm like, if it's so hard to get the sale, like, probably not. Probably not. So, like, again, I'm also admitting my flaws here. Like, I. I need to be better at sales as well, but I don't really want. I kind of just want to have them close.

Right.

You know? So, like, that's what I'm saying. I think, again, the takeaway here is, let me get great at marketing by making that the one thing. It's always been my one thing, but now it's like, after reading that book, I'm like. Like, if I delegate this, I'm never gonna master and what that means is I probably won't be able to write a best selling book.

Right.

I probably won't be able to have that book turn into automatic lead flow for the company. I probably won't be able to have that book, be able to speak on stages around the world and make the marketing so much easier and sales so much easier. So it's like I gotta be writing every day. And if I'm not writing every day, I'm not gonna get mastery level.

Yeah, I think that's a huge fucking breakthrough that we just had right there. We're getting to the top of the hour here too.

It's really neat.

You guys like eat.

Yeah.

Yes, sir.

That's the two things done for you. Agency done with you coaching.

Right.

But it's like we're kind of not doing that either. So I'm just thinking through that because I'm like, what is division P and ostracized? And does it even have to be that specific? I don't know. I'm questioning it.

Yeah. Yeah.

It's funny because we're like, you've got.

All these people inside Mastermind that are.

Like wanting to build agencies and we're.

Like basically chilling off.

No, no, no. See, that's what I think that the key is that like, again, dude, the agency still works, but it just. You don't want to.

You don't want to scale it.

That's the goal. The goal is not like, that's the thing. Like, that would be like the pitch for it is like the unscalable agency. It's like, yeah, dude. Like, that is what you want to do. You become an extremely high paid freelancer, which is amazing. Like, dud. Imagine you're, you know, like, it's way better than working a corporate job and doing that instead. Yeah, it's like, that's. That's what it is.

It's what I told Lloyd. I was like, this is when we were doing the integrator thing before back in Miami, but when it really wasn't fleshed out yet, and I was like, Nick's going to be doing all this so I can focus on scaling this now. The mastermind, right? And like, you know, Julian and those guys from Germany were on the call and, you know, I was like, which would you guys rather? I mean, you guys tell me, which would you rather have? Would you rather have 100k a month coming in from a gun food agency to the team that's doing all the fulfillment for you so you can go do other shit? Would you rather have, you know, you working 9 to 5, doing everything for everybody and making 100k a month.

Right.

Like, and they were like, you know, they're obviously a growth partner for the win. I'm like, that. I don't want to do that.

They want an option. The latter. They want an option too. They want to, they want to face all the profit. Yeah, yeah, exactly.

But at the same time I'm like.

Dude, I just need to make the money.

Yeah.

That's what I've always said.

Yeah. But that business is just so hard. Like, it's not even a business. It's just. You're a high paid freelancer.

Right?

Exactly. You're solopreneur.

I agree.

That's why I'm thinking through this, through this video vision of the, of the, of the mastermind or where we're going with, with the, the goal. Because it's changed.

Right?

Like now we're adding these hybrid people in there.

Right.

And it's, it's like, well, it's kind of going back to scale. Like make 100k a month plus with YouTube ads and use YouTube ads. I take a book, a call funnel. So, yeah, it's just interesting. Since starting Adspend.com we've grown year over year and we've done a lot of things wrong, you know, learned a lot of valuable lessons, learned a lot of what not to do, made a lot of mistakes, costly mistakes. But I mean, we're still here and we're still doing it and we're growing still regardless. And just refining. It's just so funny. I think that's why, like, you pay for coaching and mentors sometimes. And then when you don't listen to them, it's like you're wasting your money.

Right. Yeah.

Why? Why would you do it? And they tell you what to do and you're like, no, I'm good.

I'm going to.

Yeah. I think that's why it's so important to find someone that like has the. Again, the business, what you want. Life. Exactly. Which is why, like, I'm just curious because like, that was kind of Sam.

I know, that's.

And then now that he's gone, it's like. Yeah. The only other person I would think about would be Cole.

Cole. Yep.

Or Taylor Walch too.

Yep.

Because he's done Kohl's and now he's doing it again, but different. So it's like, interesting. Like what, what is he doing differently now? What would you say your biggest takeaway from this year? This year? I Feel like I'm still thinking through this concept. Like, it's hard to answer because I'm still thinking through what the takeaway is like. There's so many takeaways that are happening, and I feel like kind of a concept. I think it kind of comes back to, like, for sure, focus. But for me, that's always been a big issue because I like to start new things. I like the feeling of something new. That's also been my biggest kryptonite. I've been thinking through this lately because I'm like, huh? Dale Carnegie says it in the book, put all your time, attention and resources into the one business. And just. It's like, people always say, don't have all your eggs in that one basket. I say. I say, have all your eggs in one basket and watch that damn basket. I'm butchering it. But in the book, he says, people have so many different businesses, right. That their time is so split, focused.

Right?

And it's like, this has one business for us, and that's why the business has been growing. We've been trying different things to grow the business, but it's been the one business.

The one thing.

I haven't started the restaurant or, you know, not that I would start a restaurant. I haven't started a clothing line.

Right.

I haven't started a supplement company. It's been adspen.com agency coaching education. But it's been the one business. But I'm trying to define it even more now. I'm trying to go deeper on my concept because when it comes to the one thing I'm realizing, it's like, okay, well, what's the one thing for this business that we are focused on doing? So that's why I was like, coming into this meeting today. I'm like, well, if I could just have to do one thing, what would I want to do? And lately, all I've been thinking about is just the mastermind. That's why I'm thinking about the division and the goal of the mastermind. What is that? How does that work? Can it. Can it work? Can we just have a mastermind and nothing else? Is that possible?

Okay, so now we're just talking about strengths and weaknesses. Like, what are our strengths? People know us is basically what I want to say.

Network.

Yeah.

No, I think for a strong brand. Brand.

Brand equity.

Yeah.

Strong leadership team in the right seats.

I'd also say network, too. We have a strong network of people that we can talk to, work with, call in. Yeah, I think that's good.

It's like. Yeah, they're like first or second. Like second to market with YouTube ads. The only other thing I can think of. All right, weaknesses. Lack of focus.

Yeah.

Kind of like changing it or not sticking to the KPIs. I wouldn't even say not having clear KPIs. Would it be that or would it be not?

I don't think we've had abundantly clear KPIs.

I think follow through on some things and what I mean by that is just like the quarterly meeting cadence, like reviewing all this stuff and doing it consistently. But that could also be other parts of the things that we struggle with sometimes, you know, saying we'll do things and sometimes not following through on them.

Follow through on direction, probably.

Right. Yeah.

Direction. And rocks.

Yeah, and rocks.

Yeah.

Again, we've changed a lot. So like our rocks are always, never aligned with.

Yeah.

You know, but still it still comes back to follow through in my opinion.

It's also like kind of the business model as well. So like what are the weaknesses of a done for you, like the done with you business model? Is it like we lose control? So, you know, it's like business model puts more control.

I mean, I think one of our.

You see what I mean? It's like. Yeah, that's also like one of the strengths is also like, which is kind of like profitable business model, which kind of goes in there too. A lot of things are both sides of the coin.

Right.

They're both a strength and a weakness.

Puts more control and results on the client.

Yeah.

I think also is the eoss. Obviously we're working on paid ads and stuff right now and it's providing some results, but it's definitely not.

Well, yeah, I mean results in terms of leads and calls maybe.

Yeah, well, definitely for sure.

But sales. Not yet. Definitively not. Well, now that we have the YouTube ads, plus we're going to have the organic and me back on the emails.

Yeah.

That is the flywheel.

Yeah.

Like we will. It's only a matter of time before we just got to keep off, keep going.

Yeah. Right. I'd agree.

Again, weaknesses of this model.

I guess it's just weaknesses in general.

Yeah.

If a coach. I know it's ironic to say that, but we could be left short, short staffed fairly quickly.

Yeah.

Especially with like that. The knowledge, expertise, knowledge that we all have.

No, I actually don't think we have that many weaknesses, if I'm being completely honest with you.

Like I think if somebody came in here, they'd pick us apart.

Yeah.

I think the problem is we just one. We haven't thought about it a lot and I think it's hard to pull out weaknesses when you're in it.

Yeah, like I don't.

I mean I agree like to a certain degree but like you can't really like look at the revenue numbers and say like the only weakness is opportunity cost. Like I just think that we haven't been making this. We've been playing too small. But it's not really a weakness. It's just like the only thing I could say for that is just like small vision. Like too small a vision.

It also says in the one thing too.

But like you can't, like you can't look at a revenue. Revenue growth year over year and say like that. You know what I mean?

Yeah.

Like that'll be like a big weakness is like the company shrinking.

Yeah.

It's not like the.

Yeah.

Bell curve type of growth either.

I think maybe like one or two more here.

Right.

Lack of focus, changing direction, not having clear KPIs follow through on direction and rocks Management of team members, embedded leadership. I think that's a big one. Business model puts more control results on the clients. What the business model puts control. Like it's not really a weakness of the company.

It is a weakness of the model. I think compared to done for you because you got. You have full control. But if you want me to delete it, I can.

It can't be the same thing if it was still the agency though. Business model is so complex. Everything's customized.

It's more of like a threat, but like it's almost like somebody could like just claim their YouTube ads expert now as well and then compete against this. True.

But I mean like to do that with anything.

Right.

A threat would be more like in my opinion like YouTube ads. Like something happens with YouTube ads.

YouTube's take you were targeting with.

No, it's like maybe like YouTube. Like I don't know, premiums must for YouTube. Like then advertising is changed completely.

So just at the win, like Google changes policy.

Google changes policy.

Google changes policy. FTC changes policy.

Yeah, I mean it's also like we're at risk of also YouTube ads as a business as well. I mean we know that we could.

Get holistic markers now though, versus like just.

Yeah, but none of our business.

Right.

Does that we have to pivot, which we would. We kind of.

We already want to use Facebook ads.

But it's like we're. I think that's a good thing to have there because it's like, well, what happens if this did happen? What would we do?

Yeah.

Maybe chat GPT. I think AI.

See, I don't know. See, I'm. I'm gonna argue against you. I'm gonna put AI in our opportunities corner. By not being an agency, AI helps a lot more because what we can do is we can help people become a lot more efficient with copywriting.

Oh, yeah.

That's why I wouldn't think about that. That's why I would not want to be a copywriter right now.

For the weaknesses.

I don't know if it makes any.

Sense, but I think at times we're more reactive with things versus, like, being proactive. And what I mean by that is, like, some of the decisions that we've made this past year, I just felt like we were kind of like, to.

Making decisions without thinking nice or.

Yeah.

It's just like.

Yeah.

Like, whether it was the hiring or whether it was the, you know, the pivoting of the offer, it's like we never let things ferment. We're always like, no, yeah, that's it. Let's do it. And then we immediately do it. Maybe too hard.

I also think it was the structure of the company at the time, too.

Yeah.

You guys were both kind of fulfilling a little bit more.

Yeah.

And it was just like, yeah, we're just going to do it.

Yeah.

There wasn't any thought.

Yeah.

So again, with a new model, the opportunity is automated media buying.

Yeah.

Makes coaching more valuable as we would know how to do it. An opportunity. Is YouTube gaining more popularity?

Market's only growing.

Yeah.

I don't feel like this is anywhere close to where Facebook is at for sure.

They really are the only people. I mean, Sash really isn't even selling that anymore. Sash isn't even in the company. I don't know why I say that.

But they're just selling the course.

Yeah.

Links Digital isn't even. I mean, it's a. They're so much smaller. No one's ever said their course over ours.

Like, I, you know, kind of why I wanted to give it away for free. Honestly.

Just to destroy them.

Well, like, just to destroy everybody.

Yeah.

Again, we don't give a About this course because you still need help implementing it. Any of the coaching. So you just ascend to the mastermind.

Yeah.

The only thing is, like, we could just adding charging, like a criminal amount for like, 197 would also be interesting. Yeah. Just doing an actual ticket with it and then running ads to it. Liquidating the ads. And that way Gets more leads. Yep, we have a more leads because a lot of people will start just buying a lower ticket thing and then ascend to the higher, the higher ticket stuff. It's just, you know, Josh and I buying the sales memo from Taylor Walsh. We had the money to buy traffic funnels, but we started with the lower ticket thing. I think that's exactly what Taylor would tell us. Just have the low ticket V magnet. Just because, like, just because somebody pays 39 doesn't mean that's the only thing they can afford. They just want to get their feet wet. And it's like, well, if you love this, you're gonna fucking love what I have back here for you.

You're gonna love this dude. He's not like a sleazy sis.

Yeah, but that's what it was like with Taylor. It's like I would watch, I would watch his videos and I'd be like, dude, I love what this guy has to see. I can't imagine what it would be like if I paid for him.

So confident too, you know? So confident.

I think what Aler's doing right now is like, he's maximizing on the other side. Like he's getting these people to pay 30k, but then they're just like, what? Yeah, like I wasn't worth it.

Like, that's fucked up.

I'd rather have them join for 2k us, make less money, but then have them leave and go, yeah, that was awesome. Yeah, like we have to join. Like I, I'm gonna tell everybody to join this.

It's like they have in person events, weekly calls, they have live trainings where they bring in guest speakers. They have course content that gets updated regularly. And it's all around advertising and agency and working with clients. And I get to talk to Brian on a weekly basis by one.

Right.

It's just, it's like that becomes like again like that no brainer. And then once we have so many people to where it's just like, we can't have this many people in here. We have to up the price. Then we have the price. But I think that's kind of what Sam's methodology was like, I'm gonna deliver. I don't know, I just think it's a different methodology. I'm not like trying to like directly attack somebody right now, but like, it just feels like we, we should just be focused on providing more value.

That's what I'm saying.

Yeah. Rather than just like trying to charge as much as possible and maximize revenue.

Yeah.

Like deal with the customer experience.

Right.

Like, I also think about the market, like the amount of people that can afford, like in total revenue. 30k for a product like this.

That's a lot.

It's. It's a lot of money. It's a lot of money. Yeah. And there's. There's 11 of them that we've sold organically from a list of 7,000, not including like government. How to combine all of our audience. I don't know how we would do that. YouTube + Twitter + email + this and that, Facebook audiences, whatever. Let's say it's 30, 000 people.

Right.

11 people so far have bought now. We haven't promoted it every single day for three months straight, which is where I think maybe we could have maximized it to at least get to 25pm Right. But still, that's like 2% of them. Two 1%, 2% of the people, maybe, if that. But the majority. That's why I was thinking about the offer earlier, about the Mastermind. Well, if it was just 15k for the year, that'd be hard to say no to. You can get a thousand people in that, realistically. A thousand people.

So it's like, see, I mean, if we had a thousand people at 15k and like that was just our rock.

You know, that's 15 million.

I don't know why I had to do calculated for that, but that's $15 million. So if that's just our goal, we want to have a thousand people in there, you know, I don't think there's any reason we couldn't make that. Like just like our main rock and our main vision, you know?

Yeah.

I just always think about the product like, how can we make the product the best? And the way I think about the product is like, it's, it's one thing to get, like, we got to give them the result for sure, but what's the result we're giving them and then how do we keep them to stay? Like, that's what we're trying to do is like, I don't want to just get someone the result and they dip. Like for sure.

It feels kind of shitty that you see, you see her left, like, the fact that I didn't even know that he left, like sucks, right? Like, yeah, it would have been nice if I was like, oh yeah, you see your left like that, that sucks. Or what can we do to keep him? Like, it should be to get them. We want to get them on one time, provide them, you know, or not even get them on one time. It's just continuously provide them.

Yeah.

With like why haven't we left the, the boardroom? Like we haven't left the boardroom because we get to keep going to in person events which is why we want to keep doing in person events. And then because we like being a part of that community and like we like joining onto the calls and talking to Cole and being able to talk to them.

Yeah.

So it just, it's pretty clear like.

It'S led to business.

Yeah.

It's led to more brand growth.

Yeah.

Like it's why we like with Sam, like pay 36 grand partnership came from it.

Right.

Tons of sales came from it. Like we, we easily 2 or 3x that invest.

I know that.

Not 2 or 3 like 10x that investment. I think 15 or 20x that investment minimum. So it's like how can we do that for our clients? That's what I think about is like when you charge 30 grand you got to get them a 300k solution.

Right.

You got a 10x their investment.

Right.

Where it's like when Brandon Carter pays, like when people are paying us 10k a month. Sarah Turner and Brandon Carter were making 100 grand a month from the YouTube apps. And again I'm not against charging high tickets but like we found with the agency 15K a month, like the, the LTV dropped tremendously.

Yeah.

When we increased the pricing. And that's all I think about is like our reputation is like well how do we not become the. Alright, how do we not become the Aaron Parkinson seven Mile media.

Right.

Like how do we continue the reputation and the strong brand that we have and make it be even better like with the. I think that's why like David was telling me on the call earlier, he was like I'm more realistic with my goals versus like 10x. Because like I think people just try to scale themselves out and then they end up ruining their reputation. Where it's like I don't want to be too conservative either. I do want to think very, very big. But I also want to do it in a way where we're not risking our reputation.

Yeah.

As much as we possibly can.

Yeah.

And also like you just all you have to do is change the targets with your scale.

Yeah. Right.

That's it. You just have to say, well now we just, Instead of having 10 clients at, you know, 150 000amonth, we just need a thousand clients at 15k a month. You see what I mean? So it's just like all about changing the scale and touching and impacting more people's lives.

J.