How to Close $25K+ Deals in One Call

Last month I collected $150,000 only taking 11 sales calls. I closed 6 of them and 4 of them paid me within 1 day. Most closers fall into 2 camps when they're trying to sell richer people, sophisticated people. Either one, they put them on pedestals and they just play the follow-up game and those people don't really close. Or number 2, they treat the call like they're selling to a broccoli-haired kid buying a $5K BizOp. Neither one of them work. So what I'll be showing you today is the exact process that I'm using right now on my sales calls, not theory, actual things I am doing to close these more sophisticated, richer prospects in one-call closes. And I'll be showing real-life sales calls or role plays for each part of the actual process so that way you can see how it's actually utilized. Now pay attention, let's dive into it. Just to show you that I'm not full of shit, okay, these are my stats for last month. I had an 85% show, 55% close, and 46% Schedule the close. 2 of them close on the actual same call. Okay. And then I had 2 of them that close either 1 or 2 days later. I had a 7-day and then a 36-day. These people was more logistical. They just needed to go ahead and get the money. But all this is to show is I am actively doing this right now. I'm not going to show you deals that I closed years ago, and I'm not going to tell you to do something I'm not actively doing. And not only is this working for me, I got Nathan here who closed a $120K deal.

Okay.

I got Gershon, $32K. I got Abel. He sells a $20K package for this first year in high-ticket sales. He collected over $2 million in cash collected and he still has a good chunk of the year to go, right? He should be able to break maybe $3 to $4K. Okay. First year in high-ticket sales, he hit $50K a month as well. And then we got Sean T, collected $42K and he has a couple $15K to $18K deals coming in as well. So here are a couple of things that you just need to know when you are selling richer people. Here are things you need to forget because there is a lot of bad advice. Because most people are actually not good at sales, right? And you can at least get somewhat decent at closing percentage, richer prospects, which is purely like logical logistics, things along those lines. You'll be stuck around 20% to 30%. And if you want to be the guy who's just closing 20% of the people you talk to, this is not the fucking video for you. These are for people who actually want to be closing 40%, 50%, 60% plus of the people you actually talk to. You need to be able to get to emotion. Because that's the biggest thing that I hear, just like Terrible sales advice, bro. Like rich people don't have emotions. Fucking dog water. It's straight up a skill issue. They think because they can't get to emotion, therefore nobody can get to emotion. When you're talking to these people, you just need to put the right frame on it. That's what changed. Also as well, you can't push rich people. It's like, oh dude, they know all these sales tactics. You can't push them. They're going to feel the pressure. If you know what you're doing, you can push rich people, especially if you have the authority. Authority is going to be a big, big key. It's a key in everything, but especially when you're talking about rich people. Another big thing that I will see, and this is specifically for younger people, is like, oh, rich people are better than me. Okay? It's like they kind of put rich people up on a pedestal just because, again, if you're young, you're 17, you're 18, 19, whatever it is, and you haven't made that much money, when you hear somebody and they're like, they're making like $50,000 a month, which again, it's not that much money, but to you, you're like, holy shit, this person's amazing. Or they're making like $300K a year. Again, they are not better than you. They have a problem that needs to be solved. You are there to help solve that problem. That's what you really need to know. So what actually needs to shift when you're selling a much higher ticket product is the more transparency that you can actually show and share, especially before the call, on the call, is going to be better. If you're selling a $5K biz op, you're selling to broke people. If they saw the price, they're not hopping on the call. Versus if you're selling to rich people, I share the price upfront before they even talk to me. I share the price and the price, sharing it upfront, like actually showing like walkthroughs or whatever it is, like the pre-call process needs to be much more dialed in because you cannot expect them to hear like, hey, $25,000, $30,000, $40,000, $50,000 for the first time on the call and just be able to pull the trigger again. Give them a little bit of time to actually adjust to what the price is and what the value is as well. I've through this whole process again coming in through a lead form. There has been nobody who dropped off just because they saw the price up front. Because again, if whatever it depends on what you're selling, so there is some nuance to this. But generally speaking, like on this offer that I'm selling on, I'm helping people get into sports facilities. If you need to open up a sports facility, you kind of assume like you need to have money to do so. So when they hear it's like oh like twenty five thousand dollars. It's not something that they're like, oh, dude, I can't do that, and then they hop off the call, OK? Or they don't even show up to the call. So the more transparency, the better. The most transparency you can show is going to absolutely kill it. The best pre-call process— because pre-call process is a lot, lot, lot more important. I'll dive into it a little bit later. The best pre-call process I saw for a much higher-ticket item— it's a $20K, $30K ticket price. And at scale, they have like an 80% show rate and a 40% close rate at scale.

Wow.

So it's not just a bunch of killers. But what the pre-call process is, is literally it helps people get into Airbnb. It literally is just a list of different properties they help with and the numbers and video breakdowns. It's just a list of it. So it's like the more transparent you can be, this will help you actually close more people. Because when you're dealing with richer people, they will do the research. It's just better to be with you rather than you expecting them to do the research on their own. So that's the biggest thing. You have to understand, sales don't just happen on the call. You can have a killer process, but the pre-call process, it's not dialed in. You're just not going to be able to get people to drop $25,000, $35,000, $100,000 on the actual call. So you have to be— you have to change who you think you are. You're no longer a salesperson. You're a belief engineer. So every single person that I am talking to, once they come in as a lead, I take it upon myself of— I'm not a salesperson, right? Just hop on a call and I'll see what I can do. It's like, no, dude, I'm in the process Engineering beliefs, whatever the beliefs that might be holding them back. For example, with the facility, one of the big things is it's like, oh, there's, uh, they're just like, oh, I can open up a facility anytime. So I have specific things laid out for them that I'm sending them pre-call that shows that now is actually the best time to open up a sports facility. That's what matters. Okay? Every touch has to actually help the sale. Now, another big thing that is just going to be different Versus much higher ticket, you're selling something a little bit lower ticket. Anything under $10,000 is looks matter a lot, lot more. You can get away with like selling from your bedroom, being a closer, and you don't really come across. You don't look the part. If you're telling and you're asking somebody to drop $30,000 with you on a call and you look young, if you look not well put together, this is going to hurt you. I don't want to like I'm I'm a person with money. I don't want to give my money to somebody who doesn't look like they have money. The reason being, poor people are bad with money.

That's why they're poor.

So you have to at least look the part. And it doesn't even take that much effort and work to actually look the part on these sales calls. Just get a nice background. I even wear a collared shirt, right? Like, I wear a Boss polo on all my sales calls with these prospects. Nice background behind me. Jesus icon at least bumps up the close rate by 10%. That is a verifiable fact. Okay. But how you look matters. I had one one-on-one with a younger guy. I'm not going to say who it is, but he's selling a, you know, a $30K+ package. And the first advice I gave him is like, bro, you need a fucking haircut, right? Like, and after that, got a haircut. We changed a few things, started smacking back deals. But how you look actually matters. Also, authority is going to be extra important. It's important in every sale, but it takes a new level when you are selling to much richer, sophisticated people. So if you put them on a pedestal or you don't look the part, you don't look authoritative. This is going to really hurt you. So you need to come across like you're an authority, your background, your area. This helps.

All right, cool.

So let's dive into the actually nitty-gritty stuff. So pre-call is so much more important. What are the outcomes that we need from pre-call? You need to give them enough information to actually pull the trigger on something that's $25,000 or whatever it is. Be as transparent as can be and customize the outreach. Whatever information that you have, see if you can't customize outreach for them. Something that we do for the facility offer is they fill out a form on, again, their area, the type of facility they're looking to build, and we create a custom report of how much it would cost, how much it's looking to actually bring in revenue profit-wise, and what we can help them with. So that way, when I go into the call, I can actually have the conversation like, hey, we're not guessing if this will work. We've already done All of the actual numbers. We know this will work. We just need you to come in and make sure it does work. It's a very different conversation, and that is customized to them. You put in the work. You actually show that you're an authority. You know what the fuck you're talking about. They're much more likely to actually give you cash. Okay? Do not hide things. Okay? If you come across as shady, especially when you're talking about much, much higher ticket items, it's just gonna have a hard time getting people across the line. Okay? So what are some key things that you need to have? When you're selling much more higher-ticket things, dealing with a much more sophisticated audience? Number one, I would say it does depend on if this is a big thing that you're running into or not. But what I found works really, really well is urgency arguments. So that page I was telling you about that helps people get into the Airbnb, its first video literally spells out why right now is the best time to invest in Airbnb. And he makes a 5 to 10 minute argument on it. Now, is that true? Like, I don't fucking know. Like, I don't know much about Airbnb. But at least they're making the argument, OK? So you need to also explain, like, how it works and why work with you. This doesn't need to be super, super detailed. But they are going to do research about you, your company, what you guys do, with or without you. It better be with you. Answer frequently asked questions. So if you know, and you can go back and you can actually analyze your sales calls on what are the biggest things that are actually holding people up from moving forward, if you can actually answer those questions, before they even hop on a sales call, this is going to help so, so, so much. So I've been really diving into like Jeremy Haynes's stuff, especially when it comes to like the marketing, the pre-call stuff. He hits on this really, really well with his backend selling systems and the thank you page and just really giving them as much information that you can before they even hop on a call. It really, really helps because especially when somebody is looking to buy something for like $25, $35,000, $40,000, they want information on it. And if you don't give them that information, you cannot expect them to just connect dots in their head. You have to give it to them. Okay, so I'm transparent, I'm showing price, and then I'm showing tons of examples as well. Okay, let them know that it's actually real. As much transparency that you can show is going to be better. Now let's just say you're a closer and you don't have control over a lot of this stuff. All right. Literally for the facility, like I'm positioning myself to get equity, all that, all that fun stuff, blah, blah, blah, blah, blah. But it's like right now I'm mostly closing. I am helping with the marketing, all these different things. But you can just do shit. For me, like I told you, we give those specific reports that we do beforehand. I literally bought a domain to customize each report and I send them a custom report on the domain that I bought.

Right.

That's like adjacent to the company reports. Right? Just do shit, bro. If you can just do this, this will help you a ton. Yes, it would be better if the actual offer owner did it and the offer owner has bought into what you need. But if they're not doing it, you just need to do it. Right? It needs to be done. That's what we need to be thinking about as well. So next, let's get into how do you actually conduct the conversation? You've given them a good amount of information before they even hopped on with you. Now, how do we actually conduct the conversation? The first things first is going to be the opening. OK? So if the opening of your conversation is not good, the rest of the sales call is going to be shit. So the outcomes you need are, why are you here? You need to take control of the convo and get them to fall into your frame. You cannot fall into their frame. So dos— add in a frame. Now, the frame of the conversation is super, super important. I'll dive into that a little bit later.

OK?

Also, you need to understand they have problems. Do not be a pushover, accept bullshit, Or a big one, put words in their mouth. At the very beginning of the conversation, I just need to get them to admit they have problems. But one big thing that you can fall into with more sophisticated, more A-type personalities, like, dude, I'm disagreeable as fuck. If you allow me room to disagree with you, I will. So you don't want to give them any room to disagree with you. So the language here matters. When you're conducting the conversation, When you're pulling out problems, especially at the beginning, you're just repeating back what they said. You do not put words in their mouth. If they say— if you're hopping on a call and they're like, oh, I want to own a business, and you're like, oh, you want to make more money. Well, I didn't say that. You don't want to put things on them. You only repeat back what they said. So things to push back on. If they hop on and they say, hey, I'm just looking, know they're full of shit. If they say, I don't have problems, I just want to see what they have, I want to see what you guys have, No, they're full of shit. And I just want more. Again, no, they're full of shit. You need an overarching problem or a goal. Your thought process always needs to be, why are you here? And you just need to keep coming back to that. OK, so how do you actually conduct this part of the conversation? I'll show you an example from a real sales call, but I'll just give you the thought process. Number 1, I'm not accepting any bullshit answers. Number 2, I'm putting a frame on the conversation that makes sense on why I need to have a detailed sales conversation. For example, for the facility offer, the big frame that we use is, hey, this only makes sense for us is if in 3 years' time you go for a multimillion-dollar build and we help you with that as well. We're willing to get you in at a much lower ticket price, OK, $25K, right, for the bigger upside later because we're going for the billion-dollar play. Now, that is plausible. And that is believable. So I say, it's like, hey, man, just so you understand, what we do is fairly custom. And this process only makes sense for us if you're in it for the long haul, year 2, year 3, and you're really looking to expand. So the first part of this call is understand more about where you're at, where you're looking to build, and see how we can make that a reality. Does that make sense? Yes, you get buy-in. So that way, then when you go into the sales conversation, it makes sense in the context of the conversation. So whatever it is you're selling, if you can make this conversation more about like the big grand vision versus them just buying what's in front of them, number one, they're more likely to run along with your sales process. They're not going to push back as much because most of the time the reason they push back is like they don't understand why it's actually relevant. Number two, it makes what you're selling much more believable. For example, on that $120K deal that Nathan sold. So it's just high level. I won't get too nitty gritty into it. Like it's helping people start like an AI business. Now, they get a rev share off of the AI business. So what we did is we transitioned into like, hey, just so you understand, the only way our company really makes money is if we make you money. And it's like, we're really able to get the rev share for years. That's the only way this model works. So we need to make sure you're in this for the long haul. So the first part of this call is just more to understand about your situation, what you're looking to build, and how we can make that a reality. Does that make sense? So now when he's going into the actual conversation, it now makes sense why he's asking what the problems are, What they need, future pays consequence, all these different things. Because in the context of the conversation, the only way this business model works is if we make you money for years. And then this also makes it more believable because in that thing, it's like, hey, you put $120K in and the first year you get like— I'm just making up numbers— like $500K out. That sounds too good to be true. Why would you do that for me? Well, the only way that you would do that for me if there's something in it for you. So just let them know. What is in it for you and frame it in a way that your guys' incentives are aligned together for more long term? This really, really, really helps. Okay, then from there, after you add that frame, I'm like, hey, what has you looking to start an AI business, get into an AI business, start a sports facility? Why are you looking to do this now with the sports facility one? And it does depend on what you're selling. You will get people like, oh, there's a need for it, right? Or it's like, hey, this seems like a good opportunity. Or I really want to give back to the community. Like, these are okay answers. They're not great answers. So an analogy I use quite a bit is like, hey, there's a reason why you put— they tell you to put the oxygen mask on yourself first before you help others. So it's like, we're glad that you see that there's a need, but this needs to make sense for you. So why do you personally want to do this?

Right?

Boom. And then you're right into the actual problem. So I'll show you an example here of a call I had yesterday. We'll be coming back to this example because he was a squirrely fuck.

Right.

Uh, let's get into it. I got a little bit of info from Owen.

Okay.

Okay.

Keep it fairly high level, right?

Obviously not get too much into the weeds with you. So hopefully it didn't bore you too much. Um, but just so you understand how this works and, and how we work, uh, we have a very high success rate just because of the process that we put people through just to make sure it's a good fit, not only for now, but, you know, 5 years from now as well.

So the first part of this call is just to more understand a little bit more about your actual situation.

what you're looking to build and then see how we can actually make that reality. Sound good?

Yeah, sounds good.

Okay, perfect, man. So what even has you looking to open up a sports facility in the first place?

So I've been doing some— well, the biggest thing that I see in our area is the need for sure. There's a big need for it in our area. Like I told Owen the other day, you know, I've been doing some— I've been doing coaching for quite a few years these days, or quite a few years now with both softball and soccer. Um, so I'm really involved in our, uh, for sure really involved in our, um, softball community here on the board in our, in our league and everything. Um, but outside of that, there's a big need in this area from what I see. We've had, we had Redline in our area, which I, um, actually met with Redline people to try to— I was thinking about maybe jumping in and investing with those owners, but They quickly shut down maybe about 3 weeks after my initial meetup with them. So I'm glad I kind of stayed out of that because the numbers weren't really making sense. So that's why I just kind of stepped back from that one, which at this point, looking back, it was a good move.

Okay.

And that's good, man.

And there definitely does need to be obviously like a need there, right?

And we do a little bit of the market analysis just to make sure like that makes sense.

But like, there's a reason why on an airplane they tell you to put the oxygen mask on yourself first before you help others, right? Like, it needs to tick all your boxes too, right?

So for you, what's the main reason you're actually wanting to like open up a sports facility, make a business out of it, and like, and really transition into that?

So one thing is, you know, I kind of want to— I want to— I want to work on my own, you know? I kind of want to start to do things on my own, be my own boss in that sense, you know? Right now—

all right. And then we're back to situation. Now, after you go ahead and you get, hey, why are you here, you need more context on their problem and their situation to really dive deeper into problem. The thing is, when you're dealing with a more sophisticated audience, the more detailed you can get into the numbers, the more you can get into the nitty-gritty stuff, the more apparent their problem will be. And because people with money, generally speaking, they can have a little bit more of an ego, They can't hide behind numbers. So they can have an ego if they're vague. If you actually get behind it and you get into the actual numbers, they can't have an ego anymore because it becomes very, very apparent that they actually have a problem. Okay, so let's dive into the actual situation. What are the outcomes that we need? So number one, you need to understand what their situation is around their problem or goal. Depending on what you sell, this is going to vastly be different. Okay, so get into numbers, ask quickly. This is not something that you need to take a lot of time. These should be like more rapid fire and like you really getting into it. And this is also going to, number one, help you understand where the problem is. But also number two, you want to make sure you're building your authority. You're directing. That's a big thing. Do not accept bullshit numbers. If you're selling to businesses, peel back the layers on the numbers. If they tell you revenue, get into profit. What is their profit? Like, you'd be surprised. They'll tell you, oh, $150K revenue. And they have like a brick and mortar. They're running 10%, 20% profit margins. Like, the dude's making $15,000 a month, right? And he tells you $150K a month. And in your head, you're like, oh, this dude's rich. But then you get to the end, you pitch him a $60K product— I'm thinking of a specific example right now— and then you realize this guy's fucking broke, OK? Peel back the layers. Egos will hide behind vagueness. If you hear vagueness, attack it. If they're like, oh, I'm not really sure, well, what'd you do last month and the month before? Just ballpark, like, what are we at? Okay, peel back the layers. You're selling something like marketing again, like really peel back the layers. Like, hey, how many leads are you getting in? How much are you paying for them? How much turns into closes? What's a deal actually worth to you? Like, really dive into the actual numbers. Now, it does depend on exactly what you're selling, what that situation looks like. But once you get the full picture, the problem will become apparent.

Okay.

Next, we have problem, problem, problem. Problem is the absolute key when you're selling to more sophisticated people. If they don't have a problem, there is nothing there to actually sell. So what are the outcomes we need when we're diving into a problem? We know why they're there. Now we have a better situation. Now we dive into actual problem. So you need to understand what is the problem, right? Like, that's pretty obvious. How long have they had this problem? And then the specific impacts of the problem, both tangibly and emotionally. And if you're thinking, Christian, emotional problems? I can't do that. Don't be a bitch. Get emotional problems. So what do you need to do? You need to lead, and you need to peel back layers. You need to be directing, authoritative, asking really good pointed questions. If you do not understand what your prospect's problems are, this is going to be hard to lead. That's why understanding your prospects is much, much, much more big of a priority when you're selling more sophisticated people. Because the thing is, when you're talking to more sophisticated people, more richer people, their problems aren't as apparent. They're not going to go homeless.

Okay?

So you can't accept surface-level answers. And then you also cannot expect these people to cry. Like, I don't care how much pain I'm in on a call. Like, you're talking to me, like, let's just say, dude, I'm losing like $100,000 on some business thing that you're going to help me with. I am never going to fucking cry. You can't get it out of me. So you should not expect the people you're talking to to actually cry. Now, sometimes it might happen, but very, very rarely. OK? So what do we need to do in problem? And I'll run you through how to do this. But the biggest thing is you need to make sure you get specifics. So you go into the actual problem like, okay, so you've been doing this this way for a while now. Why is it actually important for you to do this now? Get a problem like, oh, it's important to do this now because I feel like the business is stagnant. Well, what do you mean by stagnant? How long has this been going on for? What are you stagnant at? What are the different things that you actually tried? And some people, they're totally fine just staying at a certain income level. Why are you not okay with that? Again, I'm peeling back layers. I'm not accepting surface-level bullshit. The thing is, the problem is with most people when they're selling more sophisticated prospects, richer people, they stay surface level. So when they try to bridge into an emotional question, it doesn't make any fucking sense. You need proper context in order to ask those questions. So what you're not going to do is you're not going to accept surface-level answers or non-buyer language. What are some examples? If they blame anything outside of themselves, external language— oh, it's the market I'm in— you need to smack them. And get them to realize it is their fault. If they minimize their problems, they're like, oh, it's not that bad. You need to smack them. It is that bad. Okay? And the biggest one that you'll run into with richer people is they'll try to make this conversation super, super obvious. Well, isn't it obvious? It's not obvious. It is never obvious. So if you ever get something where they— either they say it's obvious, or you can kind of tell in their tone and how they're communicating that they think it is obvious. You just need to be like, hey, it's not so obvious. You can just say it straight out, or you can say, hey, tons of people are totally fine with insert whatever they just said that is a problem. Why are you not okay with that? So for example, and the example I'm going to show you is again, a part of that role play from the business consulting role play to where it's like, hey, tons of people are totally fine just with their business staying at the same level. Why are you not okay with that? Well, I'm not okay with that because of this, this, and this. Boom.

Got them.

OK. You just need to push back. And it's not obvious. If they try to blame the external, what you use— you use a comparative frame. It's like, hey, can I make a suggestion? We work with insert whatever problem they have that they're blaming that still have solved the problem, right? Why haven't you solved the problem? Real, real easy one. Minimizing. You just need to hammer hard. So the biggest thing is you only go for emotional questions with proper context. Once you peel back the layers, if you're talking to a business owner, once you really understand the, the business impact, then and only then will you go into the personal impact. For example, if you're talking to a business owner, it's like, okay, well, you leaving this amount of money on the table, like, again, that's going to impact every business a bit differently. Like, what is that doing to the business or what can you not do in the business that you really want to do? You're going to get things like they can't hire people, you know, they're not making the type of money they want to be making. And you want to peel back the layers a little bit, like hire people. Why do you want to hire people? Oh, because right now, like, dude, I'm working like 60 hours a week.

60 hours?

What's that doing to you, having to work that much? Boom, right into personal impact question at that point. So how you get into emotional impact questions and diving into the emotions is proper context on whatever it is you're talking about. Because naturally, if you're talking to a business owner, like, dude, I'm a business owner. My life is like, my happiness has a direct correlation to how well the fucking business is going. It shouldn't be sometimes, right? There's a disconnect. But don't get me wrong, if things are going wrong in the business, that's going to affect me personally. You just need to understand with specifics what's actually going wrong in the business— time, money, whatever it is— and then bridge into the personal. So if you're able to do that, you're able to get much, much more deeper impact and emotional impacts. And this is going to help you push people. So let's dive into an example right here that I mentioned before— business coaching.

Okay, cool.

So what's a—

and this is for somebody who is an electrician or plumber looking to grow the business. systems, all that fun stuff.

Okay.

Okay.

So what type of help are you actually looking for specifically to grow the business?

Yeah, I'd say like the main thing we're looking for is definitely like help with getting more like leads in our marketing. That's probably the main thing that we're looking at.

Okay. So if you take a look back at your current marketing right now, what makes you feel as though like you can be getting more leads from it?

Yeah, I just know that we'd been using like a Google Ads agency and Like for the amount of money that we're paying them, we were just like not really getting like many leads coming through the door. And we kind of like got shot ourselves in the foot by signing into a contract that was much longer than we should have. And the results have just not been good. So yeah, it's just like looking at getting ways to improve the marketing on the—

Definitely not the first time I've heard something like that. Is there anything else you're doing for marketing besides Google Ads?

Just like mainly, yeah, word of mouth and referrals.

So just the basic, like referrals and word of mouth. Okay. And right now, how long you've been doing the Google Ads for?

Um, the last like 12 months.

Okay. So you've been doing it a while. And, and on a, on a given month, how much are you actually spending on that?

Yeah, we're spending, I think it's like an additional like $2,000 a month.

Okay, so is that for the agency and for the actual ad spend or just the ad spend?

That's like the ad spend.

Yeah.

Okay, well, how much are you paying the agency on top of that?

The agency is like an extra $1,500 a month.

Okay, so we're putting in $3,500, and right now how many leads do you get from that just on a normal month?

Yeah, so on like a normal month, I think we're getting Like around 20 leads a month.

Okay, so 20. And then of those 20, how many actually turn into clients, like people who are paying you?

I think like around 10.

Okay, so we got 10 clients coming in each month. And on average, how much is a client worth to you? Just ballpark.

Yeah, um, at the moment I think like the average is around like $700.

Okay. So $700. So from that, so we're bringing in like $7,000 from the ads each and every month, like a 2x. It's fairly low in terms of like the actual return. So what do you feel like might be, I don't know if I want to use the word missing, but maybe missing with maybe how you're attracting these clients when it comes to the actual marketing or maybe how you're nurturing them that could be causing your return? to be so low.

Yeah, I mean, I think like this Google ad agency, for example, like they just, they just seem to not really care. Like you just pay them the money and they just do the bare minimum and bare minimum communication and everything. So yeah, that's what I was looking at.

Who's going to care more about your business than you do?

Yeah, no one is, I think.

Yeah, exactly right. So how long have we noticed this where it's like they're just putting the bare minimum effort in? So we're getting Bare minimum returns.

Yeah, I mean, it's been like that last probably 6 months in particular, um, that we've just been like locked in that last 6 months. We can— shit, we need to change something, but we've been stuck with them because we signed the contract.

Well, can you give me an example where you're saying they're just putting bare minimum effort into it?

Well, you jump on like a call with them, like over Zoom like this, and they're just talking about random metrics that don't make sense, but they're not really like, yeah, You know, you're like, how are we actually going to increase the lead flow? And then they're just crapping on for 20 minutes about things that don't seem relevant. And they just maybe jump you on with some junior person and it feels like you're not really taken care of.

Yeah. Giving the whole ring around. Yeah. Cause like generally speaking, what we see, especially if we're looking for, if we're paying for marketing, the bare minimum we should be seeing a 6x return on the dollars you put into it. So if we're just looking, you spend the exact same. It's 6x, right? If I'm trying to remember correctly.

Yeah, that's pretty fair. Yep.

Okay.

So if we just put like the same, like $3,500, right? Just if we fix whatever we're doing right now, you should be instead of $7,000 bringing in $21,000 each and every month just from that ad spend.

Okay.

So it seems as though right now, just because we're getting the bare minimum, we're leaving about $14,000 in revenue on the table each and every month just through the ad spend. Does that number sound right?

Yeah, I reckon I'd abandon them. Yeah, I agree.

Yeah, so it comes down to that's going to impact every business a little bit differently. So you not being able to get the amount of leads, but then also not being able to get the amount of returns they actually wanted to from the marketing, like what impact do you feel like that actually has on the business?

Yeah, main impact is like not being able to like have the guys consistently busy and kind of add more trucks on the road and, and that kind of stuff.

Okay, so we're looking to expand?

Yeah, definitely.

Okay, so how much are we looking to expand by? It's like, how many trucks do we have and how much are we looking to get to?

Yeah, at the moment we've got 2 trucks, but like I want to be able to get to like 4 trucks within the next 12 months.

Okay. So we're looking to double. And how long has that been the vision in order to double what you're doing?

Well, we've only been running the business now for 3 years and we've been growing consistently every year. This year's been a little bit slower because of what I've been mentioning. But yeah, wanting to get to, I think we're at about $750K a year at the moment total. We want to be at $1.5 mil. In the next 12 months.

Can I make a suggestion?

Yeah. Yeah.

Because one thing that stuck out to me is you said, hey, I've only been in business for 3 years. So what if I told you it's like we have people that we've worked with that have been in business 2 and 3 years that they're not looking to go from $750,000 to $1.5 million, they're looking to go from $10 million to $20 million. Would that shock you?

Yeah, that, that would.

Yeah, because it really comes down to the standards of which we hold ourselves to. Okay, because if you tell yourself it's okay that you're at where you're at right now just because you've only been in business for 3 years, no matter what plan I put in front of you, right, we're not going to have the urgency that's required to make that plan work. Would you agree with that?

Yeah, it makes a lot of sense.

Yeah, so it really comes down to would we be willing to take that language away and just be like, okay, I'm not where I need to be, And it's like, I need to fix that.

Yep.

Okay, so what it comes down to, we've been looking to grow and we've been stagnant. That's gonna impact everyone a little bit differently. What's that doing to you as a business owner, not growing the way that we truly need to just because we haven't been able to figure out this marketing thing?

Yeah, well, I mean, it's causing me to like, I'm working pretty crazy hours. I think I'm working like 60 to 80 hours a week, give or take. And I Yeah, I do have a young family as well. Um, you know, it's still part of being a business owner. Like I'll still spend a lot of time with my family and stuff, but then just like, I'll just have to work later and start early. And that's just like, is what it is.

Do you want 80 hours a week to be part of being a business owner or do you actually want to fix that?

I mean, yeah, if I could fix it, that would, that's why I'm kind of here, right? Yeah.

And I understand right now you don't know how to fix it.

That's why you're here. You just focus on what you want and I can walk you through how we actually get there. But besides obviously, you know, wanting to make more, wanting to work less, what's the main reason you might be looking for like outside help to actually streamline that process rather than going out and trying to figure this stuff out on your own?

Hey, you can probably pause there. That was it.

So next, after we dive into the problem, we have a lot of leverage. This is when we're going to push people and understand their buying decisions. Okay, so what are the outcomes of this section that we need? So we need to understand what have they done before and what's actually holding them back. So do actually push them. Challenge them. Don't be a bitch. So if you can actually tie something here in terms of their problems and how they haven't been solving these problems to identity, who they view themselves are, or their transition into becoming a new person, this is an absolute cheat code. Do not accept that they just haven't done it or they didn't know or anything along those lines.

Yeah.

Get a belief on why they haven't done anything in the past and actually shift it and handle it. That's what we need to do. We're in the process. Again, we're belief engineers here. We're shifting beliefs, whatever it is. For example, if you're selling— let's talk about that business consulting offer. People are coming in. They're at 6-figure-per-year businesses. And they're looking to go to 7 figures. So a real easy frame that I have him do is put like, hey— And it's like, I love talking to people who are in that transition from becoming a 6-figure business owner to a 7-figure business owner. Real easy one. So then when you go into identity, it's like, yeah, that makes sense for where you're at. Because I can give somebody the perfect diet plan in the world, but if they don't have the actual skills and mentality to use it, what type of results do they get? Not good, right? So it's the same thing here with business. Because if you're that 7-figure business owner, you make decisions differently and you walk differently. Would you agree with that? It's just right now we're that 6-figure business owner. Would you agree? Yeah. It's like, so I got to ask, do you want to change that?

Yes.

Why? So in order for us to grow and to be that 7-figure business owner, naturally we have to let things die off. So for you, what do you need to really let die off in order to become that person?

Boom.

Get it. What happens if you don't? Consequence. So if you're able to do that, that really, really helps in terms of pre-handle the beliefs and really shift the conversation of what it's going to be about. So how do I actually generally— how do I dive into this part of the conversation? I just ask, hey, before talking today, what have you actually done? about solving this problem? If they haven't done anything, why haven't they done anything? Sit and get a belief.

Okay?

What has been holding them back? It is their fault. Now, if you want a more detailed explanation of this, I'm pretty sure I have a prehandling objection masterclass somewhere on YouTube. Check that out. But just more high level, that's what you need to go ahead and do.

Like, if you give somebody like the perfect diet plan, but if they don't have the right mentality to attack it, I like the type of results they're gonna get. Yeah, yeah, probably not the best, right? So if like, if we've been running into this issue for the past year, like what do you feel like maybe like more internally has been like kind of holding you back from like going out and more aggressively attacking this and getting your own facility?

Probably just the fact that I've always been really, uh, conservative with my money.

Yeah, yeah.

So I guess it's like getting me to take that risk. Um, yeah, every risk I've taken so far, it's paid off. So I don't know why I'm a little— yeah, but it's like, yeah, I, I guess that's the only thing holding me back. And no one's ever told me like the numbers, like, you know.

Yeah, well, it's just like even when you see the numbers and it's like everything looks great, anytime you're about to do something you've never done before, there's always going to be like that, oh shit, right? Um, so do you feel like you're at a point right now where it's like, okay, you know you're gonna feel that, but you're willing to like overcome that feeling and And actually take the step to open up a facility.

Yeah. And like I said, when, when Todd, the guy down in Nashville, when he finally gave me that okay, like, all right, like it's time to do it. That gave me that. That's when I reached back out to you guys. If he says I can do it, I can do it.

All right.

So next is going to be future pace. Future pace is super, super, super key. You need to have something they're running towards. The reason being, if they're running towards something and it's real, they're going to run faster. So the biggest thing is what you need to do is you need to get— once you have their problem solved, what do they actually get both tangibly and emotionally? So dos, give context. Also actually sound interested in what they have to say. Don't go through the motions, right? Just like asking bullshit, just like ticking the box because you need to tick the box. Future pace is super, super, super key because again, what they're running towards needs to be real so it'll actually get them moving. This is how we're creating urgency. You got the problem. You got that they're in pain. But now I need them running towards something. I need to give them a vision of how do they get out of the pain. They can't just have the pain. They need to have something they're running towards. Now, when we're talking about future pace, how you can make these things land is giving context. This is where the frame of the conversation really, really helps. So for example, for the facilities, I'm running through the process, got good pains, I'm smacking these fuckers around. And then because I put that frame at the very beginning of the conversation, it's like, OK, And help me understand, because again, we want to make sure not only that this ticks all the, like, the business boxes, but it also ticks like the personal boxes as well, just to make sure you're in this for the long term. So for you to be able to transition and fully go into the facility that's making XYZ, I show them the projections.

Okay.

Like, what difference does that actually make for you? Or how would your life be different then than it is now? And then I'm going to sit in it. I'm like, okay, but why is that important? And what would that do for you personally? How would that feel? Right. And I'm just going to sit and peel back the layers. So if you explain to them why you're asking questions, You'll get much better outcomes. You can also use analogies. A real easy one you can use is, so it's like what we're doing right now, it's kind of like running a race. If you put somebody in a 100-meter line, just tell them to run, like, I'm sure they'll run fast. But if there's a gold medal on the line, do you think they're going to run faster?

Yeah.

Yeah. It's because how human beings work, right? It's the same thing here. And it's not because the medal is gold. It's because like what the gold medal actually does for you. So for you to be able to get to XYZ and do ABC, what difference does that make for you? Or how would your life be different then than it is now? Like whatever it is, how you go ahead and bridge into it. Really, you just need to go ahead and get context. And then from there, you just need to peel back the layers of like, okay, why that? Why would you want to go there? Where would you want to travel? Are you going by yourself or are you taking people with you? Why are you taking people? And just be actually interested and get more context. And then that's going to allow you to, okay, you've been able to actually hire more people in the business, take more time off, and you and the family actually take vacations. What would that do for you personally? Then diving into the actual personal questions makes a lot more sense. If you can, use visual language. Visual language is always going to be better than non-visual language because they can picture it.

OK?

But that's really what it comes down to. Ultimately, just make it real. So I'll show you an example from one of my sales calls that I had this past month where hit a fairly good feature base.

Ring, you know what I'm saying?

Yeah.

And we love— everyone we bring in, we want them to have that long-term vision, but we have to make— that the short-term vision, like, uh, as much of a payoff as well, right? So like that way we're always going to be driving forward. So for you to get to the point where, like, let's just even say like a year from now you're in a facility, right?

You're able to profit over $150,000 per year.

Like, being able to do your own thing, have your own legacy like that, like, what, what actual difference does that make for you?

So it makes a huge difference in the fact, like I said, just being able to be there for my family. Um, being able to, you know, be there for my kids and, and really, and really indulge more and be their father. Um, they've sacrificed so much with me, you know. Um, even though, even when I made deputy chief, there was still a lot of things going on. I came into a problematic area and I needed to help transform it. So I was up a lot, gone a lot, missing a lot still, even though I promised them I wouldn't be. Um, so I'm just, you know, and it's, it's something that, um, I'm excited about that my wife and I can do together. Um, she's an excellent bookkeeper, so, um, you know, I kind of— I got my own in-house COO. Um, and, and instead of just getting pimped all the time for my money, I can actually— yeah, I could actually pay her. And, and, and yeah, yeah.

So that's a beautiful thing, being able to pay your wife Have her on the books, also a little bit of a tax write-off, right?

Would that—

Yeah, absolutely.

Can't complain about that. So it's like, so for you to really like have more of your time back, have that legacy, like, like what do you feel like that actually does for you personally?

So I mean, again, it just, it makes me feel, you know, it's gonna make me feel amazing. Um, yeah, I'm looking forward to being able to again be a family man. Like—

The consequence. OK, so when we're talking about consequence, you need to get out of them— OK, we have pain. We have what they're running towards. We have what's been holding them back. We need the urgency. This is a big problem. If you cannot get, like, what happens if they don't do anything about this, we can't get urgency. And ideally, ideally, when we're talking about— we're getting to outcomes. We need an emotional cost of inaction. The closer to the now I can make this cost of inaction, the better. And I'll go through a couple of different things. So dos— preframe it, loop if needed. Don't— be generic, right? Do not be a generic bitch when it comes to this. You just had an entire conversation. So what I do oftentimes to get really, really good juicy consequence is I use a personal story from the founder. Or you can use an example of a client. Whatever it is. But what you're doing is you're shaping the type of consequence you're going to get. So I go into the founder and how I'm conducting the personal stories. I have a full detailed breakdown on it on YouTube. Again, I give so much free shit away on YouTube. But I give a detailed breakdown of the personal story on there. But what the personal story is, I get them, like I intro into it, I relate the founder to their current situation. I tell them the problems they faced and how they overcame it, right? Pre-handling objections, fear, wife, all that stuff. I pre-handle it. And then at the end, I transition into consequence. So I do it like this. And the big thing that he told me, he always knew what he was running towards, but it was really what he was running away from that really pushed him to actually take action on this. Because for him, again, he had these golden handcuffs and he knew If he never actually took action on this, he would live the rest of his life with regret. And he would have to look into his kid's face knowing that he didn't do what he should have done, like as a man, as a father, as a business owner. So I got to ask you, man, like what happens if you don't get this done and it just stays a dream in your head and then you would never make it a reality? Again, I'm giving them an example of what a good consequence is. I've already done a story to get them to see themselves in that consequence. Or in that person, in that person's story, and then I'm transitioning onto them. Works really, really well. Now you can use analogies as well. You can use the same thing when we're talking about the runner. It's like, yeah, if you put someone on a 100-meter line, they're running towards the goal, but yeah, they're going to run as fast as they can. But if there's a tiger behind them, you think they're going to run faster? Yeah, dude, this is how human beings work. It's the same thing here. So help me understand, dude, what's your tiger? What happens if you never make this thing a reality? You can never actually buy your time back and spend more time with your kids. Again, don't be a generic bitch. So specific consequence, loop if needed. So if they say something like, oh, that wouldn't be good. Well, not good in what way though? Or what would be the day-to-day impact of that? Or if they say it's like, oh, things would stay the same. Yeah, some people are totally fine with things staying the same. What happens day to day a year from now and things are still in the same spot? Be real with me, dude.

Boom.

You just got to make sure you loop and you just got to make sure you actually get it. Now, I don't know what clip I'm going to put for the consequence yet because I haven't thought it through, but I'm going to put one down below.

Like, because if you put somebody at 100-meter line, they're running towards the gold, right? They're going to run as fast as they can. But if there's a tiger behind them, like, dude, that's a different type of run.

Yeah, for sure.

So it's like, for you, like, what do you, what do you think that tiger is, right?

To get uncomfortable, to actually get outside of our comfort zone. Like, what's that tiger? If nothing does change, we stay in the same space, we're not able to grow. Like, what are we actually running away from right now?

Yeah, um, again, I think it's just like the, the current owners of the facility that I'm at right now is like, I don't know, they're just being not— I don't know, like not rude or anything, but it's just like, man, like I'm in there a lot. So, and like I always like want to do stuff and like be in there longer because I need longer hours. And yeah, I'm just kind of getting that feedback. Like it's like kind of getting like annoying, but it's like— I can't help it, you know? So yeah, coming back just to like do my own thing, like just more freedom. Yeah, I think it's kind of like my drive right now to do whatever.

Time to make a change.

Yeah, for sure. Yeah.

All right. Next we have presentation. What are the outcomes? This is the best thing they've ever heard in their fucking life. Okay. Dos: customize it, actually put effort into it. Now, again, I'm not going to like share the types of presentations I'm putting together because I'm not trying to put all the companies information out there. But again, I make a custom website for each presentation that I make. Now again, I do it through AI. It's not that much work, but it took me like 2 hours to set it up. So now I just like, I plug in the info and then like in 30 minutes it pops out a new one.

It does all the work.

It takes now like 30 seconds for me to make a new one. But you can tell I put effort into it. You can tell that this company actually knows what they're talking about. They put effort into it. They make it look professional. This shit matters. Okay? Do not be super generic. This is going to be the biggest thing that hurts you. Your presentation, it needs to make it sound like they're different pieces of the puzzle, which by themselves, yeah, they're helpful, but they'll never actually get them to their goal. So it's like it's one cohesive unit. For example, with the facilities, it's like, okay, you need the funding, right? And it's like without the funding, none of the rest of this works. All right, then we need the location. We have the funding, but if we don't have the right location, it doesn't matter.

Then we need the buildout, right?

We can have the funding. Location, but without the correct buildout, again, we're going to be losing money, not be able to retain people. And then we need systems on the back end to make sure the business is running smoothly. Right. So it's like all of them separate, they're valuable, but they only actually all work together.

Okay.

So that's what you need to really make sure that you're actually hitting. You need to make sure you're actually pre-handling most common objections on the value in the presentation. You need to add urgency arguments in the presentation and you need to make it make sense. Eliminate too good to be true thought. This is what we were talking about before. Again, explain to them why you are positioned the way that you're positioned. If they're coming to you and you're like, hey, if you put $60,000 in and we build up this business for you, right? Telehealth business, another example. And they're like, yeah. And it's like within 6 months you'll be making like $50,000 to $60,000 a month. That sounds too good to be fucking true. Why would you do that? Why would you give that to them? Let them know. It's like, hey, and the reason why we structure it this way is because we also have a rev share. The only way that we truly make money— because there's a lot of effort that goes into it on the front end, we have a lot of people that are full-time on staff— the only way we actually make money is if you're with us for a year, 2 years, 3 years. So we're heavily aligned to make sure you actually make the profit. Does that make sense? Yes. Get that buy-in on that. Now I'm also really big on adding urgency arguments and trust arguments in your presentation. Okay? You cannot expect them to come up with these things on their own. For example, with Nathan who closed a $120K deal, I was having the conversation with him. He's like, yeah, he was leaving a lot of things up to their imagination. Number one was the trust thing. They have a lot of good trust assets, but he was just expecting them to do the research, go to the website, do that versus you just showing them like, hey, here's this that shows that we do this, this, and this, whatever it is. And then also not explaining why they need to start an AI agency or whatever the business model is now, right? Like, why do you want to get into it now? Like, show, for example, the expected growth of AI and getting in on it now is going to vastly help you ride the wave and make much more money versus if you do this a year from now. You just need to add these things in and then just make sure that the different pillars, it all fits together in one piece as a whole. Now, I'm not going to be sharing a presentation because I'm not going to give away that information. But in my actual one-on-one mastermind, I have tons of presentations I actually do, and I share all this shit. All right, last we have objections. OK, so what do we need to do when objections? We need to overcome obstacles, and we need to collect cash money. Dos— challenge them. Don't accept their excuses at face value. Also, don't buy or die mentality. With these people that you're talking to, there is at least a likelihood a good chance that they will close on follow-up. So you are not burning these leads. You don't want to burn them, but you do want to push them. You do want to handle the actual objections. OK, so you want to push back and actually handle their concerns, lead them. If you can't overcome it on the call, get in front of all objections and what they need to see. Set and push timeframes. OK, set, push timeframes. So how do you push back and actually handle their concerns? I have a whole video like breaking down the exact objection handling techniques, all that stuff. None of it really actually changes. You just run through the process. There are 3 objections— time, money, value. Which one is it? Handle it. OK? Lead them. You need to have good leadership in these conversations. People want to be led, especially if they want to know you're very competent at what you do. If you can't overcome objections on the call, get in front of all the objections and what they need to see. So for whatever reason, let's just say they need to talk to a business partner. Or for example, in the facility, they're going to be taking out like a $500,000 loan and they literally need their wife's sign-off in order to do that. Right? Dude, if I could get it without their wife's sign-off. Okay. So it's like a couple of those that were like the next day, literally like they needed the wife's sign-on to go ahead and like, hey, they could do the loan. So I got in front of all and every objection for that. I'm like, okay, what does your wife need to see? What do you think she'd be most apprehensive about? You obviously know her better than me. What do I need to send over to you? Would it be helpful if we hopped on a call tomorrow and I can really answer all the questions that she might have with this? Yes. Boom. Okay. It's like I'm getting in front of everything. And sometimes what you'll get is people like they're not going to close on the call. And then it's like, okay, when's the next time that you feel like we should reconvene on this? And they say like 2 weeks out. This is prime, prime, prime opportunity To push them. So for example, if I hear something like that, I'm like, hey, man, can I be super straightforward without you getting upset at me? It's like the biggest thing that's going to help you in business is being able to move with speed, at least with enough speed that we can make sound decisions. Have you ever been in school, man, and they gave you a month to do a paper? How long does it take you to do that paper? Yeah, it's going to take a month, right? Versus if they gave you 2 days to do that paper, how long is it going to take you?

2 days.

Well, it's going to take you 2 days. So the amount of time we give ourselves, that's what this is going to expand to. But what we see is people who actually come in, they move with a bit of speed, right? They make decisions with as much certainty as they can and actually dive into it. Those are the people who get the best results. Do you want to know why that is? It's like, oh, why is it? It's because they actually are, you know, they're willing to dive into a bit of the unknown. And wouldn't you agree you need to do that as a business owner?

I do agree.

So I got to ask, like, what happens If we continue to try to like just be more and more certain, but we know we need to dive into that note. Oh, I'll never get it open. Well, what happens if you never get it open? So would you be willing to actually move that timeline up? Okay, let's go ahead. Let's do 2 days, right? Do you feel like— again, I'll give you all the information you need, but you'll actually sit down, you'll spend an hour going over all this stuff, maybe 2 hours, but you'll be able to at least have a decision whether you're in or whether you're out in 2 days from now.

Yes.

Well, lock that in. And then go ahead and push it off.

Okay.

So the biggest thing when it comes to objections, do not fall into their frame. Actually push them, push timeframes, get in front of objections. You'll close a lot more deals. And if you want my one-on-one help to help you close a lot more deals, check out the first link in the description. If not, leave your biggest takeaway in the comments. Hopefully this is helpful. If you want a specific breakdown in any part of this or you want me to go much more in-depth, this is more of a little bit of a high-level video. Let me know in the comments as well, and I'll see everyone in the next one.