Creating a Successful Team Environment
Matt Ryder, Marco, and Will discuss running their sales agency, covering commissions, scaling strategies, and team development. They share how they price services, what infrastructure breaks when you grow fast, and lessons from recent business challenges.
All right, guys, welcome to an episode of Coffee is for Closers. I am back from holiday. I know you all miss me dearly.
Indeed. Yeah, the guys wouldn't have even noticed you're away. Because we're so far ahead with our podcast that it was almost like you never lost.
Exactly. I was listening to my own podcast being released in real time. You know, we're really far ahead in. This is just the tip content. So far ahead.
Anyway, did you also come to the podcast? Because I've never listened to one of our podcasts.
I listen to them every week.
Except I listen to the Sirhant one twice.
Video and everything. Yeah, listen to Quality control, baby. Someone's got to make sure this train doesn't do rail. Exactly. So for those of you who are new to the podcast, we. Because we never do this. I think it's something you're supposed to do. We run a sales agency, a sales training agency, and a recruitment and placement agency. So if you're looking to get better at sales in the right place, if you're looking to find tips on management and finding good sales reps, or you just want to have us do it all for you, just reach out through whatever means. But this is a place. Coffees for Clothes is a place for people to learn how to sell better and join us in our journey of getting to a million dollars a month, which will be done in a couple of months.
I don't know. I looked at my watch to check that.
Yep, 100%. About 9,000 hours from now.
You got about 4:15pm Roughly.
Exactly. And cue the intro.
If you listen to this podcast, you will make your first million within three years. I'm going to repeat that. You will make a million dollars within three years of the first episode you listen to. We don't want pikers. We're not here to save the manatees. We're here to make podcasts. You really want this? You listen and review.
Put that coffee down. All right, so today's a little bit unplanned, a little bit unscripted. Just kind of go through some of the things that we've been going through recently. Have a little bit of chat, a little bit of catch up. I've been out of the office for two weeks. It didn't burn down, which I think is a testament to the enormity of my success.
Well.
We did put new batteries in.
The smoke alarms, but that was really it. Yeah, anything but that. So, yeah, like, usually we come into this room about five minutes beforehand. We say, what do you want to talk about. But today we didn't, we forgot, started recording, went, oh, guess what, we're not doing a podcast.
This is a podcast. Like this is a great podcast for new listeners. No, I'm just kidding. It's terrible. But some interesting things have happened. So I went on holiday. There's been some really interesting shifts and I think I've had some, some good revelations over like some of the things that we need to do.
Yeah.
In terms of the business, like, you know, it just been on my mind a lot recently having some talks and closing some of these larger deals and closed $120,000 deal the other day of which is a paid in full of which we get, you know, like a forty thousand dollar commission. And I was like, man, if we just did a lot more of that, we made a load more money. And I always thought there was like a cap on how much money we could make from done for you. But really there's no cap. It's just the products that you sell is the cap. So it's the commissions that you make. And so like I think we've significantly underpriced ourselves for a long time.
Yeah.
Because like I'm a big believer in like not, not being too expensive with commissions because like you want to have a relationship with a business where like they can move forward, but now in a position where we are literally providing so much value to our clients that it's actually a huge disservice to us to not charge that 25% commission rate because like we are basically running the front end of the business for them, liaising with the marketing companies. Like today I had a 45 minute chat with the delivery department to fix the delivery department of a company because like we're in the back end of so many coaching businesses that we understand those coaching businesses is better than what the coaches do because we see so many of them.
Yeah.
And you mentioned one thing, we almost act as a marketing company.
Oh yeah, it's annoying.
The quickest way to make more money is not do more deals, it's get paid more for every sale. Right, exactly.
Like I was chatting to one of our clients who's definitely listening. Liam Lion, I believe he likes to be called.
It's definitely lime.
Yeah.
Lyme. His brother's Lemon.
Yeah, Lion.
Lemon.
Snoop Lion. But yeah, and you know they had a product, fifteen hundred dollars and I said you should for sure charge seven thousand for that.
Yeah.
And there is like initial pushback and then I just go, just do it. Stop being a. And Then they sold a bunch of them $7,000. And the guy who owns the business was like, oh, that's good. Yeah, sweet.
Should have done that soon.
High five. I was like, yeah, man, Just. Just charge more.
And you've done a lot of things.
Yeah, but he's a, he's a good client. I like that guy. You're a good guy. Lame. If you, if you're out there listening, which I'm sure you are, because you tell me that you watch the podcast.
I'm not. I disagree.
Yeah.
With your assessment of link.
Yeah. You know. Yeah.
But, yeah, so, like, I think, you know, we've been undercharging for a long time. I think, like, it's been a good strategy in the short term because I think it's kind of got us in a lot of doors, but it definitely hurt the profit margins of the business a little bit. Yeah. I think, like, here's the thing, like.
We, we ran into bad territory because initially we came on and did everything and kind of looked at the way of like, okay, we'll fix your delivery, we'll fix your marketing, we'll fix this, we'll fix that.
Purely because we wanted to get more.
Sales, because we wanted to get more sales, and that ensured we had leads and those leads didn't pull out once they were sold. So like, okay, well, this is now our responsibility because without that, we don't have leads to sell, which affects our business. But at no stage did we ever match our price match our basis match our commission to reflect the additional stuff we're doing.
Yeah, but we put infrastructure around to facilitate it. So what we ended up paying people to do. Yeah, we paid people to do stuff. So what we essentially did is we were like a business coaching agency, a marketing coaching agency, a delivery coaching agency, and a sales coaching agency, a sales agency, all at one. And then we would kind of wrap it up and just get paid like a commission for it, which is like, it was good because I think we solidified some very, very strong contacts and some very strong relationships because most of our clients now, we've had pretty solid for this for a while now. Yeah, we have really good relationships with them. And I think, like, from here, like, what I want to see is like, you know, potentially replace some of the lower performing clients, but, like, not in a bad way, just in like a.
Let's move.
Move them into a slightly different model, make sure they're looked after, but one that's not so administrationally intensive for us, which is where, like the placement, the Recruiting comes in. Yeah, but, like, the, like, the second thing is, like, just do what we do, but just charge a shitload more for it. Because, like, not to toot our own horn, but, you know, I was talking to someone from a very, very big organization today, which is highly well known and respected in sales and marketing beauty. One could argue the. The top. And I was just kind of spitballing some stuff for them, and here it's like, don't do any of this. And I was like, oh, I do all of that. It's kind of crazy Towns. And it's like they actually have so many leads that they don't have to do anything in sales to make a good result. But they're like, their top guys are only making their top, top, top, top guys, like, on Track to do 300,000 in commissions for the year. They're top, top, top, top.
Dude, I would have expected from that company 100 close to.
Yeah. Yeah.
And so I said, wow, that's really interesting to me. And they just said, yeah, there's a real limiting belief across the entire company that I can't be done.
Interesting.
Sounds like a challenge. I'd love to get in there and just do it for a month. But anyway, yeah, sorry. So, yeah, like, you know, if the company's that big and it was kind of like a little bit of an eye opener. It was similar to when we had that chat with Ryan. We had a. We had the podcast and we had another chat, obviously, and talk about our business because we sit down with him once every three years, mentoring with him, do some mentoring stuff with him on, like, business growth and development, how to run a brokerage.
Yeah.
Like, all that kind of good stuff.
Yeah.
Because a sales agency and a real estate brokerage are essentially the same business, so. And I was like, oh, man. Like, that guy is really good at what he does, but he's no better at what he does than, like, what we are, what we do, or, like, he's further down the track 100% because he started 10, 12 years ago.
The difference is time, right?
Yeah. Yeah.
But I was like, oh, this actually makes me feel really good because, like, we're doing the stuff that he's doing.
Yep.
Well, I actually come out of that, like, funnily enough, thinking that he has some sort of superpower.
Right.
Then when we actually had a meeting was like, oh, these are the problems we're having. He's like, oh, this is what I would do. I was like, you are not superhuman. Like, that's exactly what we are doing. Or maybe he is.
We're superhuman. It's.
It's possible. I can make things happen with my mind. Like right now, you just subscribed. Thank you.
So, yes, like, I think, like, you know, going back, I was having that conversation with that guy from that big company. How vague is that?
That guy?
Yeah.
And it was just like, I think, like, when sales people and businesses get in a position where they have, like an abundance of leads, like, it creates like a laziness.
Yeah.
So we haven't been in a position where we've had excess leads in any account except for one, yet every other account has been like, okay, if we're going to make, you know, just so you know, a KPI for us is a minimum $50,000 a month for client. Like, that's what the KPI is that we try and get every client. That's, that's, that's commissions generated. 50,000amonth. So what we want to do is be able to put ourselves into position to where we can generate that. So it's like, okay, if we make $1,000 a sale, it's like, okay, we have to make 50 sales.
Yeah.
So how many leads do we need? How many sales calls do we need? How many everything do we need to actually be able to get that? And we calculate it out and it's like, okay, if the account. I did this training today in our, in our, in our group training, it's like, if this account can only give you 35 sales calls and you need 50, you have to find 15. And it's like, how do you do that? And it's by, like, how do we have a process that creates consistency across those spheres of influence? Like Instagram, like Facebook groups, like Facebook pages. Facebook, you know, personal pages, many chats, stuff like that. How to create those? We've done a little bit of an SOP on the website. If you go to sales sniper.net forward/free resources, we have one called, I think it's self lead Generation one.
Yep. Yeah, yeah.
So you can download that and make sure that you're the closing code group. Because we talk about that stuff as well. The Facebook group, the closing code. But yeah, it's like making sure we have an SOP for each one and people are educated and, like, held accountable to doing it. Because, like, you know, I think that that old saying of, like, hard times breed rough men, rough men breed easy times, easy times breed weak men. And I think you can do the same with salespeople. It's like, absolutely. Hard times Create hardened like hustle based salespeople.
Good marketing makes for bad sales.
Yeah.
Good marketing makes for bad sales.
Bad marketing makes for good sales.
Yeah.
But also really good sales leads to shitty marketing.
Yeah.
Because it's the same right cross metric.
Yeah, exactly. Like when you have. I was explaining to this guy today, I was like, you know, they're like, how many leads do you get? How many this? And I was like, well, it's. The numbers are way less than what you think they are because our guys close at least like 85%. Like what? And I was like, a buffer's made. I was like, no, the consult that shows up to close is like 85%. So if we book in 10 calls, eight of them will sell. And he's like, whoa. And I was like, so we don't need 50 calls to make 10 sales. We need 12 calls to make 10 sales. And it's just like that's the way we've always done it. So like if we can figure out a way to get 50 calls, we'll just, we'll make 40 sales. Like that's how it will be.
Just throw more people out.
Yeah.
So. So, yeah, but like in order to get all the calls that we've had and so we've had to get really, really good skill wise. And the way that we've done that is through. Like, I think that I actually had a realization today because I was talking to someone, they're like, how do you. What's your development pathway from like setter to closer? And I was like, well, it's different for everybody. But I would say six months from some to triage and six months from triage to closing. It's a pretty good average time frame. Some will be much quicker and some will be much longer. But like we have such a development culture and sales cycle that like we don't have to put KPIs in development because if anything people are going to overdo it. And the standards that we've created are so high. And it's because the reason why the standards became so high is because I just by I like a combination of skill and happenstance and luck became really good at high ticket closing really fast. Yeah, like really, really fast. Like within six months, I was closing 80 to 90% of the deals and I was making, you know, a seven figure sort of run rate. And I was able to do that. And so I was the guy at the top. And so I created a standard that was achievable because guys came in like Marco and will and rode. And all these people came in and they saw that it was possible for someone who hadn't been doing it that long to get really good and really successful. Then those guys, because that was the standard that was set, and I was like, just do exactly what I do. And I threw heaps of development at them. Then they. They knew that was possible, so they lifted their standards. And then they went up there. And now all of a sudden, you've got all these guys up here, and then you've got younger guys coming through going, oh, that's actually possible because, like, three months ago, that guy was dead doing that. And then it's like. So it's like this loop, this feedback loop of people who can see what's possible. Because, like, if I put Marco in that big company.
Yeah, right.
He would make $150,000 next month. In comps, like straight comps, they get $3,000 a sale.
Yeah, Right.
Like, that's a good, good commission. He would easily make 50 sales in a month. Like, I have no doubt. I would bet, like, hey, if he doesn't, don't pay us the comms.
Right.
And it's like, once they saw that and they saw that someone could do it, make sure that they would. They would either be one of two things. They would go, not, he's cheating somehow, whatever, or they go, we can actually do it now. And then a bunch of people would.
Double their income, push back on that.
Right.
So I don't think that happens because those people never get into the organization.
In the first place. Yeah, well, Jeremy reckons it happened to him all the time.
Yeah.
Okay, I can see.
So they were. They. They would always think that they were lying to prospects to get sales.
Yeah. Yeah.
So you'll get some douchebags. Don't think that. But you get a bunch of people who be like, holy, this is possible.
Okay.
And then you see someone doing. Because it's like, if their top guy never did it.
Yeah. It.
Then they don't think it's possible. And I've spoken to lots of sales guys that, like, you know, like, we had that little altercation with those people. You know, they're going to be more.
Specifically in a lot of altercation.
It was like on their Facebook group, they were like, no one can make a million dollars. Like, yeah, you can. And they were like, prove it. And they blocked you.
Yeah. Right.
So you couldn't prove it. So, like, that's. That's a real problem because. And I know that organization quite well, and they specifically don't want their guys making even six figures a year because they say it makes them as hungry.
It also they accept mediocrity.
Yeah.
So I think, like, what, what's happened just kind of like over the last couple days, I've realized it is like that we, like, had this really high standard that just happened because I happened to be able to hit it. And then from there, we had people that were motivated enough and saw it as an opportunity to get that and make that kind of money as well.
Plus, we also, like, in between there, we created set standards that people must achieve. And if people didn't achieve them, it was like, see you later. Like that. We don't accept that here, which forced people to come to that table. And then there was like a continuous loop, like a conveyor belt of people going through that same process. Like, even now people are seeing that vehicle.
Right.
So it went from you to Will and Marco, then, then road. Now, like, if we look at the.
Immediate future, it's Bill, Tony, that to.
Josh that two months ago they weren't doing that. It's like, how did they get to his so quick?
Yeah, Josh has really come along. Josh is very, very good. He's come along. If he had volume, if he had more volume, he'd be making 40, 50amonth. So no dramas. He's. He's like, I would say arguably, if you take me and Mark out of the equ, he's arguably the best person we have. There's a, there's a. There's a skill set wise.
Pure skill set wise.
So everything.
Whole package.
Yeah, I think he's arguably the best.
We have like 9 inch package. The whole package.
Yeah.
So I'd say it's like a toss up, like, into like his commissions produced and stuff like that is one metric. But in terms of like, pure, like, I listen to his calls and I have a giant smile on my face.
Yeah. Okay.
Like, I'm like, that is how it's done.
Yeah, right.
You're reminded. As arrogant as it sounds, it reminds. He reminds me the most of me, which is probably why I think he's the best. So he's probably not. Probably not. It's probably worthless. But he reminds me the most of me. His style and his flow, his objection, handling. He's a lot better at certain things than I am. Yeah, like, he's much better at takeaway causes than I am because it's kind of like his thing. So he's actually really, really good at certain things. Like, better than I am. I think Some of the guys are actually a lot better at certain things than I am. I think the only thing, the only thing that I'm better at is getting it done really fast.
Yeah.
I think balls.
And saying things that you shouldn't say, you argue with the best output.
Yeah.
Like slapping people.
Yeah, I'm pretty good slapping people.
Me too.
Yeah.
You know, it was really good. Jeff.
Jeff.
Yeah, I miss Jeff. So one sales guy left, Jeff Weigelios. It's okay.
He got offered a really hard drunk.
And I said go for it.
Yeah.
Yeah. It was a good move.
It's the best move for his family.
Yeah, but he's like literally only see those guys who's left.
Yeah, well, I mean, with five people in a year. Yeah, but it's very different, you know, given the circumstances.
Yeah.
He's the only person that's left that has been successful.
Yeah.
That Joe missing because nobody's been going around with courts. But cut that out. No, but anyway, you hold it. You come back refreshed. Tell me about was good, actually putting a vlog together.
It. It was good. Like it was. It was good to know. Like I feel like I go away for two months. To be perfectly honest, I think I'm the least important person on a day to day basis. I think as long as I was there for the manager meetings, everything would be fine.
Yeah. Yeah.
Well, I mean, I think like we've done a very good job at replacing ourselves. You know, like you just said you went away. Nothing happened. Like I took in a bunch of responsibilities over while you're away. Yeah, but I mean like that's only possible because I've got Marco to take over the dump for you. Berlin's coming and taken over all the tech stuff and now Ben's coming and taking over the like all the Right operation stuff. So like I'm have basically replaced my role with other people so we can do other things.
Yeah.
If that didn't happen, like things would have felt a. Because I wouldn't have had the time to implement anything.
Yeah, yeah, right. No, definitely. We're definitely much less busy.
Oh yeah.
Which is a big thing. We both used to be. Like my calendar is pretty gross this this week because I've been away for two weeks. But like I've been back to back today. But I was usually back to back from like seven till seven, which is a bit much. But now it's really massively reduced, which has been pretty cool. Which from a business owner perspective has been one of the goals. Like you obviously got two Kids and one of the other take off and all that kind of good stuff.
And so you should deserve like everyone needs a holiday, particularly when you've earned it.
Right. Yeah.
Last week was the busiest week I've had in months purely because of that reason.
Yeah.
I think it did open up some holes in the financial reporting side and like some of these pins, like I'm just obviously had to. One of them was just my. I'm just not taking the things that I needed to do.
That's why we do our 90 day reviews. So like, all right, how do we stop this from ever happening?
Yeah. And we did it like, so I got this cool fancy Centurion black MX here. There you go. So I got that. They called me up while I was on holiday and offered it to me and I said yes, I would take it because it's got a giant credit limit and that just gives us another level of redundancy towards being able to pay everyone's invoices. That's the hardest thing. The hardest thing right now is that our banking system cannot keep up with the growth of our company.
Yeah.
So like as in Australia, it might be different in the us but in Australia it's like you're back. You can intake as much money as you you want.
Right.
But you can't spend it like because there's limits.
Believe it or not. We can't spend as much money as we'd like.
Yeah.
So I'm not allowed. And like with the credit cards, even with the amex, we're now at a point with AMEX where we have a phenomenal relationship with you because we spent so much money. So now we have basically not unlimited, but I could put $200,000 on each card and it would go through.
Right.
So we have. But that's taken like a long time to build up a page being very, very proactive and paying it off so we can actually get access to that facility. But now like, for example, like I had to get the banking daily limit increased to $100,000 for today. I had to get increased to $500,000 for Friday because we have some big transfers that we're making. But it's like physically like we're having to space out how we pay our guys because I'm physically not able to get a hold of the cash that we have. Not that we have millions of dollars or anything, but it's just, it's there waiting to be paid out and it's like I can't. And like tomorrow I'm going To do payroll, and I had to pay. I paid about. I think I paid about $80,000 in commissions today. I've got to do payroll tomorrow, and then I've got to pay more commissions the next day. But I would like. Just trying to get it all done in a timely period is very difficult, and I'm kind of a linchpin when it comes to that, so.
Yeah.
Because it's all under your name, so I can't call up and say, hey, give me access. Yeah, I need a further.
Yeah.
Giving the Krell. And so it's pretty interesting, like, having to try and keep up with the rapid growth of a business. It's an interesting. Interesting conundrum at the moment.
Trying to trust.
Manageable. Yeah, it's just. It's just problems in my previous businesses I've never encountered.
Yeah. Yeah.
You know, so, like, other businesses went all right. They went pretty well. They were moderately successful. But it's like, this one is so much bigger, so much faster. Like, we make more. Like, I did more in a day. Like, we literally made in a day what my yearly salary was.
Yeah, same. It's crazy.
Yeah.
My Saturday was 80 grand at the gyms, and we got other paint and stuff like that, but we did 87,000 in a day.
Yeah.
Which is, like, not even our best day.
No, our best day is, like, 150.
Yeah. Good. Good day.
If we could do that every day.
That'D be pretty heavy, to be honest. It doesn't really feel the boat anymore. It's just. It's just money. It doesn't really. I don't care.
No.
I mean, I could have a 20k paid in full today.
I care enough for the money, for the fact that having those additional cash reserves opens us up to larger opportunities.
Yeah. Right.
You got to have money in the bank to pursue things that you wouldn't be able to otherwise. Absolutely.
Yeah. So it's been. It's been a very interesting journey, I think. Like, you know, I feel like business consulting is in the future.
Yeah. Yeah.
As much as I reluctantly want to do it, I think, like, you know.
Well, I'm doing a lot of it at the moment, actually.
Yeah. I'm just gonna just throw some silly price on it and people buy it.
Yeah.
I've got, like, six people I'm consulting for right now. Yeah, yeah. No, it goes into our camp. I mean, sure, I can take what you guys want to write now.
There's.
There's quite a few on the books because Marco keeps. He's like, oh, you're doing consulting with James.
I'm like, okay, who are these people? Yeah, exactly. All right. It's so confusing. I go through Stripe and I just see so many random payments. I'm like, what is happening?
Our guys get a little rogue, like deliver this service.
I'm like, that is a real problem. Okay.
But back to holidays, just to finish things up. How long, how often do you want to take them? Like what if it's a good amount?
I'm going again in August. Okay.
Like once a quarter.
No, I think like probably. Yeah, twice a year is probably good. Like six months. Like it goes so quick now. Like, like a quarter is so fast. Like it's June, man. Like it's June. And it was like, we should go. We should, you know, we should. Do we need to get that spreadsheet out that I created?
December?
Yeah, yeah, yeah.
See where we're at.
Okay, I'll find it. Maybe if I can.
Oh, I'll be able to find it.
Yeah.
If you can remember the name of it.
What's it called?
Yearly planning. Probably called yearly planning.
Probably projections or something. Yeah, but yeah, so like the months, the quarters go by so fast. Like I feel like if I was able to take two weeks at the six month mark and then take three weeks at Christmas and then two weeks and then three weeks, I think the.
Fact that either of us could take time off for a month and half and would still grow is a testament set of business. Correct.
Yeah, I think like we definitely over infrastructure. I think like if you're a business owner out there and you're a business coach or you're a coaching consultant, I think like there's a massive problem in the industry of under infrastructure and like a, like a clinging onto ridiculous profit margins.
Yeah.
Like you, you are never going to be really big with a huge profit margin unless you're like a SAS company, but then you've spent millions of dollars developing a product so like you, you front letter costs like, you know, so. But if you're a coaching company. If you're a coaching company and you're operating at more than a 30% net, like chances are there's something not being done. That's how, that's how I feel.
Or you correct the magic code.
No, but like you can, okay, you, you can get to like say $500,000 a month.
Right.
But you'll never get to like these coaches. Like, I want to get to 20 million. It's like, all right, cool, dude. But like, you know, at 20 million, like you're gonna have.
Yeah.
Because like CFOs, there's an infrastructure that has to be put in place. Like we're now in the process of the for a financial controller which is going to be like $150,000 a year salary. And it's like we need that in order to control the finances so we can branch out. It's like that's another. You know, our CEO is on a six figure salary. You're on six figure, I'm on six figure. Like Marco's on a big salary. Like we have salespeople all on salaries and then we have these guys on retainers and it's like we have like two hundred and something thousand dollars a month in these fixed costings.
Yeah, yeah.
You know, and it's like that's great because now we have the infrastructure of a $20 million business. Yeah, we do.
We're probably 1k higher away.
Yeah.
Like I would say the financial controller which would then be replaced by a CFO later on. Right. But like you're looking at the infrastructure at least a 15 million dollar year business. Like we can run it with what we have now with that one more key hire.
Right.
But like I find that a lot of coaching companies in particular have a skeleton crew. They run their business on VAs.
Yeah.
And it's like I don't see how now if you're, if you're like now there's multiple ways. Like I had, I think I had this conversation I had with one of our clients and I was like, you'll never get rich off a coaching business. No, you become wealthy, you could be.
Have very comfortable living.
You can do have large cash reserves.
That's what you want.
But you'll never be rich. And by rich I mean like huge amounts of assets, a generation of money like you money like Cardone.
Right.
The reason is, is because like most coaches will get to a point at like usually around half a million dollars a month where in order for them to get a lot bigger they have to invest a significant amount of infrastructure which tanks their profit margins. They're not willing to do it.
Yeah, right.
But that's how you get off huge. Or what you do. And I was talking, Brad Newman is, I was talking about I go or what you do is you realize you get to that level and there's a level of like this is the maximum profit that I can get out of this business until I invest the ship. So what I'm going to do is take all that money. I've got a 40% profit margin net at half a million dollars. I've got 280,000 or I've got $200,000 a month of pure profit that I can put into my bank account. I take all that money and I invest the living bejesus out of it.
Right.
And then that's how I create my wealth. I do that for like five years and I've. And I've invested millions of dollars into like long term wealth building assets and then I'm going to be rich.
Right.
So there's like. But you do it that way or you go yolo and you try and be off big.
Right.
But in order to do that you got to do what we did, which is like destroy and spend almost as much money as you have. Spend as much money as you have. And that's what Bradley did. Bradley was like, he said he spent five years basically earning no money. Like Lightspeed's best month for the first five years was $2,000.
Well, we've never taken a dividend until.
Yeah, yeah.
So it's like. And then he was like, just went YOLO all in. Invested every single dollar he had in the business for another five years and now he's at $100 million a year.
Yeah, yeah.
So he's like. And the hundred million dollars a year even at a 10% profit is still $10 million of profit. Like and then if you're investing that and you're taking a salary and you're taking the dividends and you're reinvesting all your profit and you're like investing in. Then he'll be, he'll be you wealthy and in five years time I'll have his own jet.
Yeah, yeah.
And like probably the most largest coaching inconsiderate consulting companies would be, at least that we're aware of would be Taki, Sam Adams and Traffic and Funnels.
I think so.
And they'd all be doing between 15 and 35 million.
I have no idea.
I'm assuming, like, don't.
I think traffic in funnels was like 20.
Yeah. Okay.
I think I could be talking.
I would have, I'm guessing based on videos and stuff, stuff that I've seen of them talking about how much they make them up at various stages.
But they've like. So I think that's what Taylor realized is he's like, okay, there's, there's a cost benefit here to going any bigger. So that's why I went diversify with the sales coaching. Yeah, I think a lot of their money comes from sales coaching now.
Yeah.
And they upsell those, Pete. Like, I don't know, but I think there's a whole, like, capital.
Where they raise capital to invest in properties, and.
They probably make a lot more money there.
Yeah.
Just don't ask Eli about it.
Don't ask anyone about it. From what I've heard.
Who knows? But I know that he has a shitload of property, so he's, like, highly diversified in property. And then he's got stocks as well, and then he's obviously got traffic and funnels and he's got sales mentor.
Yeah.
And then he owns a percentage of a bunch of his client stuff.
Yes, yes.
So, like, they're heavily, like, I think traffic and finals. Could probably ship them tomorrow. Would be very wealthy man. Yeah, well, we've got to put in a couple of people that we sell from.
Not going to name names, but there's.
A lot more names. All right, I got to go. I got a headache. I'm shredding at the moment. So I went a little bit crazy on the holiday and I was like, you are a fat piece of. So I've got a headache. I've got the keto flu. I haven't much coffee. I'm not eating much food.
Yeah, you need a nap. All right, well, thanks for coming, guys. Links to everything we mentioned will be down in the description. If you want to, you can come in and join the closing code group. Link will be there. Basically, that help group is there just to essentially help you get better at sales, no matter what stage you're at. So come and join there. And if you want to get some additional role plays with that, it's 50 Australian dollars a week for that membership.
Yeah.
Details will be in the description. Thanks for coming.
Put that coffee down. Coffee's for closers only.
