How we built 7th Level from scratch (Live Training)

In this video, I'm going to explain the exact methods, techniques, SOPs and everything that we use to make $63 million in just under three years. This is me talking at an event with a bunch of seven and eight figure entrepreneurs at Russell Brunson's Mastermind that was held about a month ago. So if you like this video, let me know. It's very in depth, it's quite long, so make sure you take notes. We'll try and timestamp a bunch of it and we will have some resources.

That you can ask for in the comments.

So if you look at any of the resources and you want them, let us know.

We can, we can go and send.

You some of those things in doc form, then you can go ahead and start applying them to your business. But warning, this is in depth, in detail, exactly how I took two businesses from 0. $64 million in actual made money in about three years. So hope you guys enjoy.

All right, guys, so for those of you who don't know, I'm Matt, so I am the CEO of the seventh level group. This is going to be a slightly different presentation. It'll be going over a few things and we'll go over a 10x plan. But what I wanted to do is we're a slight, like, just like complicated business which is probably gonna get torn to pieces, but that's all right. And so I wanted to give all the appropriate context so that we didn't sort of go try this. And it's like, try this. You know what I mean? Cause we sort of try a lot of things. So yeah, so I'll go through that. I'll give you a quick history of kind of what we're doing and then from there we can go from there. I didn't create any slides. It's a Google Doc and I'm gonna roll through it.

Right.

Seventh of a group. We started off in just about January 2020. Revenue to date is about 64 million to date. We won the 2 CCX in 2021. We skipped the 2 comma, went to the 2 CCX. Then last year we got the 25. And then we just got approved for the million for the 50 million. So there you go. Thank you, Russell. Okay, so what do we do? So the mission of the group of seventh level is to change the way that sales is perceived in the marketplace. So raise your hand if when you're in school you're like, what do you want to do? And you're like, I want to be in sales. Like you would have got, you got pelted by tomatoes and all that kind of good stuff. So our is to change that and make NEPQ the way that sales is done. NEPQ is our sales methodology that was created by Jeremy over his 20 odd year sales career where he made like 33 million straight commissions in a bunch of different industries. So it's a really quality methodology and it's one of the things that really sets us apart. But I'll go into that later in terms of the actual business unit. So the first one is we have seventh level sales coaching, sort of going through a little maybe potential rebrand at the moment. Overall numbers we do about 500 to 700 new coaching clients per month. That's not product, that's coaching.

Right.

From 3,000 to 18,000. So it's a little bit of a monster in terms of its fulfillment and delivery. Last month, last 30 days, we've had 4,481 new customers. So that's people who have purchased something from us, like unique buyers. We have five sort of core offers that ascend, right. We have a black book bundle which is like our self liquidating offer which is like our cold traffic thing.

Right.

We have Mifki. Yeah, thanks buddy. We launched that when January. About 15,000 people have bought it so far.

Right.

And then we go into our services category which is 2.0, 3.0 inner circle. So it's basically an ascendancy based on skill set, right? It's an education based ascendancy, nothing else. So like one builds on the other. Like you're not allowed to go straight to the end. We don't like, we just don't allow it. Similar to. You can't just join Atlas, right? We do anywhere from 4 to 800 whatever we do a fair few people and if we run a challenge, we'll get a sort of big influx of people as well into a challenge bundle of 2.0. 2.0 is an easy product for us to deliver. We charge 2,493 on average.

Right.

And it's a very easy product for delivery.

15 hour course, not really.

Then from there we have challenges. We sell a bundle, right? We had last, last one we did was like last month we had 16,000 registrations. That was great. We had a 26% show up rate, 80% retention day to day and a 24% close rate of everyone that was on the pitch day thanks to Miner. I mean I couldn't do that but he melts faces with the best of them. And then from There we have a repitch and then we have a buyer's day. So we split all the buyers one, split all the non buyers here Jeremy melts the buyers into more things and I yell at the other guys until they give us money.

Right.

It's not far off that, to be honest, I'm more of the hard closer. And then we have any PQ red.

Okay.

Red is a female specific division. So we've sort of like hired a female influencer to be like the face of that. And then from there we sort of tap into a different market that, you know, Jeremy's face, Marco's face or my face maybe wouldn't resonate with as well. So that's a relatively new venture. It's been about six to seven months, but it's going quite well. We have B2B offers ranging from 40,000 to whatever. Like I sold a 380101 yesterday, so that was fun. To those. Anyway, I won't say.

Right.

And then we have. Yeah. So and I'll go through quickly and kind of show you, I guess, kind of like, you know, this is our. I'll just reel there quickly. This is our branding, right. For seventh level. So it's purple. We've always been purple.

Okay.

And the black is sort of representing like the old school style of sales. So we're kind of trying to shine through. And there's our mission and vision, all that kind of good stuff. I won't bore you guys too much with that. Marco worked very hard on it and it's amazing. And I will sort of show you this because this will give you some relevancy in a couple of minutes.

Right.

So NAPQ is our sales methodology.

Right.

And each one of these colors represents a different niche that we want to go into. So purple, purple is our institute, which is our more generic. And then we've got the red, which is NPK red which is our female division. Then we've got yellow, which is our insurance division. Then we've got blue which is our soon to be hopefully solid divisions.

Right.

But I'll go through a bit more of that in detail later. Again, I wanted to give you guys as much context as humanly possible. And I'm a fairly detail oriented human being unfortunately. So you guys will sit there and take it. All right, so the other things that we have so we're going through the business stack is Sniper Media. So we have a full stack kind of done for you. Marketing agency. Super, super boutique and small and very expensive. And it makes sense why we have it in a minute, I will assure you. Because it wasn't just like a, hey, a random thing, let's go start a marketing company. The way that we facilitated that was by buying a marketing company.

Right?

We did that for a few reasons. One of those is because of the next one, which is Scope, which is sort of formerly known as Sales Sniper. We have a, it's called Scope, which is sort of formerly known as Sales Sniper, which is a done for you sales agency.

Right.

So we would get coaches, consultants and all that kind of stuff and we'd bring them in and then we would become their entire sales organization. We would redo the processes, we would do all the scripting, we provided our own reps. One of the beautiful thing was because we have seventh level, we sign up a few reps. So then we took the best ones into Sales sniper. We had 150 of probably the world's most savage sales team we've ever seen. And we did that for lots and lots and lots of coaches, which was fun. And that's why we necessitated having our own marketing company because we were just sick of having to deal with like all kinds of stuff. And so what we did, we went out there, purchased a marketing company and then sort of took that in house and then became like a one stop acquisition company. That's sort of when it got rebranded to Scope. So we come in and we do the whole thing. It's not big as in like lots of clients, but as you can imagine, the clients we do have pay an awful lot of money. Yeah, yeah. So we're almost entirely commission based, which is why it's a very risky model. But one of the cool things was that, you know, at one stage we were problem solving like I think like 57 different sales teams at once, of which predominantly was me to start off with it, as we grew it. And so I learned a lot about how to problem solve sales teams and how to connect sales and marketing in a very positive, positive way versus usually they're quite repellent. And so like how do we have a sales and marketing team talk together and then like have the data and have the respect for each other to where it's like, hey, I believe that you're good at marketing, you believe that I'm good at sales, Have a collaborative conversation about how we can get more buyers.

It's not a deal. You're doing the marketing and the sales.

For not all, but most. There are some that have really, really good marketing. It's not common, but it's Rare but because we have, because we require a lot of marketing like asset at seventh level because of the amount of volume that we do. Like it sort of helped us to, to get more talent. We could monetize, we could pay them more because we can pay them for over here as well. So media runs at a break even on purpose. It doesn't need to make any money. It's just sitting there to serve as a function. Does that make sense?

Coaching businesses? Some we put in three or four guys and then their influencer like tank leads and now we got three more guys. We have cinema over here. So we're like we just come in and do the market.

Yeah.

Business strategy for that one. Specifically business side to break even just to bring the max quality of leads to the done for yourselves but also internally for us.

So as soon what percentage you guys charge on that?

It's ranging because the business model is very dependent. Like it's been as low as 20s, as high as 30, but it's very, very business model dependent. Like we did stuff for Libman Cleaning groups is very different. It's $450 million a year company doing like school, like getting them into schools.

Right.

We did stuff with a very large fintech. They do like 9 billion.

Right.

Like that was a very different deal, right. Than doing like you know, Joe Coach.

Right.

Like those Joe Coach deals are actually probably more lucrative in the long run because like the relationship is longer. Because there comes a time like like you're saying before, like agencies don't care. And that's pretty true to be honest. For the most part however, like agencies for like under 15 million I think a year kind of work pretty well to like fill a gap sometimes. So what I would do is I would pre frame that at 15 to 20 million a year this is going to collapse. So let me build your team for you.

Right.

And so I would, I would create a transitional period and then we would recruit using seventh level and we get people in, we establish the thing and then what we do is we do spot checks and like, like secret shopping and we send them reports and stuff like that to make sure that like their sales team is being held. And then sometimes we stay on as like a fractional manager and then we have seventh level lfg, which is our insurance agency, which is underneath quility. But I'll kind of go through that more because it's like our first tower near as much as you guys do. But what I can do is run a business to within an inch of its life. Like I'm very good at that. So I wanted to go through some of that stuff today because I feel like that's probably the only value that I can give you guys. And then from cruise through that because most of it's really boring. But if you want any of the things that I have, I'll give them to you.

Right?

There's all kinds of stuff. So. Has anyone ever heard of an OODA loop? Yeah.

Right.

So Oodleup just like is a decision making process. It's very, very military in. It's very military, right. I don't know if I was in the military. I don't know if I ever told you guys, right? Observe, orient, decide and act.

Right?

So it's kind of the way that like my, my brain works, right. And it's a little bit slight. Like it's a slower way of making decisions, which I think helps when someone's in like a leadership position.

Right.

So myself, Marco and Jeremy are all business partners, right. I'm kind of the sea anchor that hopefully stops us from doing too many things at once. I've failed and I've succeeded in certain times in those areas. However, like, I'm like the calm force, if that makes sense. Because Jeremy's very creative, Marco's very creative and I'm not super creative. However, I am very like, good at problem solving. Now I really wanted to get good at this whole kind of business running. So I just hired the CEO of Smirnoff. Happened to meet him, very circumstantial. I just happened to meet him and said, how much money do I have to give you to teach me how to run a company like a billion dollar CEO? And he said, a lot. And I said, okay. So he was also the CMO of Allied demec, which is an enormous alcohol conglomerate. And he was also the CMO of Yamaha. And so over the past two years, about 24 months, I think, yeah, he's been coaching, he's been coaching me on execution, strategy development and how to be a CEO. So if you guys want, I have this document. It's a little bit boring, but it literally outl this is like the in case I die document, right? This is in case I die. My executive team has this. This is every single process thought, this is every meeting agenda. This is everything that like you would need to do to replicate what I do, right? So of which Marco would do a phenomenal job. You could step up tomorrow, right? So constructive feedback meetings from the corporate strategy. Like, I'd show you sort of, I don't know corporate strategy. That's our corporate strategy. I can go over a little bit anyway, it's a big document right from the like the rollout of that presentation is to not get at people who are doers thinking too much about not doing and thinking right as to then forecasting and budgeting, creating that into an M I n D. So most important number drivers. And then going into the project management, into the weekly and monthly meetings, how I work with my ea. This is an example of what my diary looks like in my deep focus sessions with everything's hyperlinked, good to go. So I don't speak to anybody. I speak to Marco. That's basically it, right. And then from there I run the business from like with an iron fist, from a room that nobody knows.

Right.

So those are all hyperlinks for every day, every single toss that I have, whether it be email or slack. I don't look at email, I don't look at slack, like ever. My EA does all of that. And then from there, any task I have to do goes straight into my deep focus sessions of which I have one 90 minute block every single day. If there needs to be more, there's more. But generally speaking, that's how I read all the contracts. That's how I read all the things, do all the hiring, do all the firing. I do everything like that. And that way I can be across everything all at once without having to spend tons of times on meetings because I hate meetings. There's a really good app called Meeting Calculator. Hook up your G drive to it, put everyone's salaries in it. It'll tell you how much a meeting costs. And you'll probably have to stop having those meetings. Especially when a meeting costs you like $47,000 because it's got everybody on it for three hours.

Right.

So anyway, this of like the process. So observers look forward. So we do a planning session. So we did like an annual planning session. We're probably going to start doing them more frequently. We did them too frequently. Then we didn't do them frequently enough. So I think that we'll try and find the middle ground once every six months, right. And then from the planning session we do the budget and the in the. And the forecasts.

Right.

From the budget and forecast. Those then get sent out to the department heads. The department heads then have to go, okay, what, like tell me what do you need to do in order to hit those numbers?

Right?

And that's got to be a collaborative. I don't need to be There I don't really care, to be honest.

Right?

Like that's their job to figure out. Then they can bring me Marco, we'll bring me back the plan, right? I'll say yes, I'll say no, whatever. And then from there things happen. Then from there the mind is created, right? An example of an mind is this. So this would be an M I N D, like for outbound for a specific funnel. This is not like ubiquitous but, right. Like from there, assuming we have a 30% pass through rate, like we know what we need at the end, right? And then we know all of our historic data because we're pretty good at tracking data because we're all kind of a little bit nerdy in that way. And so then from there we would create this is the opt in specialists, right? And then we have a different one for type form, a different one for slo, right? So then from there it's going to result in eight bookings a day, right? Per person. And in order to get eight bookings a day, they've got to have 25 conversations. 5% pickup rate, $500. So the KPI is 500 a day for each SDR. They can't do that, they'll be fired, right? And then everything starts from the number. So it's like we're going to make a million dollars a month, whatever it is. And then it's like how much of that will be from this? Then from there that gets worked backwards, right down to the cleaning lady coming three times a week, right? Because as soon as the sales metric stops, then the marketing metric begins, right? And I'll show you sales metrics and how I track and how we track that as well. Then from there it's KPIs, right? Hiros and sales data. Hiros has been a huge game changer for us. We highly recommend it. It's very, very good. KPIs are super important because without KPIs, how do we hold each other accountable? If you can't hold each other accountable, what are we doing here? And this is an example of like sales data, right? This is sales data from like part of one business. This is the last five days. 347 booked calls, 38% close rate. That much? That much, right. And we segment it by person. You know, you can turn people on, turn people off. One thing I will say about data that's really important is like try. Like my philosophy is try and find reasons to not make changes because I think people act too quick, you know, so like they'll see sales out of the close rate will drop and then I'll be like, oh, I made changes. Like, well, it's just timeout. Let's let it go. Let's see if it's a person, what if it's one person. Like we had it once where our. Something like our lead costs, like our cost per call significantly increased and it was like. And I was like, stop. Let's just try and figure out if it's something stupid. Sure enough, our the sales rep that takes the largest volume of calls went on holiday, turned off his calendar. Didn't tell us we fill every single spot, every single day, every single week to the max.

Right.

We need 500 hours of sales calls every single week. I know that, like it has to be there.

Right.

So he was a significant chunk of it because he's a crazy person. Does like 12 hours a day.

Right.

But he makes like 80k a month, so good for him.

Right.

And so that was a huge chunk. So we didn't adjust the ad spend base for that. So we. But we had very successful campaigns. Right? So had. We have not stopped and looked and gone like hey guys, like let's just figure this out. And gone ah, he's on holiday. Like that means that like let's, let's now have a look and see how many people are going onto the page and then bouncing off. Oh, okay. They're just not finding time. Okay, well let's reduce the ad spend. Yell at him. Right. Of which we had a very fun phone call, by the way. I never yell at people. I am very stern when I talk, but I don't yell.

Right.

I find it much scarier. I'm very nice guy. Everyone calls me very intimidating. I don't know why. Okay, so then from. Yeah.

So we tested the calendar. One day open, two day open, three open, 20 over five day open.

Right.

And our sharp crates grows. We plan that it's open for five days, 40%, 45, 47.5, 51 and 61. So two days we need to have the kind of over in two days it's going to give us 61%. So it's like that's why for example, the guy was just.

Five days.

And it's like giving doctors so if.

The equation doesn't match and we don't have time to plan there that they can't see anything. And we were like, why the fuck we got $380 cost per clock.

Yeah. So also one, there's like one thing I'll say about, about sales Data is that like a show up rate and a no show rate are two different things, right? So, like, if you have people showing up, okay, that's your show up rate. So then you got to categorize people who don't show up. Otherwise, like, you don't know what you're dealing with. So we have no shows, which is people who are like, don't respond and don't show up, right? That's a no show. We have a reschedule, which is obviously a reschedule, right? And then we have a cancellation, which is a cancellation. So, like, my team, for example, like, we're sort of mentoring some, like, younger sales managers at the moment, and they're like, we have a no show issue. And I was like, do we? Okay, let's all freak out about it. But I was like, do we have a no show or a shop issue? And they were like, okay, cool. And then we figured out we didn't have anything. We just had a rescheduling issue. So then we're like, okay. We went, when are the people rescheduling? I was like, okay, let's have a look at the data. They're rescheduling three hours prior. That's the average reschedule, right? Because you can tell because there's a link in there from schedule one. Or once I was like, okay, like, reschedule here. So it's like, first test, take that out, see what happens. That's the only thing we had to do. It turns out that that pretty much like half the reschedules, right? Just because we gave them the option. Then from there we moved it back one hour, four hours with no link.

Perfect.

Done.

Right?

So like, that's like, data is so good. And like, marketing data, like, like, all the marketing nerds geek out on marketing data. But, like, sales data is just as, like, interesting and profound. It's just a slightly slower process because you're looking at iterations, right? So, like, with marketing to get. And this is why, like, I constantly tell our, like, executive team that everyone has to work at a different speed. And there's like a slightly. There's like a flywheel effect. So, like, marketing works like this. It's really, really fast, right? Because they're working on, like, 5,000 iterations. Takes 10 minutes. Like, imagine how many five it takes to get 5,000 people to your challenge funnel. It's like 17 seconds.

Done, right?

So it's like those people can make adjustments fast because they have a high level of iteration. Sales is a bit slower because they have to go further down the pipeline. So then you're locking people out and then operations is slower again. Right, but they're moving at the same speed. But it's a different perception of speed because every one step taken by operations is like 10 taken by marketing. That's kind of how I look at it. So from there, once we have all that, then like once you have KPIs, then you have basically all your resource planning. Because now you know how many people you need to hire, especially if you do it 12 months out. If like we're doing this and that mind is for the end result, then we can whack it down per month and we're like, hey, well at that result we need 17 SDRs.

All right, cool.

How many do we have? Five. Sweet. So we gotta hire 12 over the next 12 months. What's our average stick rate for SDRs? 33%. That's a pretty good.

Right?

So it's like, okay, so we got to hire 36. Sweet Tire. 36.

Right.

Obviously over time. Otherwise that would be annoying. So then from there, that, that constitutes the projects. The projects are called whips or work in progress reports. And those are the meetings that I have every single week with the guys, which is like a Gantt chart essentially of. Of for me. Mine is a Gantt chart of just project names. I don't care what tasks have to be done. That's for them to worry about. But they need to have a similar looking chart which is done in ClickUp, right. For their wip, so we can see every task. And that means that I can monitor and I can assess all of my executives and see if they're just being a pass through for the task that I give them. Because if they are, they'll be fired. Like if I give you 10 projects and it's like 50 tasks and every 50 tasks is laid out to other people and there's no more projects, you're not innovating. Like, why, why are you here? Like, I don't need you.

Bye.

I'll just manage those people myself, which, easy, I'll save myself 20 grand a month or whatever. So like that, that whips. Putting that in was probably the most profound change that my mentor for the CEO of Smirnoff, his name's Kim. So I just wrote him as Kim.

Right.

That was probably the most profound thing because I fired almost my entire executive team within. Within 90 days. Like, no, no, it's week, it's weekly. And if they don't come prepared, they'll. They're in a little bit of trouble. Like I'll just end the zoom and say, I'll see you tomorrow.

Right?

And if they go, I'm busy tomorrow, not anymore, Right? Hey, hey, fuck me around. See what happens. Alright, so, and again, this isn't being mean, this is just being like pragmatic because like, I just don't want to waste anyone's time. I don't want my time wasted. I got kids like everyone else can go to hell except for my kids. I kill you all with a spoon if my kids are unhappy. All right, so, and then that's when it gives us our resource planning. Then from there, like that gets our resource planning, so which then helps us with our budgeting of forecasting. We run a, you know, five plus seven, six plus six, you know, so like every single month we compare and contrast like the actuals and the forecasts. Our see, our CFO is the CFO of Billboard magazine, which is a much, much larger company than us. I waited until about 25 million a year before we got a CFO that just didn't really feel like it was necessary because I did a fair few like finance courses like Harvard and my business school has great ones. And I felt competent enough to hold a conversation with the accountants to where I knew I wasn't getting screwed over until that changed. Then I got a cfo. As soon as we started international, like multi tax treaty stuff, I was like, oh guys, I'm out. Like I'm no longer like, I'm like in the conversation. And like when you do that with accountants, like that's when things get really squirrely. So I got someone who was older, much more experienced, probably more expensive than what I wanted, but had like, this was a pity little company compared to what he's done, right? So that kind of felt like the move. And then from there, like that creates your meeting structures, your ways of work, documentation, compliance stuff. One of the best things that I think might help people is an after action review. So after any DA raid, whenever you go in and you know, do bad guy things, right, the first thing you do whenever you get back is an after action review. So every single person sits down immediately and just brain dumps, right? I have the document, I'll send it out to you. This is the one for the challenge that we had in April, right? And so we send out an immediate like literally the day the challenge ends, our VP of Op sends out an immediate after action review for all the key stakeholders. Then from there they go in, they think about it, they talk with their team, they send it back, and then like a week later, we're all on a meeting. It's a big all hands meeting. Going over like, and talking in detail about what went well, what didn't. This is why every single challenge, we've done eight challenges now, every single one has been sitting significantly better than the last. Like, we've had better show up rates every single time. We've had more money every single time. We've had better roas nearly every single time. So it's just like, it's a, it's a precision way of doing it that's really necessary because, like, people forget shit. Like, they just do. So, you know, here's all the. The key things. Like, me and Jeremy were event hosts and we just go down successes. Things that went okay, things that went really badly, things we should change. Right? I can send out a blank version of that document if you guys want. But the important thing with that is, like, we did really cool things ad hoc. That then became like edified as the way that like, I have a sound machine, right? The first challenge we ever did, I had like the wap wow and like bow, right? And I just started like playing with it because I was like, Jeremy's just spitting fire. I was like, like that. People loved it. And it kept the engagement going. And he was like, what would the old closer say?

Right?

And so we were like, man, that works so well to keep everybody engaged. So that became. And then we put in the script. It's 194 page script, right? Matt, does negative sound horn here? Matt, does DJ sound horn here?

Right?

So I love sound machines anyway, right? So like, like, like that's, you know, and we do wild stuff because like on our. Not this challenge, but the previous one before the ops team didn't upgrade the Zoom, like, you know what I mean? So we had like only 3,000 registrants or something like that could get in, but we had like 11,000 people trying. It was a whole thing.

Right.

But that was an enormous screw up that probably cost us 8 or $900,000. But it meant that Marco had to scramble to get people there for day two. We still did day one, but it was like an hour later. Imagine starting your first day of challenge five day challenge, an hour late. Yeah, we still had a lot of people. Yeah.

Right.

It was wild. And our account manager on Zoom was on holiday. Okay. So it was the whole thing. But honestly, it actually worked out great because like whenever you do like an enormous screw up and you have to, like, scramble, you usually figure something out that you never would have. And we've basically done a nice, big fat screw up on every single challenge, right? Except for this last one, right? You know, like, because it's a new thing. Like, you've done something six times. Like, you've basically never done it. So, like, that's how we learn, because we do that and then we create processes. And then now we do, like, two full dress rehearsals for our challenge because, like, we just don't want to screw it up, right? And this is kind of a guiding principle that I've always had, right? So it's called, like, the law of sub tension. Okay? So, like, I was a sniper. And so, like, like, there's some very, very specific, like, rules that you have to follow. And, like, because accuracy becomes very important and it's about, like, minimizing variables. Like, that's what being good sniper is all about. So, like, if this is why, like, when I teach salespeople to sell, like, oh, tweak my script, I was like, why don't you just. No, right? Because, like, you're. You're the variable right now, right? So basically, like, if I can create myself as, like, the constant, then, like, then I can adjust for the variables around me. Because if I'm looking to go like 10x or if I'm looking to go, like, if I'm looking to shoot a target at a thousand yards, right? If I am one minute of angle off, right? One minute of angle, which is a various. It's about a millimeter, right? That's only going to miss by 1cm at 100 meters. So if I'm shooting right here, it's going to hit here, right? That's at 100 yards, right? At a thousand yards, it's a one meter. It's a full one yard off that exact same shot. So, like, I'm always thinking, like, the law of sub tension. Like, you know, you start off at the wrong angle and you end up in China instead of Tibet or whatever. Right? So, so what's working?

Right?

Challenges. Challenges have been working really, really well. Jeremy melts like 24% of all the people that have done day three and sort of beyond, which is pretty good from what I've been told, right? It's a challenge.

You push them with the phones or in challenges, sell them right off.

Sell them on the web, on. On the thing. Yeah. So, yeah.

Yeah, we did calculate that, right? We got a chart with a willingness to pay. So we did ask our consumers how much they were Willing to pay for the training and we position it. It was like I got a demand and a supply curve and I really calculating the base of like through the train of time. So it can be 2593 but if the market goes down I'll place it 1,197. So I'll see exactly how many people buy. So I can forecast.

Yeah. So we've done eight. We have a consistent 4.5 times Ross off the front end. So it's not including back end sales. It's just front end stuff.

Right.

We've got a really highly skilled team. We have a lot of like ex special operators.

Right.

Because they like vibe with me and we also have like a lot, a lot of ex gang banger as well because like I can keep them in line and like they like my kind of authoritative slappy schlappy kind of style. So like dude, you know. Yeah. Mean gang like anyway like they turn their lives around. They're great people. They made a mistake. Who hasn't?

Right.

And so they come in and they crush it because like I'm just, I'm just good at handling those people.

What do we sell those people on the floor?

Webinars.

Over the next 90 days we have a huge upsell tick rate that we got. So our 8 gram product and our 15,000 then we might get a referral to their company. Now we're training 400 of their sales people on the B2B model.

Like we have just tried to get in as many as we can get in.

Yep. So recruitment of reps has been good. Obviously. I mean like yep. There's so many of them.

Right.

You know what I mean? There's so many in our ecosystem at this point that like we just find good ones, you know. And we've had a 4. We have a 40% close rate. We've had that like that's our consistent long term everyone who shows up to a sales call 40%.

Right.

I think like expecting more than that is probably unreasonable. But that's, that's good. Anywhere from 3 to 18 marketing. So acquiring marketing company really helped us speed things up.

How big was the company?

It was small. We didn't even have to like give them money. We just like they had a good media buying team and like some good processes but not like nothing else. So what we did is we brought them in under and gave them like a kind of weird like, like, like guaranteed floor.

Right.

So it's like it was like hey like you like, like no more clients come in Guaranteed floor. So we come in like guaranteed floor. And then from there like we'll have like a pricing, like an internal pricing structure for like additional products and services. So they, they came in and they're only for us. And then we do all their like, you know, finance and accounting, all that kind of stuff. But they're like kind of internal, external, but they're, but they're in, right. And they can't work with anybody else. And so like that's been a really good process for us because it just kind of sped it up and because we're spending, you know, on chall fair bit of on like on like ad spend now, you know, like it just helped us kind of grow a little bit faster.

Right.

In terms of forecast, we've hit our forecast for 23 months in a row. We're pretty good at recruiting talent, lots of content. Like Jeremy got 700,000 views last month on his YouTube channel. But to be honest, we've half assed it. Yeah.

So Facebook and still working on ig.

Yeah.

If it was Mel was in here, we'd like do this, do that saying like you. I'm like, throw money here, I got money. Throw here, throw money here. And we'll get that good.

Yeah.

And now we're about.

Yeah.

So, so what I did is I'm like kind of good at doing this. So I convinced the content company to come under us, right? So they have like nine editors. They have a really good kind of like visionary dude who kind of like sees the algorithm in the matrix and he's like 19. He's only ever been on TikTok his whole life, you know what I mean? So I kind of like convinced them to like come and be in seven level, right. So then we just absorbed all of their stuff. Right again for a guaranteed floor. Because those people, they're going like this. I was like, come to safety, my friend. Daddy will help. Okay, so, so that, yeah, it's like yes and no. It's like an acquiring, but it's more like a gifting.

Right.

Very persuasive man. Neo. What's up, brother? By the way, it's been a long time. Podcast does really well. 150,000 unique downloads a month.

Sorry, sorry. Social, like social podcast. You praise pushing to applications or pushing a product or just rotates with the whatever the offers.

So that's one thing we have.