Setting Goals - CIFC Episode 139

If you guys want to learn more about. The closing code is $25 for the first week, then $50 a week every week after that. Cancel. Anytime there's a big giant button that says cancel. That's why I hate when people email me. I just email back a screenshot of the portal with a big giant cancel button. Because it's no admin. I don't want to. I don't want to speak to you.

Yeah, that's the point.

It's the whole point of it. It's a high profit activity.

Yeah.

But it's basically our staff portal. So everything from how to follow up, how to close, objection, handling, you name it, it's in there. Good to go. Plus six role plays a week. 50 bucks, right? Nothing better on the planet. Ex Special forces sniper turned entrepreneur. I've scaled numerous businesses to eight figures. My name is Matt Rider. This is my podcast, and I'm telling you to put that coffee down.

Welcome back to another episode of Coffee is for Closers. It's Matt and Pat today, and today we are talking about goal setting. Hey, got any goals for 2023, sir?

Nope.

None. Podcast over.

Yeah, I do. I do. I was actually driving in the car yesterday saying I should probably set some personal goals. I've done the last. The last few weeks, I would say I spent really deep diving all the budgets and creating all the budgets for the companies. And then that gave me. Then I went back and did all the actuals for all the last year or two, so I could start to see all the patterns and then input that into the budget.

What's that explain to me? What. What's an actual?

An actual is like, what happened.

Okay. So it's looking back at retrospectively and going like, exactly where did we make this money?

Right?

And where. What was our outgoings? What was our income?

So for both, 20. For 2020, 2021, 2022. Like, my variances between what I projected versus actuals has been like, less than 5%.

Okay.

Like, I've been pretty accurate with that. This year at seventh, we outpaced it by like a month. Okay, so, like, we hit our target at the end of November for the whole year.

Okay.

So we'll be like roughly 8% or 9% above. Above where we kind of predicted we'd be, which is great. It's always good to be a little bit over. But we haven't overspent. We've kind of budgeted everything appropriately. So those projections become super key because then from there you take your projections, you go like, Gross revenue. And then I do gross profit, which has to be. It's like minus your cost of goods sold, which then gives you an idea of like, how you're going to cost everything moving forward.

Okay.

It's like, okay, well, it cost us this much money to make these sales. Do we need to make adjustments to our pricing to make sure that we can maintain profitability at scale, et cetera? And then from there went through the operating expenses of the business and kind of reshuffled a lot of things. And that gave me some good insight into where we kind of wasted money. You know, we wasted a lot of money on contractors, on like, like trying things. You know, people come in, hey, I'll do this for 50 grand. All right, here you go. Like that. But like, over the year, I worked that out, it was like close to 500,000 that we kind of like probably spent without getting an roi.

Right.

So that, that was a good. Kind of like, okay, well, I'm going to have a contractor budget for the year and then they're going to have to set certain KPIs and they don't. They don't agree to them. They're not going to get them.

Yeah.

So do you think with that sort of forecasting and then looking back at the actuals, there's probably as much risk in being really under as there is in being over?

Right.

Like, it's someone like me, if I make way more money than I thought I would, awesome. Because, like, I make money off of jobs. But you have a lot of staff, a lot of moving parts. So, like bringing in way more money than you plan to, like, while that's awesome, probably indicates that something wasn't right along the way. Like, that's not always a good thing, aside from the fact that you made more money, Right?

Yeah. Well, it depends on the position of the company and the growth and the goal of the company. Like, if you're publicly traded, you wouldn't want more than like a 4, 4% variance of what you projected.

Okay.

Because that would mean, like, you're instable. Even though you're high growth, you're growing more, which is Yay. Grow more. Generally speaking, for a publicly traded company, it's not what you want, which is why they have R and D. Right. So R and D offsets. They can have anything they think is going to do really well or something. They don't know they can put it into the R D. They inbuilt an R and D budget, say it's like, hey, we have $10 million we're willing to lose in research and development. Now if that gains money, that's fine because it's all like in the department. And you can justify that as the CEO going like, well, we had these ideas, but we didn't want to project reject them.

Right.

That's, that's where you a lot of like larger publicly traded companies, that's where like they have their big, you know, they were that, that's where they take their swings.

Yeah. So.

So they really want to be sort of not more than 4% in either direction.

Yeah. Right.

Look into, hey, we're going to grow this much out of the year.

Yeah.

And so making way more than you said you were going to. Like, can it actually drop stock price?

Right. Okay.

Because it's like people are like, well, widening. Why didn't they realize this was gonna happen?

Right.

You know, and then like for someone like us, it's like the big thing is projecting out operating expense. So it's like how much money are we going to spend throughout the year? And that's like fixed expenses, like non revenue generating salaries and contractors and software and wages and all that kind of stuff. Right. Like how much is that gonna cost? And then what percentage of revenue is that? And then having like an acceptable tolerance of percentage of revenue. And then if you.

So at the challenge, is the, the product any cheaper there? There's no like special rate or anything, is it?

There is a special rate.

Okay.

It's not enormous though. Okay. Like, you know, you're looking at taking something down from 2997 to 2497.

Okay.

So yeah, we keep it a. We try and keep it as high profit as we can because we spend so much on ads. So we sort of like, we don't have any fulfillment cost on that. It's already pre built, you know, and then we don't have commissions on that either. So you look at like our challenge months because like me and Jeremy are doing the sales. We might sell 300 people.

Yeah.

So let's say we do 500 sales for the month. 300 sales that have no, no commission. Have no commission. So like, and then from there they go into upsells. And then like for the next few months we're super heavy on upselling people.

Yeah.

Which is great. Which means that like we can take the burden off the ads for the month after. We can spend less there and then still make more sales at a higher profit because we don't have that cost of as high a cost of advertising as usual.

Yeah.

So it's sort of interesting. Like the way that it's worked out is that the challenges sort of make everything cheaper.

So it kind of creates a bit of a wave that then you ride for the next little while where what you're actually expecting was a total dip.

Yeah.

But it didn't work out that way.

Yeah, that's.

Which is good. Like, it's good to know and it means that we can do them more often.

Yeah.

But then like, we're the one thing that we're changing coming into. We realize, like, we could probably sell everything for five in those challenges. Realistically, we could sort of bundle 3.0, but that would be an awful lot of people to. To bring into 3.0. Like putting 300 people into a proper coaching program all at once would dilute it so badly. We couldn't do it.

Yeah.

So what we're going to try is a five day challenge and then have like multiple pitches along the way. So I don't know how January will go. We're keeping the first three days the same, but then we're adding on two days at the back end.

Okay.

Which is like only for buyers.

Yeah. Right.

So it should sort of create more urgency to buy now. So we should have a much higher day one pitch sort of uptake, but then probably lower day two and three uptake and then we're going to sell something more expensive to just the buyers.

What's the ad spend on those challenges?

Like 200.

So that's a, like, I know for you. And like the budgeted 200.

Yeah.

Never hit it though.

You never spend all that.

It's too hard to hit. It's too hard. Really?

How come?

It's like, well, imagine driving down the street, like, how many billboards can you look at?

Yeah.

So much traffic.

Yeah.

It's not like YouTube where like. Because we do predominantly, I'm sure not for January, but for the next one after that, we'll probably include YouTube ads in the challenge. Maybe we won't. Generally speaking, we've just done Facebook, not even Instagram because Marco has sort of segmented everything. So we don't just cash in all pipelines for the challenge because that really could sort of make the sales suffer. We don't know that. So we generally just do Facebook.

Right.

That's it for the challenge.

Do you think the demographics are very different? Like if you hit Facebook and Instagram, for the most part, you're probably hitting the same people twice. Right. You're just kind of in there face.

It doesn't seem to be the case.

That's. It's so interesting when you look at that aggregated data that you have of like, you know, huge data sets. And I think of it in the people like my own use and the people I know. You know what I mean? Like, most people are sort of. I see people like that I interact with. I interact with them on Facebook, I interact with them on Instagram. It's the same sort of people. So I see, like they're doing. They might have slightly different patterns of behavior. They might be their business page on Instagram. A lot of, you know, dog trainers, it's their business page. They don't have a personal page or they don't use it. And on Facebook, it is a personal page. But for the most part, I see that, like, I sort of think that they're seeing my posts at both places, seeing the same post both places, we.

Find we get far more larger business, like, business to business deals of Instagram.

Yeah, Right.

So you sort of have. There's like a unique thing where, like, the owner. It's much easier to reach the owner of a large company or decision maker on Instagram through organic because, like, people doom scroll far more on Instagram than what they do on Facebook.

Yeah, yeah.

Right. So, like, that doom scrolling has got us many celebrities who run sales teams. Like, and like some, like, like, we got our largest account ever, which is like quility, which we sold literally thousands of people in, like into our programs from. From that JV partnership that we set up. And we did a big keynote, like $100,000 to go out there and speak to some people. That was because they sold the reels.

Yeah, right.

You know, and then from there started a conversation, reached out to us on email and that's kind of how it all begins.

Yeah.

Right. So we've found more success on Instagram than we have LinkedIn.

Wow.

Doing business to business.

That's crazy.

Which is weird.

Yeah, yeah.

But it's not entirely obvious to me that we're hitting the same people twice. It seems to be like Instagram is more effective for us, I would say, at the moment, especially because of the content.

Yeah.

So Jeremy's presence, how well that content is hitting, how targeted it is.

Yeah.

He. I find myself quite captivated by Jeremy's reels.

Yeah, very good.

They are good. And I like, I think that he hits a very broad market of, like, the way that it's delivered. I even find myself watching them and being like, oh, that's good of us. I'm very much design that.

So that's very intentional. So he writes them in a way where any industry can take value from it, which is a difficult thing to do, which is why it takes so long.

Right.

So we film 40amonth and, you know, 40amonth, or I think even more, maybe like, I think 60amonth. Get uploaded.

Right.

We film 40 and then we've got coaching calls and.

Yeah.

Other mechanisms that we can grab content from. But it's about 60amonth, I think they get uploaded, I want to say, roughly.

Yeah.

And from that they're like a three to five minute video which is dot point, not scripted, but dot pointed out the whole way. And written to be fairly ubiquitous. Which is the tough part because. Because, like, we could just do insurance specific. And that would be actually really easy because he could just kind of rattle them off. But because we have to kind of go, okay, how do we.

How do we hit everybody?

How do we hit a broad spectrum here?

Yeah, super interesting. So with the. Sorry to go back to what we're talking about with the challenge. You're only farming Facebook currently for that, and you're spending. You budgeting 200,000.

We've budgeted 200. I think we usually spend like 130, 140 US.

Yeah.

And it's just like the ramp. It's just hard. Like, it's just hard to spend that much money.

Yeah.

And what's the return on that? Can you.

We generally make about 700.

Okay.

So we usually hit a 3x return of ad spend.

Right.

Because, like, the challenges, they have become a really good profit generator. But they weren't designed that way.

Right.

They were designed to be a revenue generator and like a reach generator.

Yeah.

So it's like we. We can get like, last time, we got, I want to say 8,000 registrants, something like that. Um, our first one, we got like maybe a thousand registrants. And then this is like, are we done five now, I want to say. And we got. We got 8,000. And then from there, we ended up doing three days with the training with like 3,000 people. So now we've immediately increased our authority with 3,000 people. And that just gets kind of bigger every time. So, like, you know, after a while, and then when you add an affiliate to some of the stuff that we want to start doing, like, the goal is to get, you know, 30, 40,000 people to register, and then you end up doing training for like, 10.

Yeah.

And if you can have 10,000 people on the training, then you can have 6,000 people on the pitch. We could theoretically sell two to 3,000.

Yeah.

Given the close rates. And we've maintained an extraordinarily consistent close rate. Like, it's 30% every time.

Yeah. Right.

Bang everyone who's on that last day.

Okay.

We'll sell 30 of them.

Yeah. Right.

And do you get many people coming back for challenges like that? Do it multiple times?

Hard to say. I would assume so.

Yeah.

Well, it's just hard to say because there's just a lot of people.

Right.

And there's current clients who come in, do the training. Because it's like three solid days of training.

Yeah.

You know, we definitely do. Like, I do see some, but there's so many people.

Yeah, right. Yeah.

You know, it's just there's thousands of people on the zoom calls, and you're.

Just like, yeah, yeah, yeah.

I don't know.

Yeah.

Watching the chat and. Because you don't see him either. Right. Like, because it's.

Yeah.

It's done as a webinar, not as a zoom call.

Yeah.

And I don't really know how to set it up. So people are on camera.

Yeah.

Like, I. Like, I've asked many people.

Tony Robbins.

Well, no one will tell me.

Right.

Like, I'm like, hey, how do you do that? And every single time, my messages have been completely ignored.

Really?

No one will tell me.

Yeah.

Just like, come on, guys. I'm half convinced it's just a video of, like, that's just playing in the background on a loop of a bunch of people really excited. Brady Bunch style could be, you know, like, because they can't figure out how they've done it. I know that there's a. Tony Robbins has a studio you can rent out.

Yeah.

To do it.

Yeah.

You know, I think Dave Metzger does as well.

Yeah.

He built that in covert.

Right.

Like a big, huge room.

Yeah.

It was something phenomenal. It was just something I want amount of money.

Yeah.

Like, he climbs into the Death Star and he's in a big circle and.

He'S pointing at everyone.

Yeah.

Just jerking everyone off.

Just giant.

Okay, so you're projecting next year, challenges are going to do more of them.

Like all we're going to do four. So we're going to do one a quarter. Whereas we were doing one every four months.

Right.

So we're going to do one a quarter. It's a big undertaking, and they are expensive. So, like, that's ads. But, like, there's other expenses that go around it, you know? So, like, for example, they want to generate me and Marco Flying to the States for it, that's a whole, you know, that's an expense in itself. And then there's just a lot of things that go in with it. But it tends to be a big revenue driver post challenge.

Yeah.

So it all seems to make sense so far.

Yeah. Yeah.

What else is on the horizon for next year?

It's been interesting because the last few years have been like really growth centric and I think this year for both businesses it's going to be kind of like an operational excellence and so that consolidation. Yeah, it's going to be. So I've still got growth projected but not that much.

Okay.

So like we're not going to be on fastest growing companies this next year.

Right.

I wouldn't think.

Right.

If we do, it'll be way down the pack.

Right.

You know what I mean? But it's sort of intentional because then 2024 should be fucking mahusive for growth. But what I have to do is I have to generate enough cash to like finance significant growth because we've had good growth. But it's like, it's sort of like you know, saying, oh yeah, I'm growing super fast because I'm. I'm one.

Yeah. Yeah.

You know, like one year olds grow really quickly. Doesn't mean they're better at growing.

Yeah.

Or I'm the liver king. Right.

I can't believe the. Out of the Liver King. In other news, like the sky's blue.

I know.

Like, yeah.

Who in their right mind, like there can't be a person on the planet that believed Liver king that he was natural natty. There's, there's no one that believes most natty. It's ridiculous.

Liver. You don't know. Yeah. So I lost my train of thought there.

Next year.

Yeah. So not, not going to project that huge growth. Still gross. But not like mahusive kind of 500 times revenue type type type thing that we've been doing, it's going to be like consolidation, customer focused operational excellence. Like, but the mandates for the two companies to like the operations staff is to become a very easy company to do business with.

Okay.

Like whereas I think traditionally we've been very good at what we do but been difficult to deal with.

Right.

Because like we are the best and you'll do it our way. It's like, well, yes, but maybe let's be a little bit easier to do business with, you know?

Yeah.

So what does that look like in practical terms?

Well, for Sales Sniper, it's definitely a lot higher level of communication.

Okay.

And, like, with clients. Yeah, with clients.

Right.

And sort of, you know, having the ops staff be more involved in clients, being like, well, how can we make your life easier? Give me some feedback on, like, what's been a good experience for you with us and what's been a bad. And, like, how can we inculcate more, you know, and provide you with more value, like, with what we're doing? Because that just makes the relationships more deep and. And to be honest, more difficult to get out of.

Right.

You know, like, that's the ultimate end game, is to become so entrenched that it's indispensable. Yeah, yeah. And it's like the thing that we've done really badly is we've been really good at making ourselves indispensable without the knowledge of the client.

Right.

So we do so many things and we fix so many things and put out so many fires that we do not tell them about that. They just assume what we do is straightforward, but it's just not.

Yeah.

You know.

Yeah.

I mean, that's a legend of the dragon slayer. Right. That's the whole point of, like, the. The dragon slayer goes out and fights the dragon instead of letting it come into the town. And so the town doesn't even know that there are dragons.

Yeah.

I think that's that. That's the myth. That's. That's where it all comes around. I think every now and again, the dragon slayers have to let the odd.

Dragon in just fight in front of it.

Yeah.

Just so they can fight it off.

In front of everybody. Cause we, like, you know, we got Anthony sitting out there reviewing, you know, tons and tons of sales calls and constantly manipulating sales processes, constantly updating how calendars work. Like, you know, at one stage, one of our clients, we took them from 40,000amonth to 500. They did last month.

Wow.

Right. And, you know, they've been going for a couple years before we met them, and they were just kind of never got past that 400, $500,000 a year. We took over the sales, then we took over the marketing as well. And it's like, yeah, like, they know we're obviously indispensable, but it's like they still have no idea to the level of complexity that we're kind of operating their business at. And if we did leave, that business would collapse.

Right.

Almost immediately.

Right.

So it's like. And I've spoken to the board, and they were, like, talking about exclusivity, and I was like, well, I'll be more than happy to entertain it. However, like, you'll have to swipe my palm with silver. And they're like, I think we'll just leave it for now. And I was like, that is a stupid play.

Right.

I was like, you should be paying me ton. They should give me like in reality, like if they knew everything we did, they'd probably hand me a $500,000 check and say, please don't do this for anybody else.

Right.

You know, because the level of complexity that it takes to like systemize a sales and marketing department that well to where like they just think it works.

Yeah.

It's chaos.

And, and that's your ip, Right. So like you can pick up the template that you've created around them and put it on to anybody you like.

Yeah, I know. Any of their, any competing people.

Yeah, yeah.

There's no actually like it, you know, it's not a problem at all.

Yeah.

Like different sales team, different people. There'd be no crossover whatsoever. I'd have no problem doing that.

Yeah.

And so it's, but it's just interesting to be like that. We just, it just goes to show, like, oh, you don't know what we do. You know, Whereas like, you know, we're rotating ad creative five to six times a week where, you know, doing this and doing this and doing this and doing this constantly. Like at one stage that account had a 30% show up rate to sales call. Like that's what it was. And so like in order to fix that, we triple booked every single sales call. So in order to do that, we had to create SOPs for every sales rep on how to manage a triple booked diary and then have a setters that worked hand in hand with the closers on a specific system and cadence to be able to make that work so you didn't piss clients off. And then over the course of six months we got that 30% shop rate to a 75% shop rate. That's a difficult thing to do from.

Their point of view. They just say shop rate went from 30 to 70.

Good for. No, because we show them a spot utilization rate.

Right.

So it's like, yeah, yeah, we maintain an 80% spot utilization rate. They don't even know.

Yeah. So they have no idea, no idea how that went down.

Yeah, right at that.

And then like, because we had a different lead generation tactic because the show up rate was so bad. So like we had changed everything on the marketing front in order to out in order to, to make everything cheaper because that was just the reality. And Then as we dialed it in, all the marketing changed the ways of marketing and like how much money we put into this form versus this form changed. As we fixed the sales process. It all worked hand in hand seamlessly to where there was no disruption to them. Whatso there is just a nice consistent growth every month.

Yeah, right.

You know, so it's like we're playing 40 underwater wizards chess.

So I, I'm sort of curious, how do you convey that to them? How like the amount of work that you're doing, like how. Because they don't care. Like beyond the money keeps coming in.

Yeah.

How do you sort of show it to them by saying like, hey, this is all the work we're doing. You need to be aware of it. But also not like, I guess, you know, you, the risks are that you seem like a bit of a, like a whinger. Like you're.

Yeah.

You're like, you're overly showing what you're doing. And the other is that you teach them your entire process and then they, they don't need you because they. Yeah, you hand them your SOPs, which you're obviously not going to do.

Right. Yeah. Yeah.

So I think the key is like really good account management, you know, which is like, you know, generally speaking, it's. I was talking to a very, very sort of senior B2B sales rep. He currently works for Microsoft. He's like a teams, you know, runs a lot of stuff. And he was telling me, he's like, a client should not want to take a shit without asking you permission. That's kind of how you need to have it if you want to have like long lasting relationships.

Yeah.

So you need to constantly be reminding them of the things that you fix. Okay, man. Just so you know, we had this problem, we solved it. Don't even worry about it.

Okay.

You know, it's just that constant FYI of stuff and then like bringing them interesting data and like that. Yeah, like, you know, Spotify, how they have that? This was your year.

Yeah.

That blew Spotify up.

Yeah.

I mean them doing that now it's being copied by everything.

Yeah, right.

But them doing that was genius.

Yeah.

I remember the first year they did that and everyone shared it.

Yeah.

Well, people screenshotting it, posting on their Instagram, story tagging, the podcast that out there. Mostly podcasts or the artists that are there. Mostly.

Last month I got like 50 of the things.

Yeah.

You know, good for us.

Good for us.

Yeah.

So those little like points of difference and data and I think it's all Comes down to account management, you know, whereas like our account management in the past has been like, you're not doing this well enough, you need to fix it.

Yeah.

Which there is an element of that which kind of needs to happen. But in, in general, I think like letting people kind of understand a little bit of just not necessarily the why, the how, but like the what. You know, we had this massive issue, we're working to fix it. And then I think like telling them this is, this is kind of like, oh, that's the other thing that I wanted to do is I want the guys to get sign off on significant decisions. So like we've just made decisions on behalf of people in the past because we know that it's the right move. However, like every decision has a, has an outcome both positive and negative. So like if. And we need to let the business owner know and get sign off. So a really classic example is like we have going through a period where leads are not as abundant. So what we'll do is we'll decrease all the levels of qualification required to get to a sales call and then just send the hordes. Now that will have an effect of keeping the sales guys full. So hopefully we maintain the same sales volume but they'll have a significant drop in close rate.

Yeah.

So like they have to be aware or sign off. Go. Okay, so we're seeing a lack in volume. We can do two things. We can keep the qualification metrics the same and then we'll maintain close rate. But we'll see probably a dip in overall sales. But you'll still have that same close rate. And you know, the reps will just take less calls that your outcome will be probably less sales but same data. So. Or we can let the hordes in. We'll see a significant decrease in close rate but we'll probably be able to maintain closer to the number that we were producing.

Yeah.

Which way would you like us to go?

And so in doing that you're kind of giving them some illusion of choice because they're fucking, they're an idiot if they go, no, I'd like the close rate to remain the same and I'd like to make less money. But you're handing over a level of control to them that makes them feel like they're in a decision making power.

Play and also they know the ramifications of the decision.

Yeah.

Lower close rate. So when I present you with my figures for the month and our close rate's gone from 35 to 22, it's like that was all preordained. This is obvious of what you chose.

For us to do that.

Yeah, exactly. And then it can be the same for like, you know, there's all kinds of decisions that will have effects like that, you know. And so like we're gonna, we have an abundance of leads. Okay, well, we're gonna ramp up qualification. We're gonna, so we're gonna see lower rates from qualification, from triage to sales caller for doing it that way or from application to sales call. But we're gonna see hopefully a higher increase in close rate. But that will make your leads more expensive.

Right?

Your cost per call will go up, but your close rate should go up. So your cost per acquisition should stay the same. Right. You know, hey, we want, this is.

How the scouts have to be balanced.

We want to increase the price. Yeah, increasing the price will increase the cost per acquisition. It'll decrease the close rate. But if you do it right, your profit will go up.

Yeah, I know we've kind of touched on it before, but asking someone that you do the sales for to increase their price, kind of a big call, right? Like, do you get much resistance to that from people or most people? Like, yeah, I want more money. Or do you think people like have thought about their price points a lot and have like really.

I don't think anyone's thinking about anything a lot.

No.

Like, like price points I think should be really fluid. You know, as a business owner in seventh, like, I understand there's a lot of nuance that goes into pricing, right? You know, like I think we've figured out where 3.0 needs to be, at least for the time being, you know, however, like if you're closing something at 60%, it's too cheap.

Okay?

Like you don't, you know, and so that, that's the use of the argument that I take to people. If I, or if I see there's an appetite for a much higher level program, like, hey man, you got good leads coming through. You should have a fifty thousand dollar program, okay? Go and fucking create it. Like, let us sell it. We'll sell the fuck out of it.

You know, so, so in that instance, you're not saying up the price of what we're doing, make a new product, let us sell it for more because we have a, there's a, there's a demand.

Yeah, exactly.

Yeah.

But the big one is like, if I can prove that I'm selling something at a really high close rate, like to me that's a negative. It's like that no one should be closing at 70%. Like that means it's just too cheap. The market has spoken. You're too cheap because you'd rather have less clients and more money. Yeah, it's just administration way easier to deal with. When we were selling a really hot offer, probably like, I don't know, like a year ago or seven months ago or something like that. It started out at eight grand, we ended up selling for 25.

Right.

Same product, nothing changed.

Nothing changed.

Yeah.

I just said we were saying it was 8500 and I was like, fuck man. This is what I did. I did the course and I was like, for the content, this is too cheap. I was like, but you do your thing. And then I got the first like 8 weeks data back and I was like, dude, we're closing at like 62%. Like this is fucking outrageous. We should be closing at 35.

Right.

You know, so like let me incrementally up the price. Do you give me permission to up the price? He was like, yeah, do what you want. I was like, sweet, I'll make it 12. And then two weeks later I was like, that's 15. Two weeks later it's 22. 25.

Nice.

Right? And so, and it just kind of, I was like, yep, sweet. And then we had it at 25, then we bumped it to 30. That saw like too much resistance at 30. So we bumped about to 25. And that was the perfect number.

Yeah.

And it's just non stop all day.

I imagine as a coach, like, or the person selling the product, that would be a bit of a scary ride to be on. Like when people playing with the price of your product like that, like, I know it's all for the positive outcome. I know that you make more money, less clients and that kind of stuff. But like, especially if it's a coaching offide, you're the product to then have other people, you know, determining the price of what you cost. Like, I just think that that would be like, it's obviously good that you do it and you do the right thing, but I could feel myself, you know, like cautious about that.

Yeah, I think, I mean, you probably want to have upper limit. A lot of people will have upper limits of like where they're comfortable going, but the value of something is what people are willing to pay for it.

Yeah, yeah.

I mean if you were to take a, you know, a Genesis suv, take the badges off and then put a Bentley Bentayga next to it, it's the same car.

Yeah, yeah.

Like just one is 80,001 is 600,000.

Yeah, yeah, yeah.

Just one has a Bentley badge on it. That's literally the only difference. It's what people are willing to pay for that badge. Yeah, that's it.

Yeah.

Right. Especially when you get into those levels, you know, like a AP Royal Oak, $450,000. Like, is it any better than anything else? Yeah, like, no, but it's an AP and people want it. Right. So, like, you know, some things are.

Expensive for the sake of being expensive.

Yeah.

And like, my thought on education is it's worth as much as people can get out of it.

Yeah.

You know.

Yeah.

Like, is. Like, is it. Are our college degrees worth the money? You know, as someone without a college degree, I make more money than anyone in my friend sphere.

Yeah.

And most of my friends have got college degrees or a lot of them.

Yeah.

You know, staff as well.

Do you know what happened? Interestingly so, like his real world examples, me and Tyndall, right, we joined the army straight out of school. And a lot of our friends that went to uni, there was this big surge. Like, obviously we were making baller special forces money, you know, within sort of two years, which was they were making zero dollars. They still flipping burgers or whatever while they're at uni. Then when they get their entry level jobs, we're killing it. We're making way more money than them. And then they get, you know, partner to law firm, something like that, and they say they start making more money than us, but then they're kind of capped out. And so now both of us, as sort of entrepreneurs of a kind, have.

Then, like, researched what's the aggregate money as well. Like, if you look at money over 20 years, that's a big gap to fill.

Yeah.

If you're earning 100k more than them for 20 years.

Yeah. Yeah.

Like, bro, good luck.

Yeah.

You know, that's a lot of cash to make up.

Yeah.

But that's been my observation just in. Again, like, very anecdotal data from my own friends group is that they made way less than us who didn't go to uni then for a little while more. But then they kind of hit a ceiling and, yeah, we sort of more. I suppose it's more of a. I wouldn't call myself an entrepreneur, but like an entrepreneurial mindset in that I just do. I just follow. I have no defined job.

I hate to break it to you.

Yeah.

But I mean, in terms of like. Like, yes, I would say that I count myself, but in terms of like, I wouldn't say that I am an entrepreneur as a job. Like, I don't go looking for opportunities. I just take the things as they come.

Yeah. Yeah.

So you're a good one.

Oh, okay.

Yeah. Yeah, I guess.

I suppose so.

Here we are.

You set up an ecosystem to where you have opportunities.

Just arrived.

There you go.

Yeah. You did it.

You cracked the code.

Congratulations.

Yeah, yeah.

On the enormity of your success.

Exactly.

Okay, so business goals, more challenges. Streamlining some of the processes, becoming more inter. Yeah, I suppose. What's the right word? Like being easier to work with.

Yeah.

And also identifying to your clients how. What you really do and becoming more indispensable to them or letting them know how indispensable you are rather than becoming more. Because you already are.

The thing that got me with being easier was when I switched over to Samsung for a bit this year, and it was so easy, really. I was like, oh, man. Like, the ecosystem thing is no longer a barrier.

Yeah.

For anyone. Because it's like if you get a Google Pixel 7 Pro, which is arguably the best phone on the market right now.

Yeah.

Right. It comes with the adapter that you just plug it straight into your iPhone.

Yeah.

It just goes. And it just transfers itself. It just does it.

Yeah.

But I've known you for a long time. I've known you since pre smartphones, right?

Yeah.

And you go iPhone, not iPhone.

Yeah. I like to.

Until you can't handle it anymore. And then you're back to iPhone.

You get.

You get whatever the new phone is. That stupid flip thing that you had. You're like, pat, look at this flip phone. It's amazing. I'm like, nah, I'm not interested. And you'll tell me all the features and then six to seven months later, you're back with it. You're back to the iPhone.

I like the Minis, though. I'm really upset they don't have the Minis anymore.

Every time you think you get out.

But. But it's just like. But the. And. And like, I. I like the Apple ecosystem better.

Yeah.

I just think it works better.

Yeah.

Right. And all my friends are Apple.

Yeah.

But now, like, again, they just changed it so that you can imessage. You can imessage, you know, so there's a lot of, like, the thing that I think Android is doing well as they're making that transition, like, not an issue anymore. They're making it easy to do business with them.

Yeah.

You know, whereas, like, Apple is increasingly making it more difficult, I think to do business with them. Like, when I went in, I had a fucking argument with the guy because they go, oh, yeah. They go, yeah, put your name down and come back in like an hour. Cause busy. I was like, yeah, sweet. And they go, oh, yeah, I'm here for my appointment. And he goes, yeah, sweet, you're Matt. And he goes, yeah, sweet. And I go, you just give us your id. We'll scan it in, make sure it's you. I was like, you're not scanning my fucking ID into shit, bro. What are you talking about? They go, yeah, just give us a driver's license. We'll scan it into our system, make sure it's you.

And I was like, but I told you I was Matt.

Yeah, but I go, what last name do you have down for me in my appointment? They go, we don't have one. And I go, then what the fuck does it matter?

Yeah, yeah.

I was like, I'm Matt. Doesn't matter what my last name is, does it? And he goes, well, how do I know you're you? I said, how do I know you're you?

Yeah.

And then I went to the guy who booked me in, and I go, hey, man, am I me? And he goes, yep. And I was like, sweet. Good enough. Right? And I had to have a full argument to not scan my ID into their system.

Yeah.

And then when you want to buy something, I had to scan my ID into their system.

Yeah, you gotta have it.

Right.

That goes on your account.

And then I couldn't buy more than one product at once. You have to have an individual transaction with a new ID scan for every single purchase. Really?

Yeah.

Because I bought an iWatch and a phone at the same time. It wasn't just like, tappy do, here's your shit, and go.

Yeah.

It's basically like, if you read it, it's like, no, no, no. These are our products. You're essentially leasing them off us until the time that we want to destroy them.

Yeah.

And I was just like, it's just not. Yeah, it's just an unpleasant experience. Like, they're becoming harder. It's probably for a purpose. Like, obviously they're the most profitable company ever to exist, and they make loads and loads and loads of money.

Yeah.

But, like, you know, it is becoming more difficult. Whereas, like, if you can just go and buy a fucking Samsung.

Yeah.

Like, it's not an issue.

Yeah, yeah.

Which is why all the nerds and all the tech people, like, they go over to that side because you can just go online, buy the Thing, put a sim and you're done.

Yeah.

It's your business.

And now in the States they don't have sims, it's all esim.

Yeah.

So now everything's tracked through Apple that way as well.

Yeah.

So. So it's an interesting ball game.

Well, I'll put my conspiracy theorist hat on for a moment. I think that kind of stuff used to not worry me and now it worries me quite a lot. Especially when you consider like Daddy Elon, who I'm a big fan of, and it's turning out that maybe he is the, the entertaining person that is just with people that we thought. But like when I realized the other day when in the States I had that power shortage and people's thermostats got capped. Did you see that? And so like if you had that, that home brand, whatever, like the built in thing, it was like, no, your house is going to be 70 degrees and. Yeah, like no less.

Well, I heard an interesting thing the other day and it was like they want everyone to have electric cars so they can just turn them off.

That's the thing. So like when, if Daddy Elon decides no, you get to drive to work and to home and to the shop once a week and that your car will only allow you to do that. I was like, oh, whereas even though.

My car is a BMW, it's electric. I can take out the sim.

Yeah.

And still drive it.

They can't see that car anymore.

Yeah.

The moment I take out any, anything like that, it's gone. Right. It's just now it's just a car. I don't get software updates and that kind of stuff, which is whatever. But I can still drive it. I can turn that on.

Yeah.

It's very interesting. Like, especially like when you saw how, how you ever heard Andrew Tate's story.

About how he got canceled, maybe?

So he went to, he gets a report every night on his media. So he saw it and he was like in nothing for a day and he's like, that's weird. Anyway, the next morning he woke up and there was 150,000 articles published about him simultaneously, all at once on how he was a misogynist. Right? And they were all variants, variations of the same article. So just swapped out photos and like just basically things put in different order. But it was an identical article non stop. Right. Then the next day was transphobic. The next day was something else. It was three days in a row. Then all at once he got Facebook, Twitter, Instagram, YouTube, everything canceled. And his UK banks. Right. So all at once on the same day. And now I'm gonna obviously take his word for it.

Yeah.

That it's true. But like, when there really was really worrying because, like, you know, in the. In Canada.

Oh, yeah.

During the truckers, they stopped their bank accounts and it was like, oh, man. They fuck on people's bank accounts now. Like, that's not sacred. Like can't. Like they freeze your money. That's crazy. So, like, it does kind of make you think, like, as these ecosystems become more prevalent.

100%, man. That's why.

What are they doing after?

Especially after my latest crypto faux pas. I'm investing in guns and amm.

Yeah.

With my guns and ammo, I'll take whatever you invested.

That's exactly right. Did you see Coffeezilla ambushed sbf?

No.

They found him. Like, him personally?

No, no, they am. Well, I don't know. They might know where he is now, but he was on Twitter, apparently. Twitter, you can have like these live conversations or something like that. I don't know, these sort of like clubhouse. Right. But it was like a clubhouse, but it looked like Twitter. And he was doing like some. Answering some questions that were fucking straight fucking fluff balls. And then Coffeezilla came in and just laid the fucking hammer down on this guy within five minutes of the first one. He was like, I gotta go. And then he did the next day the same thing and just fucking fully tore this dude a new one.

Good.

That guy's definitely lying.

Yeah, yeah, I'm. Find him, get my money back.

Yeah.

He said he reckons FTX USA is still solvent. But then he was like, yeah, but you're not. You can't sell any of those tokens, man.

So you're not.

So you're not. That's exactly what he's saying. He's like, you're not. He's like, oh, yeah, I've had a miscalculation when I said stuff like that. And he's like, how. But you're supposed to be the Wunderkit. I thought you were the genius. How many stupid mistakes are you gonna make?

Many, evidently.

Yeah.

So before we wrap up, tell me then, you've got business goals, because this was the topic.

Yeah.

Personal goals. Aside from switching Samsung to Apple once.

At least twice.

At least once. You'll go Samsung.

That pixel. That Pixel looks pretty good.

Yeah.

I'm gonna make a big deal of it on here. The next time I come in here and you're like, I just got the.

Just have another phone. I think that's the way to do it, I just get another sim and then I try, and then I have my little foray or soiree with stick.

Them together, get like, yeah, yeah, they can dock.

Yeah.

Everybody wins that way.

I'm not sure.

I'm not sure who the winner is.

Yeah. Personal goals is definitely. I think for me personally is probably buy a boat. Is that your goal? For me.

I've always wanted to be the close personal friend of someone with a boat.

Yeah.

Someone who works really hard and doesn't have a lot of time to use their boat.

Yeah. Yeah.

Can I use your boat? Sure.

Yeah, sure.

Someone's got it.

Yeah. Just sitting there, being salting not to. Yeah. I think I have some. Definitely some personal financial goals that I want to hit. And then from there, most of it's just like, I want to get my relationship with food better. That's one of my big things. Sort of figure out how not to be horrible. The horrible emotional state that I am.

With food, you know, that's not.

Yeah, that's not changing.

Let's be realistic.

No, I'm going to. I'm going to go and speak to somebody about it.

On that. I've thought about being hypnotized in that. Do you remember at the bni, there was a hypnotist chick and I was like, I have issues with food. Do you think you could fix that? She was like, yeah, totally. And I was like, you seem like a con person. I feel like you would totally take my money.

And, you know, I got hypnotized to stop stuttering.

And it worked.

Yes. Do you hear me stutter very often?

I was. I was throwing. I was throwing you an alley oop there and you didn't catch it.

I was.

Did it work?

Yeah.

I was expecting a Will Smith line. Sometimes I get nervous stuff to stutter.

No, I had a debilitating stutter. I had sort of like a dyspraxic stutter where you can't speak. I'd go like, that still happens on E words every now and then. Not that. That much, but, like, sometimes I'll change out E to A to make it easier for me to say. But it rarely happens.

Okay.

Now that I'm thinking about it, it'll probably happen at some stage. But I had really bad. Like, I couldn't. I could barely see a fucking thing. Like, try and sit there and go. That nothing would come out.

Yeah. Right.

And so my parents took me to a hypnotist, and one session, gone.

All right.

Was that in the States?

Or here in the States. We need to find one here.

Let's do. Let's.

Let's.

Let's get hypnotized and see if we can change our relationship with food.

Yeah, let's do it.

Let's. Let's see if we can overcome that. Because we have the exact same problem.

Yeah. We're too good at eating.

Well, I mean, that's probably an accurate way of saying it. Too good at eating too much.

Yeah.

No, but I think no one's better.

At making themselves feel sick from a charcuterie board.

My issue, and I'm sure people of these podcasts don't give a. But I'll tell you anyway, is I can eat healthy, but I'm obsessed with it. So, like, I can't eat in moderation. Like, I have to be obsessed with whatever I'm doing.

Yeah.

And so it's like, if I'm like, oh, I'm just gonna eat whatever I feel like I eat till I'm sick, and if I'm gonna eat, like, properly, then it. It has to be everything planned. 100. Like, I can.

Sustainable.

Yeah.

And I can never be like, oh, I've eaten half of this meal. That is enough. Like, that's a psychopath.

What are you, a thing? Yeah. Whereas, like, my wife is like. She is the king of moderation.

Yeah.

She's just like, I'm. I'm satisfied.

No, I'm never satisfied if I don't. If I don't feel sick at the.

End of the meal.

It was a bad meal.

Yeah. It was a piece of shit. I only. Brazilian barbecue.

All right.

Perfect place to wrap up the show. That's it, guys. If you like this stuff, let us know. Hit us with the comments, all of that, and we'll see you next week.

Goodbye.

Bye. Put that coffee down.