How I Scope AI Automation Projects So Clients Can’t Move the Goalposts

Michael Elliot here. Hey guys. So today I'm going to be taking you through my exact process of how I onboard five figure plus clients consistently in the automation space and how I scope the workout to ensure that I'm not getting bitten later by not having things concretely written down in order for us to be able to be pulled into doing things that aren't included in the scope of work yet weren't quantified or identified earlier. This is absolutely critical to scalable business success. You should have this templated. I'm going to give them to you in the description, but I'm going to run you through the what and why. Now there's going to be three individual tools that we that we use. There's going to be PandaDocs, there's going to be Google Sheets and there's going to be whimsical. Okay. Now those three tools are more than enough for you to be able to onboard projects. I do it consistently when it comes to delivery. In terms of approach, do not go down the agency route unless you are an agency, then that's fine. You go down the route of producing these fancy presentations and pitch decks and everything. Personally, not for me. I'm speaking from a perspective where I have been in both environments and obviously over the last seven, eight years of being freelance and in a position where I've been delivering consistent projects and works, I have found that the best form of action that you can can possibly take is to be straight to the point, clear, no fluff, just dive in with the solution. So this document, this automate automation proposal slash scope of work document can only be produced once you've had your client call and on your client call you need to do on the initial client call that you have. With automation clients you need to do three things. You need to find out what their key and core issues are that's taking up their most time. Okay, you need to extract it. The second thing is you need to gauge the client's fit to you as a business. Are they a good fit on that call? I get vibes on calls and I can dismiss inquiries based off of the way that they are with me during conversation of what they're asking for. And the third one is decide whether you have the capabilities of being able to do with said project and deliver critically. That is really important. If something is outside of the scope of work, maybe the project's too big, then you need to ensure that you have the capacity to be able to fulfill it one way or another. I'm not saying to Close big projects down. But those three things are really core. But it starts with understanding exactly what the client needs. And that's how you will be able to onboard them and get them to pay you retainers. So heading back to the document, I start all of these documents off with an overview. This overview is based off of three things. So the client has a problem. That's why you spoke to them in the first place. Whether it was cold outreach or whether it was inbound makes no difference. They've. The only reason that they've answered your, your email, your application, your whatever it might be you or inquired with you for automation, services and solutions is because of the fact that, that they have an issue. And you need to clearly get rid of these first two problems. People problems, market problems. Because our problem, our solutions are system problems. And this is what we call a controllable. Okay, so controllable, this is what we can help with. When onboarding a client, there are three individual issues that the client will face in terms of their internal system processes and business output. People problems. People problems are when members of staff, individual entities inside of said company are underperforming. They have issues with certain things. Too many sick days, just generalized, just a generalized lack of performance. There's the market issue. The market issue is things like recessions, world wars, things happening outside of the business's control that they can't have any impact over so we can't worry about them. And the third one, which is where we get paid money, is the system issues that they face. The system problems that they have inside of their company laser in on that. But I showcase all of them during the onboarding process to give you the maximum percentage chance of onboarding the client because it outlines it to them clearly. So the controllable element that we're focusing on, okay, we cover this. So the people problems are simple to spot but hard to rectify. They're when current staff or lack thereof aren't capable enough to succeed and scale your company. Sounds brutal, but is true for one reason or another. Maybe they're in the wrong position. Whatever it might be, it could be no fault of their own. But this is a people problem that happens. We can do nothing about it, so we move on. Did we just identify it? Marketing products, byproducts of wider community, new technologies coming into market, competitors into your space, disruptions into into businesses, downtime of products you may use or whatever, recessions, all of these things, these things are uncontrollables, they that we can't control them. Maybe the Disruptions if we went down the, the software route, as I just said. But you understand the, the, the, the thing here, you know, wars, different things going on in the world can cause massive fluctuations with how businesses spend money and invest, both to you and to their own business. So they should keep it. But this here, this right here, system problems. This is the money. This is where the money is. It's the only controllable in the list, so it has a big green tick for that. It will save them the most time, which is time equals money. So which is the, which is, which is a critical problem. And I pitch it like this. System problems are what client name is currently suffering from and why we've sent you this proposal. Their problems with the, there are, there are problems with the architecture of your business, where work comes from, how it's delegated and when it's automated. Pretty standard, but it fitted the bill for this. And this was manually written, believe it or not. You can use it as a template if you want to, but this was manually written. So to be specific, this is where your conversation with said client comes in. You need to have done a thorough and proper interrogation. Sounds a bit brutal, but you need to be doing the interrogation in order for you to be able to ensure that you can get this bit correct. And a pro tip when discussing with clients on a call is that when you're having that conversation, listen to what the client is telling you. Make sure that you listen and you listen carefully because a lot of times you're so engrossed in winning this project, oh my God, I've got this new inquiry that you forget to actually pay huge attention to what the client is telling you is wrong with their business. Think of like reverse psychology. You're not trying to trick them, you can help them, you can solve the issues. What you're trying to do is make sure that your proposal matches exactly what their pain points are. And you can only do that if you listen during the, the initial inquiry call. So make sure that you do your due diligence there. It's really important. So this is what I documented from this specific call. Support tickets require manual triage even when answers already exist in your documentation or previous cases. 20 plus hours per week per person is being wasted as per our call. So in this particular case, X client said that customer support staff are manually answering every single individual ticket that comes in. This is a SaaS business, so a ticket that comes in is, oh, I've got an issue with X on your platform. The ticket is here. This Guy has to walk over to said ticket every time a new one is produced, check it. He then has to provide a, a solution which we established. Between an 80, 80 to 85% ratio is simply a link, a link to their knowledge base that they already have that exists. Okay, so he has to manually do this instead of using automation. He has to write his answer and then he has to wait on the response of said ticket whenever the client or customer decides to come back to him. Where all of it and 85% of these problems could be solved with one response, one automated response. That's the number that we all came to as an agreement. Because a lot of these tickets are, a lot of these tickets are very basic. They're asking for specific things where if they just did a quick search of the knowledge base that they were provided, then they would have been able to answer the query immediately. Simply a link sent to them. Just tick this box, change this setting, do whatever that is. That is the, the issue. 80 to 85% this particular client had like 10 members of staff, 20 hours a week each manual answering of tickets for a flow. If just by doing that, that's 200 hours a week, let's say there was six, you know, it's 120 hours a week being spent. The value of that to a business should not be understated. That is fixing that is huge on its own. We then went through the process of sales relying on human, human effort for lead enrichment, outreach and CRM updates. So this wastes time introducing inconsistencies into the sales flow, which happens to be a SaaS business sales flow. So it introduces inconsistencies leading to reduced profit and revenue directly. During the conversation it was discussed that an inquiry comes through. That inquiry is then picked up. They may be called, depends how they inquire of course. But they've maybe, maybe they have a phone call. I'm not going to go too deep into this individual business sales process. They get a phone call, they might have some, some, some mailchimp emails that go out. They get sent three emails in a row. If they inquire if it's a free trial, they, they have manual updates and sort of processes. And one of the key things here is this actual business had a free trial. So this SAS had a free trial of 30 days. So they had a 30 day, three trial. And what we need to do is look at customer success because it has no unified system to detect churn risk early or summarize client health efficiently. Again affecting profit and revenue. So not Only are inbound leads manually handled. So leads, leads are manually handled. Not only that. Let me zoom in. Just zoom in. There we go. Never mind. Must have broken my hotkey. Not only are sales not only a sales inbound manual. So every single individual inquiry that comes through the door, doesn't matter how many inquiries come through the door, they all walk in and then they all have different experiences. If you gauge it off of like a bar like this and this would be the perfect client experience that you would have from a sales point of view. Sometimes it's hitting here, sometimes it's hitting here, sometimes the member of staff picks it up properly, gives them exactly what they want. Sometimes that might happen again but it can also be over here. This is really important from a perspective of sales. You need everybody to have an experience that's with inside an acceptable box of what you would expect your business to deliver to an inquiry. And when it's manual that can't possibly be the case. Numerous reasons different, different sales reps have different skill sets. Lack of SMS marketing is a big one. SMS is a big one. No SMS follow ups. But in like I was getting into there a moment ago, this covers both sales and customer success. Now every business, let's say you have a free trial, right? Every business has a free trial and you've got people inside of this free trial. They're not yet a paying customer but they're inside of here what you need to do. And this is something you can really upsell to clients when you speak to them. This is again outside of like basic stuff like VPs and executive organization of days and things. This must be the top. One of the top things that is is upsold to businesses. They come in looking for sales automation or ticket and triage automation. When you have customers inside of your free trial and you have KPIs that actually dictate well give a really good indicator of whether that's going to be a yes or a no to becoming a paying customer. In this particular case we established that it was if they had multiple phone calls with customer support. Like if they booked calls in with the sales team to go through specific things. I think it was 3 plus. If it was 3 plus they had like a 90 chance of becoming a paid customer. If it was below 1 it was like 5%. So you can see from these numbers that if they hit the KPIs then they will become a, a, a conversion. If they don't hit their KPIs then they're not going to sign up. So you need an automated flow via email SMS inside of the platform to get them to do the action. Sorry, SMS to take them to do the action for your individual business that gives them money. I hope you're following that. If you have a free trip, not to be a free trial, it can simply be a form submission. Once a form submitted, do they get an SMS right away? Do you want to send them a link to book a call? Do you want them to conversationally book a call? Do you want them to receive an email right away that tries to qualify them? Do you need them to upload documentation for qualification like insurance businesses do all of these things. You need to ask the business when you're on the original sales call so you can scope out the project like this. So then we've got some of the specifics here around knowledge and insight from past tickets and deals. You've got two individual people here. This is person one, this is person two. They have identical issues, but they have them two months apart. Then this has already been answered and it's been answered properly, so it's been answered in the right way. Customer 2 comes in, asks the exact same query, but just two months later we have a knowledge base which most SAS business, all SaaS businesses will have. And then you have all tickets. You have old tickets. Well, if you combine these two together, you can automatically answer the second query because it's exactly the same as the, as the first one. It's literally as simple as that. And all it is is connecting the dots. We know how to do that, that's why we get paid. That, that's the, that's the important factor. Okay? The next one's routine actions, but let's jump into actual specific solutions now. And like what I proposed, based off of what I've just explained to you in the conversation, what I proposed was three different phases, okay? Based off of priority. Phase one, they were using fresh desk. So phase one was to automatically sort and prioritize incoming tickets, reducing manual triage time by up to 90%. So not only because it's a SaaS business, there was also a priority issue. The customer got to assign their own priority. And that is not something that you want because when they do that, everything's urgent to said client. So you don't, you haven't got a filter. You need to put AI in the middle of that to be able to dictate whether it is an urgent matter or not. And you can use that from the knowledge base and previous tickets plus AI understanding what the, what the business is about etc. But that's not really for this video. This was phase one. So solving that ticketing issue that I mentioned about the manually handling handling inquiries was a was an important one. But what I also took from this is the fact that because they're manually handling all of their tickets so they've got all their tickets and they respond to them and it goes for around Robin but then when a client doesn't respond and they're not getting notified, there's loads of open tickets that just live and eventually someone will pick them up. This it's not an upsell, but this was something that wasn't necessarily thought about during the call like proposed from the client, but something that I from experience understand is is an issue. Fresh Desk Reply Review uses AI to flag unclear or incomplete replies before they're sent, improving first response resolution rates because like I said, 80% of these can be solved by simply just clicking a link and following the advice Knowledge based Builder so it converts sold tickets into searchable help articles, reducing repeat questions and support load. That was the diagram I drove a minute ago. HubSpot's QuickBooks Invoice Flow and AI driven lead enrichment to fix all of those issues. So that covers what I've just told you and what I documented and pitched to the client as the as the solution. Okay then for phase two because it was discussed around email processing and how to generate more inquiries. We have AI generated cold outreach. We have deal notes, summarizers, we have sales insights so surfaces deal risks and performance patterns helping manage to coach more effectively and reduce pipeline waste. The free trial example I gave you AI cold outreach is exactly what you know said on the tin cold email outreach to be able to to produce personalized outbound messages at scale to have a low percentage hit rate in comparison but actually give us a real understanding around what we can propel this business to from a SaaS perspective. And given that it's got a free trial, it's a good approach. So this was pitched as part of the deal Sales insights cold deal nurture so re engages cold leads automatically with timely follow ups keeping the funnel warm with no manual chasing. This can be both for people that exit a free trial and obviously from the sales insider bit of a combination there between them but lead nurturing in general. Old leads. A year ago this might not have been suitable when you used our free trial, but we've improved X and Y what we're going to do about it. We do all of that automatically. There doesn't need to Be a sales team for that. Churn risk detection so early before flags at risk clients early by analyzing support usage and sentiment trends before they cancel. This is really important. Obviously from a perspective of, from a perspective of retention rates, which is ultimately £ pounds in the bank, it's not quantifiable. Directly they'll be able to see their churn rate and their retention rate. But obviously you can see the value in this as a business as I pitched it to them. You can see the value of that because that is going to help reduce the amount of clients that you lose and customer health Summary in phase three. So summarizes client engagement in one view so that you know customer service actions can improve retention. You can see why they were in priority order because this, if it was time it would be like this. And phase one. Here is the most important phase two and phase three. You phase your proposals and documentations based off of impact and you do it that way. But you group them all together. This is my advice to you into one retainer, sorry one one, one fee for management. Your goal is to get them on a long term retainer. That should be made clear during their individual calls. You know what, that's probably one of my biggest tips. When you're onboarding a client, if you are doing a one off build for them, make sure that you prep them for a retainer beforehand because you want the ongoing retainers to manage these workflows that you've built. Be on hand to introduce new workflows, new scopes of work that you can charge for. You should do that right at the very beginning and it's the way that you communicate and conversate that over to them. Don't push too hard, don't go over the top, but just make sure that it's clear that your goal is to get on, to get them on a long term retainer. It will make it much easier later on instead of having a conversation where you sort of briefly approach it and say hey, what about a long term retainer? And they haven't even thought about it. So it's something which is key. Now this next section is extremely important. So obviously told them a note, this isn't your diagram and gave them a very basic AI generated diagram. You could give them something better than this. Give them an example from a previous client. I don't know why I use this one to be honest, but it doesn't really make any difference because the job closed and close quickly. So when you look at this, this is just giving them an example of A flow diagram. Okay, now for every. This is your whole scope of work. This from phase one all the way down to the bottom of phase three is your whole scope of work. Then what I do, this is my personal preference. You could, you could do the whole lot in one go. But my personal preference is to get everything I need for phase one on a call and then get everything I need for phase two on a call and then get everything I need for phase three. You may already have it or some of it on a call or via message. Right? Yeah. I can hear everybody crying saying, m. Right? Yeah, I can hear everybody crying saying, michael, why don't you just get it all at the start? You're having unnecessary calls. The reason for that is because what I found is the chaos that ensues when you have multiple different departments. So here we have, for example, sales, and we also have customer support and we have x those three separate calls of 15 minutes or 30 minutes or whatever to extract information. I've already spoken to the person I need to speak to to establish all of the problems, the specifics and granularities of and getting accesses to specific things. If it's obvious, get it right at the start. Like I got access to, to QuickBooks. Where's that? Is that. Oh yeah, that is in phase one, access to QuickBooks. For this client. It turned out I had everything I needed for this. For this client. It was just some tailoring for the AI cold outreach that was required later. Well, but the reason I'm saying that about the, the meetings is because when you are in a position of, of going through the calls and, and actually pro projecting this out, if it's a large retainer, it's worth that extra effort. It doesn't actually cost you any time because, yes, you have to be somewhere at a specific point. But having a chaotic call where there's 18 members of staff or eight members of staff, five members of staff is what you could potentially end up with. And I like to break my projects down this way. Go for the whole thing. If that's the way that you operate and feel comfortable, do be my guest. But the point is, the key point is that for every single one of the points above, you want to produce a flow, a flow diagram, and you want to put it to them. So, for example, I put this flow diagram inside of Whimsical. Actually, the one I'm going to show you is for the first four, and they look like this. And they look like this because of the fact that when you are in a Position of looking at what the user needs in terms of a flow, that this is the ticketing triage. Okay, this is my bro Constantine. When it comes down to the, when it comes down to the, the ticket in triage, you want to set out a fundamental example of exactly what the flow is going to be so that later on there are no questions. This is how we're going to build it. Yes or no. When they say yes, you have, you've scoped the work. You now have a flow diagram that shows exactly what you're going to do and what the steps of the said flow diagram are to solve the solution. And anything additional to that comes at an additional cost. Really, really important that you get this right because otherwise you end up doing a lot of work for nothing. So solving their ticketing issues went like this. The ticket's created, it goes into an AI pre processing approach which inside of here has historical tickets, the knowledge base which you can see here, which is connected to this customer metadata and keywords. So it processes based off of the information that it's been provided via the ticket. It then validates the priority with AI. Because I mentioned to you about priority being an issue. Everything is urgent, so everyone marks it as urgent, but it's actually not. And for the internal customer support team, they need to get to urgent massive issues with their SaaS platforms quickly instead of treating everybody with the same level of, level of urgency. So validate the priority with AI. If it matches the AI, you just move on. But if it doesn't match the AI updates the priority and then we go through to the, to this step. Now, something that isn't included in the scope of work, but I know is that this client can receive tickets in two ways. They can have it through their support platform, which is the preferable way, or they can have it through an email form submission. And inside of the email form submission there are missing credentials, so it's missing key and core things such as priority inside of it. So we have to add another step to this flow diagram to ensure that they're split. So if it was reported via email, then we have to update the, the, the properties. The account type from HubSpot, you know, let me zoom in a little bit more. Account type from HubSpot, query type group, the who, the agent, who it should be assigned to, from an agent perspective, the category that it falls into, etc. It'll sleep 15 minutes in both times because you want it to look human. I think that actually changed. I think that went down to 10 minutes but the point is is that this is, this is how you go through the process. And then automatically we create an AI using the knowledge base and previous ticket links from the knowledge base. The replies were originally saved as notes. I put this in all of my diagrams. You should do that. It's good practice. You don't want messages going, firing out. It's a bit too to individual customers that are incorrect during the testing phase. You can test it as much as you want, but customers speak so differently and request specific things. You want to test it live and it should always be that process. But again up to you pulls from that knowledge base and ultimately answers the query. This ended up closing 77. So we we aim for 80. We landed on 70 so far because they are in an ongoing retainer. 77 of their tickets that came through automatically, no input automatically closed from AI. So and this flow didn't change. The ticket in triaging system did not change. If we then look at this which is the client responded to an existing ticket which is again another flow diagram that matches our scope of work. Reply received, sleep, do exactly the same thing as in the first process. Use AI to pre process keywords, customer metadata, historical data. Create the reply using the knowledge base exactly the same as we did in the first, in the first first flow diagram and then end. Now finally this smart follow up and close system and I'm going to zoom out just to show this, these two coexist with one another because obviously at any point during a smart follow up system, instead of having I explained the manual issues earlier, instead of having that if the client replies in here, if the client gets a response, this fires and the process starts again. So it's a loop, you know, it's a loop of tickets being created, response has been sent, answers being given and being sent back to the being sent back to the ticket for a response. And then eventually inside of the middle there's an end that comes from, you know the smart follow up and close feature that we've sort of diagrammed out and produced and pitched to the client Every morning, Monday to Friday this changed to weekends too. For customer support. Get all open tickets. Every single open ticket that exists. Is this the second day since the agent has last reached out? If it is follow up and then end. If it's not, it moves to the fourth day so it checks if it's four days been the fourth day since the agent. If no, no, it would continue down. So if it continues to be like that it will just end up staying in the ecosystem. But if the client does respond at any of these stages, the pre existing one will start. But if there's no engagement to a ticket after the eighth day, we change the ticket status to close and it's ended. So I put in a diagram here to solve the first four phases that were signed off exactly as they are. Just the time changes where there was the time change. But the point is, is that the client didn't expect anything outside of this flow diagram. They didn't expect anything of me. I used flow diagrams during the standard operating procedure for my business to ensure that the client understood exactly what I was going to build. Flow diagrams are so powerful when it comes to sales use, whimsical use, use the ability to be able to draw these out, take the time to do so. It'll give you, when you picture that to the client and you then send it after. Obviously after it's been agreed, after the contract has been signed. This is that these are produced. Don't produce them before, but after the client assigned. Now I know the what I need to go and build and how I need to go and build it. And you don't have that unless you have this. So whimsical is a fantastic tool for this. You can see I keep them very basic, get the legend on the left so they know exactly what is happening and just build them out really quickly and it'll save you, it'll save you thousands of hours over the next few years. Because anything outside of this. Now if the client said, well, when a ticket's created, can we do X? Then we'll say, yeah, of course we can, but this is how much it costs because your time's not free like you're working for money. You're not working. Time doesn't equal money when it comes to you. It shouldn't. It should, it's experience, the ability to be able to deliver. That's why you should be in that position. But what I'm saying is your additional time for you or your team to actually go and do these things should be compensated for. And that doesn't matter how small the task is, it should be compensated. And this is how you will ultimately grow your income. You can grow them from this stage. Often the scope of work changes. And that is perfectly fine as long as we've documented exactly what we want the, the, the process to look like from a point of view of, of the business and to give you that so you know, then you can charge and there is no issue. So we've gone through how you would Put the proposal together, I list a few success stories, outline a timeline for each individual steps. Didn't specifically call them phases and did them in a ever so slightly different order than above because there were some priorities that were needed for different steps. Listed the AI and automation tools. And this is an important note so I add this to everyone. I tailor it a little bit. Depends on what the business industry is. But you know inboxology called outreach, inbox acquisition nan make.com open AI chat, GPT4 closed bot as well was something that we ended up discussing. But anyway this is, this is the, the template that you can use to be able to onboard a project. Now finally, this is an automation proposal example. Okay. Now this automation proposal example actually is minimalistic. I don't even particularly like this to be honest with you. It's a bit too agency like for me. But yeah, you've got this document now. You use the automation proposal that you had inside of, inside of here, literally everything you've got inside of here, the solution, the problem and you input it into this document in the exact clear manner. And this is why you put in the legwork earlier to be able to do this, your problem, the solution in phases. Exactly the same. Maybe chopped a couple of bits off and just made a few tweaks just to make it look nice. Whatever you can copy and paste it directly. Basically. Scope of work. Yeah. Phase one, phase two. You see this was a little, this was a chop down version of scope of work. All of the above scope of work will have an individual flow diagram as we progress. Once agreed, they will be delivered exactly as stated in that flow diagram and related to the above task timeline. Six to eight, 10 weeks. This was based off of them. It took me eight weeks to deliver it. Well, it didn't take me eight weeks to deliver it, but eight weeks was the delivery time window that I gave myself. You should always be flexible with yourself on timeframes and delivery. Ultimately you want to, for the, for the what's coming next in the steps which I'll showcase to you. You want to get the job done as quick as possible. But I also am a big, I'm a man who's big on actually delivering quality. So I will not rush through a process of an automation development build or try and skip through things that, that could be tailored prompt engineering, things like that where I can make them even better. I will do the job properly. It's a fair thing that's critical. Like you should live by that ethos. If you're a cowboy, don't watch my videos because I don't want you to like I want you to be in a position where you're going to deliver the result that you say you're going to deliver. And you do it in the highest quality manner. Highest quality manner. And that's really key. So that's why I give myself ample time. It wouldn't have necessarily took me this. But if you think about the workload that you've got on from multiple clients and what is happening, make sure you give yourself a fair window for you and a fair window for the client. Okay. And that's nobody can argue then. And it gives you a good, a good strategic approach. This was a signed project at 7k USD with half of it paid up front because it was a U.S. business. As you can see here. I always note the currency depending on where the client is to make sure this is the. This is the amount due at signing. 50% required upon completion. The payment schedule will be as follows. 50% payment due once this agreement is signed. The remaining 50% once the project is complete. That way you're protected. Now, I'm no solicitor. I don't have any of this. I don't really care. I'm busy with projects and onboarding projects and doing the work it takes to win projects that this I just copied and pasted. You could have Chat GPT write your basic terms, no joke. This is not legal advice. I just don't go through the rigmarole. I mean, what are you going to do if a client doesn't pay you the final half? You're going to take them to court. You're going to try and claim your $3,500 back. You're going to spend more time and money doing that than you are just to move on to the next project. So I keep it in a way where most clients respect it. Most clients respect it. Just put something basic together. You can copy that, but put something basic together. Make sure that you understand. But the point is, is that you shouldn't be in that position in the first place because you should have done your due diligence and understand. Watch my video on understanding the client and working with the correct people because it's so important. Do not just onboard a project because it's money like you will, you will hate yourself for it. On board client. There are so many good clients out there for you to go after. Don't worry about the guy. If you get on a call, you get a bad vibe. You think you're not going to work very well with him. What? Walk away. Like the power of saying no, I'm big on it. I've just showcased to you there in the last I don't know how long this, this video has been last 35, 40 minutes. My exact approach to onboarding seven 10 15k plus retainers. Done it again, seven to 10 15k plus projects. But also I've also discussed how you would tailor that to ensure that you get a retainer out of it and how you would be able to use the leverage during this process to continue to set yourself up so that 90% of your clients come on to take a retainer. What size that is is completely up to you. You can have a very small maintenance retainer, but they add up. The workload is very minimal. But if something pops up in one of their workflows in NAN or whatever, then you go in, you quickly fix it. It takes you 20 minutes but you're on a retainer of $1,000. Or you can look for larger retainers where you're on an ongoing basis following their process as it changes your editing the flows. And you can charge 2 and a half K 4 and a half K 5 K 10 K for that. It depends on the size of the project and what is required. Value yourself. Please make sure that you value yourself. If you don't, nobody else will. My name is Michael Elliott. Thanks for watching. Like, subscribe, do all that lovely stuff. If you have any ideas for videos and you like this sort of content, comment below and we'll go from there. Cheers.