Peter Winick helps thought leaders turn their ideas into scalable businesses in six weeks. He starts by analyzing all their existing content, then diagnoses whether they can run their own brand, then maps out business models like assessments or licensing deals. The goal is recurring revenue that can be sold in five to ten years.
So the process is simple. It takes 6 weeks, and there's 3 steps. First step is I consume all your content in whatever format it exists. Books, manuscripts, videos, back of the napkins.
When you say consume, you're actually going through the material?
Yeah, I read it, I watch it, yeah, I'm a turbo nerd, so I look at it, and then I get to know the person and their resource, what are their intangible resources that you bring to the table? the relationships you have, right? And the people that you know, and the former clients that you've worked with, and all these other things. And then I need to understand, are you capable of being the CEO of you? This is always a fun part. So, by the way, I always get paid in full in advance so I can be pretty candid and say, you know what, you shouldn't be the CEO of you. You have no management skills.
I heard a great quote the other day. I'm dying, so that's actually my ticket to be blunt. That's my hall pass to be blunt. And I tweeted, don't wait till you're dying so you'll be blunt. So you're a real candidate about—
Yeah, because I need to be able to say, hey, nobody else is telling you this, but your kids' ears that come out to here, those are pretty damn big, right? And I'm doing you a favor by telling you that, right? So what are their personal abilities? Where do they want to go? What are their goals, the markets they want to serve, all those things? So we do that on the front end. I'm a pretty quick study in terms of understanding the process. And then my brain starts to click, and I go, ah, that thing over here that they didn't think was that important, That would be a really cool coaching model for newly minted managers in the pharmaceutical space, because I happen to know that space a little bit. Or we could take this and turn this into a video-based training program. Or there's a competency model underneath this that we need to get some research done, because we can build some assessment tools, which are high-margin recurring revenue businesses. So that's sort of the front end. We get together, we spend a day, we spend about 5 or 6 hours together whiteboarding out their platform, the markets they're going to serve, the business models. By the way, there's multiple business models, so you don't— Nobody's ever going to buy your speaking business because it's not a business, it's a practice. There are organizations that will buy an assessment tool or video training or more scalable pieces. So how do you do the structuring piece of that so you don't have to unscramble an egg down the road? Because I'm building things to get out of in 5 or 10 years for my clients.
And then do you build this stuff or do you recommend people to build this?
Both.
Because I don't have the bandwidth. If I'm consulting, I'm speaking, I don't have the bandwidth to go build an assessment.
How do I get that done? So I give them the roadmap that says, here's your strategy, here's the markets, the businesses to be in, and then one of 3 things will happen. One is, hey, they'll say to me, hey, I got it, we can do it, we now have a clearer path to do it. 2 is, hey, I can do A, B, and C, meaning them and their team, but we don't know anything about strategic partnerships, global licensing, research, building content. Peter, can you and your guys do that? Yes. Or the 3rd is, wow, that's pretty cool, but I'll never do it because I'm busy doing 100 speeches. Can you just build it out and do it? So it, it really depends, you know.
