Building a $50,000/Month Business for a Stranger in 16 Minutes

What's your biggest pain point, problem, or challenge in your business right now?

We've got a few, Robin.

Goal of business is not to enrol all of the clients. The goal of business is to build a profitable, sustainable business.

And if you want to know—

Okay, Balv, I'm going to ask you again, what are they buying? Hey, mate. Nice to meet you. Yes, I'm good, thank you. Cool. Tell everybody, what's your name?

My name's Balv.

Yes, Balv. Nice to meet you, Balv. And tell us a bit about your business.

So I founded a company that automates all the boring and mundane questions that hospitality properties have.

Great. And that's because hospitality businesses probably don't want to deal with those things.

Exactly. Okay.

Awesome. And what's your biggest pain point, problem, or challenge in your business right now?

We've got a few, Robin, but I think let's stick with getting more clients.

Getting more clients.

I think that's got to be the big one.

Just plain and simple, getting more clients.

Yeah, let's keep it simple.

Do you want some help with that?

Do you know what? I would love to have some help with that, yeah.

Excellent. Right. Well, let's get to work. Welcome to the Business Bench.

Love that. Perfect.

Okay. Tell us. So hospitality businesses. So Tell us a little bit more, just very quick, you know, 60 seconds on the business, how you came to form it, like why it's a big problem that you're solving and just where you're at roughly business-wise at the moment.

Yeah. So we founded in December 2024 after every great idea starts in a pub. So we, well, I was having a conversation with a friend. She works in hospitality.

Was it a 3-pint idea or an 8-pint idea?

It's a good one. It was about 5, I reckon. 5?

Yeah. That's a safe limit.

Safe limit, yeah. But yeah, having a few drinks and she just kept saying, Like these guests keep asking me the same questions over and over again. I thought there must be something in there. Yeah. So I sat on it for a few days and thought, with the help of, you know, AI getting bigger, automation systems getting bigger. Yep. Let's, let's build that. Let's, let's do that. So there was a lot of testing and retesting the first couple months of 2025. And then yeah, we launched properly probably June, July of last year.

Okay. And what's it look like for a hospitality business to work with you?

Yeah, it's great. Well, I think it's great, but I would, I would say that. So we build the systems that integrate with their CRMs and their PMSs, the property management systems.

Okay, forget about the nuts and bolts, more so about what do they buy from you?

So they buy a web automation system and also the QR codes that go along with that. So if you're in a room and you need an answer to a question, scan the QR code, takes you straight to our system. And if you want to know—

Okay, pal, I'm going to ask you again. What are they buying?

They're buying the system.

Are they?

Yeah. They're buying time.

Okay, so, okay, the system, we've advanced that to time. What are they really buying?

Money back.

How— quantify that for me.

So it all depends on the area and geographic, but we're saving about, on average, about 20+ hours a week.

And how much is that worth to a hospitality business, would you say?

About £200, maybe £200 a month— a week, sorry. £200 a week?

Okay. Are you sure it's not worth more than that?

It depends on the property size. If it's a big hotel, big resort, obviously that'd be worth a lot more. If it's a smaller Airbnb-type property, it'd be worth a lot less. So, okay, it's asking how long a piece of string is.

Okay, but imagine— I'm imagining more so. So what I'm trying to get to the guts of is like the value proposition, because people buy results and outcomes. They don't buy any of the other stuff that goes on behind the scenes because they don't care about the tech or the systems or the customer journey or anything. They're like, what we want is to make sure that our clients that are coming to stay with us, our patrons, are happy and they come back again. Because if they come back again, then we've doubled up our customer lifetime value. If they become clients that come back every year for the next 10 years, what's that worth to them? So I would think with that in mind, like, can you shift that value proposition now? What's it actually worth to the hospitality businesses you work with? It's worth thousands. There you go.

100%. I didn't even think about that.

How many thousands? You've got to quantify it.

Yeah.

So when you can stand in front of a client, you can say, look, we save our client on average— make our client on average £20,000 more sales a year.

Yeah, I guess so. Yeah, I'm not sure if that's a number. I made it up. Yeah, yeah. Yeah, yeah, yeah. I guess I need to yeah look into that. I didn't even think about that. Yeah, it's a good point. Okay.

So the the thing is because people buy or pay for results and outcomes, what that does is if you can define specifically what that result or outcome is, it raises your value. So rather than selling a I'm guessing like a subscription-based service which you're selling at the moment, which is cost how much?

So again, it depends, but it's about seven fifty on average.

Seven seven fifty a month. Seven hundred fifty pounds a month.

Yeah, exactly.

What if actually worked with a large business that's making a million pounds a year? extra revenue because of the work you're doing, and you're only charging £750 a month.

Yeah.

Doesn't feel quite— feels like they're taking advantage, right?

Yeah.

So this is where, I mean, there's a pricing conversation potentially to be had here. Now I'm going down this route. I know you said your biggest pain point was around client attraction and getting more clients enrolled.

Yeah.

I'm a very big advocate for less is more. Double the revenue and half the clients. That's the dream business. Because for one, you've got fewer clients to support, which means less admin, less sales calls, less marketing to get those sales calls, less of everything behind the scenes on the business.

Yeah, it makes sense, yeah.

But the biggest challenge for a lot of people is, well, how do we raise the value enough so that we can charge enough without needing all those extra clients? Okay. How many clients do you have currently?

11.

11 clients paying on average £750 a month.

There or thereabouts, yeah. Give or take.

So maths, £10K-ish, roughly a month. Okay. Where would you love to get to?

I'd love to get $50K a month.

$50K a month?

Yeah, yeah.

So 5x-ing.

Yeah, yeah, 5x-ing, yeah.

And would you rather do that with 25 clients or 50 clients?

25.

25, okay.

Yeah, yeah, yeah.

Right. So we've got to figure out if we get to 50, uh, 25 clients, $50K, how can we get $2K a month coming in from the average client? Okay. And this is where we get into this concept around productizing services. 'Cause what you sell, yes, you've got the tech and the systems and stuff like that, but ultimately what they're paying for is the service.

Yeah.

Or the results of the service, but it is a service.

You've just automated it.

Okay, so, um, what if actually, let's say in the first 6 months whilst you're getting to know their business, building out, you know, understanding their business more, uh, building out that initial, uh, onboarding, um, process— there's always like front-loaded work when you bring on a new client, I'm guessing.

Yeah, yeah.

Okay, so what if instead when a new client joins, we charge them $25K for the first 6 months?

Yeah, okay.

And how we're going to break that down is that they pay somewhere in the order of Let's say $10K upfront, so you get all that front-loaded piece of work done, you get a big nice chunk of cash flow in, and then for the first 6 months they pay 5 installments of $2.5K.

Right.

Right? Now what we've done is we've anchored them into that monthly recurring revenue that you want, but you front-loaded your cash.

Yeah, so it's upfront.

Right?

Yeah.

So let's say for example next month rolls around and we get 5 of those clients. Well, you've got 5 lots of $10K in, so you've got to hit your $50K, but you've also built up $12.5K a month's worth of revenue coming in now. Month 2 rolls around, now we only need 4 clients.

Yeah.

And so, and so that's the way that it goes. So we get to a point where we need far fewer clients. Yeah, year 1, hard work. We've got to go through that enrollment, show the clients the value, make sure they're getting value at $2.5K a month or $2K a month or whatever, whatever that tipping point is. But can you see now it's not about—

Switch, change, yeah.

It's got nothing to do with like getting more clients. It's about getting fewer of the right higher paying clients.

Yeah. So yeah, maybe I'd change my ICP then. The ideal customer.

Potentially.

Yeah. Okay, cool. That makes sense. Because at the moment I've been targeting individual people. Maybe I should be targeting people with multiple properties.

Potentially.

Not one.

Okay, cool. Yeah. But I like the way you're already thinking laterally around like, okay, now it's not a me problem. How do I attract more clients? Now it's a them problem. Like, what is it that they need? Are they the right people coming in? Do you see?

Yeah. And it filters out quite quickly if they're not.

Yeah.

Okay. Okay, that makes sense.

And, you know, 10, 20 clients, you're full, you've got your, you know, $25K to $50K coming in, fluctuating up or down. Yeah, probably very well leveraged, I would imagine, at that point.

Yeah, makes sense. Awesome. Perfect.

Well, that's it. It's the end of the episode. No, I'm joking. I'm joking. Is there anything else which you want to ask me?

Yeah.

How—

so another pain point I've been having is get my name out there.

Okay.

So I think marketing definitely comes into, into that, but what can I do What can I do to get our name out there a bit more? What can I do to get our sort of brand out there a lot more than it is now?

That's a really good question. One of the things which you could do is write a book. If you want to get hold of one of my books, please jump into the description, click on the links. We've got some free copies of Take Your Shot and also some promo copies of Fearless Pricing as well. If you want those signed, just reach out to me. We'll send those in the post to you. Good segue. But you could write a book. You could write a book, yeah.

So it's a thought leader.

Thought leader, yeah. And it doesn't— by the way, this is a thick book. It doesn't have to be quite as chunky as this. You look at my books, I've got a workbook-style book with 7 steps in it. There's Take Your Shot, it's a thinner, more story-based kind of approach. But, you know, and one of the things that a lot of people shy away from, especially when they're putting thought leadership out, is they feel like, oh, if I give away too much, nobody will buy from me. Total bullshit.

Yeah? Yeah.

You, you give away all of your value, all of your systems, your processes. You put it into a book, into videos, into guides, tell people how they can maximize, you know, uh, their income through their property because of this, what you do. And the thing is, like, 1 in 10 people will probably go, this is great, I'm going to go away and implement that. They get all their value from it. 9 out of 10 people struggle with implementation, and they just want the problem taken off their hands and handed over to you. Yeah, well, in business. And, you know, so yeah, so, um, uh, books, podcast interviews. So again, I, I'm always— I'm very, um, strategic about the podcast interviews which I give now. Um, I like to leverage other people's audiences. It's why I'm an ambassador for, for these guys here at Help Bank. Um, Simon's got a huge platform. Help Bank now has a huge platform as well. And so by association, proximity, um, I'm able to leverage that for my personal brand and kind of build You know, slowly more and more people are getting to know me, and I do similar things whether these are names which you know or not. But Ali Abdul, the YouTuber, Daniel Priestley, Christo, Nisha, the finance educator. So I've got partnerships with all of those people, and they've got between them probably 30 or 40 million subscribers and followers on YouTube in their various channels. So that gives you leverage. But podcasts specifically, you've done presenting before. You mentioned off air. So you know, it's just leveraging that skill which you've got. you've got to just spread the word about what you're doing and guest on hospitality podcasts and then go and do lunch and learns in hospitality groups and various other things like that.

Interesting. So we've got, uh, writing a book, we've got podcasts. Yep.

Speaking on the stage.

Speaking on stage. Thought leadership.

Writing blog articles. Like, um, there was a great, um, really brilliant guy, um, his book's called They Ask, You Answer. What's his name, Tate?

Oh God.

Can't get the staff these days. It'll come to me. The book's called They Ask, You Answer. So They Ask, You Answer is basically about, again, it's still thought leadership, but it's like blog articles and help, how-to guides and things like that, but on your website that then can be found in, on Google, in AI search and various things like that. So that then that pulls people into your, into your personal website. And from there they might again then book you onto a podcast or to speak or to request a book or something like that.

Interesting.

And again, like, you don't need big numbers of people to come into your world. So if you're talking like 20 clients a year, 25 clients a year, well, probably if— what if you had to get that all in one year? You've probably only got to do maybe 100 consultations with hospitality business owners who fit the bill.

Yeah.

So you've qualified them, made sure they're best fit. That's 2 calls a week.

Yeah.

When you break it down, it's not many, right?

Yeah.

And maybe to get those 100 calls booked, you might have to have an email list or a following of maybe 500 to 1,000 people. Yeah, again, it's not like crazy numbers. We always look at like, um, well, Rob Moore's big in— and I know he's in property but not necessarily hospitality. People, we look at Rob Moore or Simon Squibb or whoever and we're like, I've got to have these massive audiences. You don't. Yeah, no, you can monetize an audience with 500 people.

Yeah, micro, micro influencers. Yeah, 100%. No, good point. Okay, lots to think about. Yeah, yeah, enjoyed that.

So, so yeah, I would, I would, I'd be building a waitlist, 500 to 1,000 people in it, through podcasts, speaking, getting out some thought leadership, maybe eventually writing a book. You could even do a YouTube channel where you do kind of like practical walkthroughs or things like this where you're doing, you know, interviewing some of your hospitality guests, getting to the nub of what their common problems, pain points, and challenges are. So again, that will position you in front of the hospitality space as well.

Yeah.

You know, there's loads of different ways to kind of spin it up. What I will say though is, what would be— think about what your favorite platform would be. If you could do any kind of marketing, how would you like to do it?

Are you talking about social media?

Just anything.

LinkedIn, probably.

Really? Why?

It just seems to be where my audience are, or where my clients are.

Okay.

So yeah.

You've probably seen the disdain on my face.

Yeah, I do.

I've got nothing against LinkedIn. I mean, look, who is it? Somebody said recently to Tate and I that, you know, everything works. It's just maybe it doesn't, it doesn't work for me, right? So I think LinkedIn's probably that for me.

What would you say then?

That's a really good question. I mean, in person, stuff like doing stuff in person. I would skip online if I'm honest. I don't have to be here. I'm here because I want to be here. I enjoy this sort of stuff and I get to have cool conversations with people like you and hang out with these guys and I know that I'll get more business as a result of this than sitting behind my desk on LinkedIn doing cold outreach. I always say just because you can doesn't mean you should, essentially. But again, try it, give it 90 days. If you're making progress and it's working, no problem, crack on. But a lot of people carry on doing it because they think they should and don't question whether it's the right thing to do.

Yeah, it makes sense. Okay.

Measure it, basically get results.

Yeah, get the data.

Yes.

Yeah.

All right. Um, but again, I just think, you know, just getting out, meeting people in the hospitality space, like where do they hang out? They go to events as well. Yes, the hospitality business.

Yeah, they do. Yeah, right.

Yeah. And avoid, avoid shit like PIN, you know, Property Investors Network and all that kind of stuff. I just, I just think there's, there's too many people who are, um, essentially You know, just trying to hawk like property and stuff like that.

Pyramid schemes and stuff like that. Yeah.

Um, find something which is aligned with your own values. You're— you've got a really cool vibe about you, like lean into that.

Yeah.

You know, and I think you'll get great results. But like I said, the numbers don't need to be big.

Yeah. Okay. Yeah, because I was always of the thought, of the feeling that I needed thousands and thousands, but yeah, when it's broken down like that, you don't really.

Yeah, the goal of, goal of business is not to enroll all of the clients. The goal of business is to build a profitable, sustainable business. And I see it 99% of the time, it's because people don't need more— they need more clients because their business model is flawed. Fix the business model, we fix the client problem. Because typically when we run the numbers like we did, we realize, oh, actually we don't need as many clients as we think we do.

Yeah.

And that stress and worry about having to constantly market ourselves and run sales calls and stuff like that, we can get over that stress very quickly.

Yeah, true.

Okay, perfect. There you go.

Awesome. Thank you so much.

My pleasure.

Cheers, Robin.

Real pleasure. Thank you for giving up your time to join us on the Business Bench. Uh, very quickly, how can people get ahold of you?

Yeah, so, uh, Balv, uh, Balv Bains, uh, on any of the social media platforms, and the company's called Purple Square AI. If you, uh, search for that, uh, you'll be able to find us. So yeah, thank you so much.

Cheers. My pleasure. Purple Square AI, folks, go and check it out. We'll make sure we include a link in the description below. And we will see you next time for our next episode of the Business Bench.