How I Operate My $3.4 Million Per Year Agency [FULL COURSE]

All right, ladies and gentlemen, in today's live, we're going to be walking you guys through our exact operating system that we used to scale our agency to $3.4 million last year. I'm going to share my screen and basically just kind of show you guys some of these spreadsheets that we're doing. This was from a request inside of our free school community. So if you want to make requests for what we talk about on these lives and ultimately just get your questions answered, go ahead and join the free school link down below in the description. We're going to dive in and walk you guys through everything here. All right, cool. So let's put this in full screen. Beautiful. All right, so first and foremost, we made $3.4 million last year with our agency. This is going to be the entire operational systems and all the tracking sheets that allowed that to be possible. All right, so here's the proof. This is all of our financials from last year. January, February, March, April, May, June, July, August was our best month. And then we actually had some issues in following months which actually were caused due to lack of super dialed in operating system. So these are some of the things that helped us scale up, but also making these things even better are going to be what helps us get to the next level. So last year we did over $3.4 million in revenue. This is not just something that we did one time and now we're jumping on here to sell a course or something. This is literally our numbers from yesterday. So Yesterday we did $21,000 in gross revenue and the day before we did $18,540. So we're still doing this, still going on, still running this business and operating it daily.

So.

A couple things I would say. The first biggest thing that you need to take note of whenever you're running an agency or really any business is you want to be making what are called data driven decisions. Right. So I'll show you or I'll kind of walk you guys through like what our average decision making process looked like before we, we got all these numbers and started tracking these things consistently and then looking at, looking at them and reviewing them as a team. So and Julian, feel free to jump in here as well as I'm kind of going through this because obviously you run these meetings, but we would jump on, somebody would have some big idea, right? We would talk about the big idea, talk about how we should take action on that big idea and how that would help us scale and then basically wouldn't actually implement or do anything of that big idea. Maybe we would, but no one would have true ownership of taking action and doing that thing. And it was basically our entire business was run off of random emotions, ideas, and inspiration, which is a terrible way to run our business. Anything out of that?

It was a lot of trust me, bro. And I told this guy to do that, and this guy said he was going to do it. It was like a lot of.

He's.

It's like the Spider man meme. There was a lot of that going on where it was like, I thought you were going to do it. You know what I mean? Like the. Yeah, it was pretty much all over the place. I think it's pretty fair.

Yeah, 100%. And it's like, you don't want to guess and just have your intuition be what drives what you do in your company. It needs to be based off of data, because the data doesn't lie, but your emotions lie to you every single day.

All right, so I'm going to show.

You guys a couple different systems. We made the finance tracker, budget and projection sheet, Closer roas, the closer tracker, Setter Tracker, our client success tracker, account management, and then finance, which somehow put this in here twice. Cool. So first and foremost, the first system I'm going to show you guys is what we call the budget and projections sheet. So this is basically a spreadsheet that we use for our marketing department and our marketing team. All right, so we got this sheet from another one of our mentors, and this basically, marketing is the tip of the spear for your business. So if you don't know what's going on, how much you're spending, what your cost per call is, what your cost per application is, what your roas is, what's your cost per acquisition, all those numbers, everything else is going to be out of whack. If you don't know your marketing metrics, you're not going to be able to profitably acquire customers. All right, so let me just show you guys. I removed all of our data here, but I'll show you guys what this sheet actually looks like and kind of how it works.

All right, so real quick, Tim. I think what's also important to note real quick as well is like, because, like, I'm just thinking if. If I've never seen this before, and I'm thinking about tracking all of this, I'm probably like, oh, my God, that's a lot of stuff to track. Maybe I don't even know why I'm tracking it. So I think another thing that's also important to note here, is, like, a lot of people that are running their agencies know how much it costs to get a customer, and if they're a savage, they might know how much their lifetime value is. But this right here is basically like. This is basically, like, the key to unlocking the bottleneck of this department. So, like, if you're spending money and your cost per qualified appointment is $3,000, for example, right, you'd be like, whoa, that's pretty intense, what's going on here, Right? But then now, at least, you know, like, if every. If all the other metrics behind it, your close rate, and all those things that eventually go to sales are all good, it's like, you know, that's the stopper. And so you got to beat that metric. And everything that you try is just to beat that metric on the front end, whether it's, like, tweaking the funnel or tweaking the ads or whatever it is. And, like, the biggest way to be able to find that, though, is to track it. Because usually what happens when you were running the business the way that Tim and I was last year, it was pretty much just like, he'd call me up or I'd call him up, whoever beat whoever to the punch. And it was like, hey, dude. Yeah, dude. I think if we just figure. I think if we just figure this out. And it was like, whatever thing that was most fresh on our mind as the problem to solve was versus, like, hey, this is what the dashboard says. This is the frontmost issue for us to solve. Let's look at this dashboard and solve. I don't even think we got this dashboard until the end of the year. So, like, the first nine months I'm pretty sure of the year were, like, pretty much like, I'd call them up and be like, dude, we got to do this, or vice versa. And it was like, it was probably.

Six months into the year. I would say last year, maybe.

Yeah, maybe halfway through. It was late, though, comparative to what it could have been. So I just wanted to throw that out there.

So in terms of what this thing actually looks like, I will say this is, like, way more complex than it needs to be. Again, I got this from a mentor, and I kind of just use what I need to on it, But I'm just going to show you guys, like, how we actually use this and what it looks like. All right. So you basically put in the total days that are in the month. So for January, it's 31. And then you would put in the amount of days as of yesterday. So, like 24. Right. You put in on this column, it shows you your projections. This shows you what you're actually doing, and then this shows you what you're pacing. Okay, so. So, for example, let's say my goal. I say I'm going to spend $30,000 on Facebook ads this month. Well, what's 31 divided by 30,000? That would then give us our daily budget. Right? So 30,000 divided by 31 is $967.74. Okay. Then you would just put in what you'd actually spent on Facebook, and it's going to tell you what you're pacing. Same thing for leads. You project how many leads you want to get, what you want your cost per lead to be. Realistically, I don't think any of this shit matters. The only thing that really matters is your cost per qualified call. So cost per booking and your cost per acquisition, those are the only two things that I believe really matter. So don't worry about MQL cost per mql. Honestly, I wouldn't even worry about any of this stuff. Just look at what's your cost per booking and how many applications are you getting? Because then you can see two. How many people you get to apply, what percentage of those people book? All right.

Why don't you care about the other ones? Just so for the people who don't know.

Really complex. I don't think you can really look at, like, 15 numbers and really, like, make a decision off of that. Like, I don't look at any of those, to be honest. It's just. It's just too much to. Too much to think about and optimize for. The only thing that really matters is are you getting qualified calls on the calendar and are the closers closing them.

And is it profitable? That's the. That's the other one.

Yeah. The only. The other thing that you. The only reason you would need to look at those numbers and even worry about them is if something else is, like, not working and you're trying to diagnose the issue. So, yes, you can still track these things, but you shouldn't. Like, I never go out and, like, worry about projecting my cost per lead because, frankly, I just don't give a shit. I don't care about cost per lead in any way, shape, or form anymore. Anyway, when I was dumb and then.

I woke up, the reason why, too. Cause, like, it's easy to think, like, we talked a second ago about, like, the tip of the spear being marketing and like how you should track all those numbers and leading indicators and all that. The cost per lead is not always the number one indicator of your overall roas or your cost per NQL or your cost per acquisition even, right? And this is something that for me, I just could not wrap my head around this because I was like, dude, if your cost per lead is lower, then your cost per acquisition should be lower, right? That was the mindset for me for so long. I was like, anybody that would try to tell me that cost really didn't matter, I just like, I couldn't even listen to them. I was like, there's no way if your cost per lead is lower and you close at a, you know, like you're gonna do that. And it's so all that to say though that it all comes down to not the cost per lead, but the cost for what kind of lead you're getting, right? Like if you're getting a lead for, I don't know, $80 and let's say, you know, one out of 10 of them book, but they're buying a $40,000 product and your close rates at, you know, 20%, it's like, dude, you're cooking versus if you get a $1 lead and your close rate's 30%, but they're only buying a 500 product and you know you're pulling teeth in your sales cycle three times as long, it's like it's not really actually as profitable or worth it. So that's something that definitely was a belief shift for me. So I figured I'd throw that in there.

Yeah, 100. 100. Agree. So basically all you need to do is you just have a VA and your team go through and fill this, this sheet out. They put in the metrics on a day to day basis in here. Boom, all this is filled out and then the pace. I think I accidentally deleted the formula here when I was creating a duplicate version of this. So this isn't here, but normally this will tell you what you're pacing to spend. So if you can see if you're on pace to hit the projection that you set in terms of what you wanted to spend. Same thing for Google. We then also track how many emails we send, how many opens, what the open rate is, clicks, click through rate. This is basically again, this is tracking everything on marketing. Same thing for sms. If we do SMS blasts, we track how our appointment setters are doing on marketing. And then this again, this was a sheet that I got from a mentor. I don't really Know what the point of this thing is? So I'm just gonna delete this. To be honest, this is what I really look at most. Okay, so this will tell me the total amount that I spent between Facebook and Google, my budget, how many leads I got, and then what I really care about the most is this number here, CPA cost per acquisition. So this essentially tells me what it cost me to get a customer. All right, this is the biggest thing that matters in terms of what you want to look at. Now we're going to kind of breeze through some of these sheets because we got a lot to cover the next thing. And this is something that's extremely important for managing your sales team is your closer roas. Okay, so in my opinion, all metrics on a closing team are secondary to closer roas, meaning how much do I invest to put appointments and leads on this person's calendar and then how much do they close? Right? So if I spend, you know, for example, so at one point, we were spending around $40,000 per closer to put appointments on their calendar. I spent $40,000 to put appointments on someone's calendar, and they bring me back 120. I'm happy with that closer. If I put $40,000 into putting appointments on their calendar and I get back 10,000, they're going to be off the team shortly. So most people have no idea what those numbers are. They simply just look at close rate when they're trying to judge how their sales team's doing or how their business is doing. But you want to look at closer row apps, your return on investment for that closer. So we'll put in, how many appointments do we book total?

Right?

So we grab this number for marketing, and then how many appointments this closer got, how many live calls they got, and then how many closes they got and how much cash they collected. And then it'll automatically track what their roas is in terms of what they collect up front, and then what their roas is in terms of their overall revenue. All right, so this is another. This is like, one of the most important metrics for sales and marketing, bar none. Julian, anything to add to that?

Yeah, I think the biggest thing is, like, you guys gotta be so careful, man, because it's so easy to get locked into the narrative that online sales gurus and online sales trainers or sales recruiters will talk about, which is, like, if your close rate's not xyz, then, you know, buy my. Buy my program and close rate does matter. Let me be clear. Like, it does matter. You do need to have the ability to convert calls, or you're also wasting money. But all of the top people that I know as business owners don't care about close rate. They care about roas per closer. And it all comes down to the cash roas, more importantly, because, like, you can close it. Like, I, I, you know, you could have a closer closing at 35, 40%.

Right?

Let's say 50. Let's just jack it up even further. They close at 50. Your product is 10 grand, for example, and they collect, on average, 2 grand per call, for example. Well, you might have another guy who's closing at 20, but he collects eight grand per call. And it's like, well, who's actually more valuable, right? Probably our boy, the one that's collecting the. The more cash. And so, like, it is important to know what the close rate is. It's also a really good indicator of, like, you know, you should also be tracking offer rates. We'll get to the sales stuff in a second, of course. But, like, if you don't know what, like, if you don't have, like, a definitive way to track lead quality and you don't have a definitive way to, like, even decipher if a closer is good or not. I've seen guys go through even advanced guys, like some of the guys online talk about it, that are doing like, three or four million dollars a month. And they're like, I thought this closer was a rock star. Turns out I was losing money on him despite the fact that he was bringing in the most revenue. And people don't realize, like, you can literally, if you're. Which. It's so crazy. Your top closer at some times can also be one of your biggest liabilities that's losing you money because they have a high chargeback rate, they have a high refund rate.

They're.

They take a million calls to be able to do it. And their show rate's terrible because they're no showing their calls because their other calls are going over. And it's like, you can actually end up putting more into them than you're getting out of them. But because if you just look at close rates, like, oh, dude, 30%. He brought in 100 grand last month. This guy's a. This guy's a rock star. It's like, yeah, well, this guy. This guy took a third of the calls. His show rate was double, and he brought in only half the revenue. But he also took less than half the expenses and doubled his share rate. So his sales efficiency is actually significantly higher. We should feed this guy, not Mr. Top closer.

That's cooking you.

So I think that's like super big lesson to learn. Don't get caught up in the, in the narrative.

Yeah, 100%. 100%. So the next thing, so we just talked about closer roas. The next thing is the Closer performance tracker. So this is a super in depth sheet. I'll share my screen and show it. I made a template, a duplicated version so it doesn't show all of our data. But basically like I know this is mainly your department so you're, you're pretty much looking at this like on a day to day basis. Do you want to kind of walk through like what, what this actually is, what it does and how you look at it to operate this team?

Yeah. So at the top, I mean there's like a bunch of ways that you can optimize it. Realistically, the biggest thing that I'm always looking for on the dashboard, there's a lot of high ticket businesses that'll be like, oh, we did X amount of revenue. I don't give a crap about revenue. Contracted revenue to me, unless there's like money in the bank is what I can spend. Contracted revenue to me is cute.

What we're showing you here, when we say revenue, this is like money that was deposited into our bank account. Like this is, we pulled this from our bank accounts deposits. Yeah.

This isn't contracted revenue. This isn't, you know, this isn't including actual full sales for the year like after chargebacks, refunds. That's like this is like tried and true of what we actually got. But point being is what I'm at, what care, what matters to me is how many calls have been taken.

So you. How many live calls? Yep.

I mean I want to know schedule but I'm just talking about specifically in the top left corner. I filter it by closes, cash collected, live calls and close rate.

Got it.

And then that way I can flip in between reps super fast on the front dashboard. But like biggest things that I'm looking for here is scheduled calls to live calls because like share rates. Great, that's a great metric to count and like it's a good, you're going to see it next to that. But what's super important in terms of when you're trying to scale is understanding how many calls are coming in and then how many are showing up and what kind of sales you're getting out of that on that timeline. Because if, if in January we have 500 sales calls scheduled, but 250 show up, and two weeks into February, I see that we have 50 calls scheduled. We're at 10% of last month's projected call volume or, or finalized call volume. I know that we're going to have some serious revenue problems coming into February because we don't have the, we don't have the volume that we had last month.

Right.

So it's like you have to look at the trends throughout the year, month to month. And I check this daily, sometimes multiple times a day even to make decisions and think through, like how to manage this thing. But you have to be on top of scheduled call volume because that will help you project based off of like past performance is the best indicator of future performance. If you know how many come in, then everything else is a tailwind or downstream of that. So the biggest things to look out for that actually I learned last year is not show rate as a whole, but show rate by closer. Interestingly enough, you're oftentimes you'll have good closers that miss calls because they're closing huge gap in revenue. Like, you'll lose so much money. I mean, Tim and I probably lost six figures minimum in hard costs and like half a million in opportunity cost last year because we tried to scale too aggressively and didn't manage this issue.

Yeah, 100%.

Very foolish.

Real quick as you're going through this because like, obviously this doesn't show any data. Had I had more time, maybe I would have put some dummy data. But like, what actually pops up here? Like, can you just like briefly explain, like how this sheet even works? Because I think some people are going to be confused if we're just like a little too like high level and conceptual on this.

Yeah, I mean, when you say how it works, like what specifically, like, what.

Pops up where, you know, because I just see like add a series and start visualizing your data. Like, like what actually, like, how does this sheet work? Like, we have the reps. They go in and they're put. They put their numbers.

Yeah, each rep goes in and puts in all their numbers. What we track is how many calls they had on the calendar, how many calls showed up, how many people they pitched, and how many give a deposit or close and for what product.

Yeah.

And then it calculates all of their metrics at the bottom based off of what they're doing. And then it all pops up on this front dashboard here.

Yep.

And the biggest thing here as well is like, when you're looking at going through this, the biggest things you have to pay Attention to is sure rate by closer. Why does. Why is Tim sure rate 30%, but Julian's is 75%. Like, what's going on here? Sniff around, call them up and both. And ask both of them what they're doing. Go look at their leads. Go look at what the setters are saying. Usually you'll find they're missing calls because they're going over and they're not. They're not on top of it. Even if they try and kick it to somebody else or whatever, it's like it's still affecting them. So offers the best closers, quote, unquote, will oftentimes only count their close rate on people that they offer. And they will offer less, significantly less people than they should be because they want their close rate to look better, because they're trying to optimize for the metric that they get value. And they feel like they are basically pumping their ego up off of. But the offer rate is actually one of the most important things in terms of, like, live calls to increase your close rate across the team. Because the more offers you make, the more people you close, period. Literally. Just math and, like, you'd be surprised. Like, there's people that you'll offer, and it's like this. There's no way this guy buys and then, like, you offer him and you're like, whoa, I can't believe you just bought any fifth.

What happened? 100 deposits closes.

Biggest thing you want to look at on the back half of this is what their offer commitment rate is. Less important is the offer close rate. I want to know the offer commitment rate. Like, are they asking for deposits or are they getting closes, obviously. And then revenue per call. How much revenue do they bring in per call? The reason why that matters is. Or I'm sorry, cash collected per call. If I can get the cash collected per call, and I know my cost per call, that shows me leading indicators of the business's profitability. So if. If it cost me $200 to get a live call on the calendar. Simple math. And it's $400 on cash collected per call, I know I need to start investigating that scenario.

That's.

We're stepping into hot water. But if I have a $200 cost per live call and I'm collecting $1,000 for live call, I just need more calls or more people to take them. And that's. That's a really good leading indicator on the sell side.

Awesome. I don't want to get too in the weeds on that because I think we might Lose people with like just hypothetical like super in depth numbers. But I think that is super helpful. Next thing, I didn't make a, a template copy of this, but the appointment center tracker is pretty much the same as the closer tracker, right?

Pretty much. I mean the only difference is, is that it's. They're booking calls, what closes. I mean it's basically the same thing.

Yeah, yeah. You. These are the main numbers that we're tracking. Yeah. And we try show rate, close rate, offer commitment rate, cash collected revenue or. Yeah, revenue collected per setter, all those things.

And we also track. Objection, objection.

By call.

So they know what the most common things that are coming up on are, which helps us develop, develop follow up assets, which also helps us to develop our scripts on the front end to be able to project prevent those from hitting us on the backside on the sales call. So there's a lot of things that go into it, but yeah, this is the basics.

Cool. All right, let's jump into the client success tracker. So this is a new one that we made right here. So the account manager tracker that was not supposed to be on there, basically what this shows is actually I know you're managing this department so I'll let you, I'll let you take it over.

I don't really actually know how the.

Sheet works, but I know you.

So for this one it's almost, it's kind of similar the way that it's kind of almost like a sales. It's kind of like the sales tracker. So net clients is like how many.

Total clients are there?

Yeah, how many total clients there are clients. Clients added is like, think of it kind of like this. Like clients added is kind of like you know how many booked calls they have.

Right.

Clients loss is like how many people.

They didn't close or whatever.

Essentially offers made is how many people they tried to renew. And then it just keeps going down the line of like how many people renewed, how many referrals were given to them, what is their renewal percentage, what's their refunds and so it kind of breaks down everything out here. And the way that it works is all of these metrics break out to be able to help us calculate what the client's lifetime value is. And we have a pretty. We had to go back and back did a bunch of stuff across like I want to say almost 600 clients last year and consolidate payments with you know, just making sure that like verifying they were actually accurate and stuff. So it was kind of a monster project that we're still, I Think we're almost done with if we're not already. And that's kind of what breaks out to help us understand what our lifetime value is. So as long as Tim and I know what our lifetime value is, what our cost per acquisition is, we can basically, we basically now have a, a little crystal ball that tells us how much money we're going to make in the future. Assuming nothing changes and we continue on. And then it's our job to make sure that nothing changes and we continue on.

So yeah, 100%. I mean like the biggest, so the, the main, all of these sheets and trackers, like they show you little things but the biggest metric that you're looking at is like one thing. So like for example on marketing the one thing that I really care about is just ROAS and cost to acquire a customer. Like those two things but really more so roas. I just really care about roas. How efficient are we in terms of what we're spending on ads to what we're getting back and can we do that at scale? Right. For the closers I really just care about closer roas. All the other stuff just gets me to that metric. On cs, the biggest thing I care about is ltv. So what we started doing is we track the LTV per client success manager. So that way if I have like three client success managers, one of them, their ltv, whenever I give them a client, that person on average pays us $20,000 over their lifetime value. Another person maybe they pay us $10,000 over the lifetime value. And another person, their LTV is like five grand. Well, I'm probably not going to give any clients to the five grand person. In fact they probably are going to end up off of the team, right? Depending on what my standard is. So it allows you to do the exact same thing that we do on the front end with how do you allocate calls? You just do the same thing with how do you allocate clients? Because I will tell you guys what one of your biggest like levers for profit and having just a better business is just having really, really good client success managers that know how to manage clients emotions, get them results, get them print and get them to renew. Like if you have a good CSM versus a bad csm, your life as the agency owner dramatically different, dramatic like night and freaking day, dude, I'm telling you.

I'll tell you firsthand, I was the one, I've been the one managing this department for the last year. Some change it is. It is a completely different lifestyle. And all of the metrics that, that are leading up to that are leading up to the metrics that we're looking at by department, like closer roas, for example, closer cash roas. More specifically, everything that we're looking at leading up to it, offer rate, show rate, deposits commitment rate, revenue per call, blah, blah, blah. All of those are leading indicators of what needs to be known or what needs to be identified for us to unstop a bottleneck that's preventing them from getting a higher cash roas ltv, for example, how many clients are they adding? How many are they losing? Okay, cool. Well, you know, why does that matter? Well, because if I know how many they bring on and how many come off, that tells me what their churn is. That churn is going to contribute to their ltv. And then based off of, you know, the comparison against the team, if I see that somebody's got a 50% churn rate and the other person has a 20% churn rate, it's like, okay, cool. Well, the bottleneck here is churn. What's missing? What are this? What is this person doing that this person is in? And then if everyone's numbers are bad, everyone's got 50% churn, for example, it's like, okay, what's wrong with the product or what needs to change in the process? And now you've got ways to be able to make decisions. And then ultimately you just start being able to really jump up your lifetime value that way. Because now you actually know what the bottleneck if you only look at lifetime value. Because I know some of you guys are thinking this, because this is the way that I was thinking, it's like, well, dude, if I just need to know lifetime value, let me just trip, Let me just track lifetime value and skip all the bullshit. No, no, no, no, no. You need the bullshit. Because the lifetime value is the number that you want to increase in, the number that you want to track and understand so that you can increase it. But it's the leading metrics and the leading indicators that actually give you the information you need to be able to make the decisions that are going to give you the ability to increase that number so that you can continue to scale and otherwise you're cooked.

100%. Yeah, 100%. So next I want to talk about account management. So this is actually a newer sheet that we created, and I'll show you guys what this looks like. So basically, you know, we're running, I mean, dozens and dozens of accounts, right? I mean, we're talking about 100 plus at a time, sometimes even 200 plus, depending on how many clients we've had simultaneously. So what we did is we basically created a sheet for all of our media buyers to go and update. Okay, so they'll go in, they add the client name as soon as they onboard, then we add the account manager, the program they're in, and then what type of product that they're selling. This is tailored specifically to our business. We then include the ad account name. So let's just say, you know, we'll just put in like a random client. Say his name is Bob. Let's say his man. Or I'll just leave that blank. Let's just say he's selling annuities. His ad account name is Bob's ad account. We then put his ad account number so you can find it easily inside of Facebook, his ad status. And then we'll put in his ad spend. So we update this every single week. So we have a rolling last seven days view of all of the data. So let's say Bob spent $3,000 over the last week and he generated 150 leads. So I know his cost per lead. Now I'm going to figure out and the media buyer is updating this once a week. Let's say he booked 35 appointments, so his cost per book call is 85 bucks. Okay, how many of the 35 showed? Let's say 25 showed, right? Then we'll also leave a link to his CRM. We use Go ahead level so we can just easily just go into their CRM and pull the data. So what this is going to do is it calculates all of this here so we can see what was the total spend across all the accounts, how many leads were generated, what's the average cost per lead, the total amount of appointments booked, cost per call, all the metrics. And then I can also see of my clients who has their ad account live, who has it paused for whatever reason. Maybe they're on vacation or, you know, whatever, or maybe they have a payment error. This happens all the time when you're running ads for clients. Their credit card just fails randomly and you gotta hustle them to like get it back. You have the percentage of people that are active and then inactive. So like if, you know, 40% of my clients are inactive, I need to go chase those people down and get them to turn their ads back on or they're definitely not gonna be renewing. And then I can see what percentage of accounts are within KPI or what are out of KPI and then we can have the media buyers go and optimize them and fix them. Okay, so this is a new thing that we instituted. Super freaking helpful because I just set. Here's the target of what I want the cost per lead to be for the clients. Here's what I want their cost per book call to be. What percentage of people are within those ranges or what percentage of people are out of those ranges. And if they're out of the ranges, we need to fix it asap. If they're within the range, Cool. Doing a great job. Keep doing what you're doing. So this has been tremendously huge for us, especially as you start to get more and more and more ad accounts. You know, if you're running like 10, fine, maybe you don't need this. But as you start to build up and build up and you have 50, 100, 200 AD accounts that you're running or generating leads for, I mean, it gets, it gets pretty crazy and pretty complex. Anything to add to this, William? I heard like kitchen ambiance in the background, so I muted, muted you for a second.

See, that was actually my foot because it fell. It like fell asleep and like, it's freezing cold in here because of this Texas ice storm. So I'm like trying to move and like not look like an idiot on camera. But apologies. No, I don't think I have anything to add here. I think the biggest, I mean, well, I guess I do actually, just on the client success side, like when you're managing accounts and everything, like the, this department is like the, is the backbone of your business. Because this department is going to be one of the biggest leading indicators of whether or not you're going to be successful. Like when I was looking at, you know, the numbers on the client success side, and I keep looking at all the reasons why we would lose all the reasons why we would lose a client, all were coming back to the same thing every single time. What was interesting is they were saying that they loved the account managers, they love the account managers. But they had, you know, whatever problem it was and all of it was coming back. All roads were leading to Rome. And ultimately, you know, we had to step in and start developing better systems. We have to start putting more juice into this. We got to start looking at, you know, who do we need to bring in to make sure that we can get this department to have, you know, kick ass systems, Kick ass, you know, even more kick ass results because we get great results for our clients. Otherwise, you know, I think we're the only marketing company I've ever seen online that has almost a five star review. And so it's like going through and looking at this, this is, this is one of the things that like, it's easy to kind of like let it fall by the wayside because you want to focus on selling, selling, selling, marketing. More sales, more units, cash, you know, more money, profit. But it's actually interesting. Like this is one of those things that despite the fact that it doesn't technically boost your sales, it does. There's an invisible hand that is word of mouth referrals come in when you have better results. Your lifetime value where customers stay longer come in because you got better results. Your customer satisfaction is higher because. And you have less complaints and less problems. So your client success managers have a better quality of life. So then they stay longer and you don't have to train as many people or hire as many people. And ultimately everything is downstream of the quality of the product that you're providing to the marketplace. And it starts here with account management. If you're running an agency.

100%. 100%. Yeah. I think when you were saying almost have a five star review, I think you meant the overall aggregate average on trustpilot. Okay, I just wanted to clarify that. So no one was like, we almost have one five star review because that's a totally different situation.

We have a lot of reviews.

All right, cool. Next thing. This is one thing I think that most people just completely ignore. I know we ignored this for a long time.

Too long.

I think a lot of people do track their P L. Not enough, but a good percentage of people track their P L. But most people don't set budgets per department. All right, so this is something we just recently created and our profit margin skyrocketed because of it. So basically there's a book called Profit first and a lot. You'll hear a lot of like, you know, high level entrepreneurs talk about how profit is. That is an unnatural thing for a business to have. All right? And the reason why is like when you start making money and you have money in the bank account, you're just going to find ways to spend it. Right. If you take it out of the business and just have it in your personal life. Some people have a personal life spending problem. I personally don't really have that, but I definitely have like a business spending tendency. Right. If I have a bunch of money in the bank account, I'll just start buying coaching, I'll start buying softwares, I'll start Buying all kinds of random shit to help us grow. But what ultimately happens is you end up just shrinking your profit margin. So what you need to do is you need to carve out the amount of profit that you want to have as an owner from your business and then backfill everything else. Okay, so if you want to be able to take home 50% of the revenue that comes into your business, or what would be a smarter way of doing this is like, how much you want to take home, not necessarily a percentage, because as you scale, your margin will decrease, but you want to figure out how much you want to take out of your business. Okay, so then you just backfill. Okay, if I want to take out. Let's say I'm doing 100 grand a month, and I want to take up 40 grand a month. Okay, well, I need to have a 40% margin to do that. So my ads, my sales payroll, my overhead, my fulfillment, everything needs to be fall within the remaining 60%. And I'll show you guys what this looks like. So basically, at the beginning of every month, we go through and we're going to set out the target. So let's just say I'll just delete these rows. Delete rows. Cool. Whoops. Never mind. We'll just go through, like, January 2026. So let's say I'm projecting that I'm gonna do. Hold on. Throw me. Throw me a number.

500 grand.

Okay, if I'm gonna do $500,000. Wrong comma and wrong zero. There we go. If I'm gonna do $500,0000, what I basically need to do is figure out what I'm willing to spend each amount of, like, what I'm willing to spend on each department. So if I'm willing to put 35% to marketing, and this is. These are just the numbers that we put. 35% is going to go to marketing. 15% is going to go to sales payroll. 5% is going to go to overhead. 10% is going to go to the fulfillment team. 20% is going to go to owner pay, and then 12.5% is going to go to profit. Right. So we're including owner pay and profit kind of in there. And then 15% will go to taxes. So. So we can allocate where everything in the business needs to go. So if I'm going to do 500 grand, I will. I'm willing to spend 175k on marketing. This could be ads, this could be making YouTube videos. This could be payroll for your marketing people. Then sales payroll, we're willing to allocate 75 grand to that overhead. 225 grand. So this could be like softwares, different things that kind of go up there. VAs, admin, all that stuff. Fulfillment team, we're gonna allocate 50 grand owner pay. We want to pull out a hundred grand and then we want to have $62,500 in remaining profit. And you can mess around and change these numbers however you want. It doesn't really matter, right? But now going into the month, I'm like, cool, let's say I decide that I want to hire somebody else on sales. Well, I need to make sure that my sales payroll is within 75 grand. Because if I go over on this, it means I'm not going to get paid as much as I want to that month. Or something's going to have to give, something's going to have to go down, right? So what most people do again is they'll just do a P and L and then they'll look reactively at their numbers. This is how you proactively make sure that you actually are making profit and, and pulling out money. Okay? It's the same thing how sports teams, they have a salary cap, right? Like the warriors, they couldn't go have Steph Curry, Kevin Durant, LeBron James, and Giannis and Luca all on the same team, right? Because they'd be over the salary cap. So you kind of have to figure out the same kind of thing, like, hey, am I going to have this super expensive software or am I going to have this a player employee, or am I going to be able to spend a shit ton of money on ads? You have to figure out where each thing's going to go because otherwise you end up just overspending and not making any money. Anything to add?

I think just a system. A system with constraints will perform within those constraints. Like a business is just a system. It's a group of mechanisms that operate to achieve an outcome. And if you can put a constraint on that and you can just meet the demand of those constraints, it's pretty easy to actually maintain profit. But the problem is that especially when you're trying to scale and you know you're hyped because you see these kids on Instagram that are flexing the Lambo or whatever, and you're like, dude, I'm gonna get like this guy, I'm gonna get all this, I'm gonna be a billionaire, whatever. Like you're pumped up and then you just start ripping, clicking buttons and Ripping shit with scaling ads and hiring whoever. And it's like, we're gonna get here at all costs. Like, you do want to have an aggressive push to grow, assuming that's your goal, but you don't want to do it at the expense of the business not generating income, or at your own personal expense, where you're not generating income and you're getting cooked. Because that's just like, why would you want to run a business that's not making money? Just doesn't make any sense. Not for an agency, at least.

Right?

This isn't Amazon SaaS.

Yeah, yeah. 100. It doesn't make any sense. Cool. That's what I got here. Questions? You guys have any questions? Open it up to Q A. I'll be dropping all of these sheets inside of the free school community, so if you want access to that join description link down below, I'll just paste in the link real quick so you guys have it. Okay. We did have one person respond that they wanted us to review their ads in their funnel real quick. So we can do that. And then let's see. It looks like we had a question. Do you do Facebook and Google for insurance agents? We just do Facebook because most insurance agents are not ready for Google and it just is. It's much more complex than Facebook. Facebook's a lot easier to scale, especially across, you know, multiple clients. So we focus on Facebook. Facebook works really well. We do a small amount of Google internally, but very, very minimal. Facebook is still the main driver. Good question. What else? Okay, why don't we review these ads and this funnel that we got from. From Mr. Marco here. And then let's see. Share my screen. Share again. Entire screen. Screen one. Okay, cool. So let's take a look at these ads. So I posted earlier on my story inside of the school community that I would review your guys's ads and just give you feedback on them. We had one person reply, so you're gonna get all the attention, my man. All right, let's take a look. Established med spot owners. This the AI infrastructure. Okay, so this doesn't make any sense. I would say this AI infrastructure is the best way to grow your clinic in 2026. Here's why. Here's how it works. Okay? I mean, the copy looks decent. I think the biggest thing is AI infrastructure is not, like, probably not the terminology that your average med spa owner would use. You know, I like what you said.

Here a little better.

Like, AI powered client engine. That sounds more like their terminology. But AI infrastructure, like, you're Speaking software engineer to me and I do Botox and whatever else they do at med spas. Right. So I mean copy doesn't really matter that much. The main thing is your videos. So let's watch this and see what you got.

We can't hear it, Tim.

Let's try again. Share Screen Ads library. Okay, tell me if you can hear now. Most people leave probably like doubled my income this year.

Amazing. We are very slow in Arizona in the summer. Most people leave and I had three of my busiest months, June, July, August.

So it's been a really good year for me. And I actually like, I really like these like testimonial ads. But the biggest thing I would put is like she doubled her business revenue from blank to blank. Med spa business owner doubles her revenue from blank to blank. Because I have no idea who this is even for if I'm just scrolling through Instagram. Right. The other thing as well I would say is like this is a reel and like this is very small inside of the reel. So I'm not really going to be able to see this that much. And it's just not really clear what's going on. Like think about somebody's actual experience of consuming this ad. They're scrolling through Instagram reels. They just see this random little thing that said she doubled her business revenue. They're like, okay, cool. And it's like you tiny here. And then she's like here and just. It's kind of like awkward. But the content's good, the testimonial is good. You just need to improve the packaging of it. Okay. So framing it a little better, maybe making this like a, like a, like a normal size video as opposed to a real would be better. And then making the headline a little bit more clear. All right, I'm looking for five established med spots to take pre book appointments with clients ready to buy. Two thousand dollar packages only. Yeah, I mean this is, this is good. These image ads are really good.

Let's see your video Meds boners making at least $100,000 per month. If you want to scale to $500,000 per month or more, this is the exact strategy that will get you there. What got you to $100,000 per month or more is not okay.

So first thing I thinking if I'm a med spot owner, which means I'm probably, you know, like some lady with Botox and lip fillers that's like really all like just obsessed with like skin care and like looking pretty, right? Like that's, that's Kind of your ideal demographic here. More than likely you don't really look like you would own a med spa or like someone they would necessarily take advice from. And I'm just being 100 transparent and honest here. I think you should either hire an actress that looks more like your ideal demographic or dress the part and dress the character. Like in the video ads that I film, I'll go and put on a polo and like do my hair and stuff and look like, nice. But like when I'm just sitting here at my desk working, like I look half homeless, you know what I mean? So like you, you do have to dress the part sometimes to, to reach who you want to reach. The cool thing as well is you can also make ads with AI and literally just create the perfect character for a med spa owner. But I would say right here, like as a, if I was a med spa owner, you're not like the person that I would be looking to, to take advice from. And then also I would imagine most of your med spas are in the US or Canada with your accent. That's going to make it a little bit tougher. And just, I mean, just in all reality, people trust people that have accents less. Med spot owners want guaranteed appointments with clients to buy packages.

Cool.

Yeah, I mean, I like these. Julian, anything to add from what you see so far?

No. I also wouldn't look at anything as a disadvantage. I would just look at it as a, as a objective piece of evidence that you, that you can use to play the game to your advantage. So like maybe you're like, for example, your look is like you're a sporty guy and you're a younger guy and you know you have an accent. Okay, cool, great. Option one, you can do all the ads and try and fake it until you make it and throw on in a fake American accent and wear a, you know, you can get lip filler and Botox and you can just try to go full blown med spa owner. That's one option. I think the easier option here would just be like, okay, cool, why don't I just go find an actress that looks like she owns a med spa and keep it moving and then just use that to my advantage. And so it's like there's all sorts of advantages and disadvantages in business. And if you can find a way to use a disadvantage to your advantage by identifying it and solving it, whether that's directly or indirectly with yourself, then just do that. Like, I'm a young founder performing ads.

Don't have me in Them some like hot AI lady or it's like an image ad. Oftentimes, like, mine still. Mine still work and they still print. But it's like the best ones, like the top ads. I'm never in those ads.

Well, the other thing too is like, for example, with me, I'm younger as a founder. I think when I started hiring sales reps, I was like 23 for this offer. And the guys that I'm interviewing oftentimes are like in their 40s. And you know, like, a lot of people are like, oh, well, because you're young, you're going to have trouble bringing people on. And I'm like, yeah. I mean, sure. Like, I could, I could think that and look at that as a disadvantage, but I could also look at that disadvantage and use it as an opportunity to create an advantage where I'm like, hey, you know, I would love to bring somebody with your experience on and almost edify the reps that I'm bringing on and value what they bring to the table as well as show them what opportunities I can bring to the table. And so instead of it always having to be that as a founder, you're the. You're everything to everyone and you can solve every problem ever. Oftentimes just like identifying what you are not able to solve and then just solving it with another solution is the best outcome. So hopefully that makes sense.

I would also say too, like, with these image ads, test some different colors. Like, think about what the Med spa, who owns med spas? I'm gonna Google it. Who owns med spas?

That one guy in the comments that's gonna drop after the live posts. Med spa owners, dot, dot dot. Who is this guy?

69 of medical spas are. Are owned or majority owned by women. So like, look at your color scheme here, you know, Like, I know you're modeling my ads. I have a different demographic than you, homie. My. My customers are men. They're. They're brothers. They're dudes, right? Black, red, white. You know, like, this is a dude ad. You're talking to women. You need like soft pink, purple, baby blue. Baby blue, baby blue. You know, like, it needs to be aesthetic. Like, these ads are ugly as for being real. And like, I made them. Like, this is my style. So like, I get it. But these are ugly as like somebody that is owns a med spa cares about aesthetics. So the more you can play into that, I think the better results you're gonna see, you know, like, you just gotta know your customer. Kyc brother. So I would Test like, you know, like, look at how Layla Formosi style is and compared to Alex. Like, they have different target markets. Layla, like, go on. I don't know if you have like a girlfriend or a wife or whatever. When I go on my girlfriend's Instagram versus mine, like, things just look different. Like this. The post we see, like, it'll just be like some random, like, image that says, like, you are enough or something. I'm like, I would never. If that popped up on my feed, I would just wouldn't use social media. You know, I don't need that. But different types of ads, different types of content for different people. So, like, you want to appear more natively into your med spas feed. Like, that's why you need to hire people that look like them or make AI people that look like them. And then you want your image ads to like, appeal to them. Like, this should be like, oh, I mean, remember, 70 of your 69. 69 of your market is women.

So like, I would say a nasty hook too. For a lot of your ads. Could be like a, A clip of a viral video or something that, like, is known amongst med spot owners to be like a constant complaint. Like, maybe, maybe med spot owners, like, always have customers that complain about their cuticles getting hurt when they do their nails or their eyebrows after they thread them are irritated. And like, that's where they get a bunch of their complaints.

Who knows?

You could do even something like that and like, it just looks like you're watching a video of another med spot owner just getting their, like their ass whooped on t. On the. On camera. Like, that's just kind of funny. Or like, people think of that. Like a lot of. For our industry, people want to watch like, live sales call recordings because that's what they do all day. They just literally call people and talk to them. So like, maybe for med spa owners, it might be something like, you know, maybe somebody's threading an eyebrow or something and she makes a mistake and like, just, you know, totally, totally messes the person up. And it's like, that's the hook to your video because it's like, that's what they're seeing, doing and thinking every day. And they're, They're. That's very native to those, those types of people as well. That's something that I thought would be nice.

Yeah, I agree, I agree. Like, just match their aesthetic. You know, maybe you like, make a separate Instagram and just follow a bunch of like, girls that do med spa stuff and just see what they post.

Tell your girlfriend or wife before you do that, to be clear.

Nah, bro, just do it on your business page.

Yeah, I'm joking, obviously.

But.

And that response, that outcome is the best possible outcome that we could have hoped for.

All right, so like, how the hell do I know this is for med spots? This pops up on my feet. I'd be like, what the is going on? Scroll. You know, having to turn off the ads. Like, you should say in your headline, Med Spa owner 180 appointments 93 cent CPL in two weeks. The other thing I would say too, what I found is so crazy. Hooking people with cheap lead costs usually is going to attract you a lower quality individual. In my experience, people that are. People that are more advanced, they want quality over quantity because they don't want to waste their time. Right? So th. Those would be my biggest things I would change on the ads is like, make your ads, bro. Use AI. It's for. It's fine. Or you can hire actors, actresses, whatever, doesn't matter. Make your ads look like a med spa owner. Okay, next. Okay, cool. If your Clinic is making 100 grand per month or more, we will install this AI system to booked out. Boom, Boom. Okay, so this is repetitive. You say for med SPA is doing 100 grand a month or more. If your clinic is making 100 grand a month or more. That's doesn't really make any sense.

Where do you see that?

Right here. Oh, This is. It's repetitive.

Let's see. You have good proof, though. That's one thing that, like, you have good proof. You've got real people testimonials. Like, you're not starting from scratch or you have a lot going for you. We're just looking for things that you can improve. So I do want to reinforce that you do have some good things going here.

Yeah, 100%. Okay. So I would actually test this. We'll watch through your VSL and kind of see what this looks like. I. A couple things I would test. First of all, I'm gonna. I'm gonna get to this headline in a sec because I'm not too crazy about it. But I would test. Just cutting all of this out. Test. Split test it. Also, you say FAQs. You don't have any FAQs. Split test. Having none of this and then just the button. Okay. Split test with all the stuff and then without it. I found that it actually, in my experience, it drops performance. It's too much. I think it makes the loading speed longer and just confuses People. So what is the outcome you're actually delivering? The outcome that you're actually delivering based off of your ads is only pay per showed appointment. It says nothing about that here, bro. So like if I clicked on this because I want to only pay per showed appointment and then I'm looking at this, I'm like, nope, wrong thing, gone. Never have the chance to get me right. So it's like I would do something like this for med spot owners doing 100k a month or more. We will fill your calendar with high value clients or whatever they say, right? We will fill your calendar with, with. We'll just. We'll go with high value clients because I don't know anything about your industry. We will fill your calendar with high value clients that want to buy insert thing and you only pay per showed appointment. Like your offer is really good, but your headline doesn't say anything about your offer. Right? And I don't care who the Visage med spot is. If I'm some random med spot and I don't really care that they're booked out within four in 14 days. Like if any of that kind of sounds like a long time. Like I gotta wait two weeks to get booked out. Were they booked out for 14 days or they got booked out in like.

I don't even know what that means.

And then everyone uses this, right? We tried this. Yeah, it can kind of work. But it's like, what, what does that even mean? Like, I don't even know what this AI system means. I thought I was getting paid per pay per showed appointment or pay per client or whatever. Right? Only pay per client. So you can say that too. That's even stronger. You only pay us when someone literally buys your service. Like that's such a good offer. But like this says nothing about that. Let's watch your vsl. We're gonna speed it up because I'm impatient.

If you own a multi location med spot doing at least $100,000 per month and you want to cut down your CPL 200 plus appointments a month and automate your entire lead minute. Oh my God.

Okay, you have like seven promises right there, bro.

If you own a multi location med spot doing at least $100,000 per month and you want to cut down your CPL, optimize your ads, 200 plus appointments a month and automate your entire lead management. Give me the next few minutes.

I don't even know what you just said. Okay. This is the wrong one. Well, okay, first thing I'll say here, one promise One outcome in your hook. You were like, there's like five different things. I'll click a different link though, because it must be on the wrong thing. Okay. No, I clicked the link and this is where I'm at. This is the same thing. And the video is also not loading. There we go now. Loaded the same thing here. Let's see where you're sending people with the paper show stuff. Okay, here we go. This is good. Got it. Okay. Makes sense. Okay, so I was on a different one. Okay, cool. Yeah, this looks good. This looks a lot better. I. Boom. Yeah, this is really, really good. Actually I would test it without any of this stuff on the bottom. Like just test, test it without all of this because people will scroll down and then it'll just get kind of get lost. Right, let's see, let's go through your, your survey here. Do you currently own or operate a med spot? Yes, I'm the owner. How many locations do you have? What if I have. Wait, hold up, go back. Okay, I would do the, the format here a little different because. Because this is like a little. This is. Yeah, this is a. Sucks. Okay, so if I go back here, we guarantee high quality clients every month ready to buy your $2,000 packages and stick as long term clients.

Yes.

How many locations do you have? Just give me three or give me four options. 1, 2, 3, 4 plus. Right. As opposed to whatever that is. I would just change that. What is your monthly revenue under 70? 70 to 100. 100 to 200. Okay, cool. Like this. What is your website? What is your name?

Cool.

I'm gonna unshare my screen for a sec so you guys don't all steal my phone number. All right, cool. Okay. Now your call to action for me to book a call is not what you just said. Let's diagnose what's blocking your clients growth and show you how to fix it. Don't care. I just want. I just want clients. So just say book a call down or book. I would change this and I'd be like book a call below to get details and pricing on how the pay per client offer works. Which is exactly what they want. Right.

So the sub headline doesn't make sense either. Where it's like spots are limited. We install your system and consult you personally each week. It's like I was just promised showed appointments and now, now it's like now I'm getting a system and consultations as well. It just doesn't really. It doesn't really make a ton of sense.

The other Thing too is like, this is what it's going to look like for me on mobile. Let's diagnose what's blocking your client's growth and show you how to fix it. This is a free strategy session to analyze your patient acquisition process, pinpoint hidden bottlenecks, and lay out a plan that high performing med spas are using to scale with full control. Okay, I don't care. I'm already a high performing med spa. And then I gotta scroll down on the 60 minute diagnostic call. We'll uncover what's quietly hurting your lead to book. I thought you guys were just gonna. I was just gonna buy clients from you. What's going on? You see what I'm saying? So I'm gonna book here. Feel free to cancel my thing.

That's a no show waiting to happen.

Tim.

Jumping on the calendar there.

Yeah, I will. I will. No show you. To be clear. Okay, last step. Watch this video. Hey.

Your call is confirmed and we are looking forward to speaking with you. Just a couple of things before our call. This will be a video call on Google Meet, so make sure to join from your computer and set aside 45 to 60 minutes. You will also receive both an SMS and an email with the call details and meeting link along with some valuable information about our system. That's all. Looking forward to speaking with you.

Okay. This girl's like, decent, but she's like, hey, your call is like obviously scripted and she looks like she's reading off of a script. I think you could find someone better on like Fiverr or Backstage is where we use all of our people.

I would say another thing that's important here is like, for everything that you're doing, it needs to be. And this is. This is Marco, right?

The guy that we.

I took.

Yeah. Okay.

So, yeah, Marco, we talked about this on our call. Our coaching call earlier about keeping everything simple. The other thing is making sure that it all actually lines up. And like right here. It's like the strategy session on the page before said it was 60 minutes. This page says set aside 45 to 60 minutes, which is a completely different thing. Scroll down a little bit. The initial offer on the ad was get.

Scroll up a little bit more. There's like a little.

Yeah, right here.

What?

We'll cut this part. So the initial offer was like, we're gonna book clients. You only pay when you get clients. Then it transitioned to the second page that we just came from, the booking page. It was like, you know, free consult. Da, da, da. 60 minutes. Now it's 45 to 60 minutes. And we're going over gaps in your lead handling and conversion. Where is money leaking or stuck? Now we're talking about an AI powered growth system which hasn't been on any of the past pages to my knowledge. It was on the first funnel, but not this one, I don't think.

Yep.

So it's getting very like, I'm starting to get very confused as, as time goes on. And when I get to the sales call, if you're pitching me showed appointments again, it's like, okay, well I thought this was a call for you to identify my bottlenecks. Like now I'm just like, I'm very, I'm very turned around. I don't know what's going on in this process. And now I just, I'm confused and I'm going to need to give an objection around uncertainty. Like I need to think about it or I need to talk to somebody else to have them help me make a decision because there's just too much happening.

Yeah, 100%. Also, if they watch any of these testimonials, these are going to say nothing about any question. So they're going to be extremely confused. So what I would do is just go through each of your funnels from start to finish. Like just do what we're doing and write down. If you were a med spa and be very critical, what would you be thinking? So for example, if I see this ad, I'm like, this is made for dudes. I'm a chick, right? Nah. Then I'm gonna click. Let's say I click on this, your type form automatically pops up. I'm like, wait, hold up. I would just leave it where it's like this so it doesn't like automatically pop up. Med spas and aesthetic clinics fill your calendar with wealthy clients. Only pay per client. Good. Okay, cool. This part's good. Yes, I'm the owner. But now if I scroll down and look at anything, this has nothing to do. Once I scroll down, this has literally nothing to do with pay per client. So I would remove all of those. Then as I was, I was going through this, this is a little bit like weird. Especially on mobile, Some sounds just like kind of pops up and it's like, doesn't really make sense. Okay, I'll put on my website, whatever, right? Then on the call where I actually will book a call, It was not congruent. And then on the thank you page, it's also not congruent with what I wanted. So like you can fix a Lot of your issues. If you just think about who your customer is and make the whole funnel around what they would want and then making it congruent with what they would want the whole way through. Hopefully that makes sense. I think if you do those things, man, like, you're going to have a massive uptick in your response to your ads, but also in the amount of people that are booking and then showing up. To sum it all up, just make your face your funnel around who your avatar is and what they want.

Simply and concisely.

Yep.

The more simple everything is, the better.

Yeah, less is more, dude. Less is more. Okay, question. How long should a booking call be in the calendar? What gets booked the most? 15 minute, 30 minute, 45 minute, 60 minute? I haven't split tested that in terms of what gets booked the most. But what I will say is what you should do is. Well, I'll just tell you what we do. We block off 60 minutes.

Yeah. We also let people book on.

15.

Minute increments as well to increase our availability. And that's been super, super cool for us. We've seen uptakes in share rates. Shout out to you, Marco.

Yes, sir.

We got you, man. Keep after it. Keep us updated. But yeah, we've seen, we've seen some upticks and share rates and stuff from doing that. So, yeah, that's kind of how we do it. But we always block off an hour and I always set the expectation that it's an hour too. By the way, like being on a sales call, you do not want to be pressed for time.

No.

Even if, even if you're. Even if they're trying to rush you, like if somebody jumps on and they're like, hey, you know, I gotta leave in 10 minutes, let's just get this over with. I'm like, yeah, dude. I mean, I blocked off the hour here. Like, we're gonna have to reschedule because this, I can't get this done in 10 minutes. If you're trying to get new clients and everything, like, I wouldn't be able to help you out. I would just do you a disservice. So let's reschedule. Let's get it done. Just tell me how much it is. Like, dude, I don't even know what you need. We have a bunch of different programs you're jumping on here and asking me to help you out in 10 minutes. Have you been burned before by a marketing company? Yeah, every marketing company I've worked with has burned me. Exactly. And it's probably because it was a 10 minute phone call where they just tried to sell you some crap. And my goal here is not to do that. I want to make sure that we can work with a long term partner. If that's not you, that's okay. But that's just how we do things. How do you want to move forward? And now it's a very clear like, oh, these guys are pros. So something to keep in mind, 60 Minutes. Set the expectation. If you have setters, set the expectation with them. Funnel, set the expectation. Hey, do you stop the hour blocked off when you jump on the call? If they seem rushed or anything like, just making sure that it's always got to always be lined up. The more promises you make, the more promises you need to keep constantly to continue to maintain the trust within the relationship. Because people lose trust in the marketplace when things are not consistent and most things aren't. And so like, that's why there's a lot of lack of trust in the marketplace, is that people say one thing and do another every single day, all the time. Funnels are incongruent. People are incongruent. Nobody's consistent. Ex girlfriends are inconsistent, Their family's inconsistent, they're inconsistent. They don't even trust themselves half the time. The more consistent you can be, make a promise, keep a promise, the shorter the feedback loop and the faster you do that, the more they'll trust you and the more likely you are to absolutely dominate. So it all starts with the ad.

And the funnel 100. All right, well, you guys want your funnel reviewed like that, Just drop it inside of the school community and we will review it for you next week. Give you insight, give you feedback. And if you guys want access to their sheets, I'll be uploading them inside of the school community later today. So go ahead and join Link down below in the description and I'm about to paste it again for you guys. So yeah, we'll see you guys next week. Take care. Peace.

See you guys in the next one.