How To Close $15,000 AI Agency Clients

All right, what's going on, ladies and gentlemen? We're back at it again with another live every single Saturday. Every Saturday until the world ends. And we're basically going to be spitting some game on how to close $15,000 AI agency clients. Julian and I are going to do a little mock presentation, little mock role play. We'll play. We'll kind of go along with the same theme of, like, roofers, like what we were talking about before. So I'm gonna put Julian on the spot, make him come up with a sales pitch for roofers in like 30 seconds. We'll see how he does, and you guys will get some value from it. So, helium, how you doing, brother?

Doing good. How about you?

Doing good. Just back in the hometown and going live from a storage closet. Couldn't be better. Love it, Love it.

I'm glad to see that you're. You have oxygen in that storage closet, so.

Yeah, I do. Cool. So we're going to do a little bit of a shorter live probably run for like 30 minutes here today. But yeah, I guess this is more. So what you manage in our business is like, you know, the sales, putting a pitch together, you know, actually doing a sales call. So you want to kind of just like walk through what that process actually looks like and then we can roll through, like a. Example of a pitch.

Yeah, for sure. I made a full video, like breaking down each piece of a pitch on my. On my channel. That'll give you, like, if you want to like, take notes and actually like break down how to. How to build a pitch so that like, if you want to actually get like the real structure of it all, piece by piece, step by step, a little bit slower so you can make it to your niche, you can find that there. But for the sake of this live, like, biggest things that I'm looking for in a pitch is figuring out, like, obviously first what market I'm serving and then for that market, it's figuring out, like, what their biggest pain points are.

Right.

So, like, for example, with our market, it's also, you know, insurance salespeople. And so when we talk to them, like, their biggest pain points are making phone calls and people that don't pick up and terrible quality leads. That's. That's their pain point. So I'm going to talk about that. For roofers, it might be, you know, something entirely different. Maybe they just want to put. Build roofs and they don't want to do sales. Maybe that's their complaint. Maybe their complaint is they don't get enough Quotes or if they do get a quote, there's never any damage on the roof, you know, so it's like there's different things that you're going to have to see between markets. And so there, there is an element of market research that takes place where it's like the same way that you have to do research as a marketer, like Tim did on last week's Live and the week before that, we have to do research for the sales pitch. And so I basically build all of my sales, sales pitches off of like all of their pain points and problems. And that's kind of what agitates their need for the solution as you talk about that and get them to basically like talk about it with you. And the solution is the opposite of whatever that is. So say that I need to. I hate making phone calls. My leads are super low quality and I can't get anybody with a qual with a actual damaged roof. Let's say I'm a roofer and that's my problem. So then my solution would be you're not going to have to make any phone calls. You're going to have quotes that already have damage that are ready to go. And it's basically the actual exact opposite of whatever it is. And then this is the, you know, on the business owner side, the secret there is like, you have to figure out how to fulfill it, but if they don't want to buy it, then there's no point in even trying to fulfill it before they buy it. And so like, that's kind of how you build out your pitch and then you kind of learn how to fulfill it as you go and get better. And that's why you want to work for free early on, essentially. Yeah.

100. I think like the, the thing that a lot of people get caught up on, and I'm guilty of this as well, is like you're so worried about how you're going to fulfill something that you try to figure out the fulfillment before you figure out the sales.

But like.

Amazon is the size that Amazon is today because they figured out same day and next day or two day shipping, even overnight shipping now at this point. But they, they did that because they knew that people would want it and then they figured out how to get it. So like, you have to build something that people already want and then figure out how to get it. That's the, that's the thing. Like, otherwise you're constantly going to have a sales and marketing problem and you're going to be dealing with profitability. Issues forever.

Right?

You gotta sell something first that people actually want. So start with demand and then figure out how to supply it. So I think that's a good point.

Yeah, Yeah, I talk. I'm gonna talk through that. I'm building out a little beginner's course that I'm going to talk about, like, basically how to start acquiring the clients. And that's one of the things that's like so important is like, I think I got this from Russell Brunson. It's like, sell it before you sell it before you fulfill it. So, so that you know that people want to buy it. And it's like, that's so, so relevant. Cause like, I mean, there were so many businesses when me and Tim were early on that we started that, like, we built everything out. It was great. It was awesome. And then it was like, oh, wow, this is. Nobody wants this. Nobody actually. Nobody cares, you know, so it's like if you can just. If you can sell something that they do want and you just talk to the clients as well, like, be flexible. It is a negotiation. Like you're. When you're on the calls. We just started our second AI agency and I'm on these calls and it's like, you know, I'm doing the discovery calls and the sales calls and it's like, I'm learning about what they want so that we can make the offer even better. And it's so, so it's never like. Like one of the things I will say as well is as you're going through and building this pitch, is that you're not selling one product that you come up with as an idea. You are selling an ever evolving product based on the idea that your clients are coming up with. And so if you can get that through your head, it's super easy to make the pitch. Because then it's like, you know, if I look through, if I'm. If I'm taking dad on all my sales calls and everybody says, you know, I just want roofs that already have damage. It's like, okay, cool. Well, I should probably just sell them that, right? Like, even if I have to charge more, I should just sell them that. Because literally every single guy wants it. And then obviously, within reason, you know, because if everybody wants it and they can't afford it, then it's not attainable. So then they either need another offer or you need another market. And that's a story for another time, but that was relevant.

Cool. Well, let's. Let's roll through a pitch and then you Know, show them the process of how you close 15k clients.

Cool. For the sake of this call, I'm gonna keep. I'm gonna. I'm gonna kind of follow more of the process I'm using with our second AI agency because it's a shorter sales process, and it's a little bit more of like a B2B sale, which you'd probably find if you're doing roofers. For context, if I'm also doing roofing, I would probably want to go for an established roofing company. So I might qualify people based off of having a lease, having at least five employees or more or something like that, to make sure the people that I'm talking to have an ad budget actually can afford to get quotes and then also can afford to have the time to fulfill them, and I can scale with them. It'll be probably harder to get clients early on with that type of situation, but your LTV will be way longer because they're not going to just quit after the first go around with you because they don't have the money to keep going. So with that being said, I would start it off with just a simple, simple frame of the call, jump through a few questions to understand their business, which I'll do here pretty shortly. And I don't know anything about roofing. I don't know how much Tim knows about it either. So, like, this could be pretty rough.

Well, we did spend the last two Saturdays spending an hour and a half researching roofing, so hopefully you know more than nothing.

More than nothing, but not a lot.

So you know enough.

Then I'll go through. I'll go through kind of a pitch based off of what he tells me, and then we can kind of go through there. So I'm ready to kick things off whenever you are.

Let's keep it cool.

Hey, what's going on, man? Where are you calling in from?

Storage closet.

Storage closet. Love it, man. Love it. I'm at the dining room table, so.

Nice.

Well, yeah, man, look, so I know we. I know we got a little bit of time together here today, and I want to make sure I can kind of see if this would even be a profitable endeavor for you. If it is, then I'm happy to help talk about that and see what it would look like. And if not, I'll refer you to somebody I know that's in industry that. That might be able to help you out better than we can. Is that cool?

Sounds fine.

Beautiful. You got a pen and paper, someone to take notes with?

Yeah.

Amazing. So Biggest thing I want to kick off with here real quick is just figuring out a few things about how your business operates to see if we can even help you profitably. And then once I get some clarity there, if I. If we can help, then like I said, I'll go over that. So let's start with, I guess, the first thing. How are you getting clients currently?

Door knocking.

Door knocking. Okay, cool. And are you just going to, like. I'm gonna take some notes here as well. Are you just going through and doing, like, door knocking in damaged neighborhoods? Or is it literally just like, you know, you drop. You and the guys just pull up to any neighborhood ever, and then just knock on a door, see if you can get something to happen, and hopefully there's damage?

Yeah, I got a team of, like, eight kids that are in college. We put them in the, like, a black Mercedes SUV van, and then we drive up to a neighborhood, and then I open the doors and I say, go free. Go, you know, find some roofs, and then they just run out, they do their thing, come back a couple hours later and pick them up and take them to another neighborhood.

Got it. So there's not, like. There's not any way for you to establish, like, hot spots. It's just kind of like, yo, scrape what you can out of this neighborhood so that we can find some business type of thing.

I gotta. I got a good nose for hail damage.

Got it. Do. Do the sales reps that you hired that are in college have the same nose that you do? Or is it, like.

Definitely not. No, no.

Got it.

We just knock every door, you know, because if hail falls on one house, it's falling on another.

Yeah, sure thing. Makes sense. Okay, so a bunch of young guys hitting the pavement and scouring neighborhoods for damage. Makes sense. Okay, so let's say. And how many of these. How many of these, like, roofing? How many of these, like, turning the deals per day? When you send these guys out, like this group of college kids that go out, they hit a neighborhood. Like, how many. How many jobs are they bringing back to you per day?

I mean, we probably do five roofs a week.

Five roofs, so about one a day. Okay, so we're looking at, like, what is that, 20? I mean, there's typically like 22 working days in a month. So you're probably getting. Pulling in, like, what, 22 roofs a month? 30 roofs a month on a good month.

I think. 20. Yeah. 20amonth. Got it.

20Amonth. Got it.

All righty.

So 20. 20 roofs per month, and then what's the average? Like, I know some of them are probably going to be out of pocket. Some of them are probably going to be insurance depending on the situation. What is the average like revenue per roof that you guys bring in?

Like 20.

20 grand?

Yeah.

Awesome. And then what markets are you guys in specifically?

Tampa.

Just Tampa or you guys are all over Florida?

No, just one. Just one.

Okay, cool. Awesome. All right, man. And so I guess like you're going off, you're hitting the doors, you're doing 20 roofs a month. If I break that down, I think that breaks out to like 400, 000amonth, which is pretty good. Yeah, multi seven figure a year business. Good situation for yourself. What's got you looking into doing advertising? Like why not, why not double down and just build out another college team and then just like take over the Tampa market barbarian style, where these guys are just hitting the pavement every neighborhood and making it happen.

So I'll give you a harder objection. Yeah, I mean I'll probably do that, but I just wanted to see what you guys have.

Oh, okay. For sure, for sure. And let's say that like, hypothetically, you know, we go through and we're able to help you out with the advertising. Like how would that play into the, the grand master plan of bringing on the, the college kids and everything?

Did you do both?

Do both. Okay, so you would have like those guys working leads instead of just going out and like cold door knocking people to try and drive more efficiency in the business and ultimately more profit or I guess. What's the line of thinking there?

Nah, they do both. They'd go and hit the doors and we'd get leads. Both.

Okay, got it. So would you have like two separate sales teams or would it be like they. Everyone's doing everything, like all the, all the. And everything.

Just more volume.

Got it. Okay, so more volume. And then are you open to a little bit of perspective on that? Sure, yeah. Because I mean like the biggest thing that we're going to run into here that's going to be an issue is that when you're running advertisements to pull in, you know, people that have roof damage that want to get a repair, it's completely different from door knocking, like a cold roof scenario. And especially with these college kids not being professionally trained salespeople, like, you know, over the span of like 10, 20 years Type of thing, the, the switch between these types of conversations against these is actually going to create a lot.

Of.

A lot of drop off. Right. Because they're basically having two Completely separate conversations with two completely separate situations. And so the approach is going to differ and, and will ultimately end up dropping your efficiency as a business and killing your revenue. Because they're trying to do too many things at one time, especially. Cause you're probably, what, getting these kids for the summer, I'm guessing, when they're not in school, maybe in winter break. Yeah, yeah. So it's like, I mean, you know, realistically, these kids have like, what, two months a year to get good at this thing. And so from what I've seen, that's worked best in the past in the industry, whether it's in Tampa or any, any market really, is really just going to be able to isolate each team and silo them into one position of expertise. So you've got one team that's doing all the advertising side of things. It's probably going to be a little bit of a smaller team and they're going to be super efficient and they're crushing it. And then you got this team over here that just boots on the ground, hitting the pavement, banging the doors, and there's going to be times where they overlap. You know, somebody has a broken roof, they call into you guys and then this team knocks on their door the same day. Because like, like you said, if it hits one house, it hits the whole neighborhood. So I think that's something that's worth noting. Just like from the perspective of you maintaining a super profitable business, I think that would probably help you in terms of what we're talking about here. Does that make sense? Yeah. Have you seen anybody do anything like that before?

What specifically?

The business model we just described, like two sales teams. Yeah, multiple sales teams. Advertising plus cold outreach.

I mean, I don't, I'm not, I don't run their business for sure, but.

I mean, I'm sure you're like, aware of what your competitors are or are not doing, right?

I just focus on the customers.

Awesome. Okay, and then I guess, like, have you seen any of your competitors advertisements and are they like winning any business over. Over you on that because of it?

I win some, they win some. You know, just like anything.

Yeah. Yeah, for sure. Okay. And what's like the biggest difference between them getting a project versus you?

I guess whoever gets to them first. Got it.

Okay. Are they doing that? Are they only doing ads or are they doing the same thing you're doing? And it's just like whoever wakes up earlier that morning is who gets the job type of thing. Like early bird gets the worm scenario.

I think they do A little bit of both.

Got it. And what are they. Do you know what they're doing per year in revenue?

Like I said, I don't run their business. You know, makes sense.

Got it.

Try to focus on me.

Yeah, for sure. Well, it's good that you're looking into this now, especially if your competitors are already doing it, because they're gonna, that's gonna end up, you know, I'm sure you've lost deals over it and that's never fun. So that's going to end up, you know, causing some issues in the, in the future in terms of growth, I guess. Like what? I guess a better question then would just be asking, because you're doing about 5 million a year, give or take, what is the, what is the ultimate goal in terms of top line revenue that you guys are working towards and how many roofs you want to do per month?

We want to do a million a month in revenue.

So basically just double, double the roofs.

Okay.

What's the deadline on that that you set for yourself?

I'd like to do it in the next two years.

Got it. Okay. You want to get there in two years or you want to be doing it within two years?

Doing it within two years.

Okay.

Yeah.

And then. So doing it within two years. Got it. And then, I mean, assuming you went through and, and built out another college team, these kids only how many, how many months a year do they work?

I mean, they work year round, you know, part time, nights and weekends.

Got it.

Okay. That's when people are home anyway, you know.

Yeah, yeah. Two birds with one stone, I guess. Okay, got it. And so I guess, like, do you know how many people you would have to hire doing it the way that you're doing it currently to be able to hit this number? A million dollar months?

No, I mean, probably like 50, 50 more.

And, and how are you finding these guys?

I do indeed. Ads and then I got a bunch of referrals. Once people start working with me, they make good money. So they refer everyone they know.

Yeah, yeah, yeah. The whole frat comes and starts knocking. Right. I love it.

Okay. Oh, yeah.

Have to hire about 50 more. And then how many are you hiring per month currently?

Well, we just need more lead flow.

Got it. But I mean, you said you were doing the, the cold neighborhood. If you're. So, if you're. Because here's what, here's why I'm asking this. Right? Because if you're doing the cold neighborhood approach, but that you're doing currently, which is working, then the leading indicator of success for growth would be you hiring more sales reps so that they could go do more of that. But if you need more lead flow, which is a different problem to solve, then we would have to solve the lead problem before we solve the more sales reps problem so that we can get the current sales team more efficient. Does that make sense?

Yeah, I need both.

Got it. So how many, how many reps are you hiring then per month currently? Like, let's say last 12 months.

I just hire them when I find them.

Got it. And how many is that? Like, what's the average over the last 12 months in terms of how many reps you've hired?

I don't know. I'm not really that good at math, to be honest. I just kind of like, you know, find people when I find them and bring them on.

Okay. How many guys are on the team currently? Eight. You got eight on the team?

Yeah.

And how long?

I'm just a roofer, man. I don't, I don't do all this sales stuff. You know, we obviously, we close people and whatnot. But you know, for sure, I'm talking about things that are typically outside of the realm of what I'm doing.

For sure. Well, the reason I'm asking all these questions is because, like, you know, if I, if I come to find out that you have eight reps, you basically need to double the sales team for you to get there doing it the way that you're doing it. You're talking about hiring 50 reps, which is probably accounting for how many reps end up quitting. Right? Because I'm sure people quit because it's hard. And so if you need to hire 50 reps and your goal is to do the million dollar months within two years, and we're not currently hiring any reps and we don't know our averages. We don't have a business plan to be able to scale to million dollar months. And so then the same thing becomes an even bigger issue with the advertising side of things. Because if we don't even have clarity around the lead flow that you would need to feed the current team to get them more efficient so that you have a better chance of hitting million dollar months, we're pretty much like it's blind leading the blind out there. And so that's kind of why I'm asking these questions. I know they're like, it's not necessarily as like pertinent to your trade and doesn't necessarily give you all the clarity that you would need to be able to like build a roof or something like that. But this is, you know, this is going to build the million dollar a month business if we can crack this formula here for you.

So let's take a quick pause from the role play. Can you just like outline what you're doing and why you're doing it? Yeah, people are going to watch this and just be like, okay, now they're just having a conversation about roofs, but what's actually going on behind the scenes? Like, how can someone replicate this and what's the strategy you're actually doing?

Great question. So biggest thing that I'm looking at here is like, I'm actually just going back to business first principles of like, lead flow and sales reps. So I think if, like, if you're watching this and you're like, dude, holy crap, like this is like, how does he even know what to say? Like, how does he even know anything about roofing sales teams? I don't, I know nothing about roofing sales teams, but I know about sales teams. And so like with every sales team and every client acquisition process, there's going to be a few components. You got lead flow, sales reps, and then you've got deal flow and average deal flow size.

Right.

If you know those four components, you can pretty much just like blueprint out how to scale a business. For example, he tells me he's doing 20 grand, 20 deals a month. I know he's doing like 400k a month for him to double. He's got 8 sales reps. Hypothetically, he would need in that scenario, assuming all things stay true, he would need about an additional 12, 12 or so reps that are performing at about the same level if they continue to do what they were doing. Right. I know advertising is going to be more efficient than going out and doing cold door knocking. Just because like, if you've ever done direct response sales, you know that to be true. And if you've ever done cold door knocking, you know that to be true. So he could actually probably get to where he's trying to go with the current sales team that he actually has. And that's basically what I'm trying to get him to admit here based off of the information that I'm giving him and helping him see his blind spots so that he knows like, oh crap, I do need help. Right? Because he's got no projection based off of how many sales reps he's hiring per month to actually meet the demand of his goal. He's spending nothing on advertising currently. And his business Plan was. Yeah, I mean, I guess I'm probably just gonna do both. That's kind of why I wanted to see what you guys have. So, like, this guy doesn't even have a business plan. He has an idea of what he wants to do, and it's like, it's pretty vague. It's non. There's no direction to it. And so, like, for me, I'm coming in here to position myself as an authority that can give him advice on how to scale this thing. Not. I'm not just trying to sell him the product.

Right.

Because if he doesn't see the. If he doesn't see the value and the conversation that I'm having with him and in the solution that I'm bringing outside of the product itself, then he's not going to trust me as much, and he's also not going to be as willing to buy. And so I'm basically trying to, like, solve his first problem, which is giving him clarity on the business plan. Because then the business plan has a missing piece, which is the advertising, which is the product that I'm selling that he then draws the conclusion that he needs. And I don't even have to sell him anymore because he's like, oh, dude, you're right. I do need to get more sales reps. I do need to do more lead flow. I do need to do more cold outreach. I do need to do this, I do need to do that. I do need to have two sales teams. Where do I start? It's like, well, dude, it sounds like you guys have a lead flow problem. Oh, my God. That's. You're right. That's why I got. That's why I jumped on this call today. It's like, oh, okay, that makes more sense now. And, you know, we can always talk about what other people are doing that bring in sales reps and stuff to kind of grow that side out. But I think you'd probably have an easier time if you just focused on the current sales team getting more efficient. Wouldn't you agree? Yo. Yeah, I would totally agree. And like, all of a sudden now it's like, okay, cool. Well, then the biggest thing we got to crack is ads. So you said your average sales is. Is 20 grand. If you're getting leads in off of your presentations, you should expect to close at least 30%. That's the average I've seen on across roofing and home improvement services. Is that true for you guys? Oh, my guys are killers. They close at 50, dude. Even better. You guys are in a this is a match made in heaven, man. You know, half your leads probably won't pick up. So realistically, if you get 10 leads, nobody's gonna. Half of them aren't going to talk to you. Five of them will. You know, two of them are telling. Two and a half of them are going to tell you to go, you know, kick rocks. And then two and a half of them are gonna end up buying a roof. In this scenario from. Based off what you're telling me, Mr. Prospect, is that accurate? Yep. Awesome. So then let's say. And then now it's like, okay, cool. It's a simple. It's a simple conversation about numbers and breaking it down to where it's like, okay, cool. Well, here's a projected return that you could see, potentially, hypothetically speaking, because I can't make income claims because that's illegal. If you were to run advertisements. What do you think about that? Oh, dude, that sounds awesome. That sounds crazy. Well, what do you think we. What do you think we should do moving forward from here then? Oh, well, dude, how do I get started with you guys? What do you charge? It's like, oh, cool. I mean that. Great question, man. Let me. I guess I can tell you. Here's how it breaks down. And then you just come in with your price. Now, if you don't have. Here's the part where it gets hard if you got no numbers, no data, no statistics. This is where I'm at with my second AI agency that I just started with Tim and another gentleman. I'm jumping on there. And they're like. It's like I'm having these convos and I'm bringing that expertise. And then it's like they asked me for the numbers and I'm having to, like, figure out industry averages, work around that. I'm doing, like, verbal jiu jitsu, and I got no proof, no testimonials. So I'm in the same boat most of you guys are in. And in those scenarios, if you have them anchored at. And considering a premium price tag, you know, I'm quoting people at anywhere from like 10 to 30 grand a month. And for those guys, they're like, whoa. And so then once I have them considering that, if they give me pushback, then I can start, you know, working my way backwards and negotiating to do it for less or for. Or eventually for free if I have to, to get testimonials, which is going to make Yalls lives abundantly easier, where it's like, hey, you know, I could do. We talked about this, like last week I think it was, I could do first month free and then you pay me on performance afterwards type of thing so that they can see that you're able to actually prove yourself.

Yeah, 100. 100. Yeah, if you can. Basically the main thing you're talking about is you like you need to know about the industry so that you can position yourself as an authority so they take what you say seriously and you're not just associated sales room.

So that's why, especially if you're young, that's like, yeah, because I'm really young. I have a baby face. You know, Tim looks older than I do because he has like facial hair and stuff. But like, especially if you're like, you're like, I saw there was a guy in the group, it's like 16, he's actually from North Carolina. Also shout out to you if you're jumping on those calls at 16 and you're like trying to close them and you don't know anything about their industry, you don't know anything about anything, they're going to be like, dude, this. I respect the hustle, dude, but like there's no world in which that happens. Like you have to basically overcompensate with your skills and knowledge and for your lack of experience. Essentially.

Yeah. We also need to be okay failing, you know, like you don't need to delay jumping on calls because of that. You just jump on calls and then figure it out as you go and get better and refine it. So I think that's important. But yeah, I mean understanding the fundamentals of business so that you can communicate that to them and if they can, they see your knowledge makes it way easier to sell. So cool. Let's, let's, you know, wrap up discovery. I know we got limited time here, so kind of go through and like we'll do a quick pitch and then maybe we can continue the remainder of this in a follow up training. But I still want to get the pitch out so people can kind of see like some more of the process.

Got it. Are we. Do we have a hard stop on the 30?

I can probably go till 45.

Okay, cool. I just want to make sure.

Pick up the pace a little bit. For sure.

Yeah. Cool. So awesome, man. Okay, cool. And then what like, what has been the biggest like challenge for you guys specifically with like landing a project with these people? Like what's the biggest objection you're seeing or problem that's preventing you guys from being able to close the deal?

We just need more of Them, we don't really have any problems. I mean, we're doing 20amonth. You can tell that we're doing well.

Sure. But like, I mean, is it like, you know, people, they don't, they don't believe they have roof damage or they don't have insurance to cover it? Like, what is. I guess like the. If we could avoid something on the advertising side to help you be more successful, what would that be?

Broke people.

Broke people. Well, broke people sometimes have insurance too. But like, and you know, if you're going to areas like Section 8 and everything that's funded by the government anyway.

So when you say people that are broke and don't have any storm. Storm damage.

Got it. Okay. So if they have no money and no storm damage, don't. Don't advertise them. Is there anything else specifically that you would like to target so that those.

People that'd be great damage or have money or both.

Got it. Is there any other criteria like roof type? No zip codes, no nothing.

Storm damage, money. Awesome.

Cool. You guys do commercial as well or just residential? Yeah, yeah. You do both or. What do you mean?

We do commercial?

Do both. Okay. Got it.

Cool.

All right, man. Well, yeah, I mean, I have a pretty clear picture of what you have going on here, man. It all makes sense to me. I can tell you about what, what we can do because I know we can definitely help. Sounds like you got a pretty cut and dry situation. And so, I mean, I could tell you about that if you'd like. It's just, it's just up to you, man. Like, where do you want to go from here?

Yeah, what's the price?

Great question. I think it's probably best that we break down how this actually works so that you know what you'd even be paying for if you did pay for it. And then we can go over pricing. I'll break that all down line by line. Sound good? All right, cool.

Yeah, it sounds fun.

Awesome. Cool, man. There's really just three components here. So the biggest thing is, is that I was looking you guys up online and I saw that you have a few Google reviews and a page that it didn't have a picture or anything like that. So the first thing that we're going to want to do. Write down number one. Number one is going to be brand positioning. Write that down. RIP Brand positioning. First thing we want to do is just make sure that like you've got a logo on the, on the website type of thing. Right. On the. Google. My business. We want to get you some more reviews from past clients. So people are not just thinking that you're a brand new company. Obviously, I know that you've been in business for a while, you're professional, you've been doing this, you know what you're doing. But we need other people to see that and we need the public to agree to that so that when people look you up, they're like, oh my gosh, I need to work with Shooker's roof care. Right. And so like, that's going to be the first thing that we're going to want to do as well as install an AI voice agent. Go ahead and write that down. AI voice agent under number one for brand positioning. Because I'm sure you guys have probably had it where somebody called in and nobody was able to pick up because they were on a Saturday, the kids were in, or the kids were in school, it was finals week, whatever, right? You missed the deal, you call them back two, three, four, five days later. And then they went with Billy Joe's roofing down the road because nobody answered. I'm sure you've probably seen that, right? And like, you know, Maybe that's only 1, 2, 3 roofs a month. But if that's, you know, let's say 24 roofs a year, we're talking about an over an additional month's worth of income. That's like half a million dollars. And so for you, I would want to get the brand positioning to be super professional in the sense that we've got more reviews, we've got a logo, and we've also got an AI voice agent that's going to answer these calls. It comes off as a professional style of assistant to help your clients get help immediately instead of having to wait for the kids to get out of school when the bell rings. Does that make sense? Awesome. What questions you have for me specifically about the step number one, van positioning?

None of the.

Okay. What are your thoughts on that? Do you think that would drive more revenue?

Yeah, I think so. I think so. We definitely get a lot of people that are like, oh, you guys aren't, you know, we can't find that much about you online. So I think that would help.

Yeah. And we can, we can talk about, you know, some more, some higher level things to do after we get through the initial three steps, another time after we've actually been working together. But there's some other things we can do to kind of help expand the public eye and perception of you online. So. Story for another time though. Let's go to step number two. So step number two, how are you guys bringing in the clients like currently by the way? Is it like you guys have a CRM spreadsheet? You guys use notepads? Like how do you guys make that work?

We use a CRM.

CRM. Okay, awesome, awesome. And so with that, that CRM, like do you guys have like any AI or automations that go out to these people to have combos? Or is it like you just put them in there and hopefully they get called by somebody type thing?

No, no, no, none of that.

Okay, got it. Cool. So then I think the, the next thing that we would probably want to do here for you specifically, because this is all custom, but for you specifically, I think it's going to be step number two. I would put down automated selling system. Automated selling system.

Okay.

And for that one biggest thing is, man, is like you're gonna, you're gonna start getting. Now that we've built out the first step of your business, the brand positioning. People are seeing your reviews, they're coming to your website, they're filling out a form to request you guys to come out and do a, a quote or whatever you guys call it. And now they're going to need someone to talk to afterwards. Right. The appointment is going to have to take place. We're going to have to basically get them from I've never heard of you guys to I've heard of you, which was step number one. And now we've got to go from I've heard of you, but I don't know you. And that's the second step right here, the automated selling system where we're going to have a conversational AI that talks like a normal person would over text message and is able to go ahead and schedule these appointments out so you can get your guys boots on the ground to go off and start getting more quotes per day and ultimately make this thing more efficient so you can start closing more deals on these roofs. Is this making sense so far?

Yeah, but how is that going to work with my current CRM?

Great question. What I think would probably, and I'm open to like, are you married to that CRM by the way?

I mean we, we do everything through it.

Okay, cool. Yeah. I mean we could look at potentially being able to install the AI agent there. What, what CRM are you using?

It's called Google Sheets.

Google Sheets, Got it. Okay. Yeah. Because I mean like realistically man, if you're, if you're wanting to have all, all of these things take place for you to be able to close more of these roofing deals, we're going to want to have something that has the capabilities of integrating with like an AI agent. And it. I'm not really sure how you would do that with Google Sheets. Does that make sense?

Yeah, I think, I don't know. A lot of this stuff is confusing. That's why I like to work with nerds like you.

Yeah, exactly, exactly. And that's why I don't want to go too deep on it, man. Like, biggest things you need to know is that these people are going to actually have somebody to talk to. Schedule a time to get a quote where a roofer can come out. You know, either one, close the deal or two, tell them to kick rocks if they're broke or don't have roof damage.

Right. Just like we talked about. For sure.

Makes sense.

That makes sense. Yeah. So I need to, I can't use Google Sheets anymore.

I mean, you can for all sorts of things. I, I'm just, from what I've seen, I, I think you're probably going to get more conversions and more, more roof sold and obviously just have a better client experience with your business every time. If you're actually able to communicate with them in real time and it's Persona, you know, personalized and it seems like it's, you know, someone who's actually listening to their problems and trying to help them out. Does that make sense?

Cool.

Any questions?

Yeah, it does. No, makes sense.

Awesome. Step number three. Step number three is going to be super boring. But honestly it might be the most necessary. And number three is going to be scale plans. Go ahead and write that down. Scale plans. So the biggest thing here is like, and we both know this man, like, you know how to build a roof, you know how to fix a roof, you know how to repair it. You could probably do it from scratch. You probably build a house. Honestly, like, you know, I mean, you guys are super competent. You've been doing this for years. It's, I'm sure it's, you know, this will be a walk in the park. But the biggest thing is that like, remember when we were talking earlier about like being able to scale this business, how to, how many sales reps you needed, how much to spend on ads, you know, what you needed to do to be able to get to those million dollar months. And we were, there was kind of some gray area, some ambiguity there. Well, the biggest thing that we want to do is basically, we want to reverse, we want to basically put a picture into an AI business analytics machine that is going to get a clear picture of what your business currently is, how many reps, deal size, all the questions that I was kind of asking you about earlier, and I'll ask you a few other questions to help get this kicked off the ground. But once we get a clear picture of what the business is actually doing and then where the gaps are that we need to fill, then we can work on actually building out a business plan that you can execute on over the next 24 months for you to start scaling up to and working towards hitting million dollar months and getting up to that, you know, 45, 50 roof per month so that you're able to still also maintain a healthy profit margin and ultimately scale your income as well. Does that make sense?

Yeah, yeah, that makes sense.

Beautiful.

Well, cool, man.

So that's pretty much like the three step plan that I see for us to be able to start helping you out, to work towards that. And this is all fulfilled where we basically do everything for you and it's all using the, the AI systems that we have in place already. So it's super basic stuff. Everything's ran through meta in terms of your advertising and we typically recommend starting off at like 100 bucks a day. Do you have any questions for me in terms of like what to spend on ads, where to start?

No, that makes sense.

Cool, man. Well, that's pretty much what we do in a nutshell and how I think we could help. But I mean, where do you want to, where do you want to go from here? Like, what's next?

Yeah, I'm gonna think about it and then I can get back to you in like two weeks.

Yeah, makes sense, makes sense. And obviously like we haven't talked about pricing investments, anything like that yet. So I guess in terms of the process specifically, like what do you, what do you feel like you might have.

Potential questions about, you know, want to wait, wait a couple weeks.

Okay, yeah, that makes sense. You know, makes sense for sure. And when you say like wait a couple weeks, is that just due to the holidays or what's going on there?

Yeah, that. And then I also just, you know, want some time to consider my options and think about it and.

Sure.

Then roll. Yeah.

Okay. When you say consider your options, like what options specifically whether to do this or not. Okay, got it. But like, so the options would just be like whether you do this or.

Don'T do this or do something else.

Okay, so then like what would be something else that you might do, for example, that would.

Another company that does the same Thing you guys do, just hire more door knockers? Yeah, I could do, you know, anything. There's tons of ways to get clients to buy one of my competitors, take out a loan and buy one of.

My competitors, do that.

A lot of different options. Yeah.

100. And obviously, like, you being a business owner, like, you got to be as successful as you were about being decisive. Right. And so it sounds like you're. You're looking at making a. A decision here based off of what the information that you have and the information that you're going to get. So I guess, like, based off of what I'm seeing here, the biggest question would really just be, what information do you feel like you would need? Or I guess like, a better question would probably be, like, what framework would you go through in making this decision so that you know what would actually be best for your business?

Yeah. Risk reward, basically, you know, what's the. Like, what's the risk and what's the reward of each thing? What is the effort or the lack thereof? And I'll just kind of weigh that out and make the decision from there.

Got it. Okay. And so for you, and I don't want to. I don't want to assume anything, because assumptions are dangerous. Are you wanting something that's like lower effort or higher effort?

Well, in an ideal world, the best thing, the best decision would be no effort, zero risk, and maximum reward. So.

Got it.

The closer we can get to that, the better.

So something that's, like, probably done for you. Right, That's. That sounds like you. Where you don't have to really do anything. Okay. Low risk. How would you measure. How would you measure risk? Like, what do you. What's your, your risk scale that you measure it on?

You know, how likely am I to get.

Okay. And then you said, like, the reward, obviously. And how would you go through and measure that?

What's the maximum potential outcome that can come from it? You know, if it's, hey, you can add an. Add an extra $10 a month to your business, I definitely wouldn't do that.

Got it.

But if it was like, you know, you can scale to $5 million a month, that's better upside. You know, that's something I have to weigh and consider.

Yeah. Well, I think it's important to note too, because it's like you being a sharp businessman, like, you're not going through and looking at options that would add ten grand a month to your business. You're looking at big swings that are going to add 500 plus a month to the business, it sounds like. So all the options that you're considering are going to lead to about the same outcome ultimately, from what you're telling me. And so the biggest things we would actually have to evaluate here would just be what is the actual risk? And then the other thing that we talked about, which is how much effort. And so from what you described earlier, and I think it's important that we talk through this because ultimately, like, there's a chance that you shouldn't do what we're talking about doing. Maybe you should go buy the business. What type of risk do you think you would be taking on though, if you got a, like an SBA loan and went and bought a business that you didn't have any experience with and then had to go through like a merger and an acquisition simultaneously and had to integrate two cultures?

I mean, it would probably a lot, but that's why I would consider it and think about it for sure.

But like in the, in the framework that you just gave me, if we're valuing low risk that, you know, a multi million dollar risk with a high failure rate, especially if you've got no experience merging a business and integrating cultures like that, doesn't sound like it would fit the profile of what you're looking for, to be honest with you. So you're probably going to be looking more so at other ad agencies from what I'm hearing. Is that, is that accurate? Is that fair?

Maybe we'll see.

Okay, when you say like maybe we'll see, like, what do you mean?

I mean maybe we'll see for sure. But like, I might buy business, I might go to another ad agency. I feel like it's pretty straightforward, huh?

I would think so. But I'm just trying, I guess I'm just trying to get a clear picture here because it's on one hand you want low risk, but then on the other hand you're looking at taking the biggest risk you can take in business, which is mergers and acquisitions, private equity, essentially. So it's like, and that's a great idea.

I'm just listening that as a possible option. I'm not saying I'm going to do that or not do that. It's just something else that I'm considering. I think you might be getting a little hung up on that.

Well, I'm just trying to figure it out because it's like if we're looking at making a decision through this framework and we're filtering it through risk and reward, and reward was already closed off. Right. So it Just comes now comes down to risk and effort. Obviously, what we do is completely done for you. So you don't have any effort there.

Buying a business, which is definitely a positive for sure.

Exactly. And it's like, you know, you can get that with other ad agencies too. Right. But like, buying a business like that's super high effort, super high risk, super high reward though too. There's upside to that. There's not, you know, nothing wrong with that. But just looking at it logically, high risk, high effort sounds like it's the complete opposite of what you're looking for. And so I'm just trying to make sure that, you know, if we're making. If we're thinking through this lens, we're actually able to get clarity on what we're looking for, which makes your decision easier to tell us no. Or if you want to tell us yes, you can too. It's up to you. And at the end of the day, anyway. So what do you think would be the biggest decision maker for you? Would it be the risk or what it.

Or factored in.

But between the two, specifically, what would be the biggest decision.

Maker for you between risk and effort? Yeah, I mean, I'm busy building roofs, so I would say lower effort.

Lower effort. Got it. Okay. So then the biggest thing that is going to come down to is just going to be effort. And so obviously then at that point, if you're trying to reduce effort, you're trying to reduce risk, the outcome is pretty much the same. If you were to buy a business that's definitely not one that's going to make sense for you. Another ad agency could make sense. We could weigh that out. What would be the. What would make it a yes? Like, let's say you go and talk to 10 other ad agencies. What would make it a yes? Where you're like, you know what? I'm going to work with these guys.

Female CSMs.

Female CS I'm just kidding. I'm trying to make it super realistic. Did I forget to mention that, like, literally our entire fulfillment team is actually.

No, I'm just kidding. It would just be the track record and the testimonials.

Got it. Track record and testimonials and the vibe.

Big Bob.

So let's say that all things considered equal, they all have the same track record and testimonials. What would make it a yes then.

Or a nice on the value?

Okay, and how would you, how would you decide what that is? Because if they're all doing it, the price.

They would decide the price. And then I would decide the company.

Well, I'm talking about like the. You said the value, right? Because the price is going to be probably fairly similar, like in any market. Right. I'm sure your roofs are probably similarly priced to your competitors. But, like, why, why would I go with you as the roofer versus somebody else?

Because we build better roofs.

But how do I know that if I've never gotten a roof from you?

Track record.

Okay, but the other companies have track records. You see what I'm saying? I'm trying to help you think through this because, like, this is, this is a decision that could cost you hundreds of thousands of dollars or could make you hundreds of thousands of dollars depending on how we do it. So, you know, as we're evaluating the situation, it's important that we are able to distinguish clearly what looks like a loss or doesn't on the outside before we make the commitment. Because if we fast forward 12 months from now and you work with another ad agency because they're charging a thousand dollars a month less, for example, but you end up in a situation where you just lost $600,000 in ad costs, your salespeople, quick, because your leads suck, and now your competitor is getting rich off of your demise and he buys your business out for pennies on the dollar and absorbs all your revenue. That's a tough position to be in. And it's like, obviously that's an extreme situation, but on the other side of it is million dollar months. You're hitting your profit goals. You know, you can get a house in St. Pete if you want, and you got a yacht on the water, right? So it's like, that's kind of why we have to think through this so deeply. So I guess, like, how would you, how would you go through and distinguish yourself before somebody's worked with you? When you're talking about the roofs, we.

Just get to them first.

Okay, but then let's say somebody else gets to them, right?

Now we use better materials, we train our team better, we have more better track record and testimonials.

Okay, but then what if your client says the same thing? Like, hey, it's just a pricing thing. They have similar track record, similar testimonials, roofs about the same quality. It's all the same.

How would you get the deal that.

We don't for sure, but obviously you want the deal. So the question becomes like, just all.

The things, all the things I said, right?

But if all things are considered. Well, here's the thing, Tim. I think we're Going in circles a little bit around this one. Because ultimately, at the end of the day, man, it just comes down to whether or not you see that this could work for you. So with the information that you have here specifically, do you feel like this would work for you whether you had.

To pay for it or not? It certainly could. It's not. I mean, it sounds really good.

Okay. What makes you say that?

You know, just increasing our brand presence I think would help. Okay. I know we miss a lot of calls because people call after hours or our team's busy or maybe we don't have enough team members. How many calls the caller? I have no idea. I like the idea of the, the voice agent. They can answer the calls and then, you know, if you can give me more qualified routes and the numbers make sense, I mean, I'll do it.

Okay.

But yeah, just want to be able to consider it and look over things.

For sure. Well, I think, man, the biggest thing here is that, like, I'm going to be your number one source of information since I have, I have all the information that's necessary on this product. So I guess.

Right.

For you to go through and consider things like what do you think I should send over to you specifically that you'd want to go over in your mind?

I want to see some other people that, you know, been able to grow their business with the system. I think that'd be helpful.

Okay.

You know, something like that.

Okay. Makes sense. What else?

That'd be the main thing. That's all I need.

Okay. So the. So fast forward, you've seen people that are getting results with a system like this. We're doing business. There's nothing holding us back from moving forward.

What's the, what's the price?

Great question. But just in terms of this, like the process specifically, because I can line. The costs differ.

Yeah. What's the price?

Well, that's, that's kind of what I'm saying is like, do you think that that's something that's going to crush for you if you're able to see those results from somebody else like you mentioned earlier? Or is there anything else that you feel like you would need to know the price? Well, yeah, like I said, I'm going to break that all down because it's not just, it's not just like one price. You have to invest in ads, you got to invest in staff, you got to invest and you know, in us. And so like I'll break all that down line by line and I can also send it over in an email. But I just want to understand, like, you go through, you see other people getting results. Is this something that you think would work for you? Based off the conversation we've had?

Yeah. Okay, so I'm on the call.

Well, we went, we went over everything on the call, so you couldn't have known if it would work or not beforehand.

But I'm still on the call.

See, there you go. That makes sense. Awesome, man. Well, cool. So I can kind of break everything down if you'd like. You still have a pen and pad?

Yep.

Beautiful. So, and then I would just go through pricing, and then I would just go through and handle that. But guy like this, I mean, he's, he's certainly like, I haven't, I haven't dealt with anybody this difficult in a while.

You definitely have, dude. Not on the new one, but yeah, for sure. I was trying to be as difficult as possible so that you could flex your skills, which you did a great job. I mean, I was gonna buy. If we had more time, I would definitely would have bought. But, like, briefly, why were you saying what you were saying? Because, I mean, everyone's gonna run into a prospect like that. If you can deal with a prospect like that, you can deal with anybody. Why were you running through, like, the framework that you did? And how are you thinking about what to say? Yeah, my objections.

The biggest, the biggest thing that I found is like, it's not about what you say. It's more about what, like, why and how you're saying it. So it, like, you know what I mean? Like, it's not about the. I think a lot of people get caught up on, like, the, the scripting. They're like, if I just say this one word, it's going to be the jiu jitsu move. That'll, that'll just. It'll be the secret key unlock the skeleton key that opens the war chest into, you know, know, that's not how it works. The biggest thing that we're looking for here is like, we're trying to help this guy make a decision on how he makes decisions so he can make a decision. That's the framework that I'm taking him through. And so it's really easy. There's two ways that you can really, like, really get someone to make a decision. And one of them is like, this is something that a lot of the high ticket closer gurus talk about nowadays, but it's like identity frames where you basically get someone to commit to an identity and then they have to stay consistent with the identity that they committed to so they don't break their consistency bias, right? And it's like I heard this example, which will be super helpful. But like this guy said, you know, if you're a gangster and you're walking down the street and this little old grandma trips and falls down in, in the street, you're probably not going to run over there with your pants sagging and your chain, you know, with drugs in your pocket and help middle little Miss grandma into her house. Because you're a good Samaritan. If your whole demeanor is being a gangster and you're like known for like killing people and robbing people, it's like you're not going to go do that because it's not within your identity. Conversely, if I'm a good Christian kid, it's going to church and I see Ms. Jones falls out in the parking lot. If my identity is to be a good person that helps other people, it would feel wrong not to go help Miss Betty, right? And so it's like that. If you can ever just think through that, like if we can get them to commit to be like I, I kept complimenting him as an established business owner, somebody who's intelligent, that makes good business decisions and thinks through the way he does things. I'm reinforcing that identity consistently so that he, it's a form of flattery, but it's also, I'm trying to get him to commit to that identity. If I can get him to commit to that identity, it's makes the sale so much easier because then a guy that's super successful, that's been decisive up to this point wouldn't keep kicking things off because that's not how he's always done things. And so I'm able to kind of help box him into an identity there and then for the, the decision making framework. If you can get someone to make a decision and then cut off all of the other decisions that they otherwise would make. That's why I got stuck so long on the business thing. He wouldn't admis admit that it was high risk, high output, but that was literally his whole criteria and all the rewards were the same. And so it's like if you can close one door at a time on the, on the, the decision making framework for them and if they don't have one, you have to give it to them. That's the other thing. They don't have a decision making framework. You have to give them one. Hey, I can tell you what other people have done in the past Kind of think through these things. Usually they're looking at like you can kind of just use the value equation for reference of a decision. So most people want to see how much effort they're going to have to do, how much they're going to have to sacrifice, what's the risk, you know, blah, blah. And then once you get them there, it's like, okay, cool. Well let's evaluate the options. You buy a business high reward like this and the other ad agencies and all that other stuff, but doesn't check the other two boxes of low risk and low effort. Super high effort, super high reward, super high, super high effort, super high risk, super high reward. Say, okay cool. That only checks one of the three boxes. That's dead. Next, let's look at other ad agencies, right? What, what would they need to do? It's like, okay, cool, I don't want to do anything. Low effort, say, okay cool. Well you don't need to get this type of ad agency because that's all do it yourself. Like you don't want to buy a course, you don't want to do this. Okay, cool. So you need it done for you. Ad agency. It's like, okay, cool. Now, Now I've already got them to make two decisions. One, they're not going to go buy the business. Two, they're not going to go work for any type of like done for you ad age or do it yourself ad agency or anything like that or done with you. So I've got them narrowed down to two decisions they want done for you. They want low effort. I've got two pieces of info that line up with my offer that I can go ahead and sell them. Then I can continue to take them through the pattern of everything that ends up just lining up to what I have to sell based off of what they don't want. And so the decision is not a decision to work with us or not to work with us. It's a decision of whether or not to use this product because it meets the criteria that he told me he wanted to have met anyways. And so it's just a fair business decision to move forward on that call because he got exactly what he wanted, which is what he was looking for based off of the decision making framework he told me he wanted to do anyways. So hopefully that makes sense.

It definitely does. That is absolutely fire. Well, cool. Ladies and gents, I dropped the link down below in the chat to join our school community where we put out all of the resources that we discussed on these YouTube videos and also answer questions that you guys have. So go ahead and click that link to join. And real quick, we have one question we're gonna answer before we jump here. Just wondering, would you ever show the process during these sales calls, like if the client asks what your ads look like specifically, how does your team pre qualify their leads and call them? Yes, we absolutely do that. We use a something called Gamma. It's like basically you can create like a whole document that explains your process and then we can actually embed videos of our ads or images of our ads inside of that doc and then our sales team will use it as they're presenting the the process. So 100. That's highly recommended. Agencies are like scared to show their ads. Usually it's because they're hiding something and definitely triggers a lot of, I guess I would say skepticism with the prospect. And when you show your ad, you build a lot more trust. So would highly recommend doing that.

Cool. Ladies and gentlemen. It is.

I'll see you guys soon. Oh, go ahead. I gotta jump now. So wrap it up.

Yeah, I was just gonna say the other thing to consider about that is results in market dependent and business model dependent for the ad thing. So like for example, if you're running branded roofer ads, for example, and you're doing like a centralized lead system and you're not running it in their account with like the retainer plus ad spend model, if you're doing like a pay per quote or more performance based model, I wouldn't show your ads in that scenario because then at that point like that's the majority of the value. And then like that, that is proprietary information. But if you're doing like retainer plus ad spend like the traditional SMMA model and then you're just tacking AI into it, it's like, okay, cool. Yeah, that's fine. You can show them there. But just keep that in mind. If you're doing like pay on performance, it's, you know, I would definitely be more weary about showing people that because the creative is what basically is the backbone of your entire business in that scenario and is also the value add anyway, so.

I agree. All right, ladies and gents, we'll see you guys next Saturday. Take care. Go make some money and we'll see you guys inside. School peace.

Later. See you.