How To Increase LTV Per Client In Your AI Agency

All right, what's going on? Ladies and gentlemen, we are live on YouTube. Had to get this new year started and kick some fucking ass coming into 2026. And this live, we're going to be talking about how to increase LTV of your clients inside of your agency. So this is ultimately the biggest driver of profit in your business, right? At a certain point, whatever you're paying to acquire a customer, especially when you start running ads, and especially when you start running ads at scale, your costs are only going to go up. And the only way for you to increase your profit margin is to sell more things to your clients or keep them for longer. So this is a request from somebody who done a few coaching calls with. He asked for this specifically. I think he's doing like 40 grand a month trying to get to 100 grand a month. And this is ultimately one of the biggest things that is going to allow him to do that and will allow you guys watching this to scale your agency. So, Julian, I know you have been one of the bigger drivers of upselling our clients, increasing ltv. We can talk about some of the retention tactics and things that we've done, but you want to kind of kick this off. I'm going to post a link on Instagram to this live so we can let some people know that we are live and talking about making more money.

Cool. Yeah. So for those of you guys that don't know me, I'm Tim's business partner. I basically run all of, like, the personnel in the business. Sales, client success, pretty much everything except for marketing and fulfillment, more or less, and product. So with that being said, you guys, I'm going to kind of talk through some of this stuff I put together, actually some. Some things for today. And this is basically like, what completely changed our situation because probably about a year ago now, I want to say maybe a year and a half ago, there wasn't like. No, it was about a year ago. There wasn't really any such thing as a backend sale or a renewal. It was pretty much just like, you know, if they asked for it, they got it. But we didn't have, like, systems in place that were established to be able to sell people. And so we were just leaving all this money on the table for people that were actually willing to pay, pay us. And ultimately churn was like killing us at the time. And so noticing that being one of the biggest problems and all of our friends that are doing, like, super big numbers, like million, 2 million, 3 million, 4 million plus a month, they were talking about how like back end sales was the way. And so coming into that, that was kind of like one of my initiatives. And it took a lot of cleaning up in the back end departments. And so I kind of distilled that down to a few different things in terms of like the actual relationship itself. And then I'm going to throw you guys some tactical game here today as well. So unless you got something to add, Tim, I'm just going to kick things off and keep it rolling.

No, I'll jump in and share any thoughts I have along the way, but we can, we can dive in.

Cool. So basically, when you're looking at this, I want to kind of go through a framework that Tim actually domed this morning called the three R's. And the first one is going to be relationship. So, number one, relationship. Basically the biggest thing that is important with a client and the business is how they feel about the business. It doesn't even actually matter as much if the product is absolutely phenomenal. I mean, obviously that's a plus and a pro. But if you have no relationship, whether the product is amazing or not, it doesn't matter. Like, if I just, if I hate Apple, I'm never going to use an iPhone. And there's people like that out there, right? I'm personally an iPhone user because I love Apple. And so the relationship that they've built with me has come through time and I've used their products from childhood and da, da, da, da. So it's like I have this great relationship with them. When I go there, my stuff is fast, fixed, new, shiny, and it's like, it's great, you know, solves a lot of my problems. And so I have that relationship with them. And if I need to get customer service, it's like 20 seconds, I'm on a chat, boom, I'm done, right? And there's other relationships that you might have with businesses in your life or that you have with your own customers. And if this relationship is fragmented, you're cooked. And so this relationship actually starts on the sales call and never ends. There's no end to the relationship. It's just whether the relationship takes a break or not. It's kind of like an old friend from high school type of thing where it's like you might not talk for six years, but then you get, you get, you know, you end up hanging out again type of thing. It's kind of like that where once you have a customer, you guys have a bond for life. You guys, to think of it that way, especially if you're here to play the business in the long term. It's like if I sold a guy three years ago, for example. Just because I sold him three years ago don't mean he can't buy again. It also doesn't mean that I'm just gonna ghost him and never talk to him. I might send him a text, an email, call him, hey, how's it going? I don't know. Maybe he can't be a customer anymore and that's okay too. Maybe he knows people that can be a customer. Right. And so this, this relationship is never ending. You want to add anything to this, Tim, Before I keep rolling?

I would definitely add some things to the relationship. Like the biggest thing is they need to have like a point of contact that they enjoy talking to. Right. So one of the things, believe it or not, that we found alone is increased LTV is having CSMs, but not just any CSMs, but having female CSMS clients. If your market is predominantly male, your clients will just want to talk to a female like way. They'll enjoy that relationship and that conversation a lot more. And they're generally nicer to females than they are males. We've basically split, tested this within our own business and every single time the clients are harsher or meaner to the male CSMs than the female CSMs. Right. So and it doesn't necessarily just have to be male, female. That's kind of just an example. But if you can find people who are going to be talking to and essentially managing the relationships with the clients, you want to find people who to are going that have good personalities and know how to manage those dynamics. Because at the end of the day, what Juliana is saying is true. It's not just about how good the product is, but it's about how good the overall experiences and the people within your company that they are talking to and interfacing with on a day to day basis are a direct reflection of that experience. So first and foremost, if you get to a certain level, right, like let's say you have, you know, 20, 30, 40, 50 clients, you should no longer be doing the direct. You shouldn't be be the one managing the relationship to clients. You should find somebody else to do that, who's going to be doing the work. So having CSMs to manage the relationships instead of people just having to do it through an email is, is, is massive. So that's something that I would add. Having CSMs and then just picking the right people to be the CSMs is huge.

Yeah. I would also Say like when you're going through an interviewing, especially if you're like, if you're, if you're not yet hiring or have CSMs on the team, like you're probably going to completely just make a mistake hiring your first CSM or two. I would start by like trying to hire two if you have the resources, just so you can see like what it looks like. And try your best to find a business, a past business owner, a salesperson that is been in more of a long term follow up game like real estate, private equity, something where they like basically have to software sales where they basically like have to like maintain a relationship with someone. And I would also just try to find somebody with like actual experience in managing a book of business or anything like a successful health insurance agent or a successful home and auto insurance agent that like they have to like regularly touch base with someone every single year, multiple times. Because otherwise like you're just going to end up in a pickle where your client just feels like they're left on an island because you don't know what you're doing and your CSMs don't know what they're doing. And that's basically where we were and we figured it out. Which is kind of what I'm going to talk about with some of the tactics here in terms of how to actually stay in touch with these cats and then also how to make sure that you can keep them from ghosting and also how to stay in touch with them proactively. So let's talk tactics. Biggest thing is that the number one entry point of the relationship is the sales call. And so with that sales call you've got to have a handoff, right? It's like when you're going to a restaurant and they say, hey sir, how many people do you need to sit down? Five people. Great. Hey, your waiter's gonna be right with you. That's a handoff. Now imagine this. Imagine that same person says how many people are with you? You're like five. They're like, cool, here's your table, see ya. You'd be like, okay, well what happens next?

Right?

And it's like, that's so stupid because it's such a norm that we expect a waiter to come to the table. But what if you didn't? What if you'd never been to a restaurant? And then what if the waiter never came? It's like that's how a lot of customers feel in high ticket sales. If you're doing, you know, selling AI agency fulfillment products, they Just think that they jumped on with someone who told them about this AI product that was going to solve world peace, and then they don't really know what happens next. And so we have to set that expectation. And then when we get to them on the client success side, we have to make sure that they have all of the resources available. Whether you're using the same stack that we use, like Slack or School or whatever you use to manage your client portfolio, there has to be an established connection there, because to the client, if they never see it, it never happened. And so I actually, as a client, I never got my steak if the steak didn't come to my table, even if the steak was cooked perfectly and ready to go and hit the table, if the waiter never brought it to me. Does that make sense, you guys? Like, we have to make sure that they feel like they received the product as much as they actually received the product. It is less so about all of the little knickknacks and things than it is about their feeling, which sounds like it's, you know, like, oh, it's a business. Why would feelings matter? Like, you know, it's should be all logical. No, I'm telling you, buyers are not logical. They want to feel as if they got something in exchange for the money they gave. This is especially important if you're selling info. And if they don't use it, they never bought it. That's why people get chargebacks and refund requests. Right? And so it's like even if you're doing an AI service, they ghost you. Never use it, never got it, they never purchased it. They're going to charge back or ask for a refund or ghost you and tell you that you were horrible online. This is where you see bad reviews come from and everything and it starts compounding. That's how you can kind of avoid that. Regular coaching calls is another one. I like bi weekly if they're a touchy client and try weekly if they're like a, you know, more established client personally. And then you'll have some clients that are like, don't call me, I'm good. And they just call you when they need you. Those clients are awesome. We love them. God bless them.

So let's put this into, like, actual tactics that people can go and, you know, implement, like tying this back to what we did in our agency and what other people should do in theirs. Specifically on the relationship side, like the action steps.

Yeah, I mean, biggest action steps here we got our clients all in slack and in school, so they Saw things that they felt like they got a. They felt like they got a product. We booked from the sales call. We booked the onboarding call same day, if possible, no longer than 72 hours. That's like the one of the best ones that I'll tell you, that literally solved for refund requests and chargebacks was literally just booking the onboarding call, nothing else. And then on the onboarding call, booking out regular coaching calls with them and messaging them in Slack to ask them what wins they've had have been some of the biggest moves for us in terms of, like, establishing and maintaining the relationship. Because you're basically talking to them now every two weeks, at least face to face. And then you're also getting. You're also getting them content and information via message. If you're, like, asking, hey, what wins are going on? Because when you ask them what wins are going on, one of two things will happen. Hey, I got a win. This is what happened. Or this is a cesspool. I don't know what I got. What am I spending money, whatever, right? And then it's like, okay, cool, well, let me help you with that. And then you solve the problem anyways, because you asked him about wins, and then it's also still on a positive note. And then you can go back to asking them for wins, which is all back to positive notes anyway. So it's like, we can keep and maintain the relationship positively by doing that, but also solve problems when they're coming up proactively. Lastly.

Yeah, that's. That's good. And that's all specific on the relationship side.

Yeah, yeah, of course. There's definitely more to come. Biggest thing, do not disappear on the client or not have something on calendar. This is something that even pros do. I got. I got a buddy of mine does like 3,400k a month and didn't get a call back on calendar with me being the client. And then we didn't talk for like a month. Now, luckily, I didn't charge back, so I'm not a pos, but, like, if I was a wacko, that could have been a problem for him.

Right?

And so it's like, even. Even experienced people do it, so you have to stay on top of this. If they disappear, we had a closer one time that used to call it going crazy ex baby mama on them, and she would basically just call them, text them, email them everything she could think of. Instagram them, Facebook them. Like, when you get somebody who's ghosting you, you got to go blitzkrieg. On getting them back in, because the same way that if they didn't receive the product because they didn't have a perception of receiving the product, if they stop using the product, it's so funny. Customers will often, like, prorate their use of the product down to what they paid for it based off the price point. So, like, if Your product is 15 grand for three months and they only used it for a month and then they ghosted you, they're going to be like, well, I need to get a $10,000 refund because I only use this for a month. And so it's like, you have to. You have to be like, just all over them, like, hey, where are you at? What's this going on? Did you give up on your goals? Text, email. I heard people, there's a guy out there, does a few hundred grand a month, and he. He'll actually comment on people's Instagram posts and go and comment on them and be like, hey, man, glad you're okay. Thought you got kidnapped or something like that. And he said, it's got, like, the 100% response, 100% response rate for him. Which. Whether or not that's true is up to interpretation.

But it sounded good.

So anything to add on that before I move on, Tim?

Yeah, I mean, I think the biggest thing we're like, really? The way that you want to think through this is like, I saw there's a guy who talks a lot about agency stuff on. On YouTube, and he basically made this was. I think for him, he made it more so like, for acquiring customers. And he basically kind of described as. It's like a. Like a pipeline. Let me share my screen and show what I mean. Okay, so you guys can see right here we got this whiteboard, right? So it's almost like you have, like, this, like, pipeline. And this is like the customer journey, right? And along the way, there's little leaks where people fall off, right? So, for example, you know, the first and most obvious one is, like, the handoff. So if you don't do the handoff properly, you're going to lose people. You're going to have water leaking out of the bucket, right? Boom. Then you're going to have the onboarding call. If you don't do an onboarding call, you're going to have people leaking out of the bucket. So the onboarding call is basically kind of like patching that up. And then as you kind of go throughout, like, people just start to naturally, like, fall off, right? This is what you see is, like, you Know, you have people that are like, very serious about their goals and they're. They're about their shit. And they usually don't fall off as often. But along the way, you might have people fall off here. Let's say this is like a weekend. And then you have people that fall off here and fall off here. Like, there's just leakage all along the way. And so what you're looking for is like, how can you analyze where people are falling off? And this first, the first thing we're talking about is just revenue retention, making sure people actually complete their payment plan and get a result. And then we'll talk about upselling and increasing the ltv. But like, you're just going to have people that will naturally fall off on these different points. So you want to have patch like patches here, right? So, for example, what we're talking about, if you have a csm, you're patching a lot of this revenue leakage that would otherwise occur, right? If you have an onboarding call, you're patching revenue leakage that would otherwise occur. And so that's kind of what I want you guys to visualize as we're going through. This is like when we're talking about reaching out to people and getting them back on. You're patching people falling off, not completing their existing program with you, and then also potentially charging back and not even being. Not like not even being a candidate for an upsell, right? If someone never uses your product ghosts you and you never hear from them again, you're obviously not going to sell them more things. So we're just basically trying to make sure that people actually go through the system. And then we're going to also talk about how you make the system better to get them more results. So that was something I wanted to add real quick.

Yeah, that's super fire. I've actually been thinking about it. We should probably make like individual videos on this. I doubt they would get as many views as some of the cooler stuff, like client acquisition. But there's really no content out there on this that I've been able to find myself. I've had to learn this through either trial and error or like connections that I have. So I love that little visual you shared there, Tim. That was awesome. Let's jump into number two, which I think is roi. The offer that you have, it should pay for itself in one way or another, right? And so what I'm saying here on that is, like, we've got to be able to measure the actual return that they have, because, like, if someone were to buy, let's say I'm selling, you know, AI fitness coaching, and they get an AI fitness coach, for example, that coaches them through how to lose weight and eat and this, that, and the third. But if there's no actual measurable of them and getting a result, like just losing weight is not enough, it's not measurable. And so therefore, their investment with you is on borrowed time to end up in either them quitting the program or just not renewing because they don't actually see any transformation. And so it has to be like, think of it like a foot race. It has to be a clear measurable of like, I'm starting here and I'm getting to this part of the finish line where the race is over and progress is where you want to encourage them. And even if they don't finish the race or get the final outcome, as long as they're making progress to it, most people are actually okay with that. You know, if I don't solve for world peace, but, like, there's, you know, less. Less going on in the world in terms of conflicts because I bought your product, I'm a happy customer. You know, if I, if I want to lose 10 pounds, but I lost five, but I know that I cheated on my diet and the AI coach is scolding me, but, you know, whatever. I wanted that ice cream. Okay, cool, no problem. At least I'm halfway there. And so as long as we can remind them of that or measure that, then we're looking good. So ROI could be a multitude of things. The best ROI tracker is money. But I want to have an ROI of whatever product or niche that I'm doing. So maybe you're doing AI chat, like selling AI chatbots, for example. I'm not going to necessarily be able to say, like, hey, you're getting a 10x return on investment on this. But I can say you save this amount of hours, and then how much is your hour worth? Oh, wow. Here's your real return on investment. So if your hours worth a hundred dollars an hour, and you're a chiropractor and you have an AI chatbot that saves you 40 hours a month, you know, that's, you know, that's a good return, right? If I'm paying 500 bucks a month for that, it's a great return. So you have to look at how you can quantify their roi. It could be, you know, getting their cost per book call down. If you're doing like a marketing offer, if you're doing a sales offer, it could be a cash collected amount against what they used to have. There has to be a comparison of where they were and where they're going, almost like a before and after with a clear metric to indicate whether or not they are seeing success or progress with your product. And those expectations you set in the beginning are everything. This is something that we had to actually clean up on our end on the sales side where we had reps that were brand new that would come in and they saw our testimonials and they were like, oh my God, this is literally like, this is the solution, this is salvation. And so they would jump on these sales calls, brand new, not knowing any better. And they had seen somebody get like an 88x return on investment, which is unlikely and not probable, but happens. We don't, we've stopped even advertising it because it's like it does, you know, people either don't believe it or if they do believe it, they have the wrong expectations. So it's like we had people that come in and they'd be like, this guy got an 88x return on investment. You can do this in the next three weeks. And da, da, da da. And it was like they would come in and then maybe for three weeks they didn't do anything, or maybe they were using the product but they didn't get an 88x and they got a, you know, 5x or a 6x return with us and they were like, this is bullshit, I need a refund. And you know, this is, you know, blah, blah, blah, told me this. And so it all came down to the expectations because as soon as we change that story of like, hey, here's what some people have seen, but like, this is what we typically see as the industry average. And you know, we'll usually try and under promise actually. And then when they get in there, if they get a 5x and they were expecting a 2x, they're like, oh my gosh, this is the solution to world peace versus oh my God, I got a 10x instead of an 88x. This is the worst product I've ever bought. I'm going to go buy from your competitors and have a worse experience. So expectations with ROI I think is probably one of the most underrated topics as well as updates like sending them a message, preferably weekly, depending on how long your program is or the usage of your product. But I like to do weekly reports of like what the status is of their product and then like if they're in a really critical status. And you're like, this person might ask me for a refund because I'm dropping the ball or their account's having trouble for whatever reason or whatever, dude, I need to be hitting them up daily and letting them know what I'm doing to solve the problem that has been created. Because if I don't and they don't think I'm working and they're having trouble, chargeback or refund is the next logical step for the customer. Because not only did they not get the product that they were promised, they're not getting the outcome that they were promised. And they're paying for something that's wasting the money. Especially if you have an ROI offer like we do. And now you've got a freaking, you know, client success nightmare where, you know, things are spinning out of control just because you didn't communicate with them. Again, if people are making progress or seeing that you're getting progress for them, they're super understanding of that because everything has troubles and nothing is perfect. Anything you want to add on that, Tim? Throw?

I. I think the biggest thing is, like, if you want people to stay, you gotta actually make the money. And the third one is results. There's a reason that I separate ROI and results. It's two different things. And that's because getting someone a result versus getting someone an ROI is a different thing. So if I were to, I probably would have gone into results before roi. But like, results is just meaning you actually get them a deliverable of what you promised, right? So for example, if I said I'm going to get them leads, I just need to actually get them leads. If I said I'm going to get them appointments, I just need to actually get them appointments, right? Like, getting them what you sold them on ROI means they actually make money on the deliverable. So for example, if I say, hey, I'm going to build you a chatbot, okay, actually build the chatbot, and it should be quality. ROI means they're getting a return on investment on the chatbot, right? So the biggest thing is just delivering the result is not enough because it needs to be. It needs to be visible and they need to be able to measure it and track it, right? So for us, for example, if we're, you know, we had a stint in Q4 where our lead cost per clients just spiked up through the roof. We had a media buyer come in, he was working for us and a different company at the same time. So he was stealing time from us and then not managing any of the client accounts. So the cost just skyrocketed. So we kind of, you know, we got fucked on that end a little bit, to be honest. But what we did is once we got the cost down, we started letting the clients know, hey, your lead cost is back, then your lead cost is back down. So it's like we're getting them the positive result and then showing them, here's this positive result that we've got. Because if you just get the result and then they don't see it, it's not visual, it's not in front of them and it's not obvious, it doesn't actually matter. Right. If a tree falls in the forest and no one heard it, did it even fall? Maybe not. Right? So that's kind of the big, the biggest thing there when you're delivering results for people is making sure they actually see the result in front of them. Now, roi, getting them to make money on it, that's a different story because you don't have direct control over it. So one of the things that we've had to do in our business because we help people get customers, and if you help people get customers, it's always going to come back to this in some, in one way or none or another. Unless you're selling to people that already have massive established sales system and have no issues closing, no issues converting, you have to provide some form of sales coaching or consulting for them, right. It doesn't mean that you have to like jump on with them, you know, once a day and role play your script with them or whatever. But it does mean if they're struggling to close, you need to go to show them how to close on your leads or they'll just churn. Right? That's the biggest thing with ROI is I can get them the result. But like, yeah, like you people would say, oh, you can, you know, you can, you can lead a horse to water, but you can't force it to drink. If you want to maximize ltv, you kind of got to force people to drink, you know, like that's what the biggest companies in the world do. They force you to consume their product so you get a result from it and then continue to use it. Right. Like, Julian used to work at a gym back in the day. I know you would get people into the gym, you get them to sign up, but then they wouldn't show up to the gym. So of course they're going to cancel. And so you would call and text people and you know, you would be whatever the closer called it, crazy Ex baby mama syndrome or something. You would do that?

Yeah.

Clients that were signing up to the gym to get them to actually consume the product. And that's what you actually, that's what you have to do. That or people would churn. Right. So those I think are the biggest things just in terms of getting people to consume the product. And if you get them in roi, the upsell kind of becomes second nature. So I want to transition. Do you want to start talking about, like, what is the upsell process actually look like? Like, how do you take someone from, hey, let's say they're paying us three grand a month, they pay us three grand a month for four months and now all of a sudden we want to upsell them to something else or just renew them for a longer time horizon. How do you, how do you, how do we go about upselling? How are you increasing ltv?

Great question. Few things on this. I'm going to kind of rapid fire. We can go deep on any topic. Biggest thing that it all comes down to is expectations in the sales call. So it starts in the beginning of the conversation and then the consistent and repeatable narrative throughout the relationship. So like, what was happening with us at first, this was actually killing our back end sales. And you guys are probably going to laugh because it sounds so stupid, but our salespeople would tell them that after they purchased from us if they wanted to keep working with us, it ranged anywhere from two to ten grand per month. And I'm sure you can imagine people who are not totally interested in that because 10 grand a month is more than the base product, which is pretty expensive already. So what we did was we were like, you know what, let's test a lower price and then just quote that every time on the call and then just see how that goes. And so then people were, they were fine. We just gave them the price and told them like, hey, here's what you pay after the, after the original setup. And it just automatically, it just automatically renews unless you decide to cancel it. And you can cancel anytime before the bill comes out and you're good to go. Then in the contract it's reinforced again. Hey, it's automatically renewable after this time. Unfortunately, with a payment processor, the way our payment structures are set up, it can't actually be on an auto draft that's automatically renewable. So we have to set up a separate subscription. But throughout the client success journey. Now every time that we're talking about it, we're talking about instead of just the next three months, it's like, hey, this is what we're going to do for the next three months. But we're actually looking at, we also need to look at what are we going to do for the next year. And so then setting the expectations for the fact that the relationship is expansive past the three months is the next step. So first, set the expectations on the sales call. Second, reinforce the expectations on the client success call and, and future pace. Long term relationship. Right, that's the next piece. And once you've done that, it's just a constant reminder of what they're working towards. And so if I'm two months into my relationship with you and I'm talking to them about their six month goal, but our relationship ends in a month. I have to keep working with you. There's no option. It's like, hey, yeah, we're gonna do this and we're gonna do that, we're gonna do this, we're gonna do that. And then it's like, oh dude, I really wanna do that. It's like, yeah, but we gotta wait till month four to do that. It's like, oh dude, but my contract's only for month three. Why don't we just upgrade you now? Crazy idea. And so you can upgrade people that way. This is all very dependent on your product as well. Maybe you can add it.

I don't.

With your product, if you're watching this, maybe you can add additional users. That's a possible upgrade. Maybe you can add a different package. Maybe you have a unique selling some.

People, you know, thousand dollars per extra person you add on.

Yeah, there's different ways depending on your product setup. With ours it's like you can add extra users or you can continue with your contract after the initial enrollment. Those are some of the options with ours. So this is a little bit dependent. There's a little nuance here. But as we go through the biggest thing is get, just getting the payment back on track. So if you do have a way, if your pricing is consistent all the way through, which ours is not, ours is actually significantly more cash up front and then it's less expensive on the back end, which I recommend. It's like the whole big head long tail thing that Alex Hormozi talks about and it's awesome. But if you're, let's just say you charge a flat 4k a month, then you could just set it up on a subscription where it's on 4k a month and you're good to go and you just leave it never ending and tell Them it's automatically renewable and then that solves your problem. If you're like us, where you charge high ticket up front and then it's less expensive on the back end, which is what I would recommend doing with this. You're going to have to have your client success managers basically remind them that their contract is renewing and they need and we need to put their card on file. And so what happens is if you're two months in, two and a half months in, you have a three month program like we do, They've now paid the initial contract amount, which for us is 15 grand. And then it's like, hey, Mr. Prospect, just to remind you, I know we're talking about the six month plan, blah blah, blah. Here's what it looks like. The only thing we gotta do is just update your payment information so everything comes out on time in the, you know, blah blah, blah. And your next payment is actually due blank. Which card did you want to use on file? And so then instead of it being a sales pitch, which is what it used to be, and it was like pulling teeth back when I had to do those because of the improperly set expectation we had, we would have salespeople tell them it was like less than a thousand bucks a month and crazy stuff. And then I would jump on there and be like, hey dude, it's actually this. And they were like five, you know. Yeah, it's like it was out of control. So it was like there was a ton of problems there, all of that. What I realized is like I can train an entire sales team on the back end to try and sell a higher ticket and get more sales and blah blah, blah. Or I can just position it the way that I've just told you guys, where it's actually environmentally more sound for a person to sell someone because they're not selling them, they're just reminding them of an agreement that they already agreed to and then getting a card on file, which is significantly easier than them trying to come up with a sales pitch and beat objections and do this and do that and blah blah blah. And then if whatever reason, if they can't get the card on a file, they just call me in and I come in and get it and it's no problem. So that's pretty much the back end sales process that we've developed. It's worked for us and now we have significantly more clients renewing and we're working on getting a report for exact numbers for you guys. But yeah, that's pretty much everything I got for you guys on that. I don't know if you want to touch on anything else, Tim though, but that's pretty much what I got for you.

No, I mean we could probably make a whole like report just on all of the little things that you can do. The boost LTV that we found, like for example, I know some people include their go high level SaaS as part of service. I think that's retarded. We charge separate and it's an additional like 10 to 20 grand a month in profit for us every single month. Like that's just, you know, why would you not do that? No one cares. You know, it's 97 bucks a month. You just increase the LTV of each customer because if they stop working with you on the agency they're still using to go high level. So those are, I mean like little things like that. Setting the expectations on the front end auto renewable contracts is huge. Charging more upfront and then having a lower price on the back end because then there's loss aversion. Right. Like for example, let's say I pay somebody, I don't know, let's say I'm hiring a personal trainer and I go and I pay them 10 grand up front to do all my blood work. You know, set up like, set up everything. They basically build this whole custom plan and then it's like 99 bucks a month here on after to just keep it. Obviously I'm going to pay the 99 every single month because they don't want to lose access or perfect example, Oura ring right here which tracks my sleep. I paid, this was like $400 and then it's $8 a month every month. But if I don't pay the $8, this is basically an unusable. So I'm paying them $8 a month every single month for the rest of my life. You see what I'm saying? So it's like things like that increase your retention, increase your ltv. Having good client success managers, huge getting people in ROI is the biggest, is obviously the biggest thing. But yeah, we could put together, I mean probably a whole report and throw it into preschool community if that would be virgin.

Yeah, definitely let us know.

She kind of picked up along the way. So yeah, I think that's that those are, those are really the main things. Relationship building relationships and the proper expectation, getting them the actual result. So making it visible and then forcing the horse to drink the water so they get an ROI and giving them everything they need. Like if they have the wrong mindset Film, film, film a video explaining the mindset they need to have. Throw it inside of your course, make everyone watch it. Boom. Easy. Like we have people that, you know, we got to set up a CRM for them. They could never figure out how to do it. So we literally hired somebody who, you know, is a, is a ba. You know, not a significant cost to do this. And they just jump on a zoom call, jump on screen share and set up everything for them, solve that problem. But if we didn't solve that problem, we'd have way more leakage. So it's really like, look at your business as a pipeline. Where's the leakage? Patch the leakage. That's really what it all comes down to. And then, you know, we would lose tons of revenue on the sale on the renewal call. So we just said instead of the renewal call, it's just going to be confirming part on file, continue for six more months that we're going to continue to do to make our LTV even higher.

Yeah, I'll say. There's also something I would add there, Tim, about re renewals. So there's the renewal and then there's re renewals. So the contract should say that it's automatically renewable. You should also make the agreements though, for a set amount of time. What I found is that people hate, hate monthly subscriptions that are open ended and expensive. So if I say, hey, let's say that I'm a Mercedes dealership and I just sold Tim a, you know, $80,000 Mercedes and I'm like, cool, do you want to sign up for the, our $500 a month, you know, preservation package that does all of these things so you don't have to think about it. We'll literally come pick your car up for you, whatever, so you can take care of it, keep it looking like new, whatever.

Right?

And he says yes. It's like, okay, cool, that's for a year. And then it just automatically renews if you decide not to cancel it.

Right.

It's like that makes sense because now I've got a year and I'm good either way. But a lot of the times for. And I don't. This is just a mental thing. I don't know why people are like this. I really can't. I don't have any explanation for it. But like, it's almost like people have commitment issues when you tell them that it's month to month.

Oh, for sure.

Because. Because they feel like it never ends. They're like, like I literally asked a lady One time, I remember I was doing a customer callback. And this is another thing. You guys should always survey your customers and like call them up and ask them. Because, like, this was the only reason I figured this out was because I actually, I was like trying to sell a product for a thousand dollars a month back in the day when we were, you know, brokies, and I was like, dude, why does nobody want to buy this? There's literally no commitment. And then what I realized after going and call, I went back and called like 20 some people and I was like, hey, just real talk, can you just tell me, like, would you rather pay more for three months and not have to pay a monthly subscription? Or would you rather pay a monthly subscription and pay less? And literally every single person, every single one told me they would rather pay more for three months. Every single one. I was like, why? And they couldn't even tell me. They were like, I don't know. I mean, I just don't. I don't want to have to pay you guys forever. I was like, well, what if we continue to work together after the 90 days? And like, I'd love to have that option. But that was what it was, I guess, the option to have it. And so it's like, if I can tell you guys anything about these renewals, it's making sure that they have the option to feel like, okay, cool, I'm in a three or six or 12 month agreement or whatever, but it's finite. And even if the agreement says it's automatically renewable, and even if the agreement is automatically renewable month to month, make sure you're checking with them every X amount of months that you're selling them on the product for, and then just like mentally renewing them and like mentally resetting the clock because otherwise it starts to become like, oh, there you go, there goes another, you know, there's another three grand a month to Tim and Julian, you know, never ending. I'm gonna pay that till I die. It's like, well, that's not, you know, this is why a lot of people don't like insurance companies. Like, they just never stop paying. It's like you don't get anything half the time. So anyways, I thought that was worth noting. I forgot to add that in there.

No, I think that's huge. I think that's huge. Awesome. Well, hell yeah, I think we can probably wrap it up. I don't want to just keep on. I think those are the main things to touch on. You guys want access to all of the resources that we put together for growing your AI agency. I included a link in the comments down below to jump in. I'm going to go grab some food work on some YouTube videos for you guys and yeah I'm interviewing some new editors and thumbnail designers. I want to up it to two videos per week on my personal channel so putting out a ton of new content for you guys. Still working on that multi hour AI agency course. I'm actually working with a guy right now who I'm helping him build his AI agency from zero and then we're documenting the entire process and that's going to be part of the video like showing you guys how to do each thing as he is doing it. So that's what we got in the works. Exciting stuff coming jump into the free school community to be a part of everything right as it's coming out and I will talk to you guys soon. Peace.

See you all.