Meet the 29 y/o making $3.9m a month

What if I told you that this 29 year old just a few years ago was an everyday sales rep making a few thousand a month until he found a secret. And that secret catapulted him to $3.9 million per month. And in this video he shares the four things that help to get him there so that you can achieve exactly the same and replicate his success. So let's get straight into the video and I hope that you enjoy.

So I mean I'll just give the highlights since everybody knows for the most part.

Basically you know, co, we have two different companies. We have a sales training company and we have a placement sales team company. Our main Company is the B2B company that does the sales team building, sales team placement, etc. The big misconception with that company is that like we only place people from the kind of biz op type program. But no, most of the most and this has actually always been the case, but most of the high hires come from like full cycle recruiting process and head hunting process and stuff like that. So that's really what that company is, is a recruiting company. At the end of the day it is sent into mastermind. So we have about 110 people, 120 people I would say, I don't know the exact number.

And then we have.

110, 120 people. We're doing probably about.

3.9 million a month right now. We should hopefully break four this month.

But.

But yeah, so what else?

We can leave it like that, that 3.9 million. I would say that probably you're the leader in the space right now when it comes to scaling up that over that 1 million mark in the info space is kind of typically where people peak off and they either drop or they struggle to maintain it at that level. So why don't I. Because what I'll do is I'll leave and we'll open up the floor with everyone. But I'd like to know, especially because I'm managing a few teams at the moment, is breaking past that 1 million and stabilize. Right? What would you say or what would you advise to a team of 10 reps plus what would you boil it down to in order to get to 2 million, what's really the main needle? Move on. You know, we're from a million to.

2 million a month.

Yeah, breaking past a million.

Yeah. So. Well, breaking past a million a month is, is, you know, in a game like this is going to sound probably a little facetious, but it's relatively easy. All you need is a Product that gets customers results that people want. The people who don't know you want. Right? Like there's a difference between creating a product where you can sell on Instagram, where people follow you for a little bit and then they buy versus you know, you got to create something that works. Cool traffic. Cool traffic can be.

Paid ads. I mean 98% of our industry scales to eight figures of paid ads. So you know, a lot of people are really big on outbound right now. And you know, Hormozi wrote that book called all the Lead Generation Methods. Really good book. I could just tell you from my experience, purely observational. I've like, I've maybe seen one company ever get past a million a month? Not with paid ads in this space, right? So you know, more or less like a paid ads game, which means you need to make the offer work from the beginning with paybacks, right? So there's that. So having an offer that people who don't know you want.

Okay.

The second thing would be obviously getting a marketing system down. So like I would say one of the biggest skills. So this is getting past a million a month. I would say one of the biggest skills that people don't have in this industry is just basic copyright. Like it's actually pretty insane. There's a skill you could learn that literally if you can learn it, I mean, I would say it puts you in the top 1% of the industry. Nobody learns it, nobody tries. I don't understand. It is the fucking weirdest thing. I mean I have.

Why does that stick out to you? Copyright?

What?

Why does that stick out to you copyright?

Well, I, I would say, I mean look like sales fulfills on marketing and client successful pulls on sales. So really at the end of the day like the, the copywriting and the marketing aspect of things, it's first and foremost in the Sims 3 most part. Now if you were in different spaces, you know, I think what it comes down to product, right? Like with school, for instance, the product is so good that it's growing 20% month over month with zero marketing and the big, every single biggest influencer in the space wants to promote it. So you know, that's why the ball. Robin Khan says if you sell because you don't know how to market and you market because you don't know how to create product. And so now in our industry, the issue is, is that there's really not. It's hard unless you do a done for you service. And even if you do do a done for you service, there's Some, there's some problems. But unless you do a done for you service, it's really tough to create a product that just can sustain on word mouth, right? It's very, very, very difficult. And even if you do do a done for your service, which is like the only way, like we do get a couple hundred thousand dollars a month, just work out, right? Probably 2, 300 grand a month, whatever. And we've always done that. But the issue is with a done for you service, if you take on 100, if you want to scale it, well, if you take on 100 clients and 95 of them get results, but 5 of them don't, those 5 are loud because it's binary. You know, it's like in their mind it's like it either worked or it didn't work. So that's the only issue with a dump for you service. And I feel like that, that even if you have a 90 plus success rate, that really balances out perception of your service a lot of times in the market and certain things like that. So.

That'S neither here nor there. I don't even know where I was getting to that copywriting. Okay, great. So yeah, I mean it's. When I was in sales, I, I was always constantly trying to get better and I got to a point where I was like, man, I like, I don't know how much, how much better I could get. And at the time what I thought is I was like, man, well, the way I could like multiply my skills is by becoming better at marketing and copywriting. Because you know, essentially you're just using your sales abilities but you're, you're actually now getting the conversions with a one sided conversation, right? Like you're getting the conversions just through print. It's not really print, but a video, right. Like it's just a one sided conversation. So for me, I was thinking, okay, if I want to really get good at sales and influence and whatever, I have like the next level of that is this. And so I started, I mean even when I was a seller, before I started doing my company, I started studying it from a.

Very early, early on time. Like I, that's why when I came out, like I got to 100 grand a month in like 30 days. And it's because I just knew how to do that. Like I knew some basic copywriting and marketing, whatever. And I also done so. So yeah. And I just, I just build upon it now. Why do people not want to learn? I don't know.

It's also like one of the most abundant resources. And like the books on it are usually really good. Like sales, there's no good books. Marketing and copywriting, at least there's some good books. Like there's a lot of good books and they're usually really well written. There's a lot of good courses on it too because you know, most copywriters are info markers, right? So yeah, I mean, you know, but most people.

They just don't take the time to really master it. And like that's been a big part of our success. Not the entire thing, but you know, I can consistently like, you know, if you have a marketing funnel, it's kind of like being an artist. It's like, you know, you can get something to work but you don't want to be a one hit wonder, right? Like one of the things Dean Graciosi 12B is like you want to build a company, not a campaign. And so if you, if you just like, if you're unable to produce multiple hits, right, you don't want to be a one hit wonder, right? Like, like an artist. So if you're able to produce multiple hits, that's when you really could start to become a company. And like with our company, we've shifted a lot of our marketing to where we have multiple funnels that work for the same business. And it creates this antifragility around the business. But to do that yet. So anyways, I think David. Yeah, I kind of got on a long rant. But the thing that I think answers your question, right is how to break past a million a month, get the 2 million a month, et cetera. Right. So I've taught this to clients. I've broken it down into phases. All right, so phase one is getting essentially product market fit. That's like zero to 30k bund. It's creating an offer that is specific, solves a specific from. For a specific person specific, specific way it works on cold. It like it's going to be cold traffic ready even if you're not selling it on cold traffic. Now it's giving you result. Put it like 0 to 3k a month. That's just getting the foundation set, right? 30k a month to 100, 200 grams most likely is phase two. And what that is essentially validating your optimal selling system. Right? So that's getting something to work on at. So that's a high amount of innovative energy. This is where people are actually usually pretty good is getting 100, 200 grand a month, getting a funnel that works, finding out how to sell it like most people who start a company, that's a natural skill set to them. It's not easy, but you know, that's, that's, it's very doable. So it's really about optimizing that optimal selling system and getting that working. Right. What is an optimal selling system? It's a consistent, repeatable way to generate opportunities and then a consistent, repeatable way to convert those opportunities. That's it. Right. And it's something that happens day in day. It's like a conveyor belt, right? You have to get that in place right. Now look, can you be famous on YouTube and that's your optimal selling system? Yes. But I will say you gotta be more famous than right. Like you gotta have a significant amount of traffic. And in my opinion, actually ads is just easier to be quite frank. I mean, I've had several clients with million plus YouTube followings and to be honest, like the traffic they get from their organic is like not. I mean, look, if you probably got a mosul following, that's different. But you know, a lot of times, I mean people, you would think, man, I think they have more traffic than they do and they really don't. Or the traffic's like really not qualified. Right? And so like I constantly have a huge influencer work with our company and they, you know, they have like 10 million people on Instagram and they want to do paybacks. Like it's like, you know, grass is always green on the other side. So anyways, generally that system is going to be your paid ad. You can do it in a multitude of different ways, right? It's much easier to do it in a lot other ways when you're in a different industry. In this industry, it seems like paid ads is what works the best. Cold email, cold call. I mean that stuff works, we do that, but it's just hard, just million a month, you're going to scale that. It's pretty tough. You have to have a pretty good market. So that's phase two. So phase two is really, I used to call this makers, make yourself rich. And then phase three, make your clients rich. Right. So what that means is usually like you are trying to figure out what the you're good for, what the fuck you're doing, what the hell is going on. And you finally get product market fit, you get your optimal selling system, stuff takes off and then once it takes off, it's like everything breaks. And so you're like 200, 300amonth and you have to like really redevelop your client. Success systems. And so at this stage it's really like creating a scalable product. So this is where like, you know, if you were doing one on one coaching or some shit, like you got to, you know, hybrid based program or implement client success managers. Like you got to figure out a way and just pretty broad you got to figure out a way in which like you can create a client success system to where, okay, all, all I need to do is add more support calls or add more client success managers, whatever and I'm going to eventually get this to a million a month. Like this is the system that can scale, you know, and so you need that, right? You don't want to obviously have something that continues to for you. And so you almost have to have that initial scale with your marketing funnel to break it to give you the information and the feedback of what to fix. So that's what happened with us is I was doing about 100 grand a month. I was basically doing 150 actually. And this was in 2020. I was doing everything myself, literally just marketing, sales, I doing legit everything myself. And I was doing like 200 grand a month. I had three people on my team. No, I had two people on my team, three including me. And you know, I don't recommend doing that. It was very exhausting. And I, you know, the main reason I stuck there for like probably four months is I just had, I didn't know how to create a fulfillment system that could handle the capacity to continue to grow and stack on it and grow and stack on it. Once I figured that out, we went from like 100 to 500 facts. But how I figured it out was that I hired, I actually removed myself from sales, brought on my. Now who's the CEO of my company, but my first sales guy. And we just exploded in revenue. It broke all the fulfillment systems and had all these clients and I just had to figure out a way to like service these clients. And so it forced me by necessity to figure out the fulfillment system which you know, is, is now something I teach clients. Right. But back then everybody was doing a lot of like just group only coaching and stuff. You. So there wasn't really a good one on one fulness system model at scale. So just word was okay, phase three is make your team rich. All right, so phase two or phase one, let's make yourself rich. Phase two would make your clients rich. Phase three, make yourself or make your, make your team rich. So what happens here is in this phase, this is really, it depends on your price point. This is really where you're looking at 300 grand a month to potentially a million a month. 300 grand a month to like sometimes 6 to 800. It depends on your price point. So if your price point is like 10k plus, this is 300 grand a month with a month plus and your price point is like 4800, this might only be a 6, 700 grand month. And so at this stage what you're really looking to do is.

Step out of the innovative energy, right? Like you don't want to do new, you just want to do more and better, right? You guys have probably heard her Moses say that, right? More and better. So at this stage your funnel works. Okay, good, you have, you're off the foot. Like you need to get off the phones, you need to get a sales team, right? Obviously that's, that's a given. You need to get out of one on one fulfillment. You need to get csm. Now once you have those in place, it's literally like you're the full time general manager of your own business and you just got to put your manager hat on and learn how to manage. Now this is where most people in this industry, they don't know the to go and like they don't even realize that. They don't know what they do is that you know, when every, whenever, when.

When all gamers, every name, I think that's the incentive, right? And so because they're, they have a marketing based skill set, usually they get to this point and they're doing like 3 million a year and then, then the scale, they try to fix the problem with marketing. It's essentially, it's like all they need to do is do more and better train their team and build a real organization. But then they like launch another business or they like do another marketing campaign. There's been a lot of people for this, right? It's very shiny objects but it's really a, it's really because they're not learning the skills to, to move forward, right? And so really phase three is like you got to put your manager hat on. You got to read all the good management books, you know, Patrick Lincoln books, one minute manager, unreasonable hospitality. You got to read all these books and you got to really figure out.

How you're going to run a high performing sales team, how you run a high performing client success team, how you're going to at least have enough, they don't have to build a full stack marketing team but you got to like, you know, you shouldn't be running the ads yourself. So like maybe training up a media buyer person, one of those having a EA and then a couple of years for off stuff and then like troll, right? Like so you just need like the basics and you got to just have figure out what's my meeting cadence in my company, how do I start setting in like mission, vision and values, how do I get everybody in sync and how, you know, you gotta be like the CEO, right? And so that sounds simple. Most people are just really bad at that. And the reason why is because at least with marketing, copywriting and sales, it's pretty easy to look out into the marketplace and find examples of what good looks like, right? With sales, like you can listen to the Davis call. You're like, okay, here's a good sales call, right? With marketing, maybe you can look at something I wrote or something else that's really working in the marketplace right now. You can kind of understand like what good copywriting is. Developed a lot of courses and stuff. With management, it's very tough. And what I found is that it's something you have to feel, not something that it's easy to learn through a book. I mean that's the same thing with sales, right? But management even more so.

It's like, what do you mean feel? Because you're touching on something so big. Because whenever something is going wrong at a company, I'm always seeing as the same pattern of managerial and leadership issues, right? So what is it that people are not feeling or missing on that?

Well, let me kind of give you an example, right? So basically the reason why I was able to. I think we got 2.5 million a month in 18 months. The reason I was able to do it that fast is because I came from a company doing 1.4 million a month. And I got. I got there doing like they were doing like 300. And then we just went like you up to 1.5 million a month. And we went from remote to in an office. Now I'm not a big office guy, but that actually also was really helping me. So what happened with that experience is I just was able to literally feel and see and be a part of like what an organization looked like. And what was funny is like this company has. It was team. Yeah, you guys probably know them, but they're not around anymore. But it was funny about this organization is like they had gone through. This is their third time trying to scale. So like they had kind of like learned all these lessons like real hard way. And then I kind of came in and I sort of everything, them doing it the right way. Finally. Now what I will say is that there's a lot of things and this is any company you ever join as an employee. You know, there's 80% stuff I really liked, 20 of stuff I really didn't like. And then, you know, that became my company culture. You know, I took the things I didn't like and I inverted it and the things I liked, I kept. And you know, I kind of came up with my own values. And so it's, you know, I, I kept a lot of things that were good, but I also made it my own and shifted it in a way so that I had a culture I felt was a little bit more healthy. And that's just something that comes from experience. So anyways, why I grew so fast is like I didn't realize this till after the fact. I just had that skill, you know, I just knew what to do. And I just, you know, to me it just seemed obvious. But I forget, you know, like, look, if like, if a lot of people in this industry were young, they maybe had a 9 to 5, they were like low level corporate, they were like bartending or something or blue collar work quit. Then they get into this and still a real company. Like how do you know? And believe me, you don't read it, you don't learn it reading, scaling up, you know, like that ain't gonna happen. So like, you know, it's pretty tough. And I think the only thing you can do is. And this is why I think I messed. I'm not trying to put your mastermind, but this is part of the reason our mastermind is, I think really helpful is like you can get around a company who knows how to do it and you can start asking questions or you know, even just trying to like we let out some of our clients, our meetings, like that's really good. So to answer your question more directly is see, feel like what's, what's the difference? What's missing? I think it's a couple things. They're so basic, right? Number one, that mission, vision and value, stuff like that actually matters. And so when I first started I was like, this stuff's stupid, but it makes sense. I thought it was stupid because at the phase I was in, that was phase one, right? I just needed to sell. Like that stuff doesn't matter if you don't have customers and you don't have like marketing, like who cares, you know? So I was right. Anyway, it did. It doesn't matter at the beginning. It doesn't matter. You're just trying to figure out what the hell's going on. It matters when you start to have a lot of people looking to you for a week. And so mission, vision, and values. This is how you think about. Never made sense to me until I heard this analogy. Think about. I don't know why I always say, like, the 1700s and, like, you know, they were boating across, like, the Atlantic. So. So think about, like, you're 1700, you're boating across the Atlantic, right? And so the vision is like, we're all getting on a boat. We're going on this journey. The vision is the exciting destination of where we're going, right? So back then, it's like, we're gonna go, you know. You know, I thought they. What, what, they thought they were to go to India or something, but what. There's an exciting destination that they're going to be going, right? So that's the vision. The mission is why we're going where we're going, okay? So it's the why behind what we're doing. It's not just where, it's why. All right, then the values is how we're going to interact with each other on the journey and going where we're going, okay? And so having alignment with those three things, it's like getting everybody in unison, getting everybody in sync. And it's almost like everybody's rowing in the same direction at the same time. All. All on the same page, right? It's very, very, very key. And, you know, when you're interviewing somebody, you need to be able to establish.

You need to be able to establish, okay, is this person somebody that we want to take on this journey with us, right? Like, or not. And you're gonna be very, very clear, too, like, what the journey is. Mission, vision, values. And, hey, like, here's how we interact with each other on the journeys. And is this going to be range for you? Because, like, if not, don't. Don't hop on the boat. And so when this looks really good, it's like everybody's rowing in sync. That's the thing I think about when this looks really bad. It's like, imagine all the employees as, like, rowers on the boat. You got, like, some people sleeping. Some people are rowing this way, some people are rowing this way. Like somebody's rowing backwards. Somebody thinks they're going north, Somebody thinks we're going south. Like, it's. It's. It's not in sync. It's not in unison. Nobody's on the same page. Right. So that at a meta level is what you need to do. And the best way to keep it, to keep establishing that is to have monthly team wide meetings to where you just get everybody in sync. You repeat the same, you gotta be repetitive. Like you just say the same damn thing again and again and again and again. That's good leadership for that kind of stuff. Right. And so what else are people missing? The main thing is meetings get villainized. And yeah, bad meetings are not good, but you want to have a lot of good meetings. And so in the beginning, you might like what I did in the beginning is I just have one meeting a day with everybody in the company. That was it. You have one meeting a day, everybody on the meeting. My meeting is like noon or something. So one meeting a day, everybody in the company. Then eventually usually the first thing to break out is, is the sales team. So it's like the sale. And look, that one meeting a day, everybody in the company, is it productive to everybody at all times? No, but it like just do it. Okay. And honestly, people really like it. They're like, like back in those days it was just like, you know, we had eight people, so it was like, it just felt badass. Like we get everybody on a meeting once a day and all interact with each other and it was like we were very agile. Like it was, it was cool. I kind of missed that in some ways, but you know, it was cool. Then the first, then what needs to happen usually is the, the sales team needs to break out on its own daily meeting because you know, you're doing a lot of training, you're doing a lot of call reviews and like that's the. So then the sales team needs to break out on its own daily, right? And then usually after that, the fulfillment team needs to break out on its own meeting. And now you have ops, marketing, finance.

Fulfillment, sales. And then eventually the marketing needs to break out in its own meeting. And then that, that structure is more or less.

You know, what, what you're going to use for a while. Especially if we circle back and we go to the phase three, right? So it's having a daily meeting. Now what's happening on the meetings. You got to withhold standards, you got to withhold the values, you got to make sure there's good communication, you got to make sure you show up professionally, you got to make sure that everybody's on their laptop, everybody has a camera on, everybody shows up on time, like basic stuff, right? And you got to make sure everybody's self aware, everybody knows Their numbers. If they're not on track the numbers, why are they not on their numbers? Like there's some awareness there. And then you got to know how to run the meeting, right? Generally it depends on the how you're in the meeting. Depends. But the very basic structure, like I'll tell you, a marketing meeting, it's. We look at like we do wins in the beginning. Then after that we do, we do all the KPIs, look at every channel, every funnel, we look at all the KPIs down the list and we look at the sales KPIs because that affect the marketing team. And then after that, that takes, that takes probably like 20, 30 minutes depending on the day. Then we look at all of our projects in Asana and we just go through one by one by one and check up on where everything's at. Very, very simple. Then if we have any time left over, we'll do some sort of a training. And so that's like a copywriting training or somebody will bring an ad to review. I'll tear it apart. Like stuff like that, right? So the same way you train yourself, you train the other. You want to do the same thing with fulfillment. Right? And so anyways, digress. Hopefully that answers your question. Phase three is make your team rich. You got to be full time manager for your company, okay. Phase four is make your leaders rich. Okay? So in this phase you're the full time manager of your company, but now you're direct reports. Like you got like 15 direct reports that way too much or 18 or something like that. Stupid. And you need to start bringing up player coaches or really you should have been already doing that. But really in this phase you need to start bringing up people to manage the departments, right? Departmental managers. This part also people suck at. Right? And this part, this part genuinely is hard. I, I will say department managers.

Department managers, huh?

Well, promoting and finding, hiring and promoting managers. And also like it's hard because most people aren't good at managing to begin with. And then since they're not good at it, they don't know how to hire and train and hold accountable a good manager either. Does that make sense? So it's a tough part for people in this industry. And quite frankly this industry has a little bit tougher because, because we're so dependent on ads, we have this tight margin in which we need to make things work profitability wise. And so we can have a very profitable cash flow business if the teams are, the teams are performing very efficiently. But the problem is like when you Start to hire managers. It's really tough to have the same efficiency of when you're doing it. And a lot of times people will do that. These organizations, they get shittier and then from there we just, you know, they just really struggle. So anyways, phase four, make your leaders rich. What you got to do now is, you know, hire us. And this is gradual, right? You don't do this all at once, but it's like hire a sales manager, you hire a client success director, you probably still are in charge of the marketing team. That's probably fine. You hire like more of a somebody to like lead your finance department. Doesn't have to be a cfo, a controller, and they just manage a couple of like basic VAs. So you gotta make sure that's in place. You probably need like an ops manager to manage some ops fees or that could be the same as the finance person. Right, that's fine too. So you gotta have like, you gotta build the first rename seven your C suite team. Okay, now to go back to the very original question I was asked. How do you get past a million a month? Well, that's happens those phases. So keep in mind the marketing and the innovation is really only in the very beginning. Once you hit that first base hit like you got that, you released a track that's hidden, you know, it's on the billboards. You just want to ride that sucker as hard and as long as you can. And really, to be honest, most of the scale will come from making these units like your sales team and your fulfillment team and your back end conversion, very efficient and just pouring into those teams. And then as you pour more into those teams, the leaders, the leaders you might need or may need will rise out of them. And you need to create competitions in which people are, hey, you know, we're going to be a sales manager by the end of this year, you guys. So like you're all competing for it. So you need to start building that now. Once you get to.

A million a month, getting to 2 million a month, I mean to be quite frank, depending on your price point.

It really at the end of the day is just more and better. So like if you're, let's say you got a 10k price point and then you have a.

For 35k backend, right? That's pretty conservative. So if you have a 10k price point, a 35k backhand, if you have four reps closing, what would that be? 25. Okay, so this is another key thing. This is poll aside with your Sales teams, I would really recommend trying to get your reps to close at least 15 units a month, but preferably more than 20 units a month. Preferably, preferably. This is much harder, but this is, what we do is like 25 to 35 minutes because you want to get the most out of your cell drips as possible before hiring another rep. Now at a speed I would, I would try to get the two reps as fast as possible. That way quits, you're not back on the phone. But like after that it's really like I would rather have 8 reps producing 20 units a month apiece than 16 reps producing 10. That's obvious, right? Like you know, I'm gonna have to spend less on ads and I'm gonna have better reps because they're making more money. They're not going to leave. I'm going to have lower churn. I'm more likely to have the manager I need come, come within the organization because again, I'm attracting better people. You guys see what I mean? So like this. And it's also way easier to manage eight people than 16 people. Duh. It's like less operational complexity. That's another thing as well is that what you really want to do is it's like think of each rep as a building block. You want to max out the building block as much as you can before you, before you stack the other blocks. And so going back to originally what I was saying, a million or you know, let's say you have a 10k product, 35k back end price point. If you have 4 reps at selling a 10k product, if they're each doing 25 units a month, that's a million a month front end. Now are you going to collect all that? Maybe don't. But let's just, let's just say Easy now, million a month front end. Okay, then let's say out of that you have a 20 back in conversion with your CSM team, that could even be better. But that's pretty conservative. It's kind of middle of growth. So with that 20%, that'd be 20 units. 20 units times. So that'd be an extra sell 100 grand a month revenue. So revenue wise you'd be at 1.7 million. Cash wise you're probably at 1.25, 1.3. Okay, so if you're at four reps, 100 units a month, I mean you could easily probably double that. Keep back end conversion the same.

Stack on with your CSM team, continue to make back end conversions better, maybe raise your back end price, spend more on ads and get the 2 million a month. It's just more and better of the same thing. Now to do that you're really going to have to have. Because you're, you're, you're sure as not to be able to do that yourself. But really it just, it's just right. But price point, higher price point in this industry helps a lot. It helps a lot because once you get past about eight, eight reps on the front end in about eight to 10 coaches, it's pretty tough. Like I mean you know now your managers are tapped out and like you either hire co managers and like it's, you know, so it's just another level of like middle management which creates another risk of inefficiency. So you know, I would try to get to like 2 billion a month ish, maybe a little bit more by maxing out price point, maxing out what you're getting from every rep, maxing out what you're getting from that, maxing out your backing conversions and trying to stay with that one little manager. Like that's kind of where that's at. Right. And so anyways phase four could take you all the way there. Now phase five is what I call reinvention. And so this is what I was really in now and this is what I think it get gets you to.

From let's call it maybe 10 to 25 million. Sorry, I sent 10 to 25 million to 30 million, 50 million, potentially more, you know, 100 million. And so reinvention is where remember in the very beginning to get all this started we, what we wanted to do is. God damn. What we wanted to do is we were highly innovative, right? We're creating a marketing funnel that's going to scale essentially. Okay, that's the very beginning is we're in that innovative energy. What's funny is that gets us a few hundred a month, 200, like a million a month, sometimes 2 million a month. I'm not saying there's no innovation but they're really like, it's more of like more better improving managing leadership, like stuff like that. But eventually it does come back around to where you sort of have your C suite team and now you need to sort of come back into the marketing hat and the innovation hat to either create new funnels, create new campaigns or maybe even new offers to scale further. Okay, sometimes this is not necessary. I mean you mentioned like I was one of the in the space, to be honest to God, who I know doing 8 million a month. And it's just one funnel, dude. It's like, it's like literally one funnel, one sales team, one. And it is tons of people. Like that's it, you know, so you almost don't even need to do that. But I, I have found, you know, at a certain point and if you read ready, fire, aim, it's, it's very similar. You, you may want to start being more prolific with like, instead of having one funnel, at least to yourself, you have two funnels. And you can even maybe make that two sales teams, one for each funnel. They still go to the same fulfillment team, you know, they still have the same back. So stuff like that. I mean, obviously having two offers can help, but you're creating two businesses doing that. So I would just be wary. I don't, I don't necessarily recommend doing what I did. I also wholeheartedly think if I would have had one company instead of two, I'd be the same level road. Like I think I could, if I had my B2B company and that was all I focused on, we'd probably be at 4 million months ago. You know, we would just be bigger.

So that's interesting that you say that because one of the things that I felt that you always did very well was the products and services that you put out in the market kind of fed into each other, you know, so it was almost like it wasn't connected.

But it was connected.

Yeah.

So, you know, that sounds good and that's. It makes me seem smart. But quite frankly.

I don't think it.

Helps as much as people think. So a couple things. Remember in the very beginning I was saying that there's a big misconception. Like most of the reps we play spirit, that don't even come from the certification program, they come from full cycle headhunting. And we've done that from day one. So it's a big misconception with our service now we do place a lot of those people, but most of the certification people get placed is like beginner level out levels. So like very rarely do they get placed as closers. From my understanding. I'm sure it does happen. But you know, sometimes the certification people do have experience. You know, the certification, these people don't have experience, I'm not going to put them in. Right. And so most of 60 to 70%, 75% come from full cycle recruiting. So if, if that program went away, the B2B would be fine. We would just do more full cycle recruiting. And it ran for a year by itself without the full cycle or without the certification. So it's not, you know, it does, it seems, it seems fly Willy, but it's really not, to be quite frank.

Right, right.

The other thing is.

Is.

I will say my biggest challenge has always been running to things like it sucks because you're in this constant battle of like trying to make one thing good and then once it's like, it gets good and then the other thing goes to mediocre, at least by my stand. Right. And then you're like, okay, let me raise this mediocre to good. And then this one falls to mediocre, and then you're like, you know, so. But above good, there's grade. And I feel like I've never gotten either one as good as I could possibly get, you know, And I've also stressed myself out. Wait, like, I mean, dude, my stress, it wouldn't, if I had one company, it wouldn't go down by 50. It would probably go down by 80 because it's just like, it's so much easier. You hook up. Dang, you, you don't have the context change. So like, I mean, the, the truth is I just am so deep into this model that. And you know, I have, you know, I don't want to lay out 40 people. Right. And so, you know, and also, like, I have really great leaders. Right. Like, I'm not, I would never consider shutting it down because, you know, at this stage I've been able to attract such good people to where I, I don't, it doesn't really require me to run those things. But if I had to start all over, I mean, I'm not sure if I'd still do it that way.

Hey guys, we're going to get straight back to Cole's talk in just a second, but for those of you wondering where this is even taking place, he's speaking at my Dubai Boardroom Mastermind event that takes place every six months here in Dubai. This is where just 15 high level entrepreneurs gather to share ideas and discuss what's working right now in the realm of online business. Business at a 6, 7, 8 and even 9 figure per year level. If you want to join me at the next the Dubai Boardroom event, head over to www.thedubaiboardroom.com. the link is, is in the description as well. And you can see if there's any tickets left for the next event. But please be quick because as you've just seen, we can literally only fit 15 people in the room every Single event that we've ever ran, sold out. So if you do want to come and join us again, head to the website, head to the link in the description and reserve a ticket now. Anyway, back to the video.

Oh, well, I'm glad I did. And I attracted great people in the process and it all worked out. So hopefully that makes sense. So that's phase five, right? I think phase five will get you big. Now look.

In an info education based compact, here's what I've seen. Unless you're mega famous, okay? Mega, mega famous, right? Andrew Tate. Okay. Something like that.

The top end of what I've seen is like a hundred to two hundred million dollars a year. Okay. Grant Cardone.

You can kind of argue, click funnels there. It's a little bit of a, you know, hard. It's like a software plus coaching thing. But Cardone.

Really, really, that's the one I look at for the most part, unless I'm missing somebody. I mean there's the one that's, there's another one that I know that's like 10 million a month and it's just basically a webinar. But generally like services, you know, that's what you're looking at. And the difference there is that a lot of it runs event based. Okay. So the companies like that, like I can install current ventures and so I've worked with their sales teams and all this, all this stuff, you know, they're crushing it. I think they're doing maybe above nine figures now. I don't know. Everything all Cardone together is way above and they sell a really high price points and then they sell events, you know, and then they sell out the events. So it's an event based model that seems like it's what really helps scale. But man, that's growing, right? Like yeah, that is the grind of all grinds and you're not selling that. So, you know, that's what I've seen. Now I think you can be prolific enough if you figure out, I mean in info there's billion dollar companies, Golden Info, Agora. So if you're prolific enough and you can.

Continue to put out offers and optimize back end and have good upsells and cross sells, you can certainly get there and coaching will be a part of that. But a lot of it is going to be like a lot of information. Some events, Tony Robbins, you know, I think they're about 100, 200 million as well. Similar thing, you know, they have a lot of products. So that, that's kind of what it looks like is it the best model to a billion? Probably not. I wouldn't say like, I don't think anybody argued that. So I would say like in phase six, and this is kind of the phase I'm in now is it's not like I am I'm going to leave my company or stop focusing on it, but it's how do you apply the skill sets you gain with this educational service based marketing heavy industry and how do you apply that to a billion dollar opportunity vehicle? Right. And so.

That'S really the game. Like, you know, and you look at all the top people in the industry, I mean Sam Evans, that's what he's done. You look at Horosi, that's what he's done. You look at Alex Becker, that's what he's done. So that's really the phase that I'm looking to kind of even Cardone, you know, like real estate, he's not focused on his info business, but he's focused on real estate and he's focused on his health business because those have massive, massive markets. Right. And so, you know, the next phase is how to take your skills and put them into a bigger opportunity vehicle. And you really want to do it using what's called the one step away rule. Now I, you know, again like.

You.

Don'T have to do this. I'm just getting this from Mark Ford and Mark Ford has created a billion dollar company. So a great example of the one step away rule is what Alex Becker did with high risk. He took all of the same skills, same market, same sales process, same marketing process, everything. But instead of courses, he sold software. Right, right. And so you see how that's one step away. What's not one step away is like doing Elon Musk where you're, I mean, you know, I guess, I guess we stayed in technology and engineering and tech for the most part. But know, look like if you were an info company and then all of a sudden you're going to create a.

You know, a, I don't know, like a steak online delivery service or something like that, like that's, that's totally different things, right? Or if like you're an education company and you're going totally different industry and fintech and create like an app for corporate enterprise stuff. I'm not saying you can't do that because plenty of people do it, they're successful. I'm just saying like, you know, in general, if you have the preference, it's nice to go one step away. You know, even With Sam Evans, it's, you know, he, he's not doing anything that's like necessarily.

High ticket. Right. But it's the same industry. Well, and guess what? He also started the software company way back in the day and learned all these skills. Accountability. Right. And now though like, so his skill stack is actually perfect for what he's doing. And you know, sure, there was a jump in skills. He's learned a lot, I'm sure, but like he was ready for that jump. Does that make sense? So I do have another venture that I'm. I'm working on that's gone from zero to 10 million in a year. Less than a year, like six, seven months. I think you can do easily to 500 million a year and.

Huh.

This is your new venture you're talking about right now?

Yeah, yeah. So. And then my goal is to get it to you know, several billion. So we'll see.

Is that something that's possible?

Are you working on first question with a 48 minute model? Yeah, yeah.

Now we had. That was like a master class man. Like I had so many questions, but I don't know how much time we have left. I'll figure maybe I just open up for everybody just to ask any questions you have. Yeah, we're really grateful for the time. Cole. Anybody want to shoot anything at Cole right now?

Yeah, please. Cole, can you hear me okay, by the way?

Yeah, yeah.

So I just wanted to ask you, if you don't mind, what didn't you like about traffic and funnels? You said some stuff was wrong. I want to try and learn from maybe what they were doing wrong.

Yeah, it's a good question.

I mean it was just some basic stuff like. And look dude, like I don't even. I mean I was bitter when I left for sure. And I was like kind of, you know, I, I wasn't talking publicly but like, you know, I was bitter. Right. And then you know, in hindsight you're just like, dude, like people are just trying their best. It's like not that big a deal. But look, so just bait, little stuff. Like what was good was that company had extremely high plugins.

What's not as good is like it was almost like too high, you know, to where like there was so much extreme ownership almost where it got a little gaslighting. So there was that.

They're like we didn't do any one on ones, you know. So like there was not a lot of like there's a lot of group in like team meeting wise. Those run very well. There Was no one on one personal development. You know, there was no, like, let's meet every week, see where you're at, see what the. You know, like there was none of that. There wasn't a lot of developing personal relationships with your leaders as much here.

Yeah, I mean that was the. There's just a lot of toxicity as well. And a lot of it just came down to.

You know, just extremely high, in some ways unrealistic standards and constant gaslighting and turning everything away. Like it's like gaslighting stuff into extreme ownership sometimes. Actually in other way it's like if you have this unreasonable, extreme ownership about yourself, it does help you. But over, over a long time horizon, it really burned. And so the chirp really, really high. We didn't have any mission vision and values. We didn't have team offside, didn't have the one. It was like a lot of that stuff, you know, is what we really didn't plan out. And all things considered, like, I'm sure those guys, if they start their next company, they'll have all those things, you know, I think at the end of the day they had never, like I always had the luxury of being there and then learning from it and then, then when you read the books, everything makes more sense and then it's like, okay, I can, I can. And I wasn't perfect in the beginning either. Still very important. But yeah. So you kind of take that and you know, hopefully.

Yeah, I see just one more for you Call. Do you ever kind of intend on exiting any of the. The companies right now? I know you mentioned the new one that you're building, you want to sell, but the current one, the sales training and so on and so forth. Any plan for an exit or.

Yeah, I don't know. Yes, it's not necessarily on that. On the time. Like if I wanted to, you know, it takes a while to get ready. Right. And so yeah, I haven't really engaged any discussions about that. I think what would be more likely for me is if I exit it. Right. It'd be more of an exit of my time into more of a chairman role. Then it would be like get a 3x EBITDA type of thing. Yeah. You know, or it would be selling a portion, like a minority or majority staying on just to do like the events and stuff and some, some basic stuff here and there just to support and still getting dividends but, you know, not having a lot of the risk, like taking the shit. Now I'm interested, you know, it'll probably be like something like that. But you know, decided I'm not really in a rush like right now. Right now the thing is, is even though I have another thing, this is still the tremendous, I mean this is still way more income than me and it's a lot of income. And so, you know, I don't want to that up like.

100. All right, we'll do just one very, very, very quick question for you. Obviously I was in your mastermind for a year and it was awesome. You gave me a lot of help and maybe a lot of money. Are you in any other masterminds right now at all?

Yeah, a bunch.

So Tom Brown's mastermind is good. That one's really a marketing focused mastermind. Like I'm probably the biggest business owner in there but like I don't really join it for that. I join it because he's, he's the goat when it comes to teaching part. Now he's not going to show you necessarily how to build a funnel that works for yalls businesses today. You know, like he's, he's from a different era but from fundamentally understanding and learning marketing and direct response. He's the best. Yeah. So I, I, I just like he's, I love that guy. Like he's, he's the man. So his, his thing is really good. Highly recommend it. I've stayed in it for a while then driven with Perry Belcher and Jason Flagen those guys. Like again like I'm not going to go there and learn. I mean those guys have done a lot of money. Like Jason's done shit. But you know, in terms of like operating and building like a beast of a company, I don't really go there for that. Like you're not going to learn like leadership tactics. I more so go there for like those guys are really savvy with like marketing and stuff. So you know, a good way to stay on the cutting edge of like good marketing tactics and things that are working is to go to those things. And that's actually like one somebody who really changed my perspective a lot. I met at one of those events and he was doing like 8 million a month, 200 units a week. And I was like, dude, I gotta study what this guy. I've never seen like this. And that was in the, he's in the health space. Okay. And so with, with basically not weight loss but like a version of health coaching. So all these health coaches were like, oh my God, he sucks. And then they start teaching other coaches how to be coaches. I'm like dude, like, I stick with that. I'd stick with the health coaching. Like, it's just the best. And these are good. Most people are terrible. So him and that one. The other one I'm in is 100 million mastermind, which.

Is with Danflation. That one's a little different. That one's got like all sorts of business owners in it. It's like, you know, you got.

VCs and, and real estate guys and hedge fund guys and like some info people and like some influencer people. So yeah, that one, you know, you may get, I may get some tactics here and there, but generally that one's just a. Interesting one to get some good connections and meet some people that are bigger influencers and.

And yeah, so it's pretty fun. They have like performances and stuff. But you know, I would recommend like, if you, if you're, if you join a bunch of Masterminds, go, I joined too many and I, I never can go. So I, I just lost a bunch. Of course, yeah. But at one point I was in 2021, I think I was in nine masterminds.

Only nine?

Yeah, I was just going all out. But that was before I had my own events. Once you have your own events, like, you know, it's tough.

Yeah, amazing. Thanks so much.

I've got a quick one. Nice to meet you, Carl. My name's Alex. Elaine. Question is, do, do you prioritize for profitability at the, at your back end, over your front end? And I'd also just like to know how your back end offers are structured.

Yeah, I mean, well.

Not too sure. Is there what's happening in your business that's prompting you to ask this question?

So my offer is to transition traditional salespeople into a career in SaaS sales. So there's, of course we charge them at the front end to do that and then there's a placement service at the back end. And so one of the questions in my mind has been price point at the front end, whether we should be optimizing the, to get as many people through the door as we can at the front end so that we have more placement fees basically at the back end, or whether we should just be as thoughtful at both ends to maximize profitability.

Yeah, yeah, you want to be thoughtful on both ends with that. I mean, like Overall, with that B2C type of offer.

You really want a lot of, it's going to be a front end game. You know, like, everybody talks about the back end and this and that. With that type of offer, dude, like it's, it's really a front end game now. If you put a lot of effort into it, you can figure out a way to create a pullback man, and that's going to help you out tremendously. It does really help, but I would never like approach it like, okay, you know, our profitability is going to come from the back end. Like, no, not with that offer. You need to really make sure that in high ticket in general, like, yes, the back end really helps profit, but you should be making money in the front end hands down. Like, no, no doubt about it. Hands down. You should be making a lot of money in the product hands down. So, you know, it's, it's kind of a both thing and then the back, I mean, and you know, with your back end too.

You could do the placement.

You know, so it's like those guys paying for placement, I will say like in my opinion, you know, what are you gonna charge them 5k or something? I mean, like, you know, because okay, if it's, if it's reps and if it sells reps and they want to get into SaaS, you know, those people don't have a ton, a ton of money. And so what I'd avoid is doing the thing and charging like 5k. I, I mean even like 10k sometimes is just, you know, it's dicey. So just, just be wary of that because you don't want to add a bunch of operational complexity for not a lot of, you know, bang for your buck. Right. And you'd be surprised. A lot of these folks will join a mastermind with two events a year and more in depth coaching and you know, whatever and cultivating a really good community for like 15 to 20 grand. That's what we do. You better get a 10 to 15 conversion on that. And so, you know, maybe do something like that and then bolt in a placement service into that. That way, you know, you can charge more money for it. Just don't charge like five, five grand or something.

Thanks, Carl. Super helpful.

So I got more time. You guys might keep going. Whatever you guys want to do.

Yeah, we've still got half an hour to play with so we can go, go a little bit longer.

Yeah, I was going to ask when you before when you said specific problem, specific person, specific solution. And I was wondering if you could just explain your specific problem person and solution for the recruitment and for the sales training.

Yeah, yeah. So it's a great specific problem, specific person, specific way. Right. So with the.

With the B2B service, we really really have a specific problem in a specific person. Because like the way is that we just guarantee the results and you know, we have a bunch of social proof, right? Like there's no mechanism as much.

But that's, you know, we can do that because we were kind of like the. Well, sort of the category king of that. And so you can.

What is the actual solution though? What's the, what's the actual service?

Yeah, well, let me answer your question. I'm going to answer your question by doing my other offer. So with the B2C offer, the certification, the specific problem, okay, Specific person as people, they want to make money online. The specific problem is they can't find the best way to make money online. They do stuff like, you know, Amazon drop shipping, whatever. A specific way is through remote closing. So the way I do that is like a market that is primarily wanting to do what's popular on YouTube, right? Which is Amazon drop shipping, affiliate marketing, a bunch of other. Right. So that's that, that's the existing desire, okay. And what I do is I channel that desire into my new opportunity to create demand. Okay, so that's something you can read about breakthrough advertising, but basically it's. I'm taking an existing parade, but putting a B Corp post to my new opportunity because really there's not a lot of search volume out there for people wanting to become high ticket holders. It's actually much better now than it's ever been. But. And that's great, that's good for me. But you'd rather have people actively looking for something opposed to not. And then you have to convince them to but much bigger market for people just looking kind of make money online in general. And so I tap into that and I have to beat for them over here, right? Where if you sell Amazon, you can kind of like, I mean grant a lot of companies Amazon FBA struggling right now. But if you do Amazon fba, at least for the past couple years, like you can just say like one learn Amazon fba. Like people, there's an app, like the search volume is like really high. It's like 80,000 searches a month on YouTube. So whereas remote closing is like 2,000. You see what I mean? So you have to, you have to channel the demand. So that's why my specific method, that's why instead of saying my specific person is a remote person who wants to get nerve out. Closing problem is they have no experience. The way is through a special methodology that I have in an academy, I, I actually go, I chunk it up one Level, does it make sense to where the specific person. If somebody wants to make money online? The problem is there's all these different ways and they all start, they all require starting a business. It's all very complex and they just want to make 10k a month. And so my methodology actually is a new opportunity which is becoming a closer. I'm introducing that for the first time then a different audience. Does it make sense?

Yeah, no. 100%. Yeah. And then so you've explained the kind of front end, the sales training side when you're going towards. I don't know as much about your B2B offer. When you're going to businesses and offering to put salespeople in their business.

Could you kind of explain the specific target person, their problem and the solution? How you kind of, how much do you charge for that as well? If you don't mind asking.

So this is for the B2B service?

Yeah, the B2B side, yeah, yeah, yeah, sure.

So I mean it's anywhere. So like the mastermind is 68k but the front ends are anywhere from 12 to 24. There's a few factors that.

And then essentially it's, it's people in the coaching. It's anybody really who has a remote phone sales team that sells a high ticket product. Okay. With, with, with lead. Like that's really it, you know. So primarily though, coaches, agencies.

People in health is good too. Like those are kind of the main verticals and you said.

And then so a lot of times like the primary offer is they don't have appointments and they want appointment setters or they have, they have a lot of appointments, they're doing all the sales calls themselves and they want to get off the scales sales calls, put in closures and scale their company. So it's one of those, right. If we do that, we're fully guaranteed for free. Does that answer your question?

Yeah. So if you had to start with one of those, would you start with the B2B or would you start with the B B to C?

Well, it depends on experience level, man. So like if I was a really, really good sales rep and.

Yeah, let me just say this. If I was a good sales rep and I was a really good sales and I wanted to start a company again.

The B2B. I mean dude, the B2B. Well, you know, it's hard to answer the question right. I wouldn't start the B2B because it's really tough to number one compete with me and then all the other copying me. It's Very tough. I mean I cannot tell you, dude, how many times I see people start a B2B like mine and they just do it for three months and they stop. I mean it's just like a graveyard of people that have done that. And it's tough. Like there's a lot of, there's a lot of intricacies to it that are hard to explain. The sales is very top. The sales is very, very, very tough. But thankfully I'm good at sales.

Most people don't know how to set. Most people can't sell it for the right price point. And then we have, we have a great back end. That helps a lot too. And then also the operational complexity of the full site recruiting team is also very tough because you can't, you can't place, you can't do two like I did and play solely from the certification because those people don't have any experience. So you have to do full cycle recruiting. And that's very hard. That's very complex. And to be honest, like I bitched like when we were building that I daily about how much I hated this because I was like this is stupid. It's all this work, so complex, never going to scale. But then you know, we kept getting all these word mouth and referrals and so like you kind of just add the scale by necessity and then once you have like a whole them in place, it's not as bad because if you don't have to deal with it. So you know that that offer is tough, but it is, it is my better offer. But for somebody new coming into it, would I recommend it again? Probably not. Whereas the B2C, if you go after, I mean there's a huge market. So because the market is so big you do not have to worry about the competition near punch. So that helps you. Also because the market is so big, advertising is much easier now. Sales are much easier too. Albeit you gotta, the only thing you gotta overcome with sales is just like getting people on the phone with money and then just making sure you close people who generally like don't have that much money. Right. But then the fulfillment's also very easy because every single person is coming in from the same source with the same problem with the same goal every single time. That really helps you productize. F it's much easier to do that. Whereas the rep recruiting, it's, you know, even though it sounds like replacing wrap every single time, it's not like that. Because if you have a beginner hiring their first closer, that's a totally different client journey than somebody who's going from six closers to eight closers like that beginner. If we don't teach them what to do with the sale team, we don't show them like, do this, do this, do this, do this. No, don't do this. No, don't do this. And we check them, they're going to turn the closer. They won't succeed. That's another huge issue with the B2B is it's very tough. Like most of the problems come from the clients. Like they just don't know what they're doing. They never build the teams on the fall. So that's, that's partly like we have to build that into. So the B2C is much easier to do if you can get people on the mind, get people on the phone and learn how to post people who generally don't have money. That's, that's, that's the only issues with that, that offer, you know, and it's, it's, it's much easier to get asked to work. Yeah. So hopefully that answers your question.

No, that was really good. Just one last one was why do you think that your training doesn't kind of link through to the B2B and why is it. And you use a full cycle recruiting instead. Why, why is the disconnect there?

Well, no, I mean just, just. And it's not the training. Right. What it is is if you have, I market to people with no experience. Even if I marketed people with experience, it doesn't matter. Like I've done that. They, they still stop. So you know, these people have no experience and so they come in, they and, and look like they go through videos. And yeah, those videos are gonna help but like is it gonna make you go to sales? No. So they also go through a lot of role plays and a lot of like.

You know, pairing over the partner and then working one on the coach. Like it's a one on one based program. So like there is like real time stuff that they get in there. But again like if they do 50 mock call, which is kind of like what we try to have them to do, it's still not a live sales card. Right. So with those people, they're good in terms of if they go to a role where it's just outbound and be like cool coffee, right. Like hey, call these book buyers. Make some sense. That's a great start for those people. Because what I will say about the certification people is like they pay 10k and you put them in an outbound role. They could, the on practice could be four grand long. But you put them in that outbound role and it's a hard role, but goddamn, like, they are so committed. They're like, I'm gonna, like, this is my shot. I'm gonna make this work or die trying. Like, you do get more mentality sometimes with people because they've invested in themselves. Like, this is their shot. They're super grateful it's what they wanted and they'll take a shitty role that sucks kind of and you'll just grind. So like the be the certification does well for those types of people. And, and we will place people like that. But like, look, if somebody's going to pay us a bunch of money for a closer.

You know, usually it's like unless they're like super newbie. You know, sometimes the closing rules, like if somebody comes to us and, and this is the issue. If, if they're like, okay, I want to hire a closer and we're like, okay, well how much is the closer to make? And they're like six grand a month. Like, okay, well you're not going to get a good one. You're going to get a beginner, you know, like no experienced closer. But I want a closer who, who sold seven. Seven figures. Well, why would they work for you? I don't know. You know, like they can make six grand. So like, you know, and that happens a lot more in like health coaching or something with offers like three grand, something like that. So.

If you take all situations that are like that, if you're like, you know, an established company and you know your closers can make 15 to 20 grand, you're not going to want somebody with no experience. Now sometimes people are weird and they do request people from the certification even for roles. Like, I mean, you know, if they want, I'm sure we'll give it to them. But generally like those people are going to come full cyber recruiting. Now some people do buy the certification, do have experience. So that that is a little bit of a caveat. And then sometimes there's people who come through with no experience, but they do the training and then like legit in their mouth calls, they get really good. Again, it's a minority. So again it's not necessarily the training. It's just like, you know, if we're placing, if we're taking somebody's money and place them with somebody, we want to place them with somebody with experience. And it's generally comes from full cycle. If it's not experienced, it comes from the certification a lot of times, but it doesn't always work like that. 100% of the time, it's not that black and white, but that's generally how it works. If that answers your question.

Yeah, no, it did. Thanks very much.

Hi, Cole.

Can you hear me okay?

Yeah, yeah. Can hear me? Yeah. Okay. My question is, what was the top mistake that you've made in your career and how did you adapt to that?

Yeah, I don't know.

T mistake. I mean, it may have been starting two companies.

But, you know, obviously I've adapted to it. As I. I've already explained, you know, that could be the top mistake.

Other than that.

I mean, something that I will say is an issue is.

When you bring on certain team members without the right initial conditions. And so, like, I've lost a lot of good people due to improper expectations from the beginning or unscalable comp structures. So it's like the comp structure, you know, you can. You get. You give somebody like a variable comp structure, and it makes sense for a while, but then you're doing 2 million a month, and this person should be making like 15 grand a month or maybe 35 grand a month. And it's like, you know, people have super criminal syndrome, loss aversion. So if you change their pay at that point, they're gonna quit. So you're kind of just stuck. And you don't want to tell them, like, hey, it's not worth 34.

But you just kind of screwed up. Like, those are mistakes that suck, you know, Is those people mistakes?

But yeah, you just really gotta set expectations. And sometimes just like.

Like, you know, if you're not on top of it, sometimes people get unrealistic expectations. Like, you know, I had an EA one time who thought that they should be the c COO of the company. And this person was. Came on making $10 an hour, you know, like. But then within a year, they thought that they should be making.

You know, $300,000 a year, be the COO. They have no experience, and they're just completely delusional. They couldn't hire anybody. It was just like, you know, came from just not managing a personal problem.

I had another person, very similar, who came on making like. Like, they came on with zero salary just to. Just to prove themselves. They were making like a grand a month, two grand a month. They were in Egypt. And then this person got really, really good. I poured a lot into this person, but I kind of didn't manage them until the, like, you know, they were there for a year. I didn't really start managing them until the previous six months. The first six months I kind of was like, yeah, just get in there and just do some stuff. And you know, this person just had like developed these unrealistic expectations of where they wanted to grow within the company and quit because they didn't get a marketing director. It's like, dude, like you were legit a VA taking jobs off upward nine months ago making two grand a month and like now you're making ten grand a month but you're mad you're not getting a 300, 000 a year position. Like you're not even that good. But you know, the reason, the reason for that is that.

Quite frankly it's like I just didn't manage that person well enough from the beginning and set expectations instead of growth track and, and, and, and, and put in systems that like, you know, anytime you have somebody who, it's like they kind of create their own new position or like they're the sole person in the department, you have to set a heavy expectation for that person because they will automatically assume that they're the leader of that department. You need to make sure they know you're the leader of that department and they're just this person. And like you have to build the team to manage it. And then once you have a few people promote the leader. So it's like, you know, that type of stuff is, is definitely a recurring mistake I've made and you know, it was always frustrating because dealing with people who are delusional is very tough. You know, it's like.

There'S not much you can do. You know, it's like if you tell them the truth, you shadow your ego. So final question. If you had to start all over again like right now, what would be the first three things that you do?

Sorry, I didn't hear it. Sorry. If you had to start all over again like right now, what would be the top three things that you do first? Well, yeah, so do you have any or like, like is it like do I still have all my money or not?

He said you've got 100k.

Yeah. What would I do? Well, do I have my skills or no?

Yes.

So if I have my skills, I mean dude, I can just Whip up a 10 million dollar like you know, if I have my skill sets, I just, you know, whip up a business and at least got my income, like 250 grand a month, 200 grand a month pretty quickly. That would probably, you know, require me to get to 6 to 800 and then you know, I figured I could want to scale that or do something else. But like, yeah, like if I, if I, if all I have is 100 grand and I have all my skills though, or I have my connections.

Yeah, I would just like re establish my cash flow. That's all I would do.

Now if I already had some money, what I'd probably do is just pursue the bigger billion dollar opportunity to begin with.

Now if I didn't have any skills, so there's like different nuances to this question. If I had no skills and no knowledge and no money and I could just, all I could do was just send myself back in time and put myself on the right track. What I would do is number one, I would find an industry. I pulled this to a bunch of people. Nobody does this. I find, this is what I do. I find an industry that I'm very passionate about, number one. Number two, I would find a three to like $10 million company within that industry. It's young, disruptive and growing very quickly. Number three, I would work for that company in a role in which I was able to grow with the company. Sales, marketing leadership. Okay, one of those, right? Or maybe product, you know, if it's like your coding or something like that. Like in this industry it sells Sales, marketing leadership. But you know, in other industries it could be product or research, just depending the industry. But I work and I, I develop high value skills within an industry. Okay, that's, that's what I'm really going for here. You want to develop specialized knowledge within that industry, working with that company and preferably working under some people who could really help you mentor, mentor you grow and point out some blind spots. This is what Robert Green talks about in Mastery as the apprenticeship.

Now you want to do that as long as you're growing in that company, keep growing. At a certain point, if you're not growing.

You know, go do something else. Now if you're owner is smart, he'll identify this at a time and he'll know that like the fish has got to go into a bigger, a bigger pond. And then eventually the fish grows bigger and it's got to go into a lake and then entity, this whole ocean, you know, and you gotta just stay ahead of this stuff, right? And you gotta, as the owner you gotta.

You'Ll be very cognizant of your people and your human capital and like your assets, right? Like these are your assets. And so like these people can be businesses, you know, like it's like your portfolio in a way. Right. And so you need to obviously invest in them, treat them right here. Now, you know, they're. Sometimes they get emotional. You gotta just let them be emotional.

And you understand that sometimes they want things that don't make sense and you gotta just.

Stay ahead of it and you gotta always make sure they have the opportunity that they want. Right. So, you know, and hopefully it's a win win. Right? I mean, obviously if it's not, then it doesn't make sense. But, but, but yeah, I mean, you know, so if I'm the person working in that company, I would want to see that. I would want to see the fact that like, dude, every time I grow and I hit a cap, this person allows me to have more. Right.

What people don't want is to feel like they're cap. Right. Or oh, okay, I guess. Is this what I'm going to be doing for the next 10 years? Same thing, you know, like so, you know, there just needs to be that.

Awesome. All right, we've got time for one more question.

Over to you, Mike. Hey, cool Mike Diamonds here. I was in your SFA, so I was part of the B2B. Amazing. I'm now stuck at 100k and I'm an influencer with that million subscribers. Right. And can you hear me okay? Yeah, I can hear you right. So I'm stuck at that 100k, just organic. Did you find that to be normal with all the influencers you worked with? And it was ads that they had to use to be able to scale past that 100k a month mark is my first question. Yeah. How many views do you get a video? So like it fluctuates, but the channel is generating 2 million views a month.

So it's health and fitness in the health and fitness space.

Yeah.

So 50 years ads. I mean, ads is also a little content answer wheel times.

So.

I mean, what I would try to do at first is I will continue trying to grow your YouTube. Okay. Because, because the thing is that can lead to a lot of other things. And from.

A. How do I explain this? From an efficiency standpoint, that can give you advantages that ads will never give you. I just have found that like, sometimes it's, it's tough to. I'm not saying that you shouldn't. Like what I was saying earlier is.

If you're starting from zero.

Saying, I'm going to scale my YouTube as like a source of traffic, that, that, that, that's easier said than done. Right now, your stage, if you have a Million subs and you're getting a lot of views. I mean it might make sense to just scale them in the amount you're scaling your YouTube. Right? So okay, a couple things. Keep scaling your YouTube and then what I would do is you really gotta make sure that how your call to actioning in your videos is getting as many conversions as it should. Now I don't know how it's, I don't know if we have time to cover that but like you know, a lot of times it's just youtubers doing shitty ass call to actions. Like dude, like, like call to action at the beginning of your videos. Like so there's that, right? And then make sure there's one call to action generally as well. You don't need to send them to a VSL or any of that. From what I've seen. You just send them right to the application.

And make sure you have an application grading system to where your closers are going to be able to take the best calls and the ones that are most qualified. And also with the closers, especially with YouTube, man, especially with fitness, there's a lot of people who no matter what they're not gonna have money, but it's only gonna be worse with that. So you really got to make sure that your closers know how to actually close people. Health and fitness is actually one of the toughest like sales sort of arena. That's what the bizarre and a lot of great sales people come from that background. You know like Matt Riders, Jeremy, Jeremy.

Miners partner. He is from the fitness space. So is Hormozi obviously from the fitness space. So like you really gotta like the guy I know who's doing health coaching, who's doing, not the 8 million a month guy, but one guy webinars doing 1.55. He's very good at sales. He's a beast. And so there's reasons for that. And so like you got to make sure that's good. Now once all of that is like as good as it can, like the conversion rates are high, like 40%. You're maximizing your, your lead flow, you have enough sales reps, all that stuff, you have the grade system that then, then you know your cup like max on your YouTube channel, then what I would do is be like okay, is it possible for me to grow this rapidly to hit my goals or do I have to also do ads in conjunction with this? Which could mean at first just retargeting your, the viewers of your channel and then even if you just run small budget on YouTube and. Or Facebook. Oftentimes those, especially on Facebook.

That algorithm will find your YouTube stuff. Because like, if you think about it, somebody who watches your YouTube channel, if they use Facebook or Instagram, which they probably do, the thumb scroll stop rate is going to be much higher for your actual subscribers, right? Because they already have like a truck you. So they see an app, they're like, hey, what is he? What is he doing? So in a way you can run whole audience on about it. Facebook, okay. An ad and a low enough budget, you're actually retargeting your own viewers, even if it's a cold traffic. Does that make sense? It's kind of weird. Yeah. But the algorithm against your inside is that good. YouTube. I don't know. You know, I know you can reach Harvard, your people with your own YouTube ads, but, you know, I don't know. So then I would start to layer on a little bit of that and then kind of see where you're at at that point. I mean, at least with what I gave you. You.

All right?

I think that's us wrapped up. Yeah.

Go on one more. Cole, I just wanted to ask about stress. You said that it was proper stressful to be the recruitment offer and running two companies at the same time. And you kept going about how stressful that was. But then what kept you going then? Was it the mission values thing you talked about earlier or something else? What kept me going? Yeah, yeah.

Just the competitiveness to win.

Probably. I just. That I just want to win, you know, and so, yeah, that. I like making money. You know, I like our company. You know, I want. I want our company to fulfill the vision that I think it's capable of fulfilling, growing, and to reach its potential.

But yeah, look, I mean, dude, like, at the end of the day, I think what we do raises the standard for the industry in a lot of ways and it helps a lot of people, us. I just like to see things hit their potential and be really what they should be and like hit a certain standard. Like, it's a lot of standard thing, you know, So I don't know, like, that's just. That's just what it is. But, you know, look, like at the end of the day.

You know, it's not like it's like, oh, you know, Elon Musk, you know, hey, let's get somebody on Mars, right? Like that. That's crazy. You know, that's pretty cool. You know, with us, like, yes, the vision and mission is important. It's never been something like that, but it doesn't mean that I don't have an insane drive and standard of making sure it is good as it possibly can be. When that chapter finally turns and that's not the focus anymore, or something like that. I want to say that it was maxed the fuck out. We did as best we could do. The product was as good, the results were as good.

It's a matter of scandals.