Q&A. Growth Is Just Constraint Removal | Ep 991

Please help me welcome, host of the game, author of the $100 million series, Guinness World Record Holder, Alcimus. [MUSIC] >> Okay, fantastic, talk fast, ready to rock and roll. All right, yes sir. >> All right, my name is Mike Krausson. >> I still go high level to online fitness coaches. I would eat two million in revenue, and we'd love to be at a million a month. >> Okay. >> This is what is stopping me. >> So what is stopping you right now? Why can't you do more what you're currently doing? >> Yeah, we basically developed a better product because we had terrible retention. >> You had terrible retention. >> Terrible retention. >> And now you have good retention? >> Yes, so we still have seven percent. >> Monthly? >> Monthly. >> Okay. >> We have a 9,000 LTV. >> Okay, what's CAC? >> I think it's a 4.6 to 1. >> Okay, so it's like 1,200 bucks. >> Yeah, cool, got it. So how do you get customers right now? >> We have 40% come to tissue partnerships of other mentors, business, sending their clients to put out the funnels. >> Okay. >> And then organic, can I say the last piece is actually the meta ads or Instagram ads? >> Are those working and profitable? >> Yes. >> Okay, so two of those are reliable, word of mouth will just put a pin in for now. >> So fundamentally, why can't we either do more meta slash Facebook ads or more strategic partnerships in terms of the outreach required to get more of this people on board? >> Yeah, we totally think that meta is where to go, we used to do it, we turned it off. >> Cool, okay. >> My real question I think on that is, how do I make the CRM sexy on the front end to get some money to actually acquire? >> Are the ads working right now? >> I wouldn't say we're spending enough to say yes. >> What do you spend it? >> 2,000 a month. >> Okay, so, yeah, that's- >> We just have them on. >> Yeah. >> Got it. Rule of thumb for everybody, just a side note. I can't really test a campaign unless I'm willing to spend 2x my target cac as just a test of whether this works or not, so it's like, if my target cac is 2k, it's like if I don't spend at least 4k, it's like you can't know anything because the cadence of feedback is so slow on 2,000, it's like every two months, you'd be able to get like us sale inefficiently and see, because I have to be willing to spend more than my target cac so that I can then get it efficient, assuming that I'm going to literally knock it out the gate on the first shot is unlikely. Okay, so from an offer perspective, what problem does the go high-level stuff solve for the online fitness coaches? >> We really bring it down to four different funnels. We have basic mini-chide killer. We have the Lincoln Bio, which is your lead magnet. We have- >> So, there's a pain there. Which is- >> You have followers. Want to turn your followers into customers without DMing anyone? It's going to be the pain of being in the DMs all day. I would imagine. They're all online fitness coaches, yeah, and I'm guessing most of them are on Meta or IG or whatever as their primary way of getting customers. >> Instagram primary. >> Yeah, and then maybe some like 20% of LinkedIn doing is the executives, whatever. >> Yeah, I would say none of them actually are on LinkedIn. >> Okay, so it's just IG. >> Yeah, so at least you have a very targeted avatar. So it's okay, having trouble turning your Instagram followers into customers, all of this can be automated. We'll show you in seven minutes how to do it. And that's the lead magnet. And then it works a case study of somebody who had ideally 7,000 followers and then was able to get to this many sales per month, intimidating. That's what I would- that's what I would lead with. You'd be like, here's five different coaches who all had less than 5,000 followers who are able to get five clients a week, right? That sounds sexy. Just using our automation. That would be my angle. But fundamentally, it would just be like, boom, five case studies, let me break down each of these, and each of the five would represent different autographs or avatars. So you'd be like, jacked, white bodybuilding dude. And then it'd be like skinny vegan dude who's older and black. And then there's Asian girl vegan parallel to her. And then mom's over 50 lady, like all of them have their own niches and I would just show that it- because everyone's concerned after you say, hey, I'm an online CRM is will this work for me. And so you just would be like, yes, it will work for you. And so that would be basically a representative that I would use there. That's what I would do is my first shot. But then yeah, VSL, sales call, close. Trying to accelerate as much of that cash show front as you can. This is like a bingo bingo money bingo type play. No, for sure. Yeah. What parts- what part worries you? I don't think any part worries me as much as just we're not a mentorship group. Yeah. And so trying to sell the CRM with the automation process. So then another group if you would, but just trying to find the right messaging. We know this is where we're supposed to go. Yeah. The idea was like, before I just trying to figure it out. Yeah. I'll tell you what I did when I had an identical business with Alan. It wasn't just online, but it was brick and mortar primarily, but same idea. Me marketing directly to SMBs sucked. And so I just marketed to agencies. And so to your point, like, you're not a guru. You don't want to get in the group business. I didn't want to be in the SMB group business. I just found the people who had agencies that were Cairo agency, whatever agency. And I said, hey, use my platform. I'll do this shit that you don't want to do. And then they constantly would have clients coming in and out. But the people, but they stuck with me. For less. So, Sam, was you running from an ad charge, you campaign to your business mentor? Yeah. If you're a fitness business coach, hit me up. We'd love to do this stuff all for you. And we have stickier revenue than you do. And so like the pains for those people aren't you tired of giving people the keys to the kingdom and the having them leave through months later. Wouldn't it be nice to have some recurring revenue that would actually stick your career? Imagine if you could have customers from three years ago, or every customer you've ever sold in your whole life, still paying you, how different would your business look? Probably materially. Each of those are probably hooks that I would test. And I don't know which one would work, but one of them would. And then that, as soon as I know, then crack. But I would probably go there, especially if you're like, because what will happen is if you actually go straight to the co-finished coaches, they'll be like, great, I have this thing. How do I get leads? And then you're like, fuck. Yeah, it's a hole in the process. So you'll end up having to get into that when, in reality, the people. You have to meet customers who have the problem to solve. You don't want to generate demand. You want to channel it. Yeah. As the coach is the normal one already doing 10k. Yeah. Our I know clients. Great. I don't know if the LTV to have a difference between the two would be. I can tell you that I know like on our side with Alan, it was absurd when we went when level up. Yeah. So just going because in agency, it's like, I could acquire an agency for like $5,000. And then the agencies would pay to onboard with us and they'd pay $25,000, number one. And then number two, then each one that would onboard, let's say they had 50 customers. They'd pay a thousand per customer. So we had another 50 grand. And then we had the recurring, which on the back end was like 30% of pop line. So it was a super profitable model for us. But it worked for them because they didn't have to do any of this back end, which we did. So if I had to, like, how do you get there faster would probably be just go up one level of. And when you do that though, realize you will now serve two customers. You'll basically have to have a customer success manager for the gurus. And then you also have to have success on this side to make sure the customers are happy. So be too sided. My name is Katie. I sell new construction homes to first time home buyers. We do 200 million in revenue. We would like to be at 300 and land acquisition. The constraint of our industry is what's stopping us. So you getting land has been the issue? Yes. Okay. So where do you currently, where do you source land deals now? It's like the permanent or just, okay, so it's mostly just getting farmers to give up their land? Yeah. Anyone who owns land. Sure. But they just have a lot of it. Yeah. Word. So what's the current strategy that you use to get farmers to give up their land? Find out who they are. Okay. I do a lot of digging to find out who has land available and calling them. Are you buying lists? No. There's not. It's readily available in that MLS like we have access to information. Okay. Yeah. So the issue is there's just no more names to call. It's not about the lead of land. It's getting it from the point of acquiring it ready to build on. So is the permitting? Is the development of the raw land to finish lot could be anywhere from two to ten years depending on the project. And we don't want to put our cash just rotting out in the ten-year timeline with no return. So we like to purchase it from a developer that does it for us. We can find the weeds and find the land, but we don't have the people to develop it to get it to us. Your size, have you considered either one pillaging the best developers, talent, bucket A, bucket B? Just your size, you can just do the acquisition. Become the developer yourself, you mean? Like, yeah, we'll just buy one. Yeah, buy one. Yeah, yeah. We'll just basically vertically integrate what you're trying to build. Yeah. We should probably do that. If you have the capital to do it, I'm sure you have really good lending relationships anyways. This is, I don't know what kind of margin for those run, but like, I'm sure, like, I would look at, who are, like, my first steps would be, like, if I was like, transplanted in, I'd be like, okay, who did we buy land that was developed from over the last ten years? And I would get all of those names, and then I would be smiling, dying, slashing, trying to fly out or fly them out to say, some of those guys are going to be older. Some of those guys aren't going to give us yet anymore, and they've got a good team or whatever. And I'd be like, right, like, how can we make something work here? And I would be looking at doing a deal that way because it depends, obviously, at your size, it's buyer build. And it really depends on how entrenched the inroads are and how, from like, those zoning and all that bullshit, how relationship dependent it is at the levels that you're looking at. I'll give you a completely different example. But if you think about, like, open AI and some of the new AI stuff that's going on there, one of the strategies that's becoming more prevalent is rather than trying buy these AI companies that, let's say they've got 30 geniuses that work there and trying to buy that company for a billion dollars, they just look at the top 20 of the 30 people who don't have, who have, maybe they got diluted because of the way the VCs ran the deal or whatever. And then they just say, hey, I'll give you, and you've seen these like 100 million dollar sounding bonuses, probably like flying around on Instagram. And it sounds absurd, but it actually is more efficient to give one person or the four key people in the business, $100 million dollars, then buy the business for $4 billion. So it's just a pure allocation of capital play. And so from a buy versus build, if you can strip the talent out and they can keep the relationships and then you can rebuild it, that'll be the most efficient way to do it. But the, and then again, the test is, that would be my hypothesis, like, how ingrained are those inroads. If they're super entrenched and very difficult to transport those relationships, then I would be looking at, I'll just buy the whole co older guys oftentimes will actually take super long or not periods because it just becomes an annuity for them. So sometimes they're willing to take 15 year seller financing just to know that they're going to get paid and collateralize it against the business. And you already have assets and so do they. And so that can actually be really, it's a win-win structure for many of them. Just as a consideration, but that's probably, I would, you're at the size now rather than me say, here's how I'd build a land development business. That's probably how I'd think about it. I think we have just been avoiding it because it's a distraction from home building. But it's like a completely different business. I think that every business at a large enough scale becomes a business of businesses. Okay. So like Amazon is not just like a business, it's like there's AWS and there's the white label business and then there's the logistics and distribution. There's so many elements, there's the video in the media side, there's so many different elements of Amazon that you might be at the stage where it might make sense. So it does come back to the goals. If you know that you're, do you feel confident that you'll just stay at 200 million or are going to grow at 20% if nothing happens or what's the current growth rate or you stuck there? We've been stuck. Okay. Yeah. Then you probably do need to, if that is the constraint of the business, it's like we build on every piece of land that we can get, that's the constraint. So then that, so then I think about, so the quantified version of what it constraint is, it's the highest return, it is the allocation of resources that you'll do the highest return. And so if you focus on, so fundamentally, so why would we not want to do that? This is the place where we get the highest return in the business. And the nice thing with that is that constraints oftentimes are not like 10, 20, 30% improvements, they can be like order of magnitude improvements. All of a sudden you can go to a billion because you opened up five times the land. Nailed it. Thank you. Yeah. My name's Eric Stoffer. I'm not a paid spokesperson, but I'm going to speak for all the entrepreneurs you put together in an amazing group here, not just of entrepreneurs that you curated, but the acquisition team. We've learned so much. So thank you for that. Thank you. My company is BioAccelerator. We're one of the top stem cell companies in the world, but right now that's what we're known for. We're actually a biotech platform. So we have a lot more behind the scenes. So what we do right now, what we sell for revenue is our services, our healthcare services in stem cell in exosome, we're 24 million, we want to be at 250 actually 500, but I was a sandbagging for this, but there's a lot of things stopping us. One of them, I'm afraid that has been uncovered as our level of expertise, possibly including me. I think we're doing better than anybody in the world. I'm biased, obviously, but we're pioneering in industry. So there's no real, great blueprint. That's my excuse. But I've raised capital for both for this business in my previous real estate career, but it's been in small chunks of 5 million, 10 million, 15 million, like flammarounds or like friends and family. Both. So for this company, I seeded it, angel seed, and then a series A, we're on a series B right now. That's about my level of expertise. Okay. But when we really need to get out to scale, we're going to have to get a lot more money. And I'm noticing and starting developing these relationships that it's a much different conversation when you start asking for 100 million versus 10. So I guess my question gets down to what it would be a good suggestion knowing that I don't want to leave the company and get kicked out yet. How much equity do you have left early? Do you have 65 percent? Okay. So you still have a good chunk. And then 35 percent is all investors or their team. I have some team members also, key players, yeah, chief medical officer, stuff like that. So is the issue that you've had the conversations and people are saying no to the higher evaluation in order for you to get the capital you need? Yeah, a little bit of that because really we have a lot of technology that hasn't, it's been proven in our clinic and it's ready to basically scale if I could get the money for the manufacturing to build the extra laboratories. And so I don't want the valuation to be squeezed so much that it squeezes me right out of a power position. Yeah. So that's the issue. Do you do the existing investors who have come in so far? Do they have? Because like you can absolutely maintain control and still be a minority general there. Zuck has 101 voting rights. And so if there's a business that requires more capital, but they still trust you but understand that it requires more capital to get to where you want to go, then you can still maintain the control you want as long as they buy you. Yeah, the people we have right now are like that. We have some professional athletes and celebrities, a lot of people, they were like really good patients of ours. But they're not. Yeah, and then they wrote us checks, but they're not really big funding partners. Yeah. So fun. This is just a sale. Hmm. It's all it is. And so I would encourage you to probably think less about less about the facts and more about the story. Now facts, you make great for great stories. But the question that we have to answer is like, what would you need to see in order to believe? And so if I'm talking to, so when we're thinking, we're about to, let's say we want to raise around in 2026, right? I'm having this conversations now with 10 times the amount of potential kind of like investment partners to understand what their, what each of them needs to believe or needs to see in order to feel confident to make the bad. And once I have that kind of big list, then I can narrow that down to, okay, this guy's unrealistic, this guy's unrealistic, this we can do, and it's going to cost us this much. And so sometimes it's a tiny race to just get this one need to believe, to be believed. And then you can ladder into this other thing. And so I think about it as I want to go find my customers, find out what they want and then build the thing they want. Now to be clear, that's not like trying to derail the vision, like you don't want to build some, another person's company, but it's typically they're all going to just try to pay down risk. That's all they're paying down, right? Or want you to pay down for them. So from a control perspective, that's super manageable. If you did it today, it's like maybe you lose half the equity that you have, but now you have a company that you raise, how much cash do you need? Just to finish this round, 5 million, but we want to go out and raise a hundred and twenty six. Okay. And you want to raise that at what, a billion at half a bill, okay, 500 million is what you want to raise it at. So you want to sell 20% and get a hundred million in cash. Yeah. Okay. They have to see basically what risk are the people who bought in at 20, or what's your current valuation? The last round. 50 million. Okay. So that's a 10x difference in valuation. What risk did the 50 million dollar round take on that they are now rewarded for with the five hundred million dollar round? That's a question. I don't know. In my mind, we've de-risked this more than any other platform on the planet, but there's still a lot of regulatory risk. Okay. So there's a lot of unknowns that the 50 million round didn't know, like in the sense that now Florida and Utah and some other states are starting to change their thought process on stem cell. So it's starting to look more de-risked in that from that point of view. So directionally, the only, has there been any technological change or sales velocity change or avatar change because there have been any new finding that fundamentally changes the game. Because again, I'm trying to help build the story here because that's all we're selling here is that we raised at 50. Now we're raising at 500 and the reason is, oh yeah, we'll have a lot of reasons that because with that, yeah, sorry, I guess I was understanding, yeah, we're going to build a laboratory that we've already proven our technology that we've been delivering for years and we're just going to be able to scale it. So I think that was there. And that was 50. Yeah. That was not there in 50. Okay. Great. And so to me, it's like, these are the, this is what has changed and now fundamentally changes the nature of the business. That is it. So it's like, this is a $10 billion business. There are three more assumptions that have to be proven true. We proved this one right, which is why we are now, because it's, they're all discounts on a $20 billion business of the likelihood that you actually achieve that. Like at least that's the thinking process most VCs or at least good VCs come in with is like, they're only making money on the multi multi-billion dollar companies. And so it's how many assumptions do I have to believe will be true and the fewer assumptions that need to be true, the higher the valuation, because the higher likelihood. And so if we're like, this was actually the riskiest of the four that have to happen. And that's why we have the biggest step up in our valuation, because now it's just a capital constraint, not a assumption constraint. We've already deconstrained this and from the regulatory risk perspective, all the directions are pointing green not red. That's how I'd position it. Okay. It is for sure a pitch, though. Yeah. Yeah, I get kind of in the weeds of the nuts and bolts, and people just, their eyes glaze over. They don't know the science. Yeah. They just want to know that they're going to make a lot of money. Yeah. And so it's going to be a sale on you and a sale on the story. Okay. Yeah. Thank you. I just like, do not be a scientist for the pitch. Oh, yeah. No, I'm not. I'm not. I can't help you with that if you need it. Yeah. Thanks. Hey, Alex. What's up? My name is Francis Ciguelo. I am a real estate wholesaler. Okay. We're currently averaging about $450,000 a month in revenue. I would like to be at a million. That's your spread. That's your making. Or that's like house volume. That's gross. Okay. So what's your, what's your spread on that? What's your take on that? We're at 40%, so right around $250, $240. Interesting. Weird. That's high. What kind of, what are your wholesalers? All right. So here's the, you heard of brothels. So imagine a brothel. But now it's all measures. Okay. Keep going. You're good. Okay. But here's the challenge. We run into them. So we're currently at $450,000. Yeah. We've had $700,000. This year already. Okay. The challenge is every time we get to those numbers and I try to, you know, it's time to ramp up. For some reason, we tend to tank to $200,000 to $50,000. Okay. I'm sick. I have a cost to believe it's the sales team in just okay, but you have those power months where everyone takes home 20, 30 grand, and then the month after it's, are they pure commission or is it split? So there is a base gallery. Okay. So between commission and base. So they're at 42 base, okay, uh, per annum, and then 10% of the assignment keys. Okay. Off the fees. All right. This is so you have an ops issue, which is sales ops. And so it's good. This is going to be much more weedy in terms of like tactics to answer this question. But it's, there's probably like 20 things that you need to be doing and you're probably doing like 13 of them and the other seven are going to be the thing to make the difference and creating the consistent to the team. That's at the surface level. At the deep root of this is who's the leader of the sales team? Uh, I do have a sales manager. Okay. So he or she is the problem because like sales at the end of the day is a culture game. Everything's a culture game. The sales you can feel it so quickly when things are good or not good because the performance, the feedback clips are so fast. But for whatever reason, you do not have a culture of consistency within your team. I would wager that script adherence is low because you have such variability in close rates. Unless there's a change in lead quality, which would be something else, but are the leads the same like this month, this last month? Yes. It leads this thing. Yeah. Which then comes down to the training cadence, the scripting, how people are being managed on a daily basis and weekly basis in terms of their career goals, how like you're doing morning, meet like, it's, this is all sales ops. I could like just start talking about sales, but this is a pure sales ops issue. And so at the, there's a two step, like I would approach this in two steps. Step one is we should do all the stuff that we are not currently doing or we should be doing. Everyone should be reading the same script. If they're not reading the script, why are you on this team? We need to have training that's every day to make sure that they are saying things the right way. We need to make sure that everyone memorized the script. So we guys might have seen the YouTube video, but I like two days ago about this. But like they have to breed the script. If they you are not saying the script word for word, you cannot be on this team, you cannot take these calls. I'm getting these leads and not for you to go cowboy and make shit up. And that then if we cannot solve that problem, because for whatever reason, you keep trying it, and they don't adhere and they go off script because they just want to close the deals and means you have a cultural issue, which is a leader problem. Because it means the leader is reinforcing behaviors that get people to go off script. And there's no consequences for doing it. And so if you want to have a consistent world class sales team, the process has to always go above the player. No one is above the process. And I do think that 95, maybe 98% of sales teams have no idea how sales training, how sales culture, any of the stuff works. They just hire a bunch of people, see who closes deals, fire the rest. And so then you just have a bunch of mercenary to work for you. But there is no culture. There is no team and it's every man for himself. And that is what creates this volatility in sales. And some guy says something and he closes a deal and the other guy says, how am I trying that now? And there's no consistency across the board. And that also gets you in trouble long term because they start promising things and making deals that you can't cash. That makes a lot of sense. Up until now we have scripts, but there are more suggestions. Guidelines. Yeah. No, it's clear I've done a lot of sales. This is a straight out of the book checklist problem. We have to do all of these things. If we do this entire checklist, we will get this outcome. If we can't do this checklist, the leader is the problem because they don't know how to reinforce culture. Which then means that they're not able to get the right people on and the wrong people out. Which sometimes means we might have to fire half the team to get the right people in so that we can build the culture we need to get to where we want to go. Because you are in, I show the shapes of businesses, you are in a sales and marketing business. There's functionally no delivery. Like you're just basically, you guys are an outbound or like smiling dialing or do you buy leads from setting teams. Inbound is Google ads. Google ads? Okay. So you have inbound leads that are coming in and then you close, like that's the business. Like you buy media, you sell shit. And so this has to be a core, like you have to be world class at this. If you want to be world class at wholesale, got you. But that's the contrary. In the event that I have to let go of half the team, they're just not good enough. Yeah. Where do you suggest I look for? It's not about where it's about how. So it's not like I'm going to find the better you get at training sales and creating consistent sales processes, the less skill someone can have and create a consistent outcome within your team, which becomes the arbitrage of your business. Just like I said, the cleaning thing before, if the whole contraint of that business is going to be finding basically taking human being and then turning them to a great cleaner that actually shows up all time, you have to take the raw input of somebody who has no skill and just has work ethic, just has energy. And in 14 days, you can get them closing deals on wholesaling. That box is the value that your company, that is your IP. That is the trade secret. That's how your company is valuable. And so when I say who versus how, like, where do I find these people? You could run indeed ads and find like for this caliber of sales person, they're everywhere. The issue is then what is the process and where the expectations were setting for those people as they walk in. And so typically when you're doing high volume sales, like you are, how many guys you have in the team? Currently. 17. Okay. Yeah. That is mid size. Someone comes in, usually you get constrained because the amount of turn you have, if people are quitting leaving, is about equal to what you have to hire and that's what keeps you stuck. Right. And so it's a process issue on the demand, genocide, for talent. And so usually we look at that and say, okay, what part of this can we screen ahead of time? So let's send them the script before they even show up. So people apply. We send them the script. And then send us a 60 second video of you saying the script. And then from the 60 second videos, we're going to invite people to a group call, not one on one because we don't have time for that. And we're going to go quick drill, say the script, give a piece of feedback, see how they do it again. If they could take the feedback well and they were prepared, great, means they're coachable, they have work ethic. Awesome. Now we can take you to a job offer call. Somebody has attitude on the coaching, they're out. If someone doesn't show up prepared, they're out, very easy screening. And so you take 10, you pick two, pick three, they go to the next one, you make job offers. And that's the flow. But like the entire sales process of selling them on selling for you sets the frame for how the company operates. Like how disciplined you are and how militant you are in terms of how you set the frame for this is how we fucking do things here. Either get in or get out, I do not care, but we win. And if you can set that frame, you will attract winners. And winning is not for everybody. And so that means that on the team, there's probably some losers. And it's not for everybody. So that's the decision you make and that's from top down. So there's the tactics and then there's the root issue. I would try this first. If this doesn't work, you have to probably got things. Are you? I know he's the only person struggling with sales here. I saw like more notes, like, okay, group interview, yeah, yeah. Go ahead. Wow. I'm super nervous. Oh, don't be. So I actually, there is someone that I ran into at the house party that was pivotal for you. Pivotal for me. Yeah. You mentioned in a podcast that they that they inspired you to create content. Okay. And I was too shy to say hello. So can you imagine how I feel right now? We're crushing it. Thank you. Okay. Sasha, I sold designer bags and sunglasses and we do about six million a month. I know. I'm sorry. A year. Sorry. Six million year. It's so cool. And I would like to do 38 million. Precise. Yeah. 38 million. Okay. And what's stopping me is why 38. Just because I figured 100,000 a day something like that, round up, down, something like that. Okay. Got it. And obviously more. Yeah. Okay. Yeah. I was thinking dirty. It would be fair. Yeah. That works. And it is just recruiting recruiting is the bottleneck is you're saying? Yeah. Okay. Got it. My house cleaner was my first employee and she just and because I consumed yours and laid those content so much that I was like, I'm going to be these two people and one. That's me. Yeah. Be these two people. Well, I have a great team. Really great team. And it's just a matter of being militant in the recruiting process. Okay. The we do sell on what not quite a minute, including you have what's stopping you. So you make money. Six million dollars. You're selling handbags and sunglasses for you to sell more handbags and sunglasses. You need more people to do that. Yes. Because we we only go live for about five hours a day because we get tired, which is me and I mean, I have three sales people, but it's just we get tired. If we were live more often, we could create more. You're going live on like your Instagram page or your what on what not? Okay. Got it. And do you have to be following there 110,000 and so you're just selling to that same base. And if you just sold for longer, you would make more a lot more. I could do a hundred grand in the show. Okay. So you need two more salespeople who are going on camera. But yeah. Right. And then the recruiting as well. Recruiting for what? Packing. Because we do a lot of you do your own three P L or not third party, but you do your logistics. Why? Why do we do it ourselves? I don't know. You can have other people do it. Boy oh boy. Yeah. Step inside. Yes. So functionally like because of the nature of the business that you're in. We have to think we have to consolidate resources. I'm not normally somebody who's like, let's cut parts of the business out, but unless your shipping is some key differentiator that you have. Like Amazon shipping became a competitive advantage, right? But unless that's like some differentiator, then shipping for the most part is pretty commoditized. And there are people who all day long, they think about saving 15 cents on cardboard boxes and tape and packing peanuts and all that shit. And I think that you having to like think about that and run a functionally a warehouse. At the same time is running marketing and sales and talent business slash media. That's not where the value is. The values in the distribution and the sales. And so I would say, can we outsource this so that can we outsource this the logistics part so that you can just go all like, because all we have to do is you get two more sales people and you get to 100,000 a day, we should do that. We have to physically show the product like, well, nothing, you don't have some product on hand. You just don't need a warehouse. No, we do need it. Because it's. Go. Okay. Speed. We run probably about. So you're like, we sold this item to this person is how you do it. Yes. Okay. Got it. Like a warehouse. It's. Yeah. Okay. That's fun. All right. So you just need to hire more people. So with stopping you from hiring more people. The talent. The talent to hire more people. I'm learning that that's why I'm here. You're good. You're good. So I'm saying like, you have two sets of roles. You've got warehouse folks and you've got people who can get okay. So what are you currently doing to get each of those people? We had ads on indeed. Okay. I didn't realize how militant it had to be until I came here. It's it makes a lot of sense. I know that there's that many interviews that are required. And that's more for the warehouse side. Correct. Both. Because sales is. I think that you'd be able to find sales people like. I would probably look at Amazon affiliates. How much would you pay them? Percentage. That's the thing. Now. Okay. So it takes skill to do what we do. It takes skill. Agreed. For example, my girl is better than me. Great. She's better than me. And it's not only is it motor skills, it's presentation and entertainment like I get it. I understand. I did a live for three days. I got it. Yeah. So binding and training that that's definitely a process and takes time. Yeah. Do you question whether you want to buy or build? Do you want to buy the town or build the town? Building the town is cheaper, takes longer, harder, buying the town is faster, more expensive. Which one do you, which one feels right for you? So when it comes to the, so we have, we're not always so we're profitable per show. Yes. Okay. Profitable per show. But sometimes when things are happening is let's just say it's a Wednesday, right? Are you on cash based accounting or a cruel? Probably cash. Yeah. So you might, if, basically if you run a physical products business, what you do here, you're like, okay, we made money. Now let's take all of that profit, gross profit that we had and go buy more shit so we can sell more shit. Right. So this is where like you probably have what's your, like what's your financial, the financial out of the business, the financial apps look like? My account handles it. You're who? Your account does it. Okay. Yeah. You will need to have soon a relatively strong finance person who can give you better forecasting so that you can, it's not just like how much cash you have in the bank account. Let's go buy more shit. It's, we can only afford to buy this much given this growth rate that we want to have. Otherwise you will get into these probably cash crunches that you're feeling right now. It's not that the business isn't profitable because I'm guessing the headcount's not super buy. So our shows will make anywhere from 5 to 7,000 profit depending on like the volume that we did that day. So we know the profit like per show, however, that's where the skill comes into play. If a show's not going well, we need to have that person trained to be able to do the thing. And so that's why not knowing how much to pay them is the thing doing a percentage would make sense. Percentage across it. Yeah. Like a salesperson. Okay. And so you can buy or build that. You buy it as I would just go to many micro influencers who are already like on Amazon Hawking stuff and you like play already do live streams and they already do sell shit. And I bet I could teach them to do this for me. That is a buy version because you already know it's already proven you're just saying hey, do it under my umbrella. The build version is that you have to kiss a lot more toads and try and look for who has already built in a bunch of soft skills. And then you can hire for the small skill efficiency that you know how to train. Okay. So Amazon affiliates. You could do either. Yeah. Obviously this is me a lower risk thing. And then you'd have to have some agreement that they're going to only sell for you for extra time. Contract. Yeah. Like a contract. Thank you. Yes. But I would, but big picture because I want to make sure that you're good. The indeed warehouse stuff that's just commoditized it. You have a warehouse. Maybe you have to have it for your business, but I don't see that as. That's not a core differentiator. You might have. You're not different because you have a warehouse point here. That's not special. So the roles that you have there, it's like they need to be like have a pulse, have a good leader there, let them just deal with it. Your star factor is going to be your ability to train people to sell. And so that's like, where is what is the true pinpoint of where the most I get created for you is the founder of the entrepreneur is that you need to be able to take somebody and teach them to sell. I. Yeah. And you have to break it down in terms of the most concrete language you possibly can't. And so think of everything purely in terms of behavior and you do not use any amorphous words. So I need you to have high energy. That means nothing. I need you to raise your voice. I need you to talk faster. I need you to have your shoulders back. You have to describe things that people can see and that other people will describe them as having high energy, having charisma, having confidence. And so if you want to teach someone to present, you have to tell them what to do with their body and their voice and that will be far faster for you. And what you'll find is the training lab, the reason they say so long for people to train or they can, where they can't train salespeople or presentation people is because they literally do not use words that other people understand. This is the problem. This is why most companies cannot teach people to do shit because they say have more charisma and then the person listens and is like, I'll translate that into what I think charisma means, which who fucking knows what they think it means, right? And then we're just playing this telephone game where no one agreed on what are the behaviors I want you to do. That will compress the amount of time that will take you to get some one up to speed and to long term, if you can develop the sales training, then you can have a stable of stallions that are on 24/7 for you working in your barn. So that, I know that's animals now, but let's go with it. So that's actually that brings up the point. So I have, so my girl, like I said, she's my house cleaner, shows up at my door one day. She's like, hey, I want to be you. And she's like, I'm a copy and paste of you and she became me. Now there's a little bit, a little bit of a, how can I, because obviously I had to learn the care part like from Leila. So I learned the care part and now I have it. But then I've seen her, I've seen situations not go the way they should because she's, she's a copy and paste of me from yesterday. Uh-huh. So I'm starting to see those kind of things. What's the problem? Would she put her in front of the camera, have her sell and get her out of the building? If she can sell. Yeah. So let her sell. Don't have her manage people. Have her sell. Got it. Interesting. Thank you. This is good talk. Yeah. Yeah, sir. Alex, my name is Sebastian. Four years learning. Thanks for everything. Yeah. Thanks for coming out from Australia. Melbourne. Yep. Melbourne. No. Sick. Lewisense Digital. We sell paid ads and growth advisory to eight and nine figure e-con brands. Sweet. We do three and a half. Okay. We'd like to be at ten and twenty. Okay. Feel super clear on our top priority against our supply constraint. Talent. Yeah. Talent acquisition and first getting L.T.G.P. Talent. Something that's unclear is we've just established this past 12 months in our leadership 10. We have two team leaders, head of growth and head of strategy. They're all just on salary at the moment, but putting together or building an incentive, a grid incentive plan for them as a group to carry us as we two and three X head count. I would just go profit share pool, ten to twenty percent, and then they get slices of that slice. So it caps. So basically it's like if you say a simple math, $100 a year profit, $20 is always going to be allocated or 20% is always going to be allocated to all leaders. And so they get slices of that pool, but then you always have 80. And then they think like you do, which is if we're going to bring this leader and we got to give up some of this pie, but they should be able to grow the pie, which is the exact same math that all of us do when we bring someone in. And so it gets them thinking more like owners. That's the simplest way I could get down. Are you plenty on trying to sell the business anytime soon? Potentially. Yeah. Okay. If you want, you can include a profit interest in the sale, which you can have be proportional to their interest. Yeah. And then if they leave, it comes back to you. Yep. How would you apportion that percentage split against those different roles? So first off, you're going to want to leave probably two-thirds for a future talent if you want to go big. And so do not be like, okay, I'm going to blow my whole slice of pie on these people because the best talent is in the future. It's not right now. But I'll give you the picture of the walkthrough that I have with somebody who's in this position is that and this will probably apply to half of you. You hear somebody that they were considering tying into your business. Okay. So I'll give you a quick, big picture advice. If you never want to sell the business, don't give shares away. The only thing that is guaranteed ten years from now is that you will still be in the business. That's it. Everything else is not guaranteed, so I would not encourage you to give real shares away. Thing one. Thing two, there are four things that equity provides. One is cash flow, the second is sale bonus, sale dollars, the third is risk, and the fourth is control. And so when I have a conversation like this, I'd be like, okay, cool. So do you want any risk? And they're like, no, I don't want any risk. And you're like, okay, cool. So I don't want that. I'm not going to give you control, so that's off the table. So all we have left are cash flow and the chance that we sell. And that's what we're going to do. I'm sure in Melbourne, I know the legal situation, but there's a version of, we'll give you a profit share, which comes off bottom line. And in the event of a sale, you'll get a sale bonus. Now the issue with that is it's going to be taxes income, at least it is in the US if they have a sale bonus, rather than capital gains. But there is no real other alternative because either they have to take on risk and not get control and pay taxes on you, gifting to them, or they have to buy it and give you money. Most people don't want to do either of those things. And you have to agree on a valuation. It's a whole fucking mess. And so it's easier to just say, I'll give you some money today. And if we sell, you get money tomorrow, and if you leave, you get neither. And then that sale, you know, I've just said that the sale number is a pretty determined. There's a zillion ways to slice this. But the simple way is if you have a 10% profit share, like for the whole company, and somebody let's say gets 10% of that, so they have 1% of the profit. You could say, when we sell, you will get a proportional amount relative to the total before that 1%. So they get 1% of the sale. Sure. Yeah. And when you write that, make sure that it's the percentage of cash, not calculated on the total value of the sale. Yeah. Sorry, last thing. I got fucked on that one before so. There you go. Stote. The head of growth is pretty much the sole sales guy, where I first sales guy, not found a lead. He'd be at this table, commission on clipisiles plus this percentage of profit share, or it's one of the other. Is he a founder? No. It just sounds like he's your sales guy. Correct. Yeah. And you're all for us. Yeah. He gets commission. Yeah. He's at the leadership table. Uh huh. The other guy's at the leadership table. Does he do marketing? He started to, yeah. He's developing into backfilling that head of growth row. Marketing equity sales guy is like one of those day one mistakes that I'd prefer you avoid. Yeah. So I, if that guy's like really ambitious and really hungry and smart and you think that he's going to be there long term, I would say I want you the leadership table. I don't think you're ready there. Yeah. This is what I would need to say and just make it quantifiable. Yeah. You need to get, you need to master demand gen, which creates five deals a week, five deals a month, whatever that number is that you'd act like if he actually did this, you'd be like, you earned it. So whatever that is. Sweet. Thank you. Talkin' real. Yeah. You bet. Was this helpful for somebody else? Okay. This is how you have the condo though. It's much easier than like, why won't you give me, it's like you don't even want equity. Do you want to pay me? No. Do you want to pay taxes? No. Okay, great. Do you want risk? No. Okay, great. I'm not going to give you that. So you want these two and I can do that for you. Yeah. Hello, Alex. I'm going to piggyback on Dr. Stem Sal. And just thank you for. That's Elson. You want to see him start going. Let us learn from you and your team. My name is Trenton. We sell roofing in the Metro Detroit market. Sweet. We're going to do about three million this year. Okay. We'd like to be at ten million. Okay. Quick context. We were primarily a storm contractor. Yeah. Storms have vanished in our market, which was-- That's all right. Yeah, it's-- We're born a vacate. Climate change, whatever. Actually, the best thing that ever happened because it allowed me to step into retail. Okay. So this last year, I've really had to rebuild my business because right before that, we had hit two five million two years in a row. Okay. And now we're seeing this drop off. So my biggest constraint or what's stopping me is that for the last eight years, all of our lead gen has been from-- Weather. From doors. Okay. So it's been a hundred percent door to door lead gen. And now when we're trying to knock for retail, it seems to be like heavier of a weight on the team. It's-- When you say retail, what do you mean? Like just people on market that need a roof. It's like residential. Residential. Okay. Yeah. And when you were doing door knocking before you were knocking on-- Residential doors. Okay. So it was the way we were getting funding from the insurance company. Got it. Word. Okay. Yeah. Okay. Keep going. So now, with me being a door to door guy, like purchasing leads and all that was like sacrilegious to me. Okay. So there's some limiting beliefs there that I started to explore last October. We bought-- I think we lead curious. That's all I'm asking. Yeah. I'm very lead curious now. And-- But I basically got slaughtered learning this-- Yeah. This will be the acquisitionary binary. Be non-binary with your leads. Like as many as you want. Yeah. That's what I'm trying to do here. And when we did purchase leads and-- You get an unedited version, by the way. Hey, go ahead. And when we started to stack the guys' calendars, there was a big culture shift where we actually saw like more buy-in from the guys, but then like the door knocking just-- Yeah. Because it was easier. It was way easier. Yeah. But like our cacken-- all that was absolutely horrid. So I'll spend $7,500 just to acquire one customer over the summer. Okay. And it wasn't sustainable. So did you make from a customer? On average $6,500. So that does not work? No. It doesn't work. Yeah. And it was just like a-- a lot of the marketing agencies that we worked with were like younger. And we're like using AI tools to go high level like this. So we decided that we were going to build it in-house. So with that being said, now it comes into a leadership issue. Because I need somebody that knows how to market better than I do so that I can focus on training in-- Can I pause real quick? Yes, please. Okay, cool. So you're at three. You want to get to 10. You rebuilt it from storm chasing to just straight up door knocking whenever fine. I think it was a good idea. You had a door knocking team. You took the same sales guys, brought them on leaves that you got them. They got lazy, fat, and don't want to do door knocking anymore. Great rule number one, outbound and inbound are separate teams. Yes. Inbound is what you graduate to. And so if you're an absolute savage, like you just take children's souls and just rip them out every day because you're a terrible person, but you're just unbelievable at sales. And then only then do you get the opportunity for me to feed you leads. Because these are the most expensive leads that we have to work very hard for to make sure and like we cannot waste them on anybody who cannot close everything. And so thank you. Oh, that was an amen. So first off is the team should be separate, but you're in this mix now. You're in a little bit of a mess. And so my two cents would be like, take that-- because I'm sure they're commissions have gone down since they now are selling nothing, basically. Yes. So I would say, guys, my fuck up, I went to this thing, he told me I did this big boo, which is inbound and outbound together, which is not how it should be. Everybody get back on the streets. You guys do that. And then for the absolute savage of you, because you can usually have far fewer people on inbound, that becomes the Christmas tree of the career path. Because on inbound, I can feed you and you can do five sales a day. You can't do that door knocking. But you can do it if I'm feeding you leads that are already qualified, already gone through a VSL, whatever, in the sales motion. And then those guys can absolutely clean up, but you earn the opportunity to get that level of commissions. Now, the commission's structure should also be different on inbound because you have to pay for those leads. So it's a different role. They graduate to it. It's more volume, lower per, but it's more reliable, which, guys with families, things like that. If you have a bad day, you close two and a good day, you close seven. It's different than you have a bad day, you can close zero, zero, zero. It's much more stressful. So guys will be happy to even give up, they'll even make the same money, but you have to be more reliable. They'll be, and you don't have to be at the sun. So then we should hire for inbound sales or take one of the guys you have, who's really good at it and put everybody else back on the street so that you just funnel everything to that guy who, because then you can iterate faster because you're new on this and so you want to, you never want to have too many news, because kind of like the brick and yellow jaguette at the beginning, the more news there are, the more likely something's going to fuck up. And so it's like, I know this is an absolute savage salesperson. If they're closeable, he'll close them or she'll close them. And so then the only variable we have is just what offer slash lead source am I getting? And what process are you going from lead to talking to them? Those are the only variables you have to play with and so you can control, it's much easier to iterate on that and then get it to go faster. Okay. Okay. And then, okay. So then I want to hire a marketing director or leader to manage that. Now, Kim was blowing our minds in the workshop, like he does do that, or Asian Clark Kent. Yeah. It was, yeah. Racist today? I was almost going to say he was a ninja, but I didn't want to, he wasn't, anyways. What do you Chinese? I'll have you know. Samurai. Yeah. You're good. Keep up. But he was talking about when another guy was talking about a constraint and he was talking about the trade off of, okay, so you could spend $6,000 a month, you don't want to spend basically a hundred grand to replace the person. What I'm trying to figure out is, I think I've answered my own question. I won't keep going here. It's, I've been working on the wrong problem, I think is what the situation is. And I'm trying to make this for you. Outbound team goes out, inbound team becomes the one guy. You need a higher marketer person who actually knows what they're doing, probably pay more than you expect, but then that person will be worth it. Your entire business is sales and marketing, so you should have the core elements of the business in house. Okay. Okay. Excellent. If you need help with the sales process, we can help. Excellent. You bet. Thank you. Alex, this will be your last question. Ah. It's got to be like the best question ever. Hello. So my name is Evan. I sell duct cleaning supply to duct cleaners this year, we will do 1.2 million in revenue. And I think I'd like to be around three and a half, okay. And I think what is stopping me is just being clueless. Okay. Cool. Let's give you clues. So do a little more. How do you get customers now? Strictly organic. Can you take more customers than you have? Yes. Okay. So you don't do anything. That's why. All right. No, I mean, like it's word of mouth. There's no like demand gen that's happening. All right. So I've got good news and bad news. The good news is that your business probably, you probably are good at what you do because you've been relying solely on word of mouth. So that's the good news. The bad news is that you're going to have a steep learning curve for what you have to do next. And so you basically have to pick, do you want to do outbound as your way of getting customers, which could either be door knocking, it could be emailing, it could be call calling, but you got to be Instagram DMing, it could be anything but outbound. You could do paid ads to get customers. You can have affiliates, so you do those things to get affiliates or you can post content. Those are your options. Which of these do you feel like you are best equipped to do? Actually paid ads, but one of the things I was thinking like is creating a higher value per customer to get option instead of trying to get more customers. Okay. I don't know which route to go. So you would want to double how much customers were worth. I guess utilize my existing customer base with more consumables, so there's more repeat orders. So like they're ordering more. So duck cleaners go clean ducks. Yeah. Correct. We sell them the cleaning supplies, which is really high profits. And then we started selling some consumables, but they're low profits. They might buy 500 a year, but it's only like $6 a unit or something. Uh-huh. So there's not too much money in that yet. Okay. I guess the solution. But are they buying regularly from you? It's just like how many customers from other new customers versus repeat customers? We average 80 new customers a month. Okay. So you do not have a lot of repeat business. No. How? Unfortunately, but fortunately, the equipment I sell is really good. So it doesn't break down frequently. But on the consumable side, what percent are all those repeat customers? Consumables. Yeah. Those would all be repeat customers. There's just, given how the margins are, there's just, you know, makes so much selling a $6 product. So I don't know if there's a way. I don't know. Maybe through. Yeah. Selling them education, uh, maybe that'd be something. No. Fundamentally. You have a normal business. There's a zillion businesses that work this way, auto dealerships work this way, large equipment works this way, like ink and printers work this way. You sell, you have three, you basically have three wheels of revenue in this business. You've got, you sell the machines. You sell the stuff that the machines use and you sell the service around the machines. That's the three-pronged approach. And so your ability to extend the customer's LTV is going to be around the second to not where most people will even like the more sophisticated business will sell these at cost are at a loss because all their margin is on the consumables and on the service. Now you can sell bigger customers so that those $6 things times 10,000 of those starts to add up. Or we can sell more in the front end. But either way, the core focus of your business, like if I had a two-step approach for you, core focus number one is we have to know that we're retaining 90, 95% of those people on an annual basis on all the consumables. So every year I should know that 95% of those people are, they have to buy it from somewhere and they should all buy it from me. And so it ends up happening as your business starts, that becomes like the annuity of the business. So you acquire these new customers to sell machines for whatever. And then this base of service and consumables just continues to rise over time and that's super profitable. That's the game. Now, you said that you wanted to grow the business by making them more valuable. I think you will have a hard time making the individual more valuable. I think it would be easier for you to sell a higher tier customer, so somebody who cleans more ducks, so that they can buy in higher volume or buy for entire fleets, whatever. That would be the path, but it would be a different sales motion that you currently do. And so you have, you're at a crossroads where if you want to have significant growth, you'll either have to have a new acquisition, you'll have to have a new acquisition system basically either way, because you're either going to have a new acquisition system for a new type of customer or a new acquisition system for your existing customer. If I had my brothers, I'd probably rather you start with a new acquisition system existing customer because you already know that flow. Once you have that, then I'd be willing to go out market. Gotcha. So would a good first step be to reach out to our existing customer bases with explained them. We have consumables. Like, we don't do any outbound to existing customers. Yes. That would be an excellent idea. Gotcha. So for purchase, you should purchase them from us, that makes sense. And so realistically, you should probably get them on a cadence or subscription with the sale of the initial product. So I don't know what the offers that you use will probably be on the scope right now. That's where a lot of the offer is right there is what kind of maintenance programs are re-selling up front? What kind of incentives are we getting them for subscriptions up front? Like the entire business, and here again, I have more goodness for you, is that you've been making the money that you are with none of the actual pieces that make your business make money, make money. Just great news. And so we just have to put these other two wheels in place and then develop the motions around those. And like the profitability of the business will go up a lot, like a lot, dude. Like, you've got the front, you've got the hard part of a profitable business without the profitable part of the profitable business. So we just have to bridge that move. That's it. Yeah. That makes sense. Yeah. I think that's the only question. Okay. Great. Thanks. Offer change. And then there's going to be a re-engagement on the back. And those are the three things for like today. All right. Cool. Thank you. I appreciate you. Okay. Fun. Exciting. We had a brothel. Lots of exciting things.