Stories of Rapid Scale

dedication for Daniel and Fernanda Amato. You never change things by fighting the existing reality, to change something, build a new model that makes the existing model obsolete. Buckminster Fuller, Systems Theorist, in Critical Path. Introduction, the Science of Scaling. Am I going crazy? The President was losing more and more sleep. He couldn't get a specific idea out of his head, but it seemed too bizarre. He'd lose his credibility of Congress, and even the country knew he was taking this seriously. I think I'll mention it, but just keep it basically an afterthought. Yeah, that's what I'll do. On May 25, 1961, President John F. Kennedy presented to Congress what he felt were extremely urgent national needs. Specifically, he was deeply concerned about the broader state of the world, and whether tyranny or freedom would spread. For Kennedy, it was an actual race, and within the decade, one of these two forces would win out. In the thick of the Cold War, Kennedy detailed some of the weapons the Soviets were imposing. Intercontinental strike forces, large conventional war forces, and a well-trained underground attack force in nearly every country. He stated, "With these formidable weapons, the adversaries of freedom plan to consolidate their territory, to exploit, to control, and finally to destroy the hopes of the world's newest nations, and they have the ambition to do it before the end of this decade." It is a contest of will and purpose as well as force and violence, a battle for minds and souls as well as for lives and territory, and in that contest we cannot stand aside. He then shared with Congress his multi-pronged approach to winning the race of freedom versus tyranny before the end of the decade. His considered pathways to win this race included one, promoting economic and social progress at home, two, promoting economic and social progress abroad, three, strengthening partnerships of self-defense such as NATO, four, increasing military defense and intelligence shields, five, increasing civil defense, six, disarmament, or the reduction and withdrawal of military forces and weapons, and seven, advancing space exploration. The last item on this list was radically different from the other six more traditional paths to peace and influence. It seemed out of place, even a distraction. Yet advancing space exploration was pressing on Kennedy's mind, even keeping him up at night. Just six weeks prior to this urgent congressional meeting, Yuri Gagarin of the Soviet Union became the first man in outer space. Gagarin spent 108 minutes orbiting the Earth on the Vostok-1 spacecraft and returned to Earth an instant legend. Space seemed like an unlikely path to convert the world to freedom and democracy, but the situation was becoming increasingly fraught to Kennedy. It seemed only extreme measures would suffice, not common ones. One, perhaps just maybe doing something big in outer space could garner global attention. Two, if the Soviets continued to lead in space innovation, would the world turn to their ideology? Three, and if the world does turn to tyranny, what would the repercussions be? Four, could it end freedom as we know it? Though Kennedy couldn't keep these thoughts at bay, he still wasn't convinced. Even still, he felt it at least worth mentioning space to Congress. He'd keep it as mostly a footnote, a final concept to the more sensible and likely solutions presented before. He did point out though that space had never really been a priority for the United States, and that perhaps it should be. Regarding space advancement, he stated, "We have never specified long-range goals on an urgent time schedule or managed our resources and our time so as to ensure their fulfillment." A little over a year later, on September 12, 1962, Kennedy made what would become one of the most famous and world-changing speeches of all time. His speech not only stunned the 40,000 people in attendance live at Rice University Stadium in Houston, Texas. It also emboldened the entire United States and much of the world. His speech made clear that Kennedy's mind had changed. In his private speech to Congress, one year before, space was a fringe and unsure concept. Now though, space was the strategy, the super priority, the crux to winning the freedom race before all was lost. Only something bold to use his words would work. Rather than trying seven things, only one path was viable enough to spread global freedom, though it wasn't clear they could actually execute on that path. We choose to go to the moon in this decade because that goal will serve to organize and measure the best of our energies and skills because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win. Kennedy gave NASA seven years, three months, and eighteen days to achieve that seemingly impossible goal. One year after his transformational speech, Kennedy was in Dallas attempting to unify his Democratic Party ahead of the 1964 election where he hoped to be reelected. Especially in the south, there was tension between the various factions of the Democratic Party. To energize the city and their political party, a Democratic motorcade was orchestrated through Dallas. In the center of a long line of cars snaking through the city, Kennedy and his wife Jacqueline stood waving from a convertible limousine. Sitting down Elm Street in the D. Lee Plaza, Kennedy was shot in the back of the head by a sniper at 12.30pm central time. He was pronounced dead 30 minutes later at the Parkland Memorial Hospital. In the country's heartbreak, Kennedy's impossible moon goal became the healing bomb. Commitment and conviction converged, increasing the unity and focus of that singular objective. Five months before the allotted deadline, on July 20, 1969, Neil Armstrong and Buzz Aldrin walked the moon's surface for 21 hours, 36 minutes. They spent the next three and a half days returning home to Earth, parachuting and splashing down in the Pacific Ocean near Hawaii. Kennedy's big bet of putting a man on the moon and returning him safely was a reality and the resultant effect as he intended it was such a monumental achievement. All eyes looked to the United States for leadership freedom would reign over tyranny. Politically, the United States was the undisputed global superpower. Technologically, the United States was the lead innovator. The process of getting to the moon required innovating and developing technologies that continue to impact us today. Things like GPS, smartphones, cat scans, water purifiers, enriched baby formula and laptops are all byproducts of Kennedy's moon bet. From Neil Armstrong's one small step through the next 50 years, the United States never looked back becoming the wealthiest nation in the history of the world. Conversely, Soviet Russia shamefully regressed to the mean, fading from prominence. This story of course isn't new. Yet, despite this being one of the most commonly cited and cliché leadership and business anthems ever, most people still miss the primary lesson from this story. This missed lesson it turns out explains why most businesses fail. A new scaling framework. A goal properly set is halfway reached. John Doer, venture capitalist and billionaire in "measure what matters". The purpose of this audiobook is to show you how to scale your business to seemingly impossible levels and to do so rapidly. To achieve this aim, I will introduce you to what we call the scaling framework. Until now, there's never been a clear, evidence-based and reliable framework for aggressively scaling your business. The first step of the scaling framework can only be understood once you realize what people still get wrong about Kennedy's speech. He didn't just declare some massive vision. He literally set an impossible goal, and from there he realized that only the most direct path could work, not multiple paths. There is a fundamental difference between a bold vision and an impossible goal. Most leaders don't take Kennedy's concept to its full conclusion. Sure, they may ra ra themselves and try something big, but they don't commit themselves to a seemingly impossible goal. Instead, they set attainable goals and expect moon-level results. Adding attainable goals sets you up for catapulting. astrophic failure and indeed it is why most businesses fail today. The reason is simple, yet misunderstood. It's obvious to people and organizations that they should have goals, even stretching goals. Without goals you can't know where to focus. What most people fail to comprehend is that their entire reality, what they see, what they do, the choices they make, everything is filtered by their goals. A person's goals literally drive everything they do and are the core separating factor between humans and other species. This insight is the byproduct of cutting edge research in both positive psychology and neuroscience. It may seem counterintuitive, but if you're pursuing attainable goals, then your business is likely far more complex and stagnant than you think. If you're pursuing attainable goals, you're likely doing many things that are not only ineffective, but damaging. Goals enable you to filter your experience in the present and to make decisions. Consequently, the goals you set have enormous implications, not only on how you operate in the present, but also in the direction and results you create. If you set the wrong goal, you'll be unable to filter the signal from the noise. Your life and business will either stagnate and stall due to complexity, or you'll scale in entirely the wrong direction. For attainable goals, the perceptual filter is too dull to separate the signal from the noise. With such goals, you can't filter and find the most powerful pathways forward among the near countless options you could pursue. Frankly, attainable and linear goals justify you in maintaining not only your existing system and process, but also your existing assumptions and beliefs. Elon Musk has said the most common mistake of a smart engineer is to optimize a thing that should not exist. This quotation effectively encapsulates most businesses, and it's why most businesses won't and can't scale. The majority of what most people are doing is optimizing things which should not exist. Rarely is a business not only focusing on what matters and what can scale, but also systematically weeding out all that should not exist which can never scale. The majority of entrepreneurs and businesses are mired in complexity and lying to themselves about what's going on. A dear friend of mine, a near billionaire, told me that most entrepreneurs will never scale because they don't stop lying to themselves. Much more on this later. For a goal to be effective, it needs to be a hot knife, not only cutting cleanly through your fears and faulty assumptions, but also ripping your entire business to shreds, leaving only the most relevant and scalable signal. More than something to hit, goals are psychological and strategic tools for filtering what matters from what doesn't. When you have a goal that's so big it seems impossible and a deadline so short it seems absurd, you're forced to, one, more accurately and honestly filter everything you're currently doing, being left to acknowledge that the majority is a distraction based on sunk-cost bias or a lack of accountability. And two, more powerfully filter for the most innovative and teleporting pathways and partners you otherwise couldn't see or find. When you commit yourself to a seemingly impossible goal in both scale and timeline, you quickly see that almost everything in your current business and possibly your life is optimizing things that shouldn't exist. Though initially humbling, this clear and honest filtering enables you to simplify and remodel what you're doing in a far more scalable way. In both the management and psychological literatures, stretch goal is the common term for these types of goals, though stretch goals have rarely been well defined. In a research article titled, The Paradox of Stretch Goals, Organizations in Pursuit of the Seemingly Impossible, Duke Management Researcher, Dr. Simpson and colleagues, defined a stretch goal as an organizational goal with an objective probability of attainment that may be unknown, but is seemingly impossible given current capabilities. That is, current practices, skills and knowledge. A stretch goal then is a seemingly impossible goal given your current knowledge and capabilities. In this definition and for the remainder of this audiobook, we will use Impossible Goals as a replacement for stretch goal. Sit can further states in that article, pursuing goals that are seemingly impossible might stimulate exploratory learning specifically because radically new approaches are required, and because Impossible Goals involve extreme redefinitions of what an organization is capable of being or achieving, they can capture, shift and refocus attention. Dr. Sikinz remarks highlight a few crucial insights that impact your ability to scale. 1. An impossible goal is one you don't initially know if you can achieve, but is one you currently lack the capability to achieve in this moment. 2. These types of goals involve an extreme redefinition of what your organization can be and achieve. 3. Through this redefinition, the attention and focus of your organization shifts to distinctive and unique pathways and approaches. Impossible goals not only redefine what your organization is and can be, but they also force you to more clearly define your organization. They force focus. Most businesses are not well defined. Most businesses are diluted, overly complex and lack clarity. The scaling framework solves these common missteps and is comprised of three elements. Frame, floor, focus. Your frame is what you see and is based on your goals. Your floor is what you filter out, defining what you don't do. Your focus is what you filter for, defining the paths and partners you develop to realize your goal. If you're ready to scale, then setting and pursuing a seemingly impossible goal in both scale and timeline is the first step. The reason an impossible goal is the first step is because only a goal at that level enables you to filter your current business and future prospects with the rigor needed to scale. From the reference frame of an impossible goal, almost nothing will work. Therefore such a goal serves as a razor sharp filter for your current situation and decisions. Take for example Mark Young, a friend of mine. When he learned the scaling framework, he immediately saw that his business had become diluted, complex and unscalable. After reading an advanced copy of this book in March of 2025, he told me, "Ben, I am changing all of my companies. From now on, they will all only do one thing." One of Mark's companies, Jekel and Hyde Advertising, is an agency that specializes in getting physical consumer products into retail stores like Walmart. They've helped hundreds of fledgling products get into retail stores, scale, and often sell for hundreds of millions of dollars. Take for example WaxRx, an all-in-one earwax cleaning kit, which came to Jekel and Hyde while doing approximately 1 million in revenue and unable to get into stores like Walgreens. With Jekel's help, WaxRx 5x their sales within nine months, leveraged that success to get into Walgreens, then became the number one product in its space, now being sold in over 50,000 retail stores throughout the United States. Mark explained to me that despite being the absolute best in the world at helping people both get into and succeed in retail, that over the previous few years they'd become diluted and unfocused. We lowered our floor, offering a broad array of lesser services because people were asking for them. What do you mean, ask Mark as he explained this to me? Well, the truth is, yes, we began offering cheaper services such as social media ad campaigns and Amazon product campaigns because people wanted them. But the real reason we lowered our floor and offered many competing services was fear. We'd been told that everything was going digital and we didn't want to be left behind. Our model is based on selling mass retail and scaling our retail products through mass media, which is traditional TV. That's who we are and no one can compete, and due to fear, we stopped owning that. At the time Mark read this book, "Jekyll and Hyde advertising had been around for over 30 years and was doing $20 million in revenue." Immediately upon finishing this book, he decided that within three years they'd be doing a hundred million in annual revenue, more on the psychology of time and extreme deadlines in chapter two. To reach that $100 million scale goal, they'd have to raise the floor and eliminate everything muddling their focus, no more optimizing what shouldn't exist. Mark explained to his team that they were going to eliminate all service offerings outside of who they really were as an agency at the highest and clearest level. They had ten clients that were below the floor, utilizing the lesser services they provided. One of these clients was particularly frustrating. demanding far more time and resources than they were worth. Mark told his team, "This client needs to go away because they don't fit who we are." However, what I will do is explain to them who we really are and give them the opportunity to use us the way they should be using us. This particular client had an innovative women's makeup cleaning solution they were selling on Amazon. They were on a $4,000 monthly retainer for an Amazon ad service with Checkle and Hide. Mark told them, "Look, you're wrong in how you're approaching your business. Amazon is a retailer, not a business model. If you keep building your business around Amazon, your business will stagnate and die within 18 to 24 months. If you're going to scale this product, let alone survive. You need to bring $300,000 to us. We will get you into mass market retail stores and blow your brand up through mass media on TV. You have to make a choice. Either play with the big boys or keep grinding out what you're doing for the rest of your life." Mark's team was shocked that this client, who seemed cheap and stingy, was very open to this much higher and distinct service offering. Part of what made Mark so convincing was the dead clarity of his impossible goal. That higher frame forced a level of honesty Mark hadn't required of himself, his team, or his clients, for years. But given the impossible goal of 100 million in three years, and the refined definition that he gave to Jekyll and Hyde, Mark's conviction went through the roof. He knew who they were, what they offered, and what they could do. He didn't need to apologize for that. He didn't need to dilute himself by offering lesser services to people who didn't get it. If potential clients weren't ready for the scale Jekyll optimized for, then they were below the floor and rejected. In the book Relentless, from good to great to unstoppable, Tim Grover, the performance coach of NBA superstars, like Michael Jordan, Kobe Bryant, and Duane Wade, wrote, "Go a different way, excel in a different area, while everyone else is just competing for space in the same pool. You don't become unstoppable by following the crowd. You get there by doing something better than anyone else can do it and by proving every day why you're the best at what you do. You must know someone like this. He can do everything. This week he's a blogger and a songwriter and a motivator. Last week he was teaching tennis two nights a week and working as a sushi chef. You listen to him and feel as if you've never done a thing in your life. Until you listen more carefully and discover that like a lot of people, this is someone dabbling in a lot of things and succeeding in none. I want to hear someone say, I do this. Ask Kobe what he does and he says, I give out numbers. Numbers? Yep, I gave them 81, I gave them a triple double and I gave those guys 61. Operating from an impossible goal forces you to define yourself. Most people are afraid to do this, afraid to own their convictions. Impossible goals are so massive they weed out common thinking, common approaches and common excuses. They are a reality check. A gut punch. Are you serious or not? Are you clear or not? If not, then get clear. Remove everything that shouldn't exist, which you've been maintaining for one reason or another. No more justification. If you can't say we do this, then you're undefined, diluted and cannot scale. The primary reason companies don't scale is the same reason people don't scale. The entrepreneur is lying to themselves. Anytime a person goes below the floor, they're unclear on who they are and what they're doing. They're diluting and distracting themselves and others. They aren't becoming the absolute best at what they do. They aren't making the impact they could be making. Anytime you go below the floor, you're in the noise. You're making your business complex by doing multiple things at a more mediocre level than you want to admit. You can't scale a complex system. You can't scale noise. You can't scale if you're too afraid to define yourself and commit. By raising the frame so high and actually establishing a scale goal, Mark filtered his business and clients far more rigorously. That rigor and honesty transferred directly to how he spoke to his clients. Look, this is who we are and what we can do for you. Play big or go somewhere else. Because of his extreme clarity, Mark was no longer noise to his clients with their multiple conflicting services. The conviction they now spoke in defining themselves and their single service was complete signal to the right people. No dilution, no competition. No competition for two reasons. First, they really were the best at this. And two, they spoke with extreme clarity and conviction about what they did as well as what the client would need to do to succeed. No one else was that clear. Almost everyone else in the market is diluted and unfocused, following the crowd and offering far too many mediocre products and services. In a follow-up interview with that client a few days later, the client accepted the new and better plan and wired the $300,000 initial investment to really blow up their product and brand. There was another part of Mark's conversation with this client, which reflected Mark's higher floor, honesty and accountability. He told this client, "I want you to understand. Part of this conversation we're having today is my fault." We did the wrong thing for you. We never should have allowed you to play in this little pool, building your business solely on Amazon. We gave you bad advice and that's on me. I did it because you came in the door and said, "We can't afford this." And instead of telling you what you needed, we told you what you wanted to hear. We shouldn't have told you what you wanted to hear. We should have told you what you needed to hear. Today, I'm going to tell you what you need to hear, which is that if you don't take this product to mass market and mass retail, then you're going to fail in 18 months or less. The client got it and is now making much bigger moves to success. Several of their other clients made the same decision. In less than two weeks of Mark learning the scaling framework, Jekyll and Hyde was a radically simpler and clear system. They eliminated all lesser product offerings that muddled their brand and weakened their power. They eliminated all below the floor clients that wouldn't or couldn't play at the level Jekyll offered. And something else happened that shocked the team even further. It dawned hard on Mark that when they had lowered their floor as a business, offering a multitude of lesser services, they stopped filtering for and focusing on the types of clients they really wanted. With Mark's newfound conviction and intensity, especially as it related to his scale goal of hitting $100 million in revenue within three years, he began having some very powerful conversations with potential clients and how he could help them. One person was a friend who was a big doctor who offered health supplements and coaching. Mark told this doctor that his supplements, which already did $10 million in revenue, could be doing $500 million in revenue if he went for mass market and retail. The doctor wanted a scale and agreed that to do it, they'd have to follow Mark's plan. Within a few days, they got a deal that produced nearly $10 million in revenue for Jekyll and Hyde. They were no longer optimizing what shouldn't exist. They'd simplified their model and focus so that they could scale. And they actually had a scale goal which forced a much higher rigor of both strategy and psychology in all they did. Again all of this occurred within two weeks of Mark learning and embracing the scaling framework. There's a final kicker for Mark that happened during those two weeks, which shocked even him, but told me that he really got the message. His commitment to his impossible goal led him to realizing most of his other companies were creating complexity and dilution of focus. He began the process of selling most. Mark is just one of many case studies we will share with you in this audiobook. Some of the stories are even more profound, like Alicia Alt, who spent five years stagnating with her innovative software company, only to scale it over a thousand times in a single year applying the scaling framework. Or like Stephanie, the CEO of a long time family business that finally got the clarity and confidence to sell off their legacy products and choose a more scalable path, making possible a jump from a low eight figure revenue to hundreds of millions within a few short years. My co-author Blake Erickson and I developed the scaling framework through training thousands of people just like Mark and just like you to go from small and stuck businesses to scaling them to a size they could only dream of. And rapidly. In fact, as you'll learn later in this audiobook, if you're not scaling aggressively, you're likely dying slowly. There's no in between. Small and incremental goals, as well as overly long-term goals, are bad filters that enable bad decisions that compound over time, making it increasingly unlikely you'll scale. The longer you wait to scale, the less likely it will happen. When someone learns the scaling framework, whether they're a company doing one million or one billion in revenue, fear often kicks in. Unlike Mark. There's typically a lag of application. It takes a paradigm upgrade to realize and appreciate that what you're currently doing isn't scalable. If you keep doing what you're doing, stagnation is the best scenario. Yet once a person begins applying the framework, they immediately begin scaling. And so will you. Another friend who read an advanced copy of this book, a billionaire and legend in private equity who's been a part of hundreds of scaling processes told us that this book changed his mind on something. Before reading this book, he didn't think scaling was a possibility for most people and most businesses, particularly large enterprises. Yet in his words, the paradigm shift this book offers is fully embraced can enable any sized company to scale big or small. The insight that with the right paradigm or frame, anyone can be a visionary leader and scaler, surprised him and gave him hope. He also stated that this book defines how the best CEOs operate and shows how to be at the extreme tail of the bell curve. While all forces push a leader and a company to the mean and to security, if a company applies the framework in this book, they'll be at the extreme tail in outcomes and impact. He noted that while reading the book, he reached out multiple times to his family office, which manages multiple billions and the byproduct was them re-simplifying their focus by making key shifts out of investments and sectors that don't align. Most who speak of scaling do so tactically. Conversely, this book will reframe your psychology and strategy. Before you finish this audiobook, you'll experience a paradigm shift so profound that it will change how you see everything. You'll realize you've been playing small and operating linearly out of fear. You've been below your floor. You'll be emboldened to set an impossible goal and you'll quickly see the power of using that goal to filter everything inside and outside of your business. You'll increase your honesty and rigor, removing many things you've been justifying but no longer can. What once slowed you down will stop existing. Your path will become clear and more distinct. Your progress and learning will 10X or more. You'll identify and laser in on crucial insights and innovations no one else is looking for. You'll find and work with only the best of the best. Those who produce 100X to 10,000X the results of the average employee or partner. Before you finish this audiobook, you'll see everything differently. You'll even see how Kennedy could have likely gotten a man on the moon in three years, not seven. Where did the scaling framework come from? Unfortunately, good strategy is the exception, not the rule. Dr. Richard Ramellt in good strategy, bad strategy. In 2015, during the first year of my PhD in organizational psychology, I started blogging about how to apply psychology to business. Within a few months, my blogs were being read by millions of people monthly. By the time I graduated with my PhD in 2019, I was one of the world's top bloggers and a professional author with a seven figure training company. Rather than sticking to the academic path, I went straight into the cutthroat world of business coaching and consulting. In addition to training thousands of leaders in my own program, I also worked directly with some of the top business coaches and leaders in the world. In that process, I co-authored a trilogy of entrepreneurial strategy books with Dan Sullivan, a man who has coached over 20,000 entrepreneurs in the past 50 years. That trilogy has sold over a million copies. I also wrote a book on the emerging science of Future Self, which became one of the fastest selling books in various parts of Asia, including South Korea in Japan. In mid-2023, after finishing my final book with Dan Sullivan, 10X is easier than 2X, I felt strongly that I needed to return to the drawing board. Though I'd learned a lot, the previous decade in my PhD research, training companies myself, and working with people like Dan, it was clear to me that there was still a huge and unresolved problem. Most people, even those getting guidance and training, don't know how to scale their business. Scaling is the exception, not the rule, and even though there are hundreds of gurus and academics teaching this, none of them had clients who consistently were able to achieve results. This was not acceptable to me. I spent the next two years reading hundreds of books and thousands of research studies on the subjects of business strategy and psychology. In addition to my studies, I continued training thousands more leaders and businesses on my developing insights, seeing consistent patterns and problems emerge as people tried to scale. Given the obvious rarity of scaling and profound results, it was clear the traditional and popular thinking on both the subjects of strategy and psychology were muddled, confusing, and even derailing. If someone wanted to learn how to effectively scale a business, it would likely take them years or decades to filter through the endless popular and scientific material on these subjects. Without question, there's powerful and important research and insights in both of these fields, though often buried in noise or improperly framed. It wasn't my initial intent, but to provide something transformative and effective, it became clear I'd need to create an entirely new and simplified model. I partnered with Blake Erickson, a world-class leader and trainer to refine this model. It's been noted by the Harvard psychologist, Dr. Stephen Pinker, that psychology as a discipline is misorganized and mistought. The billionaire investor, Charlie Munger, agreed with Pinker sentiments, stating, "psychology is significantly daft, and that a lot has been discovered, but no one mind has put it all together in proper form, and it should be done because it wouldn't be that hard to do and it's enormously important." Everything here could also be said about strategy. Buckminster Fuller said, "You never change things by fighting the existing reality, to change something, build a new model that makes the existing model obsolete." The scaling framework is a new but tested and effective model at the intersection of psychology and strategy. Though clean and simple, the strategic insight and application of the scaling framework is extremely rigorous and will require you to remodel your thinking and assumptions, as well as your business and team. Where previous models are overly complex and diluted, the scaling framework is specific and intentional. To help you grow your business bigger and faster than you think possible. This audiobook and the framework taught herein marks the beginning of an important movement, a movement where scaling becomes simplified and normalized. By simple, we don't mean easy. There are painful, often heart-wrenching decisions you'll need to make in order to scale, which you have been avoiding. But until you simplify your system and focus, you won't scale. This audiobook will show you how. By normalized, what we mean is that this audiobook and framework will make it normal for millions of businesses to scale. To this point, the topic of scaling has been made overly complex by academics and bastardized by copywriters and online marketers. The scaling framework and this audiobook bring much needed science, sophistication and rigor to this crucially important topic. The promise of this audiobook is clear and simple. Apply the scaling framework and you'll scale your company bigger and faster than you think possible. Now is the time. Who this audiobook is for? The hefty price for accepting information uncritically is that we go through life unaware that what we've accepted as impossible may in fact be quite possible. Dr. Ellen Linger, Harvard psychologist in mindfulness. I wrote this book for leaders who are ready to scale their companies by 10 times or more within the next three years. These are the exact types of leaders we work with in our training company, scaling.com. The truth is most companies aren't ready to scale. Despite an incredibly high ceiling and potential, most keep their floor low and achieve a fraction of what they could have. Their growth is stagnant. This audiobook will help you grow exponentially and in fact, from our view, if you're not scaling exponentially, that tells us you're below your floor. Though requiring courage and conviction, you can do this. You can scale 10X or more within three years. Are you ready? There are two groups of businesses that should not listen to this audiobook. The first group are those who don't want to aggressively scale. There's nothing wrong with this. Many simply want a lifestyle or passive income business. These are people who would never establish a true scale goal, such as reaching 9 to 10 figure revenues in their business at all, let alone in the next few years. The second group are those lying to themselves, telling themselves they are scaling, but are actually stagnant. The most common way this is exemplified is when a leader builds their company around themselves. They are the king or queen of the castle and reflect what Jim Collins describes as "the leader with a thousand helpers." Though brilliant and talented themselves, those in this second camp can't scale beyond themselves unless they make the the changes needed. If you're one of these two groups of people, one, you don't want to scale or two, you're building your business around yourself. Then either this audiobook will change your paradigm and elevate your vision, or it's not for you. To scale in the most effective and efficient way, you'll need to go so impossible that it forces you out of your existing role into something simpler and more focused. You'll need a far more innovative path and simplified business. You'll need ten times better people working with you than you have now. All of this you can do. In summary, if you're ready to scale and willing to remodel your assumptions and business to do so, this audiobook will show you how. It will simplify the scaling process for you, helping you achieve goals that currently seem impossible. If you're not ready or interested, that's okay. The science of scaling is not for you. Please refer to the images and text on frame, floor, and focus in the PDF.