How I Made $100M+ Working 5h/Week (From Info)

All right. All right. All right. We are live. We are live. Beautiful. Uh, if you guys can go ahead and drop a big day in the chat to let me know. Also, tech team. Perfect. Yeah, if we could just pull it up. Lovely. Let me know if you can hear me. Okay. If you can see me, okay, how are you man? I am doing lovely. Uh, big day. Big day. Love to see it. Biggest day in existence. Amazing. Um, uh, Hamza, say my name. Well, there you go. Uh, also, uh, apparently, uh, yesterday you guys were recommending for me to have some tea. So, yeah, Tristan's bringing me in a nice cuppa right now. Um, yeah. Sorry, I didn't see you. Obviously, once we get into main presentations, I try my best uh to avoid looking. Michael the jeweler, what are you wearing today? Today, today uh I'm being a basic [ __ ] uh and wearing a 5712A. So, yeah. Anyways, with all that being said, hope you guys are doing well. Uh, it seems like you guys are all ready to go for the presentation. So, yeah, let's get into it.

Uh, all right. All right. Uh, sorry, give me a sec, guys. This isn't pulling up on the front. Uh, tech team, uh, Tristan, just a heads up, it's not on my main, uh, presentation. So, give me one second, guys. Apologies. These things happen. One of the downsides of doing things live. I've got everything to my left, but I just don't want to look away. So, preferably I want my presentation um in front of me. Give me a sec, guys. They're coming in now. All right, team. If we could just put. Guys, give me one second. Just sort this out. Team, if we can just put it back on the loading screen. Sorry about that, guys. Um, we'll put back on loading screen. I'll just get it put up as said. I don't want to be rude and looks aside. So, um, yeah, I'll get it put back up on uh the main screen. Uh, just so that way, yeah, I'm not looking away from you guys entire presentation. So, give me a sec. Uh, and team if we could just put it on uh loading screen just while we sort. I don't know if that's possible. Give me a sec, guys. There we have it. There we go. Cool. All right. Now I can look directly at you guys. Perfect. Perfect timing as well. Just got my tea. Give me a sec. Cheers. All right. Lovely, lovely. Welcome back.

So, before we dive into today's uh content, I want to share something with you guys. Uh, really just to put everything into perspective uh and something that if any of you guys are experienced in the info space will probably shock you. And that is that I have been in this business for eight years at this point. And every single year I haven't managed to make more profit than the year before. Not revenue, profit. Eight consecutive years of year-on-year profit growth. No declining years, no rebuilding phases. Even in the tough years when the entire market was down 30, 50, 80%, just pure consistent compounding growth for nearly a decade at this point. And here's the thing that to me is still absolutely batshit crazy. Over the years, I've had many competitors, many people who start around the same time as me, many who had much bigger info businesses than mine at certain points. People who got way more hype, way more followers, way more industry recognition, and honestly much more cash funding uh uh uh their business. Do you know how many of those people are still operating to this day? And I'm being dead serious here. Zero. None. From the time that I started, I really can't think of anyone. You know, they are all gone. Now, some pivoted different businesses. Some went back to just regular jobs. Some are still trying to make it work, but they're barely scraping by.

And here's what I've learned through all of this. Info is a short-lived career if you don't know how to do it correctly. Very few people know how to do it sustainably. And you can literally count on one hand how many people speak on it with real true authority. And I can. And listen, I'm trying to be I'm trying to say this in the most respectful way. That's just the reality of the situation. And I know I I think I said this on the first day or something like that. You know, when people trying to hit me with a core seller final boss, and I'm meant to take that as an insult. It's like, yes, this is an industry that's 3xing in the next what, 5 years, 6 years. Um, so this an industry that's 3xing in the next half a decade. It's an industry that everyone's trying to get into and I'm meant to be offended that I'm the best in this industry. I'm the best at what I do. I don't take that as a, you know, I don't take that as an insult at all. So, you know, if you want to fling me with that insult, please. Uh, if you want to continue to tell me that I'm the best at what I do in this industry, more than happy to take that.

So, today I am very excited to share with you the framework on how I actually think and approach this business to guarantee sustainability. Not just make money today or in 6 months from now or a year from now, you know, get one big qu. I mean actual sustainability. No growth hacks, not the latest funnel strategy, not some new AI tool that's going to change everything. Today I'm going to talk about the fundamental architecture, the backbone that separates info businesses that last decades from info businesses that flame out in 18 months. Tonight isn't about quick fixes or tactical optimizations. It's about building something that outlasts market changes, platform shifts, competitive pressures, and yes, even AI disruption. It's about joining the 1% who not only survive past year 5, but actually thrive for decades. Because there, you know, here's what no one wants to admit. And this is, by the way, the harsh reality. This industry has a massive mortality rate. And if you are watching this right now, there's a big chance that you're already past your first 1 to 2 years in this business, meaning you are fast approaching the danger zone. So, let me show you exactly what you need to do to ensure that when you cross this danger zone, you come out on the other side with an even bigger info business. One with a potential to make 200, 200K, 500K, a million, even $2 million a month in profit. Not revenue, profit.

Look, what I'm about to show you is the side of this business that literally no one in this industry ever talks about. And I think you will understand why in just a second because it reveals just how brutal the survival rates really are in this game. I mean, for the last eight years, I've worked with hundreds of info businesses. And I'm not just talking about watching from the sidelines. I've personally helped dozens of them as my own clients, building their funnels, running their ads, and architecting their complete marketing systems from the ground up. You need to remember this is what my agency did for majority of its career. My agency that I had, in fact, we have a AFL client, we actually have multiple AFL clients where I actually was their agency back in 2019, back in 2020. We have one specific uh AFL client right now that did $120 million last year. They did 120 million uh $120 million last year. As far as I know, you know, don't, you know, don't uh uh this is what I've been told. Let's put it this way. uh they were uh by them directly. Uh they were Acquisition.com's largest portfolio holding, $120 million. Um they did last year. And what's cool is I literally built out like me and my team built out their funnels back in 2019. They were clients of ours for almost a year I think. So I've been doing this for so long. I think some people forget like how long I've been involved in this industry. I've also coached, mentored, and advised hundreds of info product businesses across every niche that you can think of: health, fitness, business, dating, crypto, real estate, you name it, I have seen it. Okay, this is the industry that I'm passionate about. And it's also why I'm monitoring everything that happens within it. And I mean everything. I know everything that happens in this industry. I watch how different offers perform over the years. I track which businesses scale and which ones plateau. I see who's still growing after 3 years and who quietly disappears from the industry. And trust me, a lot of people quietly disappear. It's not just a casual observation either. This is a systematic analysis. I keep notes. I track patterns. I am genuinely obsessed with understanding why some people make it and why others don't. And especially right now with my access to the backend data of tens of thousands of companies as a co-owner at WAP, I can see patterns that most people in this industry will never have visibility into. I can see the revenue curves, the churn rates, the uh the life cycle patterns, and the exact moments when these businesses start to decline. And it always has the same warning signs. I can see which business models are actually sustainable versus which ones look good on Instagram and make for nice screenshots. I can see who's actually making a profit versus who's generating these impressive looking revenue numbers while bleeding cash behind the scenes. But most importantly, and this is what really gets me, I can see the warning signs that predict business failure 12 to 18 months before it actually happens.

Here is the brutal reality most people do not want to face. Year one, most info businesses don't even survive the first year. They create a successful course that works for a short period of time. Maybe they get lucky with a viral video. Maybe they nail their first launch. Maybe they catch a wave of demand for their first topic, but then things stop working. And here's the thing, they can't replicate the factors that led them to that success in the first place. They don't understand why their product even worked. Okay? They can't recreate the magic. So, what do they do? They start throwing spaghetti at the wall, hoping something sticks, and it doesn't. Year two is the survivors. If you're here, you're probably one of them or or you've been through this phase already. And what I see is that um or what I generally uh see happens in this phase is they hit a plateau and they can never break past it. Then from there, they slowly start declining and they simply can't break the downward trend. It is like quicksand. The harder they try, the deeper they sink, costs start increasing, conversion rates drop, customer acquisition becomes more expensive, competition increases, and eventually the math just simply doesn't math anymore. Okay, that is the reality for a lot of these businesses. Their monthly expenses exceed their monthly revenue. They are funding the business from savings. They're putting ads on credit cards. The writing is on the wall, but they keep hoping things will turn around. And for most, they don't. Year three, 80% don't even make it past this point. The graveyard is full by now. Most of the people who start their info journey around the same time that you did, well, they've gone. They vanished. They moved on to other things. Year four and beyond. We are now in the top 1% of info. The true upper class, the ones who figured out the code, the ones who built something sustainable that can weather any storm.

Now, I'm saying all of this because I want to make you uncomfortable. I want to I want you to feel annoyed so that way you force yourself to get out of complacency. And I'm being dead serious here. As I said earlier, if you're here watching this, it means that you are probably already in year 2 to 3 of this journey at least, which means you are getting closer and closer to what I call the extinction mark of info. Or the mark that separates those who don't manage to survive from those who ascend into the info upper class. And every info business goes through this. It is inevitable. There is no escaping it. There is a natural selection process that happens in this industry. The market tests you. Competition increases. Platforms change. Customer behaviors evolve. And there are only two possible outcomes: survival or death. And if you're not actively doing anything to get out of this plateau that you're in right now, it means every single day you are walking closer to the line of extinction. Some of you might be flirting with it already. Maybe your revenue has been flat for the last six months. Maybe your ad costs have doubled but your sales have not. Maybe you are working harder than ever before but making less money. Those are some early warning signs. So, let me show you the nine specific factors that could cause your extinction. Because if you don't identify which one of these is most likely to kill your business, you can do something about it today. Okay. I categorize every business failure into really nine root causes. And I'm going to go through each one of these with you because honestly if you are not aware of these, you're walking into a minefield blindfolded.

Death cause number one, drying pent-up demand. This is the biggest killer. And most people don't even understand what is happening to them when it hits. Okay, if you can get one single thing out of this entire episode, this should be it. Listen up. This whole business is about creating and converting pent-up demand. And by the way, I've never even heard or seen a single person in our industry mention this term, even though that is the entire game. Everyone, everything else is just noise. Let me explain. Most info businesses start with a warm audience, which is nothing more than a container full of pent-up demand waiting to be liquidated. Followers who have been watching your journey for months or even years and have never had a single offer from you. Then you launch your first offer and you convert that pent-up demand with it and it works beautifully. You think you've cracked the code. You're like, "Holy [ __ ] this is easy." Then you move to cold traffic. Uh, then you move uh to cold traffic at scale. Okay. At first, you're able to create enough pent-up demand through cold traffic to keep converting it in the super short daily cycle. You create one video with a direct CTA at the end of it and you convert the demand. You create another video with a CTA and you convert the demand. However, and this is where most people really mess up, you reach a point of diminishing returns where to keep this same pace, you need to convert more pent-up demand than you actually create. And that is when everything starts to fall apart. Ad cost rises, conversion rates drop. Those videos with a direct CTA at the end, well, they don't convert anymore. So, what do you do? You start pitching harder. You start to, you know, you you you get so tense, okay? And so, quite frankly, I, you know, I get it. You're in a stressful situation, but you freak out, you panic, okay? And you start to pitch harder. You have to basically force convert more of the quickly draining up pent-up demand that you have, okay? And the issue with this is that it's completely unsustainable because by doing so you're only drowning yourself deeper into lack of pent-up demand. And that is when I'm sure we've all seen it with certain individuals. Then they start pitching every single day on social media and no one wants to watch your videos anymore. No one wants to consume your content because it feels like you are constantly swimming against the current and you don't know how much longer you're going to be able to stay afloat. The problem is that all of those actions you start doing to try to fix the problem don't c or sorry don't target the root cause of it: lack of pent-up demand. They all focus on the conversion variable instead of the creation variable. You're trying to convert demand that doesn't exist instead of systematically creating it first. So naturally you can only get out of this situation if you double down on your pent-up demand creation efforts instead of pent-up demand converting efforts. And that is why content systems are so important. These are the mechanisms that ensure that you are always creating pent-up demand. So that way when you do sell, you actually have people to convert and you never get into a situation where the lack of pent-up demand slows down sales. It's also why revenue events work incredibly well. They are the mechanisms that convert all the pent-up demand once you've built it throughout months of valuable content. Hence why I don't run them every month. I allow time between events to cultivate and grow up more pent-up demand for the next one. That's exactly what happened to an info business that I recently acquired. You know, I I guess I briefly talked about this. I haven't really fully announced this as of yet. You know, I bought this company, consultant.com. Uh and you know, they did uh close to $75 million in revenue and eventually they went out of business because they failed to understand one of these concepts. You know, they yeah, they they did incredibly well in their time, but yeah, I guess I own it now. You know, I own the entire IP, all of the intellectual property, all of their programs, consulting, accelerator, uplevel um uh uplevel consulting, you know, all these programs that people paid, you know, close to $75 million for. I bought all of it. I said, I own all the intellectual property. I own the domain. I own the email list, the uh social media handles, the best converting uh uh ads, all of it. Everything the company was, I own it. Okay? And that's a great case study and you know it breaks my heart that got to that position but that's a great case study of a company that just didn't understand this industry. They didn't and you know that's why I bought it. So you just need to understand that every successful info business is simply a pent-up demand creation and conversion machine. So you can understand the pent-up demand game is literally the difference between sustainable long-term success in this industry and that devastating self-imploding cycle. Okay, you need to understand this stuff or there are, you know, horrific consequences. Once again, going back to that consulting accelerate, uh, the consulting.com example, like that's a company where by all metrics, if you look at the, you know, how much that company has done, you know, it definitely wasn't very cheap for me to buy at all, uh, you know, the domain in of itself is worth between $3 to $5 million, but like, you know, for what that company should have sold for or could have sold for, you know, that that's a 9-figure business right there. But, you know, unfortunately failed to understand these concepts.

Death number two is that ad cost spiral death. Okay, the you know these businesses what happen is they become addicted to paid traffic and then costs rise faster than revenue and conversion rates start declining. They want to get out of what I call uh the paid uh traffic vicious cycle. Okay, but the issue is they can't stop running ads because it's the only revenue stream that they have to actually pay for their expenses. So margins what happened in this situation is margins compress until they're bleeding c cash every month and it's a very very slow death and as I said there's a you know I won't get into specifics of it for s private client confidentiality but there's a situation like this that's happening with uh you know one of our clients at the moment where it's just a slow burn it's a slow death and the ads they have to keep playing the ads game because if they don't that's the only thing that kind of uh keeps up their you know very expensive uh payroll and everything else that's on in their company and it just becomes this very very uh sinister and very very um insidious cycle. Death cause number three, growing too fast and then failing to fulfill. This especially hits coaching and service-based companies. Okay, I know we have a lot of uh coaching and service-based companies watching on today's stream. What happens here is they scale beyond their delivery capacity. They promise the world but they can't deliver on it. This leads to refunds and chargebacks for unhappy customers which creates negative cash flow. The business runs out of money to pay for ads and payroll while dealing with the refund crisis. Next is fragile payment infrastructure. You know, they get something like a 180-day hold on their Stripe funds due to an increased number of refunds and then suddenly they don't have the cash to pay for bills and payroll. The business literally collapses while they're waiting for their funds to be released. And I've seen this kill businesses overnight and it's actually one of the most common causes of people in this industry getting out of business. And you know um as a co-owner in WAP you know this is a it's a it's heartbreaking to see this happen to so many people you know so many people having such fragile payment infrastructure but obviously you know it's a shame that people are getting treated so poorly elsewhere.

but I guess it's technically in our best benefit.

Next is founder burnout collapse. The founder stays as the bottleneck for two to uh two to three years. He tries to hire people, but it only leads to more work for him. He never manages to implement a smooth talent acquisition funnel that allows him to move away from uh sorry, to move away from the operational side of the business. He is the only one touching the P&L moving activities. Eventually, he burns out and just mentally checks out. The business dies along with his motivation.

Death cause number six is the team implosion crisis. Key players leave; operations collapse. They can't replace talent fast enough. They try to hire too fast to compensate, which leads to increased churn. No one stays in the company. The company destroys itself from the inside out.

Death uh cause number seven is platform dependency. Facebook bans your ad account. YouTube changes the algorithm. Stripe shuts you down. A single point of failure kills the entire business overnight. One day you're making millions; the next day you are done.

And this is the biggest one. Okay. I've been approached multiple times by heads of departments, of people in our industry who are looking for jobs after getting laid off because their entire department was getting shut down. The reason is one of the big platforms of their former company got shut down. So 80% of their revenue was gone overnight. Okay? So they would not be able to cover payroll for the following months. So just like that, okay, one singular point of failure, and that's it. You're done. You're wiped out. I've seen this happen with countless businesses, okay, that uh depended fully on, let's say, uh weekly Instagram DM call to actions or businesses that were very MR heavy and got their Stripe shut down, and then it literally took them uh uh you know, years and years to rebuild that MR uh or or sorry, it would take them years and years to rebuild that MR, and it's just impossible. Okay. And that just vanishes overnight. Businesses that were spending 5, 10, 20k a day on ads and dependent on the day one revenue. Uh they just get their ad account shut down. Okay, so they have no other way to generate money, and then they're hemorrhaging cash. There are countless countless examples of this. Okay.

Next is a lack of investment diversification. This is really important. This is something I have done incredibly well over the years, and it breaks my heart to see so many people doing very well for themselves financially in our industry and then not making anything with it. Okay, I always say info is the golden goose that lays the eggs, but once you have the eggs, you you should be like multiplying those eggs. Okay, and building an empire off the back of it. Not just like spending your money on stupid [ __ ] you know? I hear people tell me all the time like, oh well, he buys watches. It's like, yeah, okay, I've also made a couple million dollars on my watches. So, like I think you forget, yeah, sure, maybe I spent what whatever $5 million on watches, but I've also made $7 million back or like that's what my watches are worth. So, like even even when I'm having fun, I still make money. You know, uh a watch like this, for example, you know, whatever it is, £42,000 or something paid for it, I think it's worth 150. So, yeah, you know, it's even I I just see it time and time again where people get this golden goose that lays eggs and then never use it to build like true empire plays, you know? They just basically piss away all their money. And it's a shame, okay? And it also creates this other really insidious cycle because they're fully dependent on the income that their business generates with no other investments or income streams. And usually they're not the most responsible with their personal finances. So they have expenses uh you know they have expensive things that they're paying rent for. Often times you know they're paying um whatever their monthly car payment um and they're just pissing away money on rent this that all this stuff, which by the way is fine as long as you have a a bulletproof investment portfolio. Like as long as you're like as long as your defense is good, like enjoy your life. I also think it's ludicrous when some people are like I make XYZ amount of money but I have to fly an economy or like I should not get the things I want. It's like bro, you do you. Like if something makes you happy, go enjoy your life. But as long as you focus on defense, like as long as you're financially set and you're smart and you're putting your money and making your money work for you, of course there should be a percentage of your income that you allocate to whatever makes you happy. You know, whether that's I have business partners of mine that have, you know, seven figures plus in their wine collection. For me, I don't get it. I don't understand. I'm just not a that doesn't it's not important for me. But in the same way, I have certain things that I'm into that they don't care about. So, it's like spend your money as you wish. But please, like, this is one of the biggest things that I see uh kill people in the info space, okay? They're just spending money on all this stupid [ __ ] and it just becomes very it becomes this insidious cycle because basically they depend on that monthly income to cover their personal expenses. So what happens is that if anything goes wrong you know it's all fine and well when it's you know 2020 or 2021 or 2022 and it feels like you know you can just do a ad to VSSL and you know print tens of thousands of dollars a day uh and that's just going to go on forever. But then all of a sudden when the market changes and things go in the red for 2 to 3 months, they run out of money and have no way to fund the business operation. Okay? And boom, just like that, the business breaks.

Next is product fatigue. They had one successful product that led to exponential growth. But when the product stopped working, they failed to reinvent their business. They can't launch new successful products that the market wants and needs. So they keep trying to revive the dead horse instead of pivoting and building something new.

What I want you to do here is I want you to notice a pattern. Every single death traces back to missing anti-fragile systems. The businesses that die are operating with fragile infrastructures that break under pressure. Whereas the businesses that survive have built systems that get stronger during a crisis and not weaker. So now you tell me, out of everything I've talked about here, recognize at least two to three of these vulnerabilities in your own business right now. Whether maybe it's platform dependency, uh payment infrastructure risk, or founder burnout. Is that something that you guys are struggling with? Let me know in the chat while I have a nice little swig of tea. Whoopsie. Sorry, Justin. Okay, we're going to brush that away. Anyways, um with that being said, uh I'm sure you guys are listening to this and you're like, "Yeah, well damn, like this is something I struggle with. Okay, this is a something that I feel day in day out and it probably causes a lot of anxiety and it cause a lot of stress for you guys." Now, when you realize that info businesses that make millions can collapse in 30 days from now from literally any of these death causes, you start to understand the urgency of the situation that having these anti-fragile systems in place is the only way to guarantee long-term growth. Just so you understand, regardless of all the success I've built, every single night when I go to sleep, the thing I stress about and the thing that I keep asking myself is what could go wrong? What am I not seeing? Are there any points of failure that could break everything that I built? I ask myself this every single night. That paranoia is the reason I managed to win and stay on top for so long in our industry. It's exactly why I've created all these systems. Now, bringing it back to your business, can you really afford to keep operating with fragile infrastructure when you've now seen exactly how quickly success can turn into complete failure without the right systems protecting you?

Here is what most people don't realize about the infospace, and this is something that honestly frustrates the [ __ ] out of me. You only see the external front-facing marketing side of the business. You don't see the back end. You see the Instagram Instagram post celebrating the big launch. You see the revenue screenshots. You see the testimonials and the success stories, but you don't see the profit margins. You don't see the refund rates. You don't see the team chaos behind the scenes. You don't see the cash flow problems. It's very easy to assume something is working very well for someone just because it looks successful. While in reality, the back-end result tells a completely different story. Even with us, and I'm being completely transparent here because I think this is very important for you to understand, one of my biggest events ever in terms of leads and views, which from the outside looked extremely extremely successful, had one of the worst results in terms of revenue from all of our events. You know, there was an event that we ran was that maybe like 18 months ago, and everyone thought like everyone thought we killed it cuz I mean, listen, we I think the first the first episode got 3.7 million views in a week, right? It was insane, right? But it was a horrible conversion rate. Now luckily because we had so much so many eyeballs you know for us like a complete flop and a complete failure still you know multiple millions in a week uh but compared to you know going back to expectations compared to what our expectations was you know it was a complete flop, and that was simply a byproduct of the conversion rate. Sure we had a lot of eyeballs, but our conversion rate was just horrific. So what happened was massive numbers on the front end, terrible conversion rates on the back end. It looked incredible from the outside, but internally we were like, "What the [ __ ] just happened?" Right? And this is true with a lot of funnels, promotions, and videos you see out there. People just assume that they work and try to model it without knowing uh that copying that strategy is actually going to hurt the business. And in fact, I've seen a lot of people I've even seen people who wanted to I say I've seen a lot of people who want to I've quite frankly I've seen people who literally copied that entire promotion, that entire structure, even did it in other languages. And it's like I actually have no issues with it. Like, you know, I take that as a compliment, but it's more so like unless you know the backend numbers. It's a bit of a shame to copy something that didn't work. And I, you know, I think people uh do that a lot when it comes to uh a lot of eyeballs and a lot of views and stuff like that. They'll focus on getting all these eyeballs and views, not understanding that it's not just about getting eyeballs. It's what we talked about. I believe it was it did I put in my presentation yesterday? Yeah, I think it was yesterday I put my presentation about like or maybe even the first day about yes, you want to get a lot of views, but you want to get something with high CPM. So, you want a qualified audience and a lot of eyeballs. When you put those two things together, yeah, you're about to make a [ __ ] a metric [ __ ] ton of money, but uh you know, just views in isolation doesn't mean anything.

So, let me give you a specific example that will blow your mind. You know, on that topic of views, you know, we've had videos that have gone YouTube viral. I'm talking about millions of views, but they attract a terrible quality audience. So bad, okay, think about this. We have videos that have millions and millions and millions of views. But the audience quality is so bad that we delete them from our channel. Okay, these audiences uh uh bring what happens here basically is the audience that these videos bring is so unqualified that they actually destroy our data. They mess with our YouTube algorithm. They lower our conversion rates across the board. So, I would rather have I would rather scrap all those millions of views and have much less views, but have a better YouTube algorithm and have a better audience because of it. Okay, but then, you know, I see dozens. So, we'll have that happen. We'll know the backend data, but then we'll have dozens and dozens of people literally copying the exact same angle because they're judging the success from the view count, not knowing what's going on behind the scenes. They're like, "Holy [ __ ] you know, Eman got 2 million uh views on this video. I need to copy this exact strategy." And what's worse is that, you know, uh that's actually worse than not getting any views at all. Just so you understand, because now it's not even like you're not getting any sales. What's happening now is you're you're you're attracting a poor audience or as in like um poor quality audience. And by the way, other thing I want to make clear, they could be a super qualified audience, but not just not for you. Okay, that's the other thing I want to make clear when I say unqualified. That's that's no personal that's nothing against them. Uh they could be incredibly qualified for another offer or another market or whatever it is. It's just when I say unqualified in the same way listen have I clicked on a I don't really do much cooking. You know if I cooked on a cook and I don't really at this stage of my career don't have I would love to become an incredible chef later on in life but at this stage of my career I don't really have the time for it or the interest for it. So if I clicked on a cooking channel, even though I'm incredibly qualified to that channel and to that offer, I'm an unqualified person. So that's what I mean when I say unqualified. I just want to make it clear, you know, I say it with the utmost utmost respect to these individuals. So what's happening is you are attracting a huge unqualified audience, and you're also optimizing the algorithm to target more people like that. It's basically like you're training the YouTube algorithm like, you know, in the same way you almost like season a pixel, like you're almost training your pixel. In the same way on YouTube, you're training the YouTube algorithm, okay, let's find more people like this cuz these people like it. You're essentially taking your channel in a direction that's very hard to get out of once it's set in motion. It is like a big ship heading towards an iceberg. You see other ships that look like they're moving fast in that direction. So, what do you do? You follow them. But by the time you realize that they're headed towards disaster, you don't actually have time anymore to steer away from it. And this is why modeling what you see online is incredibly dangerous. Okay? You are building uh uh you're basically modeling the front-end appearance, not the backend performance. You need to understand those are two very different things. You are copying tactics that might actually be business killers uh disguised as business builders. You're making decisions based on vanity metrics instead of profit metrics. The lesson here is very simple. External suh success metrics lie. Back-end profit metrics, they tell the full story. They tell the truth. And if you're making business decisions based on what looks successful from the outside, you're setting yourself up to become one of the statistics that I just showed you. Do not be fooled by the highlight reel. Focus on building systems that actually work behind the scenes.

So here are five pillars in order to do that. So now that you understand how businesses die in this industry, and trust me, I've seen many of them get wiped out overnight, let me show you how to actually build one that doesn't just survive, but genuinely thrives for decades. You see, anti-fragile businesses that don't just survive when [ __ ] hits the fan, they actually profit from it. And I'm going to break down the five pillars that you need. And to be honest, most people get at least three of these completely wrong.

Pillar number one is multiple traffic sources. I already mentioned this one in a uh, you know, a few times today, but it's important to stress this point. Listen, if you're depending on one platform for more than 50% of your traffic, you are not running a business. You're playing Russian roulette. And here's the thing. I see this mistake a lot of the time. People build their entire empire on Instagram or YouTube or whatever and then boom, algorithm changes, account ban. The platform decides that they don't like you anymore, and your business ceases to exist overnight. It's like a freelancer with only one client. Okay? It's literally the exact same thing. It's like you being a freelancer and having just one client. All of your risk depends on a single point of failure. That is not a business; that is a job with extra extra steps. So you need uh traffic diversification, whether that's YouTube, Instagram X, paid ads, LinkedIn, whatever platform you prefer. But here is a critical critical part that most people miss. You absolutely must have both paid and organic. Never only one of them. Okay? If you only have paid traffic and something goes wrong with your ads, whether that's account bans, iOS updates, messing with your tracking, uh decreasing conversion rates, you don't have anything else to rely on; your business stops immediately. I have seen seven-figure businesses go to zero in a week because of this. On the flip side, if you have organic traffic, you are leaving millions of dollars on the table. You are scaling at the speed of content creation instead of the speed of capital deployment, which is just painful to watch. The anti-fragile approach, build organic first to create that foundation, then amplify with paid traffic to actually accelerate growth. That is how you play offense and defense at the same time.

Pillar number two is diversified uh diversified revenue streams. You need multiple ways to make money, and they need to actually complement each other. And listen, there are two layers to this that most people simply do not think about. The first layer is the evergreen plus revenue events. If you are only dependent on evergreen funnels and your main funnel stops working, which by the way happens far more often than you might imagine, you're going to have no revenue coming in while you scramble to fix it. I've been there; it's not fun. But if you're only dependent on revenue events, well then you're only going to have cash coming in like two or three times per year, which by the way is horrible for cash flow. So if one event doesn't go according to plan, you might not even have enough cash to keep the company running until the next one. And that's just bad business practice. The second layer is a mix of Prague pricing. Okay, mid-ticket plus high-ticket or low-ticket plus mid-ticket. Whatever combination works for your market, but you need variety. I personally started with mid-ticket starting from a,000 to,500, and to this day it's still the most profitable price point so far in my particular business, but still I have other products that appeal to different segments of my audience. I have an upsell of $3,000 for the main ticket uh uh the uh the main mid-t offer for those who want to get more coaching and move ahead right away. I also have a low-ticket product for $37 a month for those who can't afford monetize. And I have a high ticket of $25,000 for those who already have businesses and want to scale. They are all independent from each other. And they all have the capacity to sustain my business if the others start to slowly die. And that's because economic downturns affect different revenue types differently. If your high-ticket coaching stops performing because people are tightening their belts, you still have a completely separate product that appeals to a different segment of your market. It is like a portfolio approach to business model risk.

Pillar number three is talent redundancy. Every critical role needs a backup person trained and ready. And I learned this the hard way. By the way, cross-training prevents single points of failure within your team. Plus, with a proper talent acquisition funnel, replacement happens in days, not months. Because here's the reality. People do leave. Sometimes it's their choice. Sometimes it's yours. Sometimes life just happens. The goal is simple. If any team member leaves tomorrow, operations continue without interruption. If your business would collapse because one person quit, you don't have a business; you have a house of cards.

The fourth pillar is financial buffers. A few months of operating expenses sitting in reserves, and that will be a bit different for every business. And I know I know when you're starting this might seem like an impossible feat, but as you scale this becomes non-negotiable. You also want

To have multiple revenue recognition timings. So what I mean by that is having daily, monthly, quarterly, and annual income streams and investment diversification beyond just your business. That is so important. Okay.

If your business goes into the red for a few months, you don't panic. You have the runway to fix the problems without the pressure of immediate cash flow needs. Desperation makes desperation always leads to terrible decisions.

Pillar number five is market trends. This is one, you know, this is really the one that most people miss and it's arguably, in my opinion, in my opinion, the most important long-term. You always need to be aware of where the market is moving. There's a clear distinction that needs to be made here: when everyone is talking about uh what everyone is talking about is not necessarily where the market is going; it's very easy to confuse the two thinking that they are the same.

For example, a while ago, everyone was talking about the metaverse, and these hype trains get huge sometimes. Like Facebook literally changed their name to Meta because of this, but now you don't really even hear that word anymore. No one talks about it. It was just hype, but not an actual direction the market was trending toward over the long term. I like to think of these uh, you know, I like to think of these terms uh, or I like to think of these, I should say, uh, in terms of basically like pendulums. Okay, things usually go way too far in one extreme, then after a while they go all the way to the other extreme, just exactly like the swinging of a pendulum.

Let me give a very practical example. Back in 2018 or so, everyone in the industry was screaming you should go all in on ads, and everyone did. So I decided to do the opposite. I stopped running all my ads and doubled down on content. And I think it's pretty safe to say that that worked out pretty well for me. And that is also why, right now, funny enough, I'm super bullish on ads because everyone is focused on content. It is the other side of the pendulum. And again, I am not saying that you shouldn't do content or you shouldn't do paid ads. You just need to understand where the market is trending and how to position yourself so that way those trends benefit you instead of taking you out of business. So always be aware of the mark where the market is trending.

Do not get complacent with only staying with a product that's working well right now. I see so many entrepreneurs do this. They find something that works, and then they just milk it until it dies. Let me give you a real example, a tangible example from my own business. When Agency Navigator was selling a lot of units and making tons of money, I could have tried to milk it as much as possible. You know, this happened uh, going into 2023. I like we were it was the easiest thing I've ever like honestly, you know, info golden ages. It was the easiest thing ever. 2022 going into 2023, and I could have just tried to milk it as much as possible, but instead, at the peak of my sales, I decided to start working on a new low-ticket product in parallel, digital launch. By the way, I'm not recommending that you do a low-ticket MR here. Okay, this is just an example. I'm not recommending it, and you know, you can go to some of my other videos uh uh where I explain why it may not be the smartest move.

Anyways, turns out that months later the sales of my agency program started declining due to natural market fatigue. This will happen to every single product. In the same way, you know, when uh if you know, if Apple didn't release a new iPhone for three years, of course, it would be natural market fatigue. Okay, these things happen. But here's the thing, because I've been working for months at that point on the new product, it wasn't an issue. So, by the time the the agency navigator sales started dropping, I was launching a a digital launchpad, which made up for my declining revenue and kept the growth trajectory exactly where it needed to be. So that action protected me against a market movement that could have taken me out of business. You know, 2024 was a great testament to that. Without Digital Launchpad in 2024, we wouldn't I wouldn't have been able to say that our profit was higher. You know, we've had 8 years of growth in profit year on year on year. So that was a perfect testament to it. DL was the reason why we were able to still increase uh um in 2024. Without it, we would have declined.

Another example is literally right now with the launch of Montage. I'm anticipating a trend that will happen in the next few years, and most people aren't seeing it. Today, if you only sell a course or just a coaching program, that's fine. You can still make a lot of money with it. But with the way that things are developing in one to two years, only having a course is not going to be enough. Now, once again, it's a very different story if you're selling digital products that are $50, $100, $150. But, you know, higher-end stuff, which is for the majority, pretty much everyone in here, you're going to be selling stuff that's above $500. Know, $500, $1,000, $5,000, $10,000, whatever it may be. Right? So, these are more upmarket stuff. That stuff's not going to work. Okay? You will need to sell a full-on experience instead. You need to sell transformation, not information. I' I've said this a couple of times in some of my recent videos. You need to sell transformation, not just information. And that is why I decided to add two software tools to my current offer instead of selling, you know, instead of just selling a course. Even though that means I have uh, you know, to pay for the development and you know, even for some of these companies I have to pay uh licensing costs um and yeah, sure I could avoid those costs, but the uptake and conversion is worth it, and I'm already adapting to a change that will happen in the near future while everyone else is going to be scrambling to catch up.

Most businesses are fragile; they break when stressed. Some businesses are resilient, but you know what happens is uh with those businesses they don't bend um uh or break uh when stressed. Anti-fragile businesses, they get stronger when stressed. Okay? So, there's some businesses, fragile business, as you can see here, where the business is just going to break. Resilient businesses, yeah, sure, they might bend, but they're not going to break. Okay? Anti-fragile businesses, they actually get stronger in these times. Okay? The question is that you really have to ask yourself, it's which one of them are you building?

All right. So, now is where things get real. I need you to actually pay attention to this part because this could literally save your info business. Now, if you are not actively doing something to avoid this these situations I just described, you are moving closer to the extinction line every single day. And I know that sounds dramatic. I get it. But I've watched so many businesses that I thought were bulletproof just to get completely wiped out overnight. So, I'm going to walk you through eight crisis scenarios that could happen to your business tomorrow. And here's what I want you to do: I want you to mentally note down what would happen to your specific business if each one of them came true. Don't just listen passively and think, "Oh, that will never happen to me." Actually, please think through each of these situations. Because here's the reality: The businesses that survive the next decade are the ones who have already stress-tested themselves against these scenarios, and yours will be tested against them too. Uh uh sorry, yours will be tested against them too eventually. So knowing that you better uh prepare accordingly.

Crisis number one is your entire ad account gets shut uh gets shut down. Now listen, be honest with yourself, and I mean actually honest with yourself, not the [ __ ] version where you tell yourself, oh, everything's all fine, you know, it'll all work out in the end. What actually happens to your business tomorrow uh to your business if Meta bans all of your ad accounts tomorrow morning? Okay, you wake up tomorrow, all your ad accounts are banned just like that. Does your revenue stop instantly? Do you scramble to appeal the ban? Probably panicking, sending desperate emails to Facebook support. Panic sets in because you literally have no other way to get traffic. You're basically paralyzed. And I've seen this happen to so many seven-figure businesses in a single day. That is the response of a fragile business. Anti-fragile business response: 50% or more of your traffic was organic anyways. You don't really care. So, you switch ad spend to backup ad accounts across different platforms. Yes, for sure. Revenue will stip uh will still dip. Okay, so revenue dips maybe 20% for 2 weeks while you adjust, while you recalibrate, while you're uh uh getting those ad accounts fired up and getting them ramping back at where they were operating before, but you're still operating. You know, even with me on my last revenue event, I got uh I've gone eight ad account bans. Okay, so we had multiple multiple ad account bands. If I didn't have uh an extremely bulletproof uh contingency structure, I would have stayed down entire weeks without being able to spend with my ad accounts. Okay, you know how many hours I stayed without advertising during that period? Zero. Because I had an anti-fragile structure built for situations exactly like this. So ask yourself, do you have a contingency structure at Sorry, do you have a conting contingency structure ad accounts? Okay, do you have other traffic sources or does your business just stop? Because if the latter is true, quite frankly, there's no other way to put it. You're kind of [ __ ].

Okay, crisis. Uh number two, your main organic channel gets shut down. What happens if your main organic channel just gets shut down tomorrow? Would all of your organic traffic be gone? Now you only have paid traffic left, which makes you completely dependent on ads that could also get banned. It's like having one leg to stand on. Whereas the anti anti-fragile business response is this: Your traffic was already distributed between multiple platforms at least. Okay? So YouTube was maybe 30% of your total traffic. So you then redirect followers to your other channels and keep operating like nothing happened. I see some people saying, "Oh, you got to get their email because you own your uh you got to get their email because you own your own list." Uh they're like, "Oh, don't build build on rented land. That's the worst." No, you don't. You don't own your email list. Okay? A few bad emails in a row, and I've seen this constantly uh time and time again. People act like, "Oh, email list is the be all end all." You don't own that. Okay? A few bad emails in a row, I'm telling you right now, maybe an oversight of your marketing team and your deliverability goes to [ __ ]. Like, people don't understand. And I've been in this business for a long long time. Uh email, okay, maybe whatever 10 years ago, different story, but in today's day and age, email is not what it used to be. It can be, but you know, email is not this bulletproof thing where as long as you have their email, you'll be fine. No, no, no. Your delivery can your deliverability can get [ __ ]. And that that that's as good as, you know, being a a shadowbanned on XYZ platform. You know, it's literally happened to me as well. I had 1 million plus contact email list that was completely burned in 2 months, and I had to cut it down to 200K. You know what happened after that? You know, you you know what repercussions I had in my business? Absolutely nothing. I didn't depend on it for anything because I still had a full structure of Telegram and WhatsApp groups that achieved the exact same purpose of email. So ask yourself, are you building an audience on multiple platforms or is all of your traffic coming from one place that could disappear overnight? Because platforms don't give a [ __ ] about your business and they will delete you if they feel like it.

Crisis number three is your product stops working. What happens if people stop, you know, all of a sudden suddenly stop wanting your main offer? You know, do in that situation, you have a fragile business response uh or I should say the response of a fragile business is you're a one-man team. Okay, you're a one-product company. The market shifts, competition increases, or demand changes. What happens in that situation is your revenue crashes to zero, and you have no backup plan. So, you're starting from scratch while your expenses are still running. Whereas the anti-fragile business response is you have multiple products at multiple price points, and you already have the next product in development. You can pivot quickly because you saw this coming months ago. So right now, do you have other products? Are you working on the next one or would you be starting from scratch? Uh you know while your team is still in the background still expecting their paychecks.

Crisis number four is your main funnel stops converting. What if your VSSL or main funnel stops working tomorrow? Do you have any backup monetization systems? What you know let's run through what would happen in the uh in the fragile business: all of your eggs are in one funnel; conversion rates drop 70%, and this happens more often than you can imagine, and in that situation you have no backup systems; you are frantically trying to fix the one funnel while revenue bleeds out. Whereas the anti-fragile business response is you have both evergreen systems and revenue events; you have multiple funnels, multiple ways to monetize; you can quickly pivot to what's working while you monetize what's broken. So do you currently have anything riding on one funnel that could break at any moment?

Crisis number five is your customer acquisition cost doubles overnight. I mean, what happens if your ads suddenly cost twice as much tomorrow? And by the way, with iOS updates, algorithm changes, increased competition. This [ __ ] happens all the time. Can your business model handle double acquisition costs? The fragile business response is your margin disappears. You can't afford paid traffic anymore. And the business starts to bleed cash because the math simply doesn't math. And that is the situation that I see so many fragile businesses in. Whereas the anti-fragile business response is your or is that your organic uh traffic actually buffers the impact. Your premium pricing and high margins can absorb the uh the increased cost, and you're still profitable while your competitors are getting priced out. So just ask yourself, you know, in this situation, if this was to occur, what would happen to you? Okay. What would happen to you if you actually priced out of profitability where you could no longer even play the ad game?

Crisis number six is payment processor puts a 180-day hold on your funds. I mean, this is like I've seen this happen to a lot a lot of businesses. You know what happens if you know a big payment processor like there out there like Stripe freezes all of your funds? The fragile business response is you have no cash reserves; you can't pay your team or run ads, and the business collapses while you're still waiting for your funds to be released, sending emails then no one reads. The anti-fragile response is you have months of operating expenses in reserves plus you have payment backup processes already; operations continue normally because you prepared for this exact scenario. So do you have enough cash reserves to be operating for months? Do you have payment uh uh backup payment processes on hand already or would you be scrambling to pay bills and keep the lights on?

Crisis number seven, your best team member quits. What happens if your best team member quits tomorrow? Do you have people who are already cross-trained? The fragile business response is operations halt. You have uh to jump back into execution mode as a founder. Growth stalls because you're back to being the bottleneck working 16-hour days again. The anti-fragile response is you have backup people trained for every role. Your replacement pipeline is always active. Transition happens in 10 days with minimal disruption because you planned for this. So, do you have a backup for every critical role or would you be scrambling to replace them while everything else falls apart?

Crisis number eight is competition increases 10x and undercuts your pricing. What happens if 50 new competitors launch tomorrow at half of your price? The fragile business response: you enter a race to the bottom on pricing. Your margins collapse. Your value proposition becomes unclear. You are competing purely based on price, which quite frankly is a losing game. The anti-fragile business response is your network effects and premium brand positioning maintain your rates, and your customers choose you for reasons beyond price because you built real value. Do you have competitive modes? Are customers loyal to you specifically or are you just competing on price like everyone else?

And here's what I want you to understand, and this is the brutal truth that most people don't want to hear. If sorry uh if any of these scenarios would destroy your business, you're already already walking towards uh extinction; you are literally one crisis away from being another statistic. You're operating with fragile infrastructure that will break under pressure. But if you can survive and uh thrive through all of this, well then you're building an anti-fragile architecture. You are positioning yourself to be the top 1% that survives long term.

And here is the brutal truth that I've learned from watching businesses for over a decade now. Okay? Most of these scenarios will happen to your info business at some point. It's not a matter of if, it is a matter of when. The question isn't if you face a crisis. The question is when. And this is why I've been so focused on implementation speed throughout this entire series. It's not just about growing faster. That's nice, too. It's about building the infrastructure that keeps you alive when everyone else is dying. The businesses that take two years to implement these systems, half of them will make it to implementation because they will hit a crisis first. I've seen it happen over and over again. The business the businesses I should say that implement in 90 days, they're building survival insurance while they are scaling. They are the ones that will still be here in 5 years. Speed isn't just about growth. It's about survival. Okay? And if you are not moving fast, quite frankly, you are already falling behind. All right?

Listen. I've already given you all the solutions to all of these crisis scenarios. What you need to understand now is that you need to implement them, and you need to do it fast. Like actually fast, not the, "Oh, I'll start after summer kind of fast."

Here's what most entrepreneurs don't understand about systemic business building. And this is where things get very interesting. Each 90-day cycle becomes easier and more profitable than the last one. Most people think this is [ __ ]. I'm going to show you exactly why it's true. Most people think building systems is hard work that stays hard. That's completely wrong, and it's why so many entrepreneurs burn out after a few years. Building systems is hard work that becomes easy work. Let me explain what I mean.

First-time implementation is hard. Here's why: You are building everything from scratch. Your team is learning new processes. And by the way, you're going to [ __ ] up a lot in the beginning. You have no historical data to guide your decisions. So, you're basically just flying blind, and you're making mistakes and course correcting uh constantly. It's like learning to drive. Okay, everything requires conscious effort. You're thinking about every gear shift, every turn signal, every mirror check. It's exhausting.

Now, second-time implementation is easier. Here's why: The systems already exist. You are just optimizing them. Your team knows the playbook because they have done it before. You have data from the first cycle to make better decisions. The compound audience effects actually multiplies your results. It's like driving after you've had your license for 5 years. Everything is automatic. You can focus on strategy instead of execution because the mechanics are already handled.

Let me give you a real example from my business, and these are actual numbers, not just some made-up case study. These are the revenue events scaling. Okay, the first cycle we had 13,000 leads, we did 400k in revenue. The second cycle, okay, we had 43,000 leads, and we did 1.7 million in revenue. And the third cycle was 190,000 leads, and we did 6 million in revenue. And once again with these, you know, revenue you can basically knock off, let's say 10%, and that was our profit. Okay. So, we have 90% margins, especially on those early ones. Uh, and the first event was 2021. Was it whale se whale season 1.0? So, it was October 2021. The second one was 9 months later. So, that was in summer of 2022 was when we had the um remote revolution one. Uh, and then uh the third one was 4 months later, and that was digital renaissance. Literally, yeah, it was literally in the space of a year, just over a year. We did October 21, we did the um the first

Revenue event, and then it was uh, November 22nd when we did that third one. So, literally in the space of a year, you can see our first revenue event: 400K. Second revenue event um, was 1.7 million, and then our third revenue event was 6 million. Okay. And that's how these things scaled uh, over time. That's literally in the space of 13 months. That's how quickly you can reiterate these processes, and obviously since then we've reiterated, you know, far more since then.

So, by the way, just so you understand: same effort for me personally, same systems, same team executing, but compound results because each event built a larger, warm audience for the next one. We optimize our processes based on previous data. Network effects kicked in as past attendees referred others. Our brand authority grew with each successful event. That is the compound advantage in action. And by the way, it's beautiful when you see it work.

Now, let's talk about the three compound multipliers. Multiplier number one: audience compound. Every piece of content you create builds on previous content, creating a larger and more engaged, warm audience for each successive campaign. Your first YouTube video might get 500 views. Your 20th gets 5,000 views. Your 50th gets 50,000 views. Okay, not because you actually get better at making videos, although you did, but it's because you have a compound audience effect network working for you.

The next multiplier is data compound. Every campaign generates better data, improving your target and conversion rates exponentially. Your first revenue event, you're guessing at optimal pricing, timing, and audience targeting. You have no idea what you're doing, to be honest. But by your fourth revenue event, you know exactly which leads convert at what rates, what messaging works and what doesn't. Each cycle gives you more data to make better decisions.

Next, you have multiplier number three, and that's the systems compound. Every optimization makes future implementations faster and more profitable. Your first 90-day cycle takes you 90 days, obviously. Your second takes 80 days of work. Your third takes 60 days because most of the infrastructure is already built up. You're not starting from zero every time; you're building on top of proven foundations.

Back when I started, I used to—it used to take me around 4 months to put a revenue event together. Now, this year, this event uh, is my fourth one, and I, you know, uh, yeah, this is my fourth revenue event in 6 months. You know, that's how quickly we can reiterate, I should say, and and basically execute on these. That is linear versus exponential growth. Most businesses grow linearly. And by the way, it's painful to watch. So year one they'll do 100k, then second year 200k, 300k, 400k; by year four it's linear growth. Anti-fragile businesses grow exponentially. Year 1: 100k; year 2: 300k; year 3: 900k; year 4: 2.7 million. Same starting point, completely different trajectories.

And here's the thing: The difference isn't that exponential businesses work 27 times harder in year four. The difference is that they build compound systems that multiply their efforts.

Now let's talk about the 10-year compound vision. Let me show you what an anti-fragile compound growth looks like over a decade because most people can't even think that far ahead. Year one to two is foundation building. Implement and optimize the five core systems. Achieve consistent 100 to 500k a month profit. Build a team and operational infrastructure. Survive the early vulnerability period. That is really the first one to two-year goal. Years 3 to 5 is market domination. Become the recognized authority in your niche. 500k to $2 million a month profit uh, through compound efforts, and you also want to build your competitive modes that actually protect your position. Year 6 to 10 is legacy creation: multiple business lines and investment portfolios, and a $10 million portfolio across diversified revenue streams. That is to me a non-negotiable that you should be doing off the back of this business. And by the way, that's at a minimum. That is a goal. Okay? That should be your exit plan.

Once you have $10 million in your investment portfolio, you really do whatever the [ __ ] you want after that. Okay, so that was really like the point. Once I got to that point, that's actually where I made the decision. At a certain point, fully enough, I was actually considering retiring like a few years ago. But I got to that point, I was like, "No, I actually love this [ __ ] and I want to take this things 10 times bigger." And it was actually easier for me to take things 10 times bigger when I knew that I wasn't doing it for the money. The money was a barometer for how well we were doing. And the money was a barometer for like, okay, cool. We implemented this, and this is the market. Cuz money is just people. Money is just an exchange of value. Money is just a way the market tells you like, "Hey, what it is that you have created the value they've created. I want to exchange my money in order to get that." Okay? So, it's just a way the market telling you is a way of telling you the market or sorry, it's a way for the market to tell you that what you're doing is on the right track. Okay? But for me, this is the minimum goal for absolutely anyone.

And by the way, we have some people in AFL that basically just speedrun to 10 million. Like, we literally have, you know, a guy who I'm very fond of inside of AFL. He's a great guy. Uh, and he literally, you know, the first time we spoke, he's like, "Yeah, uh, I really resonate with what you said about having a $10 million uh, investment portfolio. So, I'm speedrunning it. In two years, I'm going from like zero to $10 million invested. And then after that, I'm enjoying, you know, going to take a few years um, enjoy my life and decide on what my billion dollar play is." And I'm like, "Yeah, cool." Like, I love that. That's beautiful. Now, everyone, you know, uh, has a different game that they play. Okay. So whether you want to invest into other businesses, then aim for an acquisition, you have the resources, you know, you have that cash flow to do that. If you want to buy businesses as well, that works as well. You know, I do all these things. Or if you just want to never work again and chill out and enjoy life, that's beautiful as well. You know, you can really do whatever the hell you want once you have your personal investment portfolio.

And by the way, here's what most people don't realize: By year five, you're working fewer hours than year 1, but making 20 times more profit. That is an anti-fragile compound advantage.

And here's why speed matters so much. And this is where people really, really mess up. Compound effects take time to kick in. The earlier you start building these systems, the more time you have for compounding to work its magic. If you start building an anti-fragile business system today, year one, you'll have your foundation complete. Year three, the compound effects are visible. Year five, you're already in exponential growth phase. In year 10, really you just do whatever the hell you want. If you wait two years to start building, by year three then you have the foundation complete. A year five the compound effects are visible. Year 7 the exponential growth phase kicks in. And then maybe by year 15, you know, you can do whatever you want. You don't just lose two years. You actually lose 5 years of compound growth. That could be the difference between a $100 million net worth and $50 million net worth by the time you're already uh, you know, slowing down. Every month you delay is compound interest that you're giving up forever. And trust me, when you're 45 or you're 55 and you see what you could have done if you had just started 2 years earlier, it's going to be painful and it's going to hurt.

So here is your compound advantage decision. And this is really the only decision that matters. Option one: Start building systematic compound advantages today. Give yourself the maximum time for compounding to work. Accept that the first 90 days of course will be hard, but know that every day after that gets easier. Option number two: Keep optimizing tactics and hope linear growth is enough. Except that you're giving up exponential possibilities because you were too scared or too lazy to build real systems. And the math on this quite frankly is brutal. Every month you wait costs you years of compound results that quite frankly you can never get back. But the opportunity is incredible. Every system you build today amplifies every future effort that you make. Which side of the compound interest equation do you want to be on? Because that choice is going to determine everything.

We have reached a crossroads, and now you understand: The nine extinction paths that kill 99% of info businesses. The anti-fragile architecture that ensures decadelong survival. The compound systems that make each cycle easier and more profitable, as well as the AI disruption timeline that eliminates unprepared businesses. You can't unsee what you've learned. All right, that's the truth of it. And this is going to haunt you. You can't go back to thinking that trying harder will solve systemic vulnerabilities because you know it won't. Especially if you're 2 to 3 years into your info journey. You're already in the danger zone. Every day you operate with fragile systems is another day closer to becoming a statistic. And the harsh reality is most of you watching this will do nothing with this information.

Now, I'm not going to pressure you into making a decision here. You are experienced enough to know whether this uh, you know, what's right for you and what's not. So, I will just show you what I'm offering because you might be interested in working directly with me as well as my team in your business. I'm basically looking for 48 people to license all my systems, including the five that you've seen in this series, plus dozens and dozens of more. And on top of that, I'm going to give one-on-one consulting with me in order to implement them. This is just for 48 people, by the way. All of that inside of my private program, uh, 8-figure license. 8-figure license is your access pass to everything I just described. It is not a coaching program. It's not a course. It's not consulting. It is a license. You have a license to literally legally steal everything we do inside of our business. Think of it like this: McDonald's doesn't teach franchises to just figure out fast food. They license a complete system that works identically in 40,000 locations worldwide. 8-figure license works exactly the same way. You're licensing the exact same systems, processes, and network access that took me 8 years and over $100 million in order to perfect, but you get it implemented in 90 days, not 8 years.

Component number one is the personal business audit as well as anti-fragile blueprint. So, in week one, you're going to have a private one-on-one call with me personally. Okay? I'm going to uh, basically uh, come in, look inside your business, identify where these bottlenecks are, and then prescribe a plan on what to do over the space of the next 90 days. We're going to go over first of all your offer and how you can make it as good as humanly possible. We're also going to cover your current structure across the five pillar system, how to implement a content system that actually attracts customers, what type of revenue events you should run, as well as how often, as well as what roles you need to hire for ASAP. And then from there, we're going to develop your custom 90-day roadmap on what to implement first. This isn't a generic plan. This is your specific sequence based on your business, your market, and your team. Some will start with content systems, others with revenue events, a few with town acquisition. The sequence matters. If you get it wrong, you're going to waste six months. So, let me ask you, what would be worth to have me personally analyze your specific business situation and prescribe the exact sequence of implementation that prevents you from wasting 6 months going in the wrong direction? Do you see why I have people paying just for this call alone?

Component number two is the complete anti-fragile systems vault. You have immediate access to 50 done-for-you assets on how to build and hire your own army, how to run revenue events, flywheel VSSL scripts that have generated $20 million in sales, YouTube advanced resources, as well as creating a short-form department. And that's just one of dozens and dozens of more that you get inside of it, including building MRR, increasing retention and LTV, how to build and manage a sales team from scratch, product development and customer support, operating systems run without you, registration page templates with 40-plus percent conversion rates. Your implementation time drops from 6-plus months to just build out one of these systems to 90 days because you have the whole thing preassembled, literally pre-proven and preassembled for you.

Component number three is upper-class network access. You have immediate admission to the private network that comes with an unfair advantage. For example, exclusive business partnerships. As a co-owner of [ __ ], you basically get access uh, to Split, which has increased my last event's revenue by 50% for simply toggling the Split option on. Okay. They allow your customers to pay in 12 installments with zero interest. The thing is that for you to normally have access to this, you have to be doing 30 million plus a year in order to have some sort of partnership with Split. The only other way for you to get it is through WAP, and you get preferred access as an AFL client. You also get reduced fees as well as priority support. You basically get full white-glove service because you know I'm a co-owner in [ __ ], and obviously you know this is our advisory business. You also get some really cool things. You get custom access to my own softwares like Ghostwriter that can literally write all of your ads and emails for you inside this network. You're also going to get access to strategies from members who have dealt with the exact same issue that you are dealing with. So they know exactly how to fix them. Joint venture opportunities with other info business owners, cross-promotion partnerships, and I can personally direct you and connect you with my legal and financial advisors. So this network alone has helped members to survive Facebook ad account bans, you know, members switch to pre-negotiated backup accounts, Stripe payment holds, you know, backup processors already established, platform algorithm changes, advanced warnings allowing people for preparation time.

Component number four is the weekly implementation board. Every month you uh, meet with my complete executive team. So, for me, it's strategy, long-term positioning, personal brand, content, how to guarantee you're doing the right things to grow your info business long-term, with Luis, my CMO. You know, these calls are all about marketing, revenue events, paid traffic, business intelligence, copywriting, and all the implementation of the strategies that we discussed on my calls. Then, Max, my CEO. That's for systems, operational strategies, cart abandonment, hiring funnel, and everything that basically ensures that your operations are running smoothly. Finally, you get Tristan, who's my chief content officer. He will show you the strategies to create content that attracts a qualified audience and converts into sales. He'll cover everything from YouTube advanced strategies, thumbnail testing, hiring a content team, and so on. And we have one call a month, which means you're going to get a call a week with a member of my suite.

Here's how it works: You're going to choose the specific area that you would like to work on. You're going to join group sessions with other members working on those same systems. You're going to get real-time feedback from me and my suite. It's basically like having your own advisory board for your info business.

Here is what our first 90 days inside of ADFL is going to look like. Week number one, we're actually going to build out your plan. You're going to have an onboarding call with Alli to identify your top areas to work on. You're going to have a private 60-minute call with me to go over your business, your offer, content, monetization strategies, and so on. And then you're going to leave with an exact action plan for the next 90 days. Week 2 to 4, you're going to go through content and ops. You're going to launch your first 15 to 20 pieces of content. You're going to start finding your top monetization topics. You're going to implement ops and talent acquisition systems. You're going to work on your payment systems, and you're going to have your first content call with Tristan, first ops call with Max, so on and so forth. Week 6 to 8 is your revenue event buildout. You're going to start building your first revenue event. You're going to have marketing calls with Luis to design your revenue event structure as well as marketing. You're going to diversify your traffic sources and platform dependencies. Week 9 to 10 is revenue event deployment. You're going to run your first revenue event. That in of itself will recoup your entire AFL investment multiple times over. You're going to debrief on your event and see what worked well. And you're going to discuss with me and Luis to understand what you need to improve and optimize for the next one. Week 11 to 12 is systems review. All five systems implemented and running. You're going to review how they're working and how to start actually optimizing them. And you're going to start planning for the next 90-day cycle. Week 13 to 24 is the next cycle. Okay? You're going to start scaling your systems here. It's three more months of weekly suite implementation calls, and you're going to have direct WhatsApp access to the team that's built a hundred million plus crisis-resistant systems. In 90 days you're going to literally have what it took me 8 years to build—a business that grows consistently in profit year over year, no matter what the market scenario is. As I mentioned yesterday, I have increased—literally my own customers told me to do this, by the way—uh, yeah, my own AFL members told me to do this. I have increased the price of 8-figure license to $25,000 from the beginning of this month. I've made an exception. This is the last time ever as of this event. Okay, so this event is the last time ever you're going to be able to get it for 18 grand. After that, it goes up to 25. And uh, just so you guys are all aware, I literally have my AFL members that were shouting at me for making things—making it too cheap.

Just so you're aware, I'm only giving 48 people uh, you know, the chance to have a one-on-one call with me because obviously this actually takes my personal time. Why the limit? As I said, I'm sure you can understand there's only so many hours of my week for me to jump on one-on-one calls. And listen, this has been such a successful year. I promised myself that this summer I would actually take some time to go on vacation, enjoy myself. Um, you know, usually summer months, I kind of let my hair loose a little bit more. Um, so yeah, there's only so much time I'm willing to give away for my summer. So, realistically, we could onboard hundreds and hundreds of clients, you know, if I was willing to take my, you know, spend my entire summer taking calls, but I'm not. I'm only willing to give up 48 slots. So that's the number we've decided on.

Just an update since I have opened the cart. Just so you have an idea of how things are working so far. This is the current status: We have 347 applications submitted across all the episodes. 58 applications approved, and then 23 spots remaining. That is the current status, just so you're aware. So if you're interested, I recommend you apply right now. You can find the link in the description and pin comment if you are watching live. What will happen next is you're going to get redirected to our application page. All you need to do is fill out your application and book a call with my onboarding team. As soon as your application gets reviewed, which shouldn't take more than a few hours, someone on my team will reach out to you and let you know if you are approved. You know, if that is the case, they will show you the next steps and collect payment on the call. As soon as you finish the call, they would have already booked in your onboarding call with Alli, my chief product officer, who will take it from there.

In case you want to guarantee access, okay, and you know, you're anything like me—I'm the sort of person. I don't want to hop on calls. Cuz if I know the price of something, I like it, I just want to pay and that's it. Okay? If you just want to pay right away and have your spot guaranteed rather than going through the whole application process, then you can uh, do that as well. We've left an option for it. I want to make this clear: This doesn't guarantee that you get approved. If we do look at your application, decide that, you know, maybe it's...

Not the right fit? We can't help you. Whatever it is, you know, the businesses just don't align. In that case, we send all your money back, and we reject your application and send the money back. All right?

So, my team will reach out to you and let you know the status of your application. As I said, if you don't get approved, we literally uh send the money back. If you do get approved, we will go ahead and book in a call uh with Alli right away.

What you need to understand here is this 8-figure license is an entire ecosystem with multiple systems that spin together. If you take one out, everything else stops working at the same level. It's not just the systems vault or the network access or the implementation guidance. It's everything working in unison.

You can have the best business systems, but if you don't have the proven implementation roadmap showing you how to build them in the right sequence, you'll be stuck in the middle-class plateau. Just like having the right information without access to the payment processing options won't give you the advantages that separate those who scale from those who don't.

I am giving you the engine and transmission and the high-performance fuel. Take one out, and your business will not reach its full potential. That is the beauty of this licensing program. It is perfectly crafted so that every single component works together because they were built from the ground up, interacting with each other, not just in isolation. And that is what the 8-figure license is.

It's not just business coaching or another course. It is your chance to join the upper class of info with my direct guidance and all the proven systems you need to not only escape the middle class but have the best possible advantage over everyone else to build the kind of business that generates wealth for decades.

After all, if you are building a business with upper-class systems and advantages, you have a better chance of joining the top 1% who thrive long-term and actually build wealth long-term rather than those who plateau. You know, the 99% who plateau and fade away.

Most importantly, we're going to build your upper-class foundation over a 90-day sprint. Not 2 years, not, you know, 5 years, just 90 days. And if you execute properly, you will have the compound advantage systems that separate the info elite from everyone else.

So, with that being said, ladies and gentlemen, I hope you enjoyed today's presentation. As I said, you can go ahead and find all the information down below. I appreciate your time. It has been an incredibly uh tiresome event. Uh even though I love talking about this stuff, I'm sure you guys um have seen sometimes it's so hard for me to fit all this into uh the conversation. You know, sometimes I I have to speak a little bit more quickly because I'm telling you, the amount of time it took for us to put this together. Uh, you know, I'm sure you guys have seen it's a uh very technical event.

So, yeah, with that being said, I hope you guys have enjoyed. I apologize for uh uh some of the technical issues right at the beginning. Uh once again, it's the issues uh you know, these things happen uh whenever you're doing a live presentation. Uh make sure uh if you want, make sure you uh go back and rewatch all of these recordings. We will be taking out uh taking down uh these lab recordings very shortly, over the space of the next coming days. So my advice to you, especially some of the technical stuff, make sure you go back, make sure you rewatch it.

And with that being said, I hope you enjoyed and I will see you inside of AFL. Cheers, guys.