Transcription
I want to show you how I would make 100,000 every month from scratch if I was doing it all over again. I didn't have the brand, I didn't have any team, I didn't have any skills. Exactly what I would do to get to here. Before we get into that, we need to address the elephant in the room: why 100 grand? Why not 10,000 a month? Because everyone else seems to love this number; everyone else seems to think this is the Holy Ground. Don't get me wrong, this is good, and for most people, they'd be extremely happy. But if you're anything like me, 10 grand a month just ain't going to cut it.
And what I'm seeing is that you have all these people online teaching you how to make 10 grand a month, and they're teaching this—this is how you make 10 grand. They're teaching you this little box down here, but to make 100 grand a month, you need to know and do all of this. But when they're teaching you this stuff, they're letting you believe that to make 100 grand a month, you just have to do more of what you did here. But this is the problem: what got you to 10 grand a month isn't going to get you to 100 grand a month. And the skill set that you've acquired here doesn't match this. So what ends up happening? This doesn't translate. You can't just go from 10 grand to 100 grand a month doing what you did to get to 10 grand a month. By them teaching you this, they're setting you up to fail.
So what I want to do is just get rid of this first one entirely and teach you how to make 100 grand a month, cuz to me, this is when things start to actually get fun. This is when you can invest and do the things you've always wanted to do, whether it's taking trips, you're buying your dream car or your apartment. But for me, it was to reinvest back into the business so I could go way beyond 100,000 a month. And what I'm going to show you today is not just how to hit 100,000 a month, but how to go way beyond that as well. And I've done this for the last 16 months straight, so I've been over 100,000 a month for the last 16 months. In fact, I'm currently over 400,000 a month and have been there for the last 4 months, so I think I'm fairly qualified to teach this as well. I've helped multiple people get past this level now, so I got a pretty good understanding of what this takes as well. Everyone I know out here used some variation of what I'm about to show you to actually go and build a business that does not just 100,000 a month, but some of them doing multiple seven figures a month and beyond.
So to get 100,000 a month, there are two key elements to start with. The first thing is skills. You need to have the skill set that is required to actually build a 100,000-month business. You need to be able to provide value to a marketplace now, as well as that you have belief. And this is the thing that actually trips people up, because of course, at the start, you don't have skills, you haven't acquired anything, you haven't done anything, so you have no value to provide. So what then people happens is it lets them get into their belief system, so because they don't believe they have skills, they don't believe they can go make 100,000 a month. Logical, right? So what I want to do is take away this so that you—this doesn't matter. I want to completely remove it from the equation entirely. And to do that, it means we need to get skills. And the question then becomes: how can you get a skill set while getting paid? Because if you can acquire a skill set while you get paid to do this, you can stack the skills that are needed and necessary to build a 100,000 a month business.
Problem is, when people try and acquire a skill set by just buying information or learning from people on YouTube, you aren't doing the thing; you aren't actually actively practicing it, okay? And when you're not practicing it, it means you're not learning 90% of what is actually happening. Information is just 10%; it's the tip of the iceberg. But actually getting your hands dirty and doing the work is where you're going to learn the majority of it. So what skills do you need to build a 100-grand-a-month business? You need general business knowledge, okay? You need the kind of admin you need to be able to set up payment processes, websites. You need to understand just marketing in general; then you need to understand how to get traffic; then you need to understand how to sell; you might need to understand team and hiring. So you can see this is quite a lot of stuff to learn, and so you can understand why people get put off and don't even try, right? But here's the thing: if you actually get paid to learn all of these things, then it doesn't matter how long it takes you, because you're stacking and using the skill set consistently to eventually get to the point where you have the skills to go and build a 100,000 a month business. And that will give you the belief that you can do it, because you've stacked these skills; you've actually gone through this, right? And you can dive into more specific skill sets like copywriting or lead gen or paid advertising, whatever it may be, but you still need to acquire a general skill set. And you can't acquire this in 90% of business models—things like crypto and Ecom, you're not going to learn enough to actually go and build a business that does this, right?
So then the question becomes: what business model is going to allow you to get paid while you learn skills to build a 100,000 a month business, right? And really, it's like how can you do this without upfront cost or being a genius to get started? And things like crypto, you don't learn skills. Ecom has got hard upfront cost, and some other businesses like AI and SaaS have massive tech barriers which make it very difficult. So there's really only a few where you sell a service to people, right? Now with all that said, if we're going to sell a service to someone, who do we want to sell a service to? And this is the thing, right? Who has more money—Apple or your neighbor? Obviously Apple, right? So this is why we want to sell to businesses; we do not want to sell to consumers, okay? We want to sell B2B. The reason being, they have more money; you need money, so you want to go to the people who have the most money, who will be able to pay you the highest amount of money.
So once you're selling into that, you need to understand what their goal is, what their objective is. Well, luckily for you, the goal of every single for-profit business is, you guessed it, to make money. So they want to grow; they want to find a way to increase their profit, increase their revenue, increase their Enterprise Value. So if you can go in there and provide them something that does this, it allows us to go and charge them significantly more money because we're helping and aligning with their goals. So we don't want to sell a service like building a pretty website; we want to help them grow. Again, when it comes to the skill set we just had, that's marketing, that's generating demand, that's generating traffic; they're the skill sets that we really want to acquire and double down on. Now with that said, when a business wants to grow, what do they do? What do they invest in, right? Because if you want them to give you money, you need to understand what they already do and how they already allocate their money, okay? Well, currently there's two options for business wanting to grow: they either invest in people, and that's their internal team, or they invest in service providers, and that's agencies, that's consultants.
Now here's the problem: I don't know if you've ever tried to hire internal team members. Now, as someone who has hired over 100 people in their life, I will tell you there is a massive skill gap in the market; there is a shortage of good talent. So when there becomes a skill gap, what ends up happening is the good team members get paid a lot of money, and the bad team members still get paid a lot of money, okay? So they're investing in this talent that actually doesn't have the skill sets required to grow their business, okay? It just—it doesn't happen. Then you have the agencies and consultants over here. Well, consultants actually don't do the work; they just tell you what to do, so then you still need to hire the team to go and implement for you. And then you have agencies, and the problem with agencies is that there are so many these days; they have been pushed to the brim by internet marketers over the last few years, and they overcharge and underdeliver consistently. And when that happens, there is a lack of trust for the companies, so they don't want to invest in outside agencies; they don't like outside agencies because you don't control it; they don't have enough attention and time on their project; they don't really understand the project well enough. So what ends up happening is these B2B businesses—there's a gap in here between the internal team and the external providers, and this is where we want to fill it. So we can basically go into any business, and there are, I think, 32.5 million businesses in just the US alone that fit into the B—that fit into the for-profit category, okay? Now I only want you to sign one—we're going to get to this in a minute—but by filling this gap that's in between here and going out to these, what ends up happening is we can actually go and charge the prices that these overpriced agencies and consultants charge. We can also help reduce the number of team members, so there's money there; we get the long-term contracts that the internal team members do without all the headache that comes with this and the churn and burn of kind of agencies and consultants, right? So we get to fill this gap, which is highly profitable, and again, you can go to any business pretty much to sell this, which means if you have an interest in anything—for example, my interest is marketing—I can sell to marketing agencies, I can sell to MarTech companies. Whatever your interest is, whatever your experience is, you can go and sell to a company that likes that. This doesn't include every other country in the world, so the market for this is massive, and all you need to do is fill this gap and go and reach out to them.
Now here's the real key behind what I'm about to show you when it comes to every other business model out there, okay? When it comes to SMMA, when it comes to Ecom—the problem with those models as a beginner model—and Ecom has, you know, Amazon dropshipping, whatever you want to call it, right?—is to make these work, you need to get multiple clients and multiple people to pay you at any given point. Now when I started my agency, it took me seven months to get one client; it took me another two years to figure out how to consistently get clients within the industry that I was going after, okay? Now my job here is to help you get to 100K a month as fast as possible, all right? So if you have to get multiple clients and you're at zero, and 100K a month is here, it's going to take you significantly longer to get to 100K a month than if you just need to have a few, right? So yes, those models will work, and you could potentially go and hit 100K a month with those models at a given point. The problem is that it's going to take you twice as long to figure that out, where with what I'm going to show you, you can half the amount of time that's required, because instead of needing multiple, you only need one client to start with. So that's what I want to lead with. Now this option is much better if you're getting started because you don't need to try and find all these clients; you don't need to try and solve lead generation right out the game, which again is one of the hardest skills and it's one of the things that I think 92% of businesses struggle with—lead generation. So you trying to learn that right out the gate is going to be one of the hardest things that you can do and has such a steep learning curve that it's going to take you too long to actually get to the point where you're good at this thing. So instead, I only need to get you one client where you can learn all the skills and you can learn how to do this while getting paid rather than having to learn how to do it to get paid, okay?
Now with that said, how do we find this one client? And I'm just going to give you the easiest thing I've ever found when it comes to acquiring clients, and that is LinkedIn. Now LinkedIn has a total of 72 million businesses on it; you need one, right? So all you need to do, very simply, is you need to go on LinkedIn and you need to literally reach out to multiple people, okay? So this is you, and you just need to go and contact as many people as possible on LinkedIn in your niche. These are all the people on LinkedIn—hundreds of millions of people—you just go out, you connect with them on LinkedIn, you can buy LinkedIn Premium, you can send more connections. These little lines here are you connecting with someone and then sending a voice note. Voice notes work extremely well. Literally all I would do to get my first client is just do this. And if you're not getting results, I would just improve your LinkedIn; make your LinkedIn seem better. You can go copy my LinkedIn profile if you want to know how to do that. Don't be imaginative; you can just literally go and basically copy the whole thing, right? You just need to go and reach out to these people until you find your client. Once you have found this one client—the one person—72 million businesses on LinkedIn—your job is to sell them, right?
Now this is where most people get scared; they get confused, and this is something that I went through. I don't like sales; I never did, and I never understood how you could do this so easily. So this is the thing that tripped me up for a long time. I kept lowering my value; I kept trying to give performance-only deals, and I was doing short-term contracts; I was working with basically anyone doing whatever service they wanted. And I had a client once who paid me £250 to run ads in my early days of my agency. He got an invoice at the end of the month; he replied back, he was like, "We need to jump on a call; like, I'm extremely unhappy." So I jumped on; I was like, "Okay, what, you know, what's wrong?" And he was like, "I've already paid £250; what is this?" He had paid Facebook £250; he hadn't paid me anything. So he thought that I just worked for free for him and that the 250 pounds was all on Facebook. This, cuz I allowed someone to come in at too cheap of a cost for something he shouldn't really have been doing, and ended up biting me in the ass. And I just remember sitting there thinking, "Why the am I listening to you for £250?" At the time I was making tens of thousands of pounds, and it made no sense to me, yet for some reason I just sat there, okay?
So how do you close deals where you only need one client to go and get paid? So the first thing is you need long contracts, okay? Because you don't want to be working on short-term, 30-day, 90-day contracts. The average B2B sales cycle is 84 days, meaning if you work with someone for less than 90 days, you have to be up and running in the first week to be able to get a deal closed in that first 90 days, which is basically impossible, right? So we want to partner with them. Again, if you're taking advantage of the gap that I showed you previously, they want the long-term contracts because just like team members, they want to work with them for a long time; they don't want to hire a team member and get rid of them in a month; no one wants to do that. Yet, for some reason, the SMMA space pushes these kind of short-term contracts. Now the other part to this is you want to add a performance fee. The reason being is twofold: one, they want to feel like you are incentivized by them; they want to feel like you are going to work hard to make them more money, and they know that if you're incentivized, you will try harder to make them money, so you align the incentives behind it. I love this; every business I've ever spoken to likes having performance deals. The other element of this is that it makes you work harder to acquire the skill set that you need to eventually go and build this business. So when you have a performance fee, you aren't just going to rest on your laurels; you're actually going to go put the work in to acquire that skill set. So this helps not just you sign the deal, but it actually helps you acquire the skill set and ultimately make more money.
Now the next thing is you need a guarantee. Everyone loves pushing money-back guarantees, and I hate it; it's a terrible way to build a business; I think it's one of the worst things you can do for yourself, especially at the start, because what happens if you work for six months, you put all of this time in, and then they're like, "Okay, well, I want my money back"? You just have—like, you could be financially crippled from that one thing. So instead of having a money-back guarantee, have a work-for-free guarantee, meaning you're going to guarantee them something, and if they do not get whatever that is that you've guaranteed, you're just going to continue to work with them until you get it for them. And before any of you out there think, "Oh, well, no one's going to pay me if I do that," that's how I built a multi-figure agency in the very first year of business through that same guarantee, okay? So this works extremely well; it doesn't need to be money back, and most businesses don't expect you to have a money-back guarantee. What this does, though, is it reduces the risk on the business that they're not going to get the outcome; this makes it much easier for them to pay you, and when that gets easier, it means you're going to be able to go and close more deals, right? Now the other element to this is a growth plan, and this is something that I will talk about more in depth in a different video if you want, but essentially, instead of having just another generic proposal that they get all the time from all these agencies, you actually want to build something that's going to show them what you're going to do; you're going to show them the steps you're going to take, and they should be sitting there thinking, "Yeah, this makes logical sense." You want to make it so that there's no emotion in this sell; it's all about logic, and this is what this growth plan does. The other element to this is you want to leverage your experience and you want to leverage your time. So with your experience, if you chose an industry that you have experience in—and again, unless you're like 14 watching this video, you have some unique experience and skill set from just living life, okay?—everyone has a unique set of life experience, right? You can leverage that experience within this. So, for example, my business partner Jordan, he did five years working in the EdTech industry, so when we went into the further education space, he leveraged everything that he had learned in his previous job to actually go and sell into these people. So we went and took a case study with his previous boss; we used introductions of people that he had met in the industry, and we leveraged everything that Jordan had learned. In fact, we educated our clients on the industry; we had this experience, and most people forget about this; most people don't use this, but this is one of the best ways that you can actually go and sell in the beginning. And the final thing is time. Now you may be in a 9-to-5 right now; you may have no time, but if you sign one client that pays you 5,000, 10,000 a month, you're going to have all the time in the world. So your first client, you basically want to tell them that you're going to come on and you're going to work with them full time; you're going to go absolutely all in on them; they're going to get all of your attention, all of your focus, all of your time, because this is the one thing that other agencies don't have; this is the one thing that people like me don't have, right? Right, I couldn't give a client all my time; like, I physically couldn't. So you have an unfair advantage, so you need to use it. If you have the time to go and work with them, you can go pull 8, 10, 12-hour days just working on their project, and when you apply the energy and the time behind that, you will eventually see things start to move.
Now these are the core fundamental elements that actually make it possible to sign a deal, but the thing that allowed you to actually get paid to learn these skills is you need to charge more. If you are just charging performance or you're just charging a thousand or like 2,000, then what's going to end up happening is you're going to have to sign multiple clients because $1,000 or $2,000 a month is not going to be enough for you to sustain a living, right? So this doesn't work; this doesn't work. So what ends up happening is you're going to need to charge anywhere from, you know, 5,000 to 10,000 a month to actually live on, and this depends on your specific situation, right? You need to look at where you are now financially and what number you need to actually go and sustain living on that for maybe six months or a year, right? You want to charge whatever that number is, because when you do that, it means that you only need to have one client; you don't need to sign all these other clients; you just need to go—again, at 72 million businesses on LinkedIn, you only need to sign one, which makes it incredibly easy for you to go through this process until you find one of those clients. You just have to continue to send those LinkedIn connections and go and talk to these businesses until you find that one, but you need to go and sell a higher-ticket product; you cannot go and sell this, okay? And you can make 10 grand a month off just one client. By the way, I have uh multiple people—people like Andre who closed a $500,000 deal at just 22 from Romania with no experience—that's 60,000 a month from just one client. You have other people like Elizabeth who signed a $75,000 deal, quit her depressing 9-to-5 job in just two months by following this, okay? So you only need one client, and it can change the way you run your entire business and your entire life moving forward, right? So again, you need to be focused on one deal, so figure out what the level is that you need to sustain that, and that's the level that you actually need to go in at when you're trying to sign these clients, because that way you're going to be able to acquire a skill set.
Now at this point, you've actually signed a client, and once you've signed this client, what you need to do is go all in, okay? And actually do some hard work. So I don't know who keeps selling this dream that making money online is super easy; you actually are going to have to do some work. You cannot get to someone who makes 100,000 plus a month as someone who does not work; you're going to have to go all in on their business; you're going to have to apply extreme amounts of energy to their business for you to be able to get the results that you want and ultimately go build this kind of level of business, right? Because if it was easy, everyone you know would be a millionaire; everyone you know would be making 100,000 a month, but they're not, which shows again this isn't easy, and I'm going to make it as easy as possible for you here, but ultimately this is what you need to think about. Now again, at this point, you don't have a massive amount of skills, so your leverage is your time; is the energy you're going to put into this. So guess what? You need to give that energy to the business; you need to be leading them; you need to show them how much driving energy you have towards their project; you need to over-communicate with them. When we started, we were literally messaging clients Sunday night; we were just constantly messaging them all the time, so they know that we were thinking about their business more than they were thinking about their business, and this is the key: you need to make them feel like they're being led; you need to feel like you are the one driving them and driving the project, not the other way around. If they're coming to you, it's already too late, so you want to play offensive at any—any point; you want to be the one messaging them, communicating with them, sharing updates, sharing wins, and they don't have to be massive wins; they can be small wins, but as long as you were sharing them, they know what is going on. We had a rule: if we were doing stuff and the client didn't know about it, then it wasn't happening in the client's eyes. And there's two elements that keep a client with you, okay? It's results plus experience, and this is something that I learned from one of my mentors who does 10 million a year with his agency. Experience is what keeps them, and as you're trying to grow a service-based business, this is one of the most important things. But at the beginning, since we don't have results because we haven't got the skill set to get that yet, then we need to focus more on the experience, and that is where everything I just said—the energy, the gifts, the drive, the communication—this all leads into the experience, because what this does is it gives you the time to get the results, and this is also why we have the long-term contract, so that you have the time to go and develop the skills to figure out what gets results. But what I see in the market is everyone seems to be focused on this: I have people telling people I know, you know, "It doesn't matter what you do; don't speak to your clients; don't do calls; don't do any of this; just get them results." And don't get me wrong, like there's an argument for that, but here's the problem: if you're getting clients ridiculous results, but they don't like you, they don't have a good experience with you, and someone else comes along and promises you something bigger, something better, then they're going to think that these results are—and they're just going to go and try this other person. So you need to combine both results and experience, cuz that's how you both retain clients for years and give yourself enough time to, again, go and acquire the skill set that's going to allow you to do this, right? So throughout this whole process, you need to be heavily focused on these two things.
Now we've spoken about the experience; we've spoken about the mentality you need to have, how you communicate, how you drive them, how you give them the energy, right? So what about the result? Results—how do you actually get results as a beginner, and how do you learn all these skills? You have to understand that business is an end-to-end thing, okay? There are multiple different elements that go into a business that drive it to make it work, and I'm going to do a simplified version here because I think this is going to make the most sense to people, right? You have the offer, you have demand or lead gen, you have sales, and you have the product itself. Now for a business to grow, it has to have most of these things dialed in and working, okay? Because ultimately, if your offer's sus, you're not going to get demand; if you don't get demand, you don't get sales; you don't get a product that actually works; if you have a product but…
You don't have demand, then no one's going to know about it, and no one's going to buy it. So what ends up happening is you have to look holistically across the whole business to be able to really drive growth and results.
But what ends up happening with agencies is they just focus on this part or this part. And by doing that, you're isolating one variable of a much bigger machine, so you're just—it's like focusing on one cog out of the entire machine, right? It doesn't make any sense, but I see it time and time again because it's easier to fulfill, although they only have one skill that they can provide.
But when we do this, when we look holistically throughout this, and we're applying that energy, we're applying that drive, and ultimately your goal for this period is to get as involved in this entire process as possible. Because what's end up happening then is you are learning how to build a business; you are learning what it takes to actually grow a business and create growth in a business. So you need to work extremely hard during this point; you need to actually get your hands dirty; you need to be in the weeds; you need to be talking to the people who are doing this; you need to be ripping apart their entire business; you need to go through step by step—like literally, I would secret shop your entire client's business. I would go find their ads; I'd go click on ads; I'd go through their whole funnel; see what their sales team is doing; go to sales SCS; see what their product looks like. I would literally go through the entire process to try and understand how it all works currently.
Then what I want to do is actually go and do things to try and improve it, right? So I would take the sales calls; I would test the different offers; I would find different channels where we can get results there; I'd test different ads; I would literally get feedback loops back from the product, so I'd ask the product team to share insight, share case studies; I'd even go collect the case studies from the product and use them—part of the offer, part to help demand, help sales. And I'd be looking across this whole process end-to-end and how the things are working together. And when you do that, when you start to figure out how this machine works, you will start to see movement in the business. Okay, so what you want to do is during this period, you want to be as hands-on and testing as much as possible. And don't worry, you are probably going to be terrible to start with; things are going to be—you're not going to make progress; you're going to doubt yourself, and that is okay, because it is progress. You doing these things, you practicing these things, is you learning the skill set that is required to build a business, to go and build a business that will eventually be worth 100,000 a month or more. And the important part is to actually go and build this; you need to document this.
Okay, so it's not about just doing the work mindlessly and trying things; it's about actually testing. This is the secret to basically every bit of success I've ever had is I've just out-tested everyone else, and this is the mindset you need to have. You need to test absolutely everything at a crazy pace, and you need to document it all. And when you document this, this is going to become one of the biggest assets to you and to your business that you will ever have, and I'm going to show you how to use that in the next couple steps. But once you have this, what will happen is things will start to move, and ultimately you will start to create growth in your company; you will start to see massive growth because you will see that as these things start to align, as you start to go through and test different paths, things are starting to work. And when that happens, the key is to actually go and collect a case study.
Okay, this is how you start moving up in the ranks, 'cause at that point you have a client that's paying you maybe 5 to 10,000 a month, right, and then you have a performance fee on top. So you should, at that point, as you're growing their business, your bank account should also be going like this. So even if you just want to make 10,000 a month, like you could do that with essentially just one client. So instead of having to have all these other clients, all these other things, you could just have one client that you love, that you work with, and you do this, and you basically become their partner, essentially, right? But again, if you're like me and you have very big ambitions and you want to take it to the next level, you're going to need to sign a couple more clients, right? So what you don't want to do is you don't want to go and try and sign 10 new clients at once; you want to sign another client, just one. So again, go back to LinkedIn, send the voice notes, connections, and you can find people that are similar to your current client; you can find people and use this case study you just documented to actually go and reach out to them. This case study is one of the key things that is going to drive your business forward; this is why you have to go through this process; this is why you have to actually help them get results; they need to see a growth so you can collect this case study, because that case study is proof that you can do what you say you can do. And once you have this proof, it will become exponentially easier for you to go and actually sell to other people because they can see what you've done; you will have evidence, and with that document, it's going to make it exponentially quicker to get results with client two.
Okay, this is client one, and this is what client two should look like, why? Because you already know what works; you've tested it; you've proven it; you know the process that you know the tweaks that you need to go into to make something move, to make a business grow. Now, now with this document and with this case study you've got from client one, you will be able to go and build a seven-figure business, and I know that because me and Jordan built a seven-figure business with just one case study. So if we can do it, you can do it too. And again, this is why we need to go through this whole process, because to be able to go and build this kind of business, you need a case study; you need evidence that you can do what you say you are going to do. So if you don't have this, you will never be able to go and sign enough clients to get to the point where you can make 100,000 a month, because it's much harder to sell without evidence. Doesn't mean it can't be done; we have, again, people signing 500,000 deal deals without evidence, but the people who want to make—but in most cases, to get a business to trust you, you are going to need to have evidence; you're going to need to have proof that you can do it. So once you start reaching out to other people and you're using the case study, it will get much easier for you to actually get their attention.
Okay, and this is what we did—literally, in your voice note, instead of just sending a voice note saying you want to jump on a call and stuff, just—just tell them the results that you got for that client. Then, at that point, if you have documented it, they will go to your LinkedIn; they will look at your LinkedIn; they will see you have those results, and that is legitimate, and then they will book in a call, and you'll be able to sign one. Now, once you have that second client, don't just try and sign client number three; onboard that client; get things going; okay, make sure that they are up to speed; then look to bring on client number three. Now, client number three is when it gets interesting. At this point, you can be from anywhere from like 15K a month all the way up to 30 or far beyond that, but just let's just say it's 15,000 a month at this point. But this is where it gets interesting, because when you do this process once, it doesn't necessarily mean it's going to be replicated for every business that comes on. So once you've done it three times, though, especially in the same industry, the same niche, it's starting to become more of a repeatable process. So you're going to go through this process three times, right? You're going to go through literally the end-to-end of looking at how a business grows; you're going to look at the offer; you're going to look at the demand; you're going to look at the sales; you're going to look at the product, right? And by looking at these different elements together, you are starting to see what works and what doesn't. And this is the most important part, because as you've done this three times now, you need to be analyzing what is working, what is not; you need to be seeing the parts of this that are similar across every business that you are working with. And when you're doing that, this is how you start to find product-market fit; this is how you start to build real value and provide real value to a marketplace. You're going to look across this, and you're going to see that we have a problem here; we have multiple problems here, and there's a problem here, and there's a problem that this doesn't reach back to here, right? Now let's break this down just to give you a clearer explanation of what I mean, right? So let's look at this. Okay, at this point, this is how demand connects with sales. So you may already have people interested in buying you, right, but you need to get them to actually, like, show up to the call, right? Well, that's a problem; it might be that people just aren't showing up to the call, and in sales it may be that their onboarding is crap, and here you may have this demand, but you might need to convert it into a sales school, right? So you may have loads of traffic; you may have all these people seeing your product, but you actually need to convert it. And then when it comes to the offer, it may be that you know the niche or the guarantee is wrong for your client, and this may be across the board. So for example, for us, one of the things we found about the offer for our clients is none of them had case studies; none of them had documented their case study; none of them knew what a niche was; none of them had a guarantee. So there's multiple parts that, for every client we brought on, they were the same. Okay, this is—these were issues as well. You know, we would get all this traffic; we get all these calls; we give them to the sales team; we lose 30% between us booking them and them getting to the sales team. So we have had to figure out how to get people to show up, and then it was like, okay, well, people were really struggling once they had signed; they were getting a bad experience with the product 'cause their onboarding sucked. Okay, so we needed to engineer an experience on their onboarding, so once they had closed, they felt like it was good. And then what we wanted is we wanted this information to be fed back into the offer and into the demand, and by doing that, by creating that feedback loop, it means that we can actually understand what is working, what is converting people, what are people saying. And when you can create this feedback loop and identify these different parts that are wrong, you could go and build a multi-seven-figure business at any point, quite literally. You know, for example, let's take Alex Becker. Okay, Alex Becker created Hyros; Hyros is an ad attribution software, right? What he found is that when he was running ads—so he was in the demand section, right—when he was running ads and he was sending them to—to sales, what was happening is between this point right here, it wasn't working; Facebook wasn't reporting between the sales and the demand. So what he did is he took this problem and he created Hyros, which he just sold for nine figures, which is 110 million to be exact is what he sold it for, but that's just one part of it, and we've just identified like six different parts in the process that most businesses have wrong. Now, it's not to say you have to go spin off and build a tech product, but you can—that's the option that you're going to have later down the line. But for now, what you want to do is for all of these inefficiencies that are there that are in this process, you want to document them. Okay, so you want to document all of these inefficiencies—again, this is that running document you're going to have—when you're finding the things that work, you want to double down on it. So you're going to double down on figuring out how to implement all of these efficiencies quickly, so you're going to document what worked with one client or—or two clients, and you're going to use these to go into a business and create much more growth extremely quickly. Again, the graph of your first client getting results will look like this; the graph of your second client results will get like that, and then ultimately you'll be able to basically do that, and over time it should get much shorter for you to provide real value to any business that you go into, obviously given that it is the same kind of company you're going into, which is why we work in an industry or a niche. You also need to remove the stuff that doesn't work. Okay, so when you're running this at the beginning, because you're doing so much, you are going to find things that don't work; you're going to find things that you did that made no sense and wasted time and money and energy, right? So for example, within our business, there was a point in time where when we were generating demand, it was through email and LinkedIn. So for our clients, we would do these two things, and what we found is that LinkedIn did this update, and when that happened, it changed the way that we could prospect on LinkedIn, and what ended up happening was this became so much of an energy suck and a time suck and just a focus suck that it didn't actually make sense for us to do this anymore because you couldn't scale. Okay, it was so limited on the amount of people you could contact where it was like 20 a day at this point that when you could only contact 20 people here, but you can contact, you know, 30,000 people here in like a week—you could do that a day, actually—it's like the scalability of this compared to this makes no sense to focus on this. So we were like, okay, well, let's just remove this moving forward. Okay, so it's like now we've just taken away part of our process and made it exponentially easier for us to deliver, and this—this is what we want, because as you start to bring on, you know, one, two, three, four, five clients, six clients, over time, the more energy and time it takes you to deliver, the harder it is going to be to actually scale and go and build this. So what you want to do is you want to document these things, right? You want to document this part; you want to document this part and this part and this part and what you're doing here and here and here and here. And by doing that, what ends up happening is that you're finding the things that actually work versus the things that don't. So when you go and sign another client, you can just start off straight away with the thing that works, and you can do it in the right order, right? So there's no point building an onboarding process for them when they haven't even got their offer right, and there's no point trying to fix sales when you haven't got any demand. So then what ends up happening is you can go into a business and basically only do the things that matter. Now this is great. Okay, this—this is really important, but there's another element to this, okay? Because the actual service themselves and doing this process does help, but it does not mean that just by learning this you were going to go and build a 100K a month business, because ultimately what ends up happening when you sign these three clients is that they may be in the same industry, but it doesn't mean they are the same kind of company. Okay, so if this is the total market, this is who you're serving, but actually who you should be serving is a much smaller percentage of this market, right? And this is how you find product-market fit, which is—you know, this is what—this is how all the seven, eight, and nine-figure businesses that you know actually are created; they figure out exactly who they should be targeting within the industry that they already targeting. So as you're doing this end-to-end process for your clients, you need to be looking at, you know, who do you enjoy working with? Who makes the most money? Who is it the easiest to do this with? What kind of founder are they? You know, are they a product-based founder? Are they a technical founder? Who gets the best enterprise value, which basically means how much they get when they exit, right? Like you want to be looking at all the different characteristics of your clients to find this small segment here. You want to know exactly who is going to be the most profitable for you to dive into, but not just that—that's going to be the easiest for you to implement this process time and time again, or you can basically just plug and play it. Now, from this alone, if you just want to do the work, you want to do a done-for-you service and apply this energy, you want to continue to iterate on this; all you have to do from there is just sign more clients. Okay, you go through this; you find that niche, and you just go from three clients up to four clients, five clients, six clients, 10 clients, and you basically—as you scale up, you want to bring on a team; you want to have a team that can come and help you, so it stops just being you and it ends up being you and all these other people, and this is how you can deliver at scale because you have more people helping you to actually go and deliver.
Now, the reason why this model works as well as it does is that you don't have to have 100 clients; you—you literally need, worst-case scenario, 10 clients. Now, when you have 10 clients, you—you don't want to do all of that work because you want to be the CEO; you want to continue to focus on the growth, so you can hire a smaller team to actually go and deliver for these rather than having some massive team that just eats all of your profit margins, and then you can reinvest this back into the business to continue to grow. And this is exactly what I did when we hit 100 grand a month; we hired our first executives. Those three people that we hired allowed me to free up my time so I could continue to focus on actually growing the business as the CEO, right? So as we had 11 clients at the time, we brought on this team, continued to scale it, and have continued to scale it in that exact same way today. But here's the thing that I didn't know about scaling past 100,000 a month, and this is where you can get to two, three, four, five, 100,000 a month very, very easily. Okay, so when you're going through that process and you're documenting everything that we've spoken about, you're going through this end-to-end process, right, and you find all these inefficiencies that we have here. Okay, when you go through this process, what ends up happening is these become unique insights; these are things that you know that no one else knows. Now you can apply energy, and you can do all of this done for you, but that is going to take up a lot of your time; it's going to take a lot of your team's time. So what ends up happening is you want to actually turn these unique insights into a form of consultancy, so your offer then becomes this combination of done for you plus done with you, and this is the key to scaling much, much further. Okay, so these core elements here, these become your kind of done-for-you elements; these are the things that you actually help them with. But as you get more case studies, as you get more evidence, as you collect more—more insights, and there'll be more than this, right? You—you may have multiple insights in here, right? You could have so many different insights; you're going to go to the business leaders; you're going to go to your clients, and you're going to speak one-to-one with the CEO, with the decision-maker, and you're going to be able to share these insights, and then you can get their team to implement on these insights for you. And when you do that, when you have their team implementing for you, you free up so much of your time to continue to bring on more clients, to continue to focus on growth. But by doing this done-with-you element, by doing this consultancy side of things, they can still get the same results, but instead of taking this much time for you to do it, it ends up taking this much time, which means, again, you can focus on growth; you can focus on clients; you can focus on bringing on more people, right? Especially because you know, after having done this done-for-you element for as long as you have, that you know this insight here, here, this insight here, and this insight here could earn a business like 100,000 in new cash. You know, if you're—if you're working with bigger businesses—some of our clients are doing over 250 million a year—one of these insights can make them an extra 100,000 a year. Okay, easily. When they're making that much more money, you can go in and charge 10% of that, right? So you could charge 10 grand a month for just the insights, let alone they're done for you, and this is how you have people like Gregory who closed a $310,000 deal because he's gone through this process for years now where he knows any one of these insights given to a business is going to help them grow exponentially, and that the cost that he can charge has just risen as a result of that. So again, if he's charging 10% of that, he could make them an extra 3 million every year.
Now, here's the thing: this process is not just how you get to 100,000 a month, but this is how you get to a million dollars a month and more, right? And now I got a bit off topic there 'cause we went much further ahead, but let me just break down how easy this is and summarize how easy it can be to get to 100,000 a month through what I just talked about, because I think that this is probably the easiest and fastest way that I've ever seen to get to this level as someone with no skills and just starting out, right? Your first client is going to pay you anywhere from 5 to 10,000 per month, and that's before they make money, okay? Because you're going to get a revenue share on top of that, but let's just ignore this right now. By client three, you're going to be anywhere from basically 15,000 to 30,000 per month, right? There is a significant amount of people that I have helped that get to—again, like Andre—60,000 a month with one client, right? Again, this is before the performance fee, right? So then you go to 10 clients, right? And at this point, you're at 50,000 a month with 10 clients or 100,000 a month. To get to the point where you have 10 clients, you need to have created growth for these guys and these guys. Now, here's the thing: it's significantly easier to stack these kind of clients when—one—you're getting results, but also they have long-term contracts. So to get to 10, you need to have got results at this level; you need to have a client or multiple clients who are getting genuinely good results of what you're doing. But since they are on 12-month long contracts, you will be able to stack 10 clients very quickly, meaning you can do this within a year. In fact, me and Jordan got to 100,000 a month with, I think it was seven clients at the time, in literally five months. Okay, now we had a head start; I'd been running an agency before that, but if you were starting from scratch, there is no other opportunity like this where you can stack the level of clients that you have—have while stacking the skill set. And this is the thing that's even more important than the money, right? The money means nothing, and I know that's weird to say since this video is about money, but 100,000 a month is just the starting point. If you have learned how to build offers, if you have learned how to run a biz, how to market, how to get traffic, how to convert, how to get sales feedback loops, hiring a team, and then managing a team, and how to help that niche specifically—if you have learned all of these skills, you are significantly better off than a 100,000 a month business, because these skills can help you go and build multiple seven-figure businesses, eight-figure businesses, nine-figure businesses, because there isn't much more than you need to—and you've just been paid a significant amount of money to get to this point, and you've done it in a way where you have to learn everything. So instead of having to trial and error with your own business, you are going through the process of doing this while getting paid, so you're going through trial and error; you are testing; you were implementing; you were applying energy; and you were learning all of these, which is something that you cannot do in 99% of other businesses. This process, this set of scales, is exactly what I did to get to my first 100 grand a month and my first 400 grand a month; it's no different; I just went through the same process; I've done more reps and a little bit further ahead. So this is by far the quickest and easiest way I've ever found to get to 100,000 a month and beyond. And if you're someone starting out who doesn't have the skills, doesn't have the capital, doesn't even have the time to do this, then this process I just walked through is your best bet to get here. That's basically the absolutely best way I've ever found to get to 100,000 a month and way beyond that; is exactly what I used to get to 100,000 a month in the first five months of doing this process and also what I'm doing now at 400,000 a month—the skills I've acquired and what I'm looking to do next. Now, all I will say is that if you're somewhere along this process, you've already started it, and you're looking at what to do next, or even if you're just at the start, you're wondering how to start this process, what's the next thing that you need to do, and I put together another video where I basically break down exactly what you should be doing at any given point across this journey; it's going to give you 100% clarity on what you should be focused on by diving into some of the key fundamental principles that I use to grow my business to the point that where it is now. Hopefully you enjoyed this video, and hopefully you enjoy the next one.