Behind The Scenes Of A $6m/Year Coaching Business

I operate a group coaching business with over 1,200 clients, 28 full-time team members, that did over $5 million in Revenue in 2024. This is the Stripe screenshot from my entire business portfolio—$5 million of which came from the business I'm about to break down for you. So, by the end of this video, you'll have a full behind-the-scenes look at how we operate, how we organize the business, and how we choose what to work on. So, whether you're just starting out or you have a similar type of offer, hopefully you can walk away with an immediate takeaway to apply to your business.

So what we're going to cover first is an overview of the different Departments of our business and their respective KPIs. Then, we're going to walk through the entire org chart, which includes each person in each department that helps us run this business. And then lastly, we'll finish with the operational framework for goal setting, choosing what to work on, we'll have some calendar audits—all things that you can apply no matter what type of business you run.

By the way, if you don't know who I am, my name is Dicky Bush, and I am a former Wall Street hedge fund Trader turned digital writer, and now I run this portfolio of businesses that has done over $14 million in Revenue life over its entire lifetime. And as you can see, this chart is going one way—up and to the right. And I make these videos because I want to document what I'm learning along the way, the mistakes I'm making that hopefully you can avoid on your business journey. And to be honest, I just wish other people made this type of content, to see the behind-the-scenes looks, uh, because I knew it would have saved me a lot of time in the process. So let's get into the very first part, which is an overview of the different apartments of our business.

Now, before we look at the different apartments, here's a quick 60-second rundown of our business, just for a little bit of context on everything we're about to explain. Uh, PGA, or the Premium Ghostwriting Academy, it's a one-on-one plus group coaching business that helps freelance Writers reposition themselves as Ghostwriters. This offer is 16 weeks of one-on-one coaching to walk through an eight-module curriculum with everything you need to land your first client as a Ghostwriter. Also includes a Slack community and five weekly group calls, uh, covering every aspect of the solo ghostwriting agency process. And then after 16 weeks, clients have the option to continue with their one-on-one coaching and unlock additional educational resources. So that is the entire business, and I give that context because it's only through understanding, uh, what we do and how we help people and how we continue to help people after their initial offer that the entire breakdown will make sense.

So the way we break down the business is as follows: As you can see on this Miro board here, the hierarchy from the top of the business all the way down, um, from departments all the way to individual contributors at each level. Here you have the department and then its main KPI, which is the thing that that department or the individuals that contribute to that department are responsible for hitting, and all of them have one single metric that bubbles up to the entire business as a whole—top-level metric. On top of that, as we go through the org chart, there's a department head who's responsible for the performance of that number, uh, and making it as good as possible. And then the individual contributors they manage to help, um, achieve that number.

So at the top, we have the business as a whole; one metric that matters—in its KPI is total cash collected. The business has one goal, and it's to make money and have money go into the bank account. So, at the highest level, that is the metric that all the other metrics are trying to optimize to improve. Below that, hold on, let's see here. All right, I'm just going to keep diving in here. So at the top level, we have the business, as you can see in this box; its sole KPI is the total amount of cash coming into the bank account. Very simple: if you have a business, the goal is to make money for that business. So, at the highest level, every KPI should be contributing in some way to the collection of money. From there, we break the business down into three subcomponents: acquisition, which is getting new customers; success, which is fulfilling and retaining those customers; and then operations, which is making sure one and two happen consistently and compliantly.

So, for the purpose of this video, I'm only going to talk about the revenue-generating parts of the business, which are acquisition and success. Um, we think about operations just as like a general support—not really KPI—it other than to keep the business running. And at our size, we don't really have like departments for these areas like we do for the acquisition and success side. Like Finance, we have one individual contributor for finance and HR, uh, plus a bookkeeping agency that he manages. Legal, we have a fractional lawyer on retainer for like contracts and copyright general questions. And then Tech, we have an operations Assistant. Plus, we do have a tech lead, uh, but he also runs our marketing department, so we really focus on that area, and then Tech is kind of auxiliary. So I say that because I remember when I was first starting this type of business, I had no clue the way these things were structured. Operations are really like an agency that the main business kind of employs, for lack of a better term, just to make sure that that everything happens consistently and compliantly, like I said.

Now, the acquisition and success Departments are the two parts below, uh, the main business, and so they all have their own KPI that bubbles up to the business as a whole. Very simply, for this type of business, we collect money in two ways: we either get a new customer, and so that's total front-end revenue generated; or we sell something to an existing customer, and that's total backend Revenue. So, very simply, the business as a whole is KPI on total cash collected, and then that number is broken down into two KPIs, which is total front-end cash and backend cash. So, business equals front-end plus backend. From there, we break each of those departments down into sub-departments. And so, as you can see here, we'll start with acquisition. So, if acquisition is the getting of new customers, we want to break down the different ways that that actually happens, and we do that—and I'm, I'm going to preface this by, um, saying this is what we do; this is not perfect; there are probably dozens of other ways to do this. I got to people saying, you know, this is completely wrong—this is what works for us, and it makes sense for my head, and so this is how we run it. We have three departments there, which is brand, marketing, and sales.

Now, for a long time, I did not break out brand and marketing from one another, but then after I attended one of Alex Hormo's workshops, he broke this down very simply, which is brand is the getting of leads, and then marketing is getting those leads to take the next step. And so, it—brand is YouTube and Instagram and LinkedIn, and we'll talk about how we think about all those platforms, uh, later in the video—but basically breaking it out that way allows us to focus our resources on: is this getting more leads, or is this, or is this getting the leads we already have to take the next step? And then sales is the conversion of those, um, calls. So we run a call funnel, which is basically someone opts in, then we get them to apply if they're interested in working with us, and then we try to convert them via a consultation call, uh, towards the end of the sales cycle. So, as you can see, to generate a new dollar in the acquisition department, we need to get a lead, we need to get—get that lead on the calendar to make them an offer, and then we need to convert them into an enrollment. And so, all of those are broken down as the entire acquisition Department.

From there, we have the success side of things, and so we break it down—like I said, acquisition and success; acquisition is new, front-end; success is backend. And so, how do you generate money from someone who's already a customer? Well, there are two things that have to happen, and it's very similar to the marketing and sales side of the front end, but you just have it to people who are already working with you. And that we break down into student experience, which are all things that basically get someone to love the experience they got and get the full value of the thing they purchased the first time; and then backend sales, which is getting the people who have a great experience with us to purchase the next thing, continue to working with—continue working with us so we can continue to provide them a lot of value. And so this is, uh, the entire overview of the main KPIs that we track that bubble up to the ultimate total cash collected side of things. As you get more granular, you can break things down. So, for example, within brand, we look at things like number of New Leads per platform; for marketing, we look at number of offers made per platform; sales, we look at number of enrollments per enrollment advisor.

So, as I go to the org chart, you'll see how each individual contributor in each of these departments has their own KPI that bubbles up to the department that goes to the department above that, that ultimately goes to the entire business. So, in this—allows each employee to see their clear impact, uh, on the business as a whole. And I remember, as we were just getting kind of started expanding the team, I struggled to connect the daily actions of an individual contributor to the highest level of the business, but now this creates a clear flow where everyone can see their own impact on what they're doing every day to the business at the highest level. So, with this little overview, I now run the business with just a dashboard that has all these numbers on it, and I look at them across different 7-day, 30-day, 90-day time frames, and my goal is basically to deploy efforts to whatever the constraint is of the business based on these numbers. So, if I feel that we need more leads, I will dive into the brand side of things; if I feel like we have enough leads, but we're not getting enough of them to take the next step in the funnel, I'll dive into marketing and CRO; if I see that we're getting plenty of calls on the calendar, but sales is lacking, uh, or the conversion of those calls is, is lacking or below KPI, I'll dive into sales. I see myself as a free agent that allows me to basically say: what is the biggest constraint of the business? Where do we have the most need? Where's the most upside from my discretionary effort? And then I dive in there.

Now, that's how I currently operate, but I'm only able to do that as of the filming of this video for about a week because I have department heads that are responsible for each one of these departments as a whole, who are working full-time to improve that metric, and then I can just go in and help them and coach them and give them either direction or help them with finding the right resources or creating resources myself to allow them to do their job at the highest level. So, as I was building the business and really the last year or so—you've probably, if you watched any of the videos on this channel—the last year in business was relatively difficult because I was playing the head of marketing, the head of sales, doing a lot on the student experience side while also trying to run my own content and manage the business like this. It just wasn't working that well, and I had to be in the weeds for a lot of everything we were doing, and I lost sight of the big picture. And I don't say that that was the wrong choice because it definitely was required to kind of bootstrap those departments, but now I'm able to think far more strategically and zoom out to see the whole chessboard because I know that each of these numbers are getting worked on or at least maintained where I can give attention to one area without another area slipping—slipping. But when I was responsible for most of these areas and most of these numbers, I felt that my attention was split in a bunch of different directions.

So I say that because no matter what stage you're at, um, you can probably take something away from that where if you're watching this and you're beyond 5, 6, 7 million per year in Revenue, uh, I have learned that any new department or any Department right now should be managed by someone, and if I'm doing the day-to-day management, it's going to hold back the business as a whole. However, however, if you're below that $5 million per year mark, you do not have the resources or the upside to pay individuals to manage each of these departments, and so you will have to do a lot of the bootstrapping of them, the improvement of them, the management of them, uh, and that is probably the most difficult phase of business that I've experienced—was going from that 3 to 5, $6 million per year in revenue and doing a lot of the management myself while also trying to push forward the big picture Vision. I feel like I've escaped—clawed my way out of that kind of sticky part of business, and now I have one hell of a team that helps us operate this entire thing, and that's what we're going to dive into in the next section.

All right, diving into the second part—this is an overview of the org chart that powers this entire business, and I've moved myself to the bottom right corner here just so I can kind of zoom in and out and not block this entire Masterpiece that I put together in Miro, uh, and you can see the entire thing. So we have 28 total team members broken out across all these different departments; some are individual contributors, some are agencies, uh, and for Simplicity sake, I've just kept everyone as an individual right now, even if they are an agency. So, at the top, you have me and my co-founder; we are responsible for the business; our main KPI is one—to keep money coming in, the total overall cash collected. And on top of that, we maintain the culture of high performance, create content that builds Our Brand, ultimately leads to more revenue, and really we just are on top of all of the different departments. And like I said, we are kind of free agents that allow us to surgically deploy effort on whatever the constraint of the business is at the time.

So below that, we have acquisition and success, which I already talked about; we don't technically have a head of these. I guess if you were to break it down, I am more the head of acquisition, uh, because I—the sales and marketing and brand report directly to me, and then the success side of things, uh, is ultimately more my co-founder, Cole, but we really both do a lot on both of these different departments. So I don't even think about having department heads there; I really defer to the department heads below that that break down, um, into further departments from there. So looking underneath acquisition, we have three departments: we have brand, marketing, and sales. So this is going to get a little bit in the weeds, but I just really, really wish someone would have made an overview video of their entire org chart and how they organized things when I was earlier on in my journey. So I'm going to just walk through our entire thing for no other reason than I wish I had it when I was starting. So, so these departments, they have significant overlap—brand in marketing—because at the end of the day, they are mostly responsible for Content, but the way in which they deploy their efforts is a little bit different, and the people responsible for the main KPIs are a little bit different. We're not at a scale where we need to have a hard cut-off between those working—working on marketing and brand. If we had a giant media team that was just focused on our YouTube channels or cross-platform stuff, um, and didn't do anything on this conversion rate optimization or email side, uh, I would break these out more formally, but at our size and scale, we have a lot of overlap here such that people work on both departments.

So looking at Brand only first, we have McKenzie; she is our long-form video editor. You can see over here, I have long-form video editor, short-form, and I'll break down this part, then I'll look at the overlapping parts, and then I'll look at the marketing-only part. So we have a long-form video editor; her responsibility is producing high-quality long-form for me and my co-founder—like she's going to edit this video—um, actually the short-form editor might edit this video because it requires less editing, but for our high-touch, um, a lot of graphic-intensive videos more that my co-founder put together, um, she's the one that edits that. Then we have a short-form editor responsible for shorts, clips, and ads, and then also lightweight editing like this and our Espresso Hour podcast—look up Espresso Hour on YouTube if you want to hear a more back-and-forth jam session between me and my co-founder about what we do on the business side. And then lastly, we have Vitor, who's our IG brand coordinator; he exclusively runs our Instagram. We've thought a lot about having individuals run each of our platforms. Right now, Ash—we'll talk about in a second—runs the different media departments, or different platforms like LinkedIn, X, Substack, notes, and threads, and we really—since Instagram is such a unique platform and we're not doing too much video content in general—we wanted someone who was really good at just growing Instagram, and so we started to kind of explode over there, which is great to see, and it's because we have someone focused there full-time.

Then on the marketing side, we have Daniel, who is our head of marketing, and he runs everything from retargeting ads, email campaigns, webinars—we turn leads into book calls—all that kind of stuff. He basically is responsible for anyone who comes into our ecosystem getting them to take the next step towards becoming a customer and owning that entire Journey. Then we have Vgo, who's a media buyer; he's responsible for uploading ads, setting up campaigns, analyzing performance across our various advertising platforms. So right now, we run ads on LinkedIn, on Twitter, X, and on Meta, and so he is responsible for basically the budgeting—well, I'm responsible for the budgeting, but he's responsible for the uploading and the allocation of that budget based on what he sees working best, and we kind of work closely together. So I also have a good influence in the marketing department, but over time, Daniel is going to be taking on more of that. Then on the—also on the, uh, marketing-only side—I guess this is kind of a combination now that I see it—but we have an email Ghostwriter who works directly with Ash; he's really on more of the brand overlap. So why don't I just look at the overlap here first? We have Ash, who's our head of ghostwriting—head Ghostwriter—he runs the social content across all the platforms like I talked about—basically takes anything that me and my co-founder have said over the last couple years, anything new that we're saying on videos or podcasts or long-form content and figures out the best way to package it for the different platforms. We found that the—the subtle packaging differences that happen on, um, Threads versus Substack notes versus Twitter versus LinkedIn matter a lot, and so having someone who's well-versed in those little intricate details, uh, goes a long way for getting as many leads as possible from that platform. And then we have Hannah, who's our content operations VA; she handles things like posting and content analytics across the board.

So just to zoom in on this so you can kind of see: acquisition goes to Brand—McKenzie, Terren, and Vitor; they are all really just brand—responsible for getting as many views and leads on the different platforms. Ash, who's our head Ghostwriter, works with Hannah and Colin to get our platform—our content across all the different platforms. And then marketing is run by Daniel, and really the only direct report there is Vgo, who helps upload all of the different ads. So again, I had no clue how to structure a department like this in—until I started to talk to other people about how they do it, and this is what works for us—again, by no means perfect, but I think for anyone in this range that creates content on all platforms, this is a really helpful breakdown for us in terms of responsibility. On the other side of the acquisition Department, you have sales. So sales is the conversion of leads and calls into customers. This is run by Casper; he's our most recent hire. For the last year and a half, two years since we really started PGA, I've been the head of sales, running the day-to-day operations of recruiting, onboarding, coaching our reps. We just landed Casper from another similar business in the space; he's an absolute killer, and he's doing a great job, and it's really the first hire that we've made that I'm able to see what it looks like for someone who has a ton of experience in the industry, uh, step in and start running the day-to-day of a department; it's been an absolute home run. And then reporting to him is the entire sales team made up of Tristan, Connor, Nick, Daniel, Tommy, and Ara. This is a group of either closers and Setters and sales operations whose sole goal is to take everyone who's interested in working with us from an inbound appointment perspective and helping them make the decision of whether or not to work with us. So, over time, I do see this team expanding slightly—having more Setters, having a more robust, um, outbound sales process to people who've opted into our stuff who haven't taken the next step. But ultimately, this is the overview of the sales team right now.

Looking underneath the success team, we have two department heads with our entire CSM team reporting to both of them, given the different responsibility that I kind of walk through in the department overview. So our head of student experience, we have Katie; she's responsible for making students as happy as possible with their PGA experience such that they can't help but tell their friends. And like I said, we have her main KPI is our NPS score—Net Promoter Score—which is basically: How likely are you to tell your friends about PGA? And the better experience that they have, the more likely that they are to see success in the program, the more likely that they are to eventually continue to pay us to coach them on in the future. And that's where our backend sales department—Andrew, or our backend sales head, Andrew—comes in; he's basically responsible for retaining clients and continuing to work with them after their initial 16-week period. Now, from there, we have a world-class success team made up of six individual coaches who work one-on-one with a handful of clients throughout their journey. I love the fact that we have so many success managers; I think a lot of programs in the space, um, underinvestment comes in—they have a big expectation because the sales team oversells, and then they don't have the necessary client success resources, uh, relative to the number of students coming in, and then that ultimately hurts them in the long run because people don't buy again. We would rather over-invest on the front end to give such an incredible experience to everyone who joins that they can't help but one—see results, and two—want to keep working with us. So we have Mitch, Olly, Casey, Brandon, Sydney, and Bueno; these are all our client success managers who do an incredible job basically taking every single student from the second their credit card goes through to join the program to eventually the end of their 16 weeks to eventually continuing to work with us. So this is the structure of the CSM department, and—and it took us a while to really understand what the difference was between student experience and backend sales. We tried to have them together, tried to have player coaches in both roles, but this is the cleanest look for me where I'm able to KPI each of them individually on one—is just creating an awesome experience of things like swag, things like surveys, things like the small details that go a long way to creating an awesome program; and then backend sales, which is all responsible for converting that, uh, good experience into a continued working relationship that ultimately built a very sustainable…

Long-term business because of the recurring revenue generated by someone working with us for the long term. And then from there, we have our operations department, which I talked about breaking down into finance, HR, tech, and legal. So, on the finance, HR side, we have Chris, who's our finance controller, another recent hire. Where once we reached this size, we needed someone full-time responsible for the collection of payments, running payroll, all of those different things, onboarding key employees—those lightweight HR things. We just had someone doing it fractionally, and we reached the size where ultimately we needed a full-time person doing this. And then they have our bookkeeper who’s better bookkeeping reporting to them; they handle our books and taxes. Again, man, I wish I had this when we were just starting because I did not know how to structure an operations department, and this is how we do ours.

Then legal; we have a fractional law firm that works with us just for lightweight things like employee contracts, IP protection, compliance audits, all that kind of stuff. Um, they don't really talk to anyone else but me, so there's no reason to really go deep into their structure. But basically, again, at our size, all we need is someone fractionally doing this; we do not need a full in-house lawyer. And then on the tech side, Daniel, who also runs our marketing, sets up things like everything from Zapier to Typeform to Airtable to Cly to Samcard—all the different pieces that work together for us to run the entire business as a whole. He’s responsible for, and then we have Jamey who works with him on basically all things customer support Ops, payment links, support side, doing all the small details, kind of like a—what's the name—like a utility player in baseball where they play a bunch of different positions; that's what Jamey does. And that basically summarizes our entire team. The operations department is pretty lightweight because, like I said, we don't have that much complex—that much complexity going on, and at this point, we built a lot of the systems over time that allow us to run this very smoothly. Like I don't think we need very much more on the entire operation side to continue scaling from here, which is a great spot to be. And so that is the entire org chart of the business, and we also covered all the different KPIs. So basically, each person here is responsible for the improvement of these KPIs, which bubble up into the entire business as a whole, which is total cash collected.

Now, with all these pieces in place, how do we decide what to work on, how to audit our calendars, how to take on new projects? That's what we're going to cover next. All right, lastly, we're going to dig into how we allocate the time and attention across all the individual contributors, all the different departments, and then ultimately the entire business as a whole. And the way we think about this is really broken down into two types of activities: you have maintenance activities and growth activities, or maintenance activities and discretionary effort activities. And this comes from, I think it was the 1980 British rowing team, who they had one focusing question that the entire team operated with going into whatever Olympic Games—whatever Olympic games that was—and it's, "Will this make the boat go faster?" And so they basically listed out all the things they needed to do to just maintain the boat or maintain the speed. And so this was whatever workouts they needed to do, or maintaining the, you know, structure of the boat, or cleaning the boat, or cleaning the boat house—whatever all those things were that just helped the team go the same speed it was already going. And then you had all the things that help the boat go faster—the little tweaks, the little iterations, the little different TR methodologies, whatever it is. So that's how we look at it with our team. We look at all the individual KPIs that I listed out in that big dashboard, and then from there, it's what are the activities that just keep us going at this pace. And so I'm going to walk through the way we do this with our five-step calendar alignment audit. And then this is just to decide what are all the things we need to do to keep the boat going the same speed, and then I'll look at how do we then look at all the discretionary effort projects that we could take on and then properly allocate our attention across those.

First thing, we define all the things we think are required to run the business. And so we look at each department—Marketing, Sales, Brand, Student Success, and/or student experience and back-end sales—we just make a long list. We really have like eight activities that need to be done on a daily or weekly basis to keep the business running. Then we audit our calendar to make sure we're not doing anything that's not on that list, right? So a lot of times we accumulate little things on the calendar that, for some reason or another, we thought were important at the time that we're still doing now, and we no longer need to do them. So we basically, anything that we're doing on a recurring basis that is not on that bare bones requirement to run the business, we stop doing. And then we audit each item on the list asking if we actually need to do that. So to summarize, we make the long list: here are all the things we need to do. Then we look at our calendar, said, okay, anything that's not on that list we need to stop doing because it's not important. Then we audit the list itself and say, are there anything—anything on this list that we need to keep doing? For example, some of our operations department got in the habit of reporting like these four or five different numbers that were not changing our behavior, were not important for the business, but we just kept doing because we never questioned it. And then once we had them stop doing that, turns out it was a very manual process that took a couple hours per day, and that immediately freed up a bunch of time for them to go do other things. From there, we have a very clear list of what needs to happen; we've cleared our calendar to stop doing all the things that are not on that list. From there, number four is align the time blocks to batch them, either on certain days or certain times of the day to free up extra time. So with these required activities, our goal is to align them on the calendar that lets us accomplish them the most efficiently so that we have more long chunks of time to allocate to things that make the boat go faster. So that's why I was trying to get here: it's once you know what needs to happen just to maintain the boat, you want to do that in the most efficient way because the business does not grow if everyone is just putting out fires or doing the maintenance activities. And so this will obviously differ by department. Like, for example, marketing is a deep work intensive department, so what we do is rather than have a daily meeting, we match all of—batch all of our meetings to be on Monday, and those are when we have the conversations around what needs to be done that week, what we're working on that week, and how we're going to ultimately make the boat go faster that week. And then throughout the week in general, they can batch their maintenance activities for a certain time a day and then their discretionary effort projects for time after that. Again, this will vary by different departments. Like the success team requires more collaboration, and so for them we try to push the daily meeting back to unlock the mornings, and then we try to batch calls so they have a couple afternoons per week to really focus on the high leverage discretionary effort projects.

So to summarize, we choose what to—what we think we need to do; we stop doing all the things we don't need to do; we then align our calendar to make sure that we can do all those in the most efficient way; and then we have a bunch of free slots in the calendar to work on the things that make the boat go faster—that are discretionary effort projects. And how we choose those is the next part I'll breakdown. Okay, this very last section is the five-question operational audit that we do at the department level, the business level, and the individual contributor level to basically say how are we going to improve the KPI that we're responsible for. And so it's five questions very simply: What—so what's the main KPI that we're focusing on that everyone knows? Where are we trying to get it to? How are we going to get it there, which are—what are the projects we could take on? And what's the most impactful one? Who's going to be responsible for its achievement? Who's the supporting cast? And then when is it going to be worked on, and when is the estimated completion? Breaking down the import of these and how it actually works in practice with our discretionary effort, we want to apply it towards the things that have the highest impact per unit of time. And so highest impact per unit of time, I'm not going to sit here and say we have some complex formula that like actually calculates that. Honestly, we could probably do a better job with this in general, but for the most part, the goal is say, here are all the things we could do to improve this department's KPI. So let's look at the marketing team, for example. Our goal would be to increase the number of calls on the calendar. We could do a ton of different things, and the beautiful part about business is at any time there are usually like 50 things you could do that would work, but the ones who move the fastest—the businesses that move the fastest and grow to extraordinarily high levels—are just relentless about the way that they allocate their time and attention to the highest impact per unit of time projects. So we could list out all the things we wanted to do to increase the number of booked calls in the calendar. We could run cold traffic ads; we could run a webinar; we could run retargeting ads; we could post more on YouTube; hire an affiliate director. All of these could definitely get there, but like I said in the—in the past, I was thinking, okay, let's do all of them, and let's do a little bit on them a little bit at a time. And so I'd have five—five projects, and every day I would try to move one forward, one forward, one forward. If there's one skill that I'm trying to build right now and through the making of this video I'm trying to reinforce it for myself and for my team, it's that you need to decide what is the single best project that you could work on as a department, and then you need to stack rank it as so it's number one, and you do not touch anything below that until number one is done. And solving things in sequence like that is such a core principle of the way I want to operate as a business because you move so much faster. At first, it feels slower because you're used to, like, oh, what did I do this week? Well, I moved all these things forward, all these things forward. And then when you only move one project forward for the whole week, you look at all these other things, you're like, damn, none of those moved. But when you zoom out over two or three months, you end up actually accomplishing all of them in a faster time had you tried to make a little bit of progress on all of them and ultimately complete none of them. And so this is something we're really trying to reinforce as a business because all of these will work, but trying to do all of them at the same time will not work. And so we need to pick one project: what is the highest impact per unit of time? And we do this across every department. For example, the Student Success Department, like what are all the different things we could do to improve the student experience? Swag packs or different coaching calls or more support? Like we just list them all out and say which one do we have the highest likelihood of accomplishing that will also improve the experience, and then we do that one, we measure the—the result, and then we move on to the next one. Because if we can just simply allocate our attention on the things that improve the business the fastest with the most impact per unit of time, and we just stack those—stack those—stack those across departments, then we end up growing extremely quickly. And that is my job, and why I'm putting this dashboard together and this org chart and things like that was really for my own clarity of thought in saying what are all the different departments, what are they actually responsible for, and then how are we going to approach working on them. And so hopefully you got value out of this breakdown because this is the exact way we are trying to operate things right now. All right, that wraps up. To recap everything we covered, we started with an overview of the different departments of our business and their main KPIs. Then we walked through the org chart, which each person that helps us run the business. And then we finish with the operational framework for goal setting and choosing what to work on. That wraps it up; that's the entire framework for managing my $5 million per year coaching business that I think will ultimately get us to 10, 20, $50 million and beyond. If you like this video, you'll like this other one in the corner where I talk about the mission, vision, values of our company as a whole. That's it.