Hormozi’s E-Commerce Reality Check: Warum Media-Arbitrage an die Wand fährt und was stattdessen zählt

Haupterkenntnis: Wer im E-Commerce nur Media-Arbitrage (Performance-Ads auf beliebige Produkte) betreibt, wird spätestens bei ~10 Mio. Umsatz durch sinkende Margen, Duplikate und Supply-Chain-Probleme gestoppt – der einzige nachhaltige Ausweg ist eine echte Marke.

Creator: Alex Hormozi
Branche: Business
Bereich: Strategie

Tags: e-commerce, brand-building, media-buying, scaling, direct-response, cac, shopify, keyword-strategy

Kurzbeschreibung

Alex Hormozi beantwortet Live-Q&A-Fragen von E-Commerce-Gründern zu Skalierung, Leadgenerierung, Teamaufbau und der strategischen Frage: Brand vs. SKU-Portfolio.

Langbeschreibung

In diesem Live-Q&A-Format mit mehreren E-Commerce-Unternehmern adressiert Hormozi vier konkrete Geschäftssituationen: (1) Ein Hersteller von Luxus-Gaming-Tischen steckt bei Google Ads fest – Hormozi erklärt, dass das kein Budget-, sondern ein Keyword-Skill-Problem ist und zeigt auf, wie Bridge-Pages und Awareness-Level-Targeting (nach Eugene Schwartz) den adressierbaren Markt massiv vergrößern. (2) Ein Direct-Response-Dropshipper mit $3Mio.Run-Ratewirdkonfrontiertmitdem„DirectResponseDoomLoop":steigendeCAC,sinkendeMargen,Dupe-Konkurrenz–Hormoziempfiehlt,eineinzigesProduktzurechtenMarkeauszubauenstatteinSKU-Portfoliozusammeln.(3)EineaustralischeHaar-Extensions-UnternehmerinwillinSaaSpivotieren–Hormozibremstsieklarausundempfiehlt,stattdessenMargenundKundenakquiseimbestehenden,profitablenWholesale-Businesszuverbessern.(4)EineWhatnot-Verk\ddot{a}uferinmit$6 Mio./Jahr braucht mehr Live-Sales-Personal und soll Logistik auslagern, damit sie sich auf ihr eigentliches Differenziator – Live-Selling-Training – konzentrieren kann.

Stichpunkte

• Google Ads skalieren: Das Problem ist fast nie Budget-Sättigung, sondern falsche Keywords – Burning-Budget für Tests ist kalkuliertes Investment
• Eugene-Schwartz-Awareness-Levels nutzen: Breitere Keywords + Bridge/Advertorial-Page = 10x Klickvolumen zu 1/10 des CPC
• Der „Direct Response Doom Loop”: Revenue↑ → Margen↓ → CAC↑ → Cash-Flow-Probleme → Skalierungsfalle bei ~10 Mio.
• SKU-Portfolio ≠ Markenwert: Private Equity kauft Marken, keine Produkte; ohne Marke oder Patent ist das Business nicht verteidigbar
• Pivot-Falle (Sunk-Cost): Wenn ein Business schwer skalierbar wirkt, ist ein SaaS-Start KEINE Lösung – er ist komplexer, kapitalintensiver und dauert länger bis zur Profitabilität
• Contractor-Stack für Founder-Aufgaben: VA/Fiverr/Contractor für sporadische, spezialisierte Tasks – systematisch auslagern bis nur noch Management bleibt
• Live-Commerce-Skalierung: Seller-Rekrutierung über Amazon-Micro-Influencer (bereits trainiert im Live-Selling) statt eigene Rookies aufbauen
• Sales-Training in Verhaltenssprache: Keine amorphen Begriffe (“Charisma”), sondern konkrete Körper- und Stimm-Anweisungen
• Logistics outsourcen wenn es kein Differenziator ist; Fokus auf die wertschöpfende Aktivität (Distribution/Sales)
• Reinvestitionsprinzip: Gewinne in Talent + Markenmomente (nicht nur Direct Response) reinvestieren

Zitate

“You right now run a media arbitrage business. And it works really well up to about 10 million. And then it will quickly stop working very well.”

“Private equity doesn’t buy products. They buy brands.”

“Some of the best money you ever spend is deciding to stop spending bad money.”

“If you want to teach someone to present, you have to tell them what to do with their body and their voice.”

“Revenue goes up, margins compressed, margins compressed until you’re eventually here. And then you have to keep selling in order to maintain your team and then you just run a very large, very high liability nonprofit.”

Action Items

1. Google Ads: Keyword-Audit durchführen – unterscheide zwischen Product-Aware, Solution-Aware und Problem-Aware Keywords; teste breitere Keywords mit Advertorial/Bridge-Page davor.
2. Direct-Response-Business: Prüfe welches SKU der klare Winner ist – eliminiere die anderen und investiere alles in Brand-Building rund um dieses eine Produkt.
3. Influencer-Rekrutierung: Suche aktive Amazon/Whatnot-Live-Seller als potenzielle Sales-Partner (Buy > Build für schnelle Skalierung).
4. Contractor-Liste anlegen: Alle Founder-Tasks auflisten → Was ist sporadisch/spezialisiert? → Fiverr/Upwork-Contractor einsetzen.
5. Sales-Training: Bestehende Trainingssprache auf konkrete Verhaltens-Beschreibungen umschreiben (Stimme, Körperhaltung, Tempo – keine abstrakten Adjektive).
6. Logistics: Prüfen ob 3PL-Auslagerung möglich ist, um Founder-Fokus auf Kernkompetenz (Sales/Distribution) zu verlagern.
7. Finance: CFO oder starken Finance-Manager einstellen sobald physische Produkte + Wachstum Cash-Flow-Planung erfordern.

Full Transcript

In 2021, I sold my eCommerce company, Perseus Labs, with gym lunch for $46.2million.Andsixmonthsago,IbroketheGuinnessWorldRecordforthefastestsign-onfictionbookandgeneratedover$16 million a week in just using a Shopify store. And so in this video, I’m answering your questions about a scale, your eCommerce business. And for all these questions, I try to do my very best to make the solutions as tactical as humanly possible so that you, watching from home, can immediately use them, so enjoy. Hey, Alex. Yes. My name is Max. I run Elevate Customs with my wife, who’s in the front row, it’s a— Elevate Customs. Yep. Like Customs— sorry. Like Home Custom Solutions. No, we build and sell luxury gaming tables, like pool tables, casino tables, manufacturers. Not what I would say. OK, got it. Yeah. That’s cool. Like cool backlights and things like that. Yeah, like anything like one-off custom pieces. Sweet. We’re at around 2.5 million revenue a year. We want to be around 10, at least. Mostly Google ads. So eCommerce. Yeah, she sells. Yeah, OK, so invoice this phone calls. OK, got it. So how do we increase our leads to X3X without breaking the bank? Basically. How do you increase your lead flow without breaking the bank? Yeah. Well, I’ll ask you— For quality leads. Yeah, basically. So what are you currently doing? You said Google ads? Yeah. Around 15 to 20 K a month. Can you spend more? Yeah. Why don’t we do that? We’ve tried, and we weren’t generating the same quality leads or necessarily getting more. So it’s different keywords. We’re not getting you more quality. Yeah, correct. This is probably a skill thing, though. Like this is a media buying question. Because I can promise you that at $20,000amonth,youhave{n}^{\prime }tsaturatedthemarketforcool,custom,gamingstuff.Likeyoucouldprobablygettolike2millionamonthbeforeyouevengetclosetothat.SoIthinki{t}^{\prime }sprobablyjustameet.Like,whodoesyourmediabuying?Wehaveacompany.OK,Iwould--thisisakeywordthing.Thisisthreedegreesdown,supertactical.W{e}^{\prime }rejustbuyingthewrongwords.Andther{e}^{\prime }sjust--howmuchareyourmarginsrightnow?20Soyoujusthavetoseethisaslike--wemightburn$200,000 this year on bad keywords to find another six that we can scale up to $100,000amonth,andbydoingthatw{e}^{\prime }ll5Xthebusiness.Andsoifyoujustseeitlikethatoflike,OK,w{e}^{\prime }regoingtospend$200,000 or $300,000totakeusfrom2pointwhateverto10.Tha{t}^{\prime }showIthinkaboutit.Ingeneral,wetendtobelikescaredtospendmoremoney.AndIwouldsaythattheonlythingtha{t}^{\prime }sreallyshiftedformeislike,fromentrepreneurtoinvestor,likekindofwearingbothhats,isthatIlooksomuchstuffatjustlikereturnoncapitalandlike,wha{t}^{\prime }sthepoint?Like,ifIthinkwecangetto10,Iwouldratherjustgetto10faster.AndIsee,becauseIdo{n}^{\prime }tliveoffofthat$500,000 a year, I just see all of that as my fodder for putting back into the thing so that I can get to the next level, which sidequest for everyone. If you’re a service business and you have cash flow, some businesses are really obvious for where you do reinvestment. If you’re brick and mortar, you save up your shackles, you open other location. Very clear where your CapEx goes. You’re manufacturing by another big machine. Very clear where the CapEx goes, right? If you’re a service business, you do accounts. You have a lot of firm, you got legal people. What do you do with the extra money to quote reinvest in the business? So there’s two primary sources. Number one is going to be talent and culture. So who am I going to hire? And how do I up level the team? So in service businesses in general, you can see how good you are and how advanced you are as a service provider by the price you’re able to charge. And so over time, your price should always go up. Because fundamentally, you should have a virtuous cycle of we do good work. That generates more demand. More demand means more than we have supply, which means we can raise the price. With the extra cash, we can then acquire a better talent, which means we do a better job, which increases our reputation, which increases our price, which allows us to charge more, so that we can get better talent. And so the talent should always be going up and so should the price. And so if you’re in a marketplace where you’re like, man, we can’t charge more than other people. It’s because you aren’t better than other people. So we have to beat them in order to do better. That’s point one. The second area is brand. It’s like, how do I spend some of that extra cash to solidify the brand of me? So this is not direct response ads. It’s like kind of the big aspirational moments, these brand moments, like we just did this launch just two weekends ago. It’s like, how do I do these big demonstrations that might cost more and might not be the normal run of business? Like, why would Red Bull have a guy jump from out of space down? It doesn’t make any sense, but accept it makes a ton of sense because I’m talking about it right now, right? And so you’re probably more likely to drink a Red Bull at the break, real talk. And so anyways, it’s like, how does this ladder back to selling more pull tables? For you, though, you’re not in a service-based business per se, but I thought it was a good offshoot for other people. See all of the profit that you have, whatever you don’t need to live on as your experimentation budget. And that budget is really— do not see it as I lost money. Like, you can’t think with that perspective. You will just lose. You have to think of that. This is like, I’m going to rigorously test keywords until I find more keywords that win. And these are just investments in finding money printing machines because keywords, especially once you really find them, they kind of just print for you. Which you guys are experiencing right now, right? You guys spend $250,000,yo{u}^{\prime }regoingtomakea\mathrm{2.2.}Yo{u}^{\prime }regetting10to1onit.Now,obviously,youhavecostofgoods,forsure.Butlike,profitable,right?And{I}^{\prime }msurewhenyoufoundyourfirstkeywordanditstartedworking,youwerelike,holyshit.I{t}^{\prime }slike,great,wejustneedtofindanother100.Andthe{y}^{\prime }rethere.The{y}^{\prime }rethere.Andyoumightneedbridgepages.SoyoumayhaveheardofEugeneSchwartz,sofamousmarketer.Andsowhenyoureallywanttoscaleadstocoldermarkets,forthoseofyouwhowentthroughthehooksandthegoadedads,anyonegothroughgoadedads,playbook?OK,sothiswillsoundalittlebitmorefamiliar.Soyouhavetheselevelsofawarenessthatcorrespondwithsizeofmarket.Andsoyo{u}^{\prime }vegotyourmostawarecustomershere.Andthereasonthattheselevelsareimportantisthatitchangeswhatthehookisandwhatthekindofclickjourneyisforthecustomer.Soattheverytop,yo{u}^{\prime }vegotunaware.Thenyo{u}^{\prime }vegotproblemaware.Andyo{u}^{\prime }vegotsolutionaware.Yo{u}^{\prime }vegotproductaware.Andthenyo{u}^{\prime }vegotmostaware,whichisusuallyyourexistingcustomers,right?Andsoifyouwanttoexpand--sorightnow,I^{\prime }llbetyoumostyourkeywordsaretargetingthesepeople.Ifyouwanttogoupmarket,whichmighthave10timesmoreclicks,wemighthavetohaveabridgepageafteryouhave--thekeywordmightbemorelikehomeprojectsorlikeaccess--I^{\prime }dhavetothinkofthat.I^{\prime }duseakeywordfinderandthen--Wouldyouhavethesameteamworkonthatorhireacompletelydifferentmarketingteam?Areallygoodmediabuyerwouldknowthis.Butyo{u}^{\prime }lllikelyjustneedtohavekeywordsthatarealittlebitbroader.Soyoustartcompetingagainstmorepeople.Butaslongasyoubringthemtokindoflikeanadvertorialtypepage,andthentheytakethenextstep.Andthenitbasicallymimicsthesamepathasthis.I{t}^{\prime }slikeyoutakethemfromproductawaretothenadvertorial,thentoyoursalespage.Thatbridge,theclicksheremightalsobelikeonetenththeprice.Andther{e}^{\prime }sanoceanofthem.Andthenwhenyougetfromthere,i{t}^{\prime }slike,OK,wha{t}^{\prime }sabovethat?Problemaware,isyourhouseboring?Doyouhaveanextraroomthatyoudo{n}^{\prime }tknowwhattodowith?Theseareproblemaware.Theyhaveaproblem.Theyhavenoideathatyo{u}^{\prime }regoingtosellthemapooltable.Butwehavetostartwithwherethe{y}^{\prime }reatandthenleadthemthroughthejourney.Thankyou.Yeah,appreciateit.Realquick,I^{\prime }mgoingtoshowyoutheexact10-stageroadmapfrom0to100millionplusthatlessthan1finish{I}^{\prime }venowdonemultipletimes.AndsoIcansaywithalotofconfidencethatthesearethestagesasheadcountincreasesthatyouneedtogetthrough.AndIbrokeeachofthesedownbyeightdifferentfunctionsofthebusiness,whattheconstraintfeelslike?Likewhatarethesymptomsofitwhenyo{u}^{\prime }regoingthroughit?Andthenwhatstepsweactuallytooktograduate?W{e}^{\prime }vedonethisacrosssoftware,physicalproducts,servicebusinesses,brickandmortar,allofthis,anditworks.Andi{t}^{\prime }smygifttoyou.I{t}^{\prime }saptlyfree.Andsothelin{k}^{\prime }sinthedescription,butyoujustgoacquisition.com/roadmap,justenteryourinfo,andi{t}^{\prime }llspititrightbacktoyou,offer.MynameisEthan.Weselldirectresponsee-commerceproducts,rawpaidmedia.Wedoabout$3 million a year in revenue. Direct response e-commerce products. OK, like drop shipping stuff? Pretty much. It’s more branded than that, but essentially, yes. Yeah. So you have customers who are doing that or you’re doing that? We’re doing that. OK, got it. And so you have a handful— how many skews do you have? Yeah, like four. OK. Is it all the same brand? No. OK. Yep. So we’re doing— it’s like four months old. So we’re doing a run rate of like $3millionayear.Wehavebackgroundinlikepaidtrafficaffiliate.Soi{t}^{\prime }snotthefirstwaywiththat.W{e}^{\prime }retryingtogettolike$15 million a year run rate. What’s stopping us right now, not entirely sure, but basically, we have each step for everything that has to be done. We built out teams and systems for the main priorities. And those things are working pretty well. I’m happy with our talent and what they’re producing. But so far, what I’m experiencing is that I’m left with this list of random chores that somehow only I can do. Drunk drawer. But I’m not sure how to approach hiring for this, because it ends up being like a very niche specific task. But I might only need them for like 20 minutes a week or something. So it ends up being me, but with a million things. And you were a founder? Yeah. OK. So let’s start here. You want to get to $15million.Whatstopsyoufromspendingmoremoney?Nothingrightnow.OK.Sowejusthiredaprettyrobustfunnelteamandanoperationsguy,likeastrategist.Sokindofjustwaitingonthosethingstokickin,really.But{I}^{\prime }mfairlyconfidentatleastdoingit.OK.Sothisismoreacomplaintthanaconstraint,right?OK.No,thisismeaskingforclarity.Sowethinkwecandoubleifwejustspendmoremoney.I^{\prime }mnotspendingmoremoneybecause{I}^{\prime }mwaitingforthisthingtohappen.Oncethisthinghappens,then{I}^{\prime }mgoingtospendasmuchmoneyasIcan,right?Andinthemeantime,IhavestuffIdo{n}^{\prime }tfeellikedoing.No,I^{\prime }mlike,thisismetryingtotranslateback.Isthattrue?Isthataccurate?Yeah.Buteventually,ther{e}^{\prime }sgoingtobeenoughofthatstuffthatIwillhavetofindsomewaytohireoutforthesethings.Yeah.Andthenther{e}^{\prime }llbemorestuffthatyo{u}^{\prime }llstilldo.Yo{u}^{\prime }lljustdothemoreimportantvaluablestuffandgivetheotherstufftosomebodyelse.Yeah.Butalotofitendsupbeingfairlytedious.Itdoes{n}^{\prime }tfeellikehighleverageorhighvalueatall.Imean,thisisreallylikeV{A}^{\prime }sinproduct.Projectworkcancomereallyinhandy.Like,I^{\prime }llgiveyouanexample.Sowhenwemadealltheadsforthelaunch,right?Idid{n}^{\prime }tneedtheamountofeditorsthatIhadtospinupinorderto--because{I}^{\prime }mnotgoingtobemaking300adsaweekon-going.Ido{n}^{\prime }tneedto.ButforthelaunchIdid,andIwas{n}^{\prime }tgoingtohireanextra15editorsfulltimebecausei{t}^{\prime }slike,Ido{n}^{\prime }tneedthat.Andsowespunup15editorsthatwerecontractorswhowouldthenjustclip,andwehadonepersonjustatQAonittomakesurethatitwasgood.Andthenw{e}^{\prime }dshipthem.Andsoifwehavesomethingtha{t}^{\prime }slikeonetime-ishwork,wherei{t}^{\prime }ssporadic,then{I}^{\prime }mfinejusthavingasweetorabenchofcontractorsthatIcanturnonandoff,aslongastheydodecentwork.Wedosimilarthingswithourvideoeditorsaswell.Butsomeofthetasksarefairlyspecialized.No,Iunderstand.Iwasjustusinganexampleforeditors.But{I}^{\prime }msaying,ifyouhavetediouswork,thisiswherethefibersoftheworldcancomeinhandy.Andworstcase,youtrainacontractororaVAonhowtodoit,andthentheydoit.Yeah,justlikesomeonetha{t}^{\prime }shighlevelenoughandShopifywork,butweonlyusethemforafewdays.Ther{e}^{\prime }stonsofShopifycontractors,likeaboatloadofthem.Andthe{y}^{\prime }renotthatexpensive,andsomeonereallygood.Yeah,Iwouldjustlookatmylist.Whatarethethingsthat{I}^{\prime }mdoingonaregularbasis?CanIshipoutmostofthesetwoAcontractordoesapiecemeal,probably?Andnowyo{u}^{\prime }retrading20hoursfortwo,andyoujustkeepmakingthattradeuntileventually,yo{u}^{\prime }vemanagingatonofpeople,andtheni{t}^{\prime }slike,great,onepersonismanagingallofthese,andyoujusttradeallthattimeforyougettingmore.Becausehopefullyifyo{u}^{\prime }redoingthatmuchwork,thenyoushouldhavetherevenuesupport,thatrole.Haveyouscalede-commercelikethisbefore?Yeah.OK,areyoujustrunningpaidads?Yes.OK,doyouhaveinfluencerswhoaredoingstuff?Noinfluencerswhoarelookingtohireforthat,butwehavethreeorfourchannelsforpaid,atleast.Yeah,I^{\prime }llsaythis,howbigdoyouwantthistobe?Imean,ultimately,thegoalisw{e}^{\prime }dliketohaveaportfolioof,callitfourorfivebrandsthatwecanthenexitinacoupleofyears.SoIhavethisconversationeveryweekwithsomebodywh{o}^{\prime }sdoinge-commerce,andi{t}^{\prime }salmostalwaysthesame.IwouldliketohaveaportfolioofahandfulofproductsthatIcouldeventuallysellsomeday.Ihavereallyyettoseeanyonedothat.AndIthinkfortworeasons.Oneisthat,asyoucontinuetoscale,yourCACwillcontinuetogoup,andyourgrossmarginswillshrink,andthatwillgetfrustrating.Youwillthenalsohavesupplychainissues,whichwouldbecomeaburden.Youalsohavedupes.Ifyoustartbecomingreallygood,thatwillundercutyouinprice,andlistonAmazon,andallthatstuff.Doyouhavepatentprojectforanyoftheseproducts?Andsoyourightnowrunamediaarbitragebusiness.Anditworksreallywelluptoabout10million.Andthenitwillquicklystopworkingverywell.AndsoIthinktoyourpointof,like,youcanseeadouble--tha{t}^{\prime }sprobablytrue.Youmighthaveatripletha{t}^{\prime }ssittingtherewithlittleoptimization,moreemailfollow-up,blah,blah,blah,blah.Butyo{u}^{\prime }llprobablygetclosetocappinginthatneighborhood.10,maybe12.Andthenyo{u}^{\prime }regoingtobelike,well,w{e}^{\prime }redoingamilliondollarsamonth,butwehavealmostnomargininourcashflows,fucked.AndsowhatIthinkyouwantisthatyouwanttobuildabrandthathasaproductthatyoureallybelieveinthatwillallowyoutorecruitaffiliatestoyourcause.AndwhenIsayaffiliates,Imean,influencersnottraditionaldirectresponseaffiliatesthatarejustmercenaries,butpeopleactuallybelieveinit.Andwhenyoudothat,youwillactuallybeabletobuildabrand.Becausefundamentally,anyoneoftheproductscanbebigenoughontheirowntosell.Andsoratherthansaying,whydo{n}^{\prime }twetryandbuildfourtotallydifferentproductsandtotallydifferentbrandsatthesametime,i{t}^{\prime }slike,whydo{n}^{\prime }twejusttrytobuildonethatwereallylikethatwethinkhasachanceatactuallyreallyhelpingpeopleforwhatevertheproblemthattheproductsolves.Tha{t}^{\prime }swhatwillbuildwhatIthinkyouwant.I{t}^{\prime }sjustthatmostpeoplecomefromthedirectresponseworld,justyourpureperformancemarketers.AndIsaythisbeingsomeonewhocomesfromthatworld.AndIhadtolearnthehardwaythatyouwillrunintothewallthatther{e}^{\prime }sagreatarticleyoucanrecallthedirectresponsedoomloop,whichyoumighthaveread.Butbasically,youjustdothis.Revenuegoesup,marginscompressed,marginscompresseduntilyo{u}^{\prime }reeventuallyhere.Andthenyouhavetokeepsellinginordertomaintainyourteamandthenyoujustrunaverylarge,veryhighliabilitynonprofit.Anditsucks.Andcashflowisahugeconstraint.Andyo{u}^{\prime }vegotallthesupplychainbullshit.Andthenyo{u}^{\prime }relike,thissucks.Andthenyo{u}^{\prime }dhaveanotherconversationcomebackhere.Andw{e}^{\prime }relike,hey,w{e}^{\prime }redoing12millionwith7AndthenIwouldsay,OK,ofthefourproductsyouhave,whichoneistheonetha{t}^{\prime }stheclearwinner?Tha{t}^{\prime }stheonetha{t}^{\prime }scarryingalltheotherlosers.Andyo{u}^{\prime }dbelike,well,i{t}^{\prime }sthisone.Andthen{I}^{\prime }dsay,OK,cool.Whydo{n}^{\prime }twejustgetridofthesethreeandthenputallofyoureffortonthis?Doyouthinkyo{u}^{\prime }dbeabletowinthatway?Yo{u}^{\prime }dbelike,ohmygod,forsure.Yo{u}^{\prime }dbelike,great,sowhydo{n}^{\prime }twedothatandthenactuallyinvestinbuildingthebrandaroundit?Wedefinitelyhave--w{e}^{\prime }reapaidtrafficaffiliates.Sow{e}^{\prime }redatapeople.Butsooneofthethingsthat{I}^{\prime }vethoughtaboutisourbiggestskew,i{t}^{\prime }sgood.Buti{t}^{\prime }snotthatgood.IknowagoodcampaignwhenIseeit.Sopartofthepurposeofbuildingupourresearchandfunnelteamsis,well,eventually,w{e}^{\prime }regoingtofindsomethingwherethemarketisjust10timesbetter.Soi{t}^{\prime }slike,dowekeepchuggingalongwiththeonetha{t}^{\prime }slikeasixoutof10,ordowegofindthenineandthengoononthat?Theskillsetthatyouguysaredeficientinisgoingtobebrand.Andtha{t}^{\prime }swhatyouhavetolearnhowtodo.Andthebrandisalsocompletedwiththeproduct.Sotha{t}^{\prime }swhatcompletesthebrandloop.Wemakethisamazingpromise.Wehaveallthesegreatassociations.Peoplethenmakethepurchase.Andthentheproducteitherreinforcesthebrandordestroysthebrand.Andifitreinforcesthebrand,thentheloopcontinuesandbecomesavirtuouscycle.Andtha{t}^{\prime }showyougofromanycommercestorethatdoesmediaarbitrageintoahouseholdnamethatyoucansellfornotjust50million,butmaybe500million.Andsoi{t}^{\prime }sjustthatIhavethisconversationliterallyeveryweek.AndsoIknowthatyo{u}^{\prime }recomingatthisfromamathperspective.I{t}^{\prime }sjustthatitwillnotworkatscale.AndsoIwouldratheryouspendaslittleasyoucanonallofthesedifferentthingstofindaproductthatyouguysreallythinkislegitandhassomelevelofdefensibilityifyoucan.Becauseifyoudo{n}^{\prime }thaveadefensibleproduct,theonlythingthatyouhaveisthebrandtodifferentiateyou.Tha{t}^{\prime }stheonlydifferentiator.Andsoifyo{u}^{\prime }recompeting--becausejustplayitoutthenextstep.Likele{t}^{\prime }sseeyoufindyournineoutof10.Noon{e}^{\prime }sbuyingthat.Likeprivateequityinvestor,notbuyingit.Becausetheyknowthegame.Theybuybrands.Theydo{n}^{\prime }tbuyproducts.Andsoyougetyournineoutof10andthenthedoopsfloodbecausetheyseethatyo{u}^{\prime }rekillingit.Andthentheyundercutyouonallthisstuff.Andthenyourrowalwaysgoesdownandthenyouleakeverythingtoyourcompetitors.Soeitheryouhavesomesortofpatternthatyoucanactuallyprojectandyouhavealegalteamthatcanenforceitoryoubuildabrand.Sotha{t}^{\prime }sthelongtermplay.Therestofthisisjustmakingmoneyuntilyoufigurethatout.I^{\prime }mbeingsuperrealwithyou.Ijustrathersaveyouacoupleofyears.Butthatiswherethisleads.OK.Imean,so--Howdoyoubuildabrand?Yeah,right.Yeah,howdoIdothat?Butweareworkingonthelegaldefensibilityofit.Idid{n}^{\prime }tmeantosay--Iwouldleadwithbrandratherthanlegal.Iwouldleadwithbrandratherthanlegal.Becauselegal,youhaveto--i{t}^{\prime }sstilltoughto--i{t}^{\prime }sbettertobebigandthenwhenwithlegal,thentryandbesmallandwhenwithlegalbecauseyo{u}^{\prime }lljustgetdrownedinfees.Andi{t}^{\prime }sbettertojusthavethecoolestbrandandhavethecoolestpeoplepromotingthething.Andthenpeoplejustwanttobuyfromyou,eventhoughtheyseeitthatcheaperknockoffs.Buttha{t}^{\prime }swhatyouhavetodo.Ifyoureallywanttogowhereyouwanttogo,otherwiseyo{u}^{\prime }rejustgoingtobecyclingthroughSKUs.Andyo{u}^{\prime }regoingtosayyouhaveaportfolioandi{t}^{\prime }llsoundimpressivetopeoplewhodo{n}^{\prime }tknowwhatyo{u}^{\prime }retalkingabout.Butlike,Marginsel,dothis,catchalittlegetfox.Andyouhaveco-founders.Andi{t}^{\prime }llbelike,thisissomuchwork.Thissucks.Iwishwejusthadoneproductthatweallreallybelievedinthatwecouldbuildabusinessaround.Andtha{t}^{\prime }swhatyouwanttodo.Thankyou.Yeah,youbet.Hi.MynameisSamanthaHarrison.IamahairextensioncompanyinAustralia.Amazing.Ihaveasalonandane-commercebusiness.Oh,whatane-commerce?Sorry,Iwholesale.Wholesaleande-commerce.Sodirecttoconsumerandwholesale.Yeah.OK,gotit.Sorry,I^{\prime }mlikesonervous.Ihaveaterriblefearofpublicspeaking.Haveapanicattack.Andthenjustaskthequestion.Yo{u}^{\prime }regood.Iforgotwhatmyquestionwas.Fine.Wecanpickitup.W{e}^{\prime }dbetterwrotedowniftha{t}^{\prime }sOK.OK.Sotomakeeitherbusinesstrulysellableathighvaluation,itwouldtakemeyearsofoperationalrestructuring,recruitment,reducingonlydependenceandbuildingsystems.Andeventhen,themultiplewouldbelowbecauseservice-basedproductbusinessesdo{n}^{\prime }tscalewithoutheavyongoinginput.IwanttomoveintoSaaS.Youthinkthisishard?Andsoyo{u}^{\prime }relike,youknowwhatIcoulddo?Somethingharder.Yeah.AndsoIguessthatwasthepointofmecomingtothisseminar,becauseIknowyoutalkalotaboutthewomeninthereddress.Yeah.And--Ormeninthetuxedo,youknow,whateverworks.Obviously,I^{\prime }mfearfulbecausei{t}^{\prime }snotmyniche.Andi{t}^{\prime }snotwhatIspecializein.ButI,obviously,beingintheindustry,Idefinitelyseealackinthemarketandeducation.SowhatistheSaaSthatyo{u}^{\prime }retryingtobuild?Soi{t}^{\prime }sanonlinebookingsystemfor--well,thenicheisforsalons.Butitcanbeusedforservice-basedbusinesses.Ther{e}^{\prime }ssomanyofthose.I{t}^{\prime }sgotAIbuiltinTwitter.Andthedifferencebetweenmineandsayeverybodyels{e}^{\prime }sisi{t}^{\prime }sessentiallybridgingthegapbetweenrevenueandprofit.Sogivingmoreoflikeapooldataratherthanpush,havingtheAIbuiltinasmoreaslikeamotivationalbusinesscoach,whichwillgiveyouthereal-timeanalyticsonyourteam,onyourservices,onyournumbers,onyourmargins,likeeverythinglikethat.Forme,personally,Ispendeveryweekcalculatingeverysingleteammembe{r}^{\prime }srevenuecostaproduct.Youwantasalontoo?Yeah.OK.Sothesalonandthewholesalerunwithoutme--OK.Thesalondoesabout--Sothesalondoesaboutsay900,000witha50And{I}^{\prime }mhappywithwhatIdo{n}^{\prime }treallywanttoscalethesalon.Thewholesaleyearforthisyearisgrowing100Buti{t}^{\prime }sabout30Whatwastherevenueofthewholesale?Thinkfromjustat2.6Andyouhave30Yeah.Great.Sothefinancialoverviewforthis--soi{t}^{\prime }s$500,000 billed. 120 grand a year to maintain. But it’s serving my same audience. The stockers are already selling on as they already buy from me. They already trust me. It’s something that they want to use. Have already subscribed to, like, the founders. Don’t look at me like that. Believe it me. I do. I do. I’m just trying to figure out which you’d believe it. I’d only get 150 subscribers to maintain costs, which I’ve already got. So if I had 2,000 of my weekly stockers that already buy from me subscribed this to me in a year, it’s fine. Tell me it’s a good idea, please. There’s so much pain. You sound like Ed. [LAUGHTER] What is soaking old day? So one of the difficulties that I have— this is a perfect scenario of telling someone what they want to hear versus telling them what I think. And I’m always— it’s very fine line, because I always want everyone to leave happy. But I also feel like I have integrity, tough, right? And so what I will do is I will give you a sorting question. And you can pick what side you want. I can assume your position and then tell you what I would do, although I disagree with it. Or I can tell you what I think you should do. OK. Which one would you like? Tell me what I should do. OK, great. I think that— I’m going. [LAUGHTER] I think you getting into SAS as somebody who has never built a software product and doing it where you’re going to self-fund it. And just because you have a distribution-based does not mean that you should sell every single thing that that distribution-based can buy. What if I’ve already paid for it? That’s called sunk-cost fallacy. OK. So I just give up. I don’t try. Some of the best money you ever spend is deciding to stop spending bad money. OK. And I say this only having done it myself. So I’m going to hit from a couple of angles. So the first one is, who here is organic as their primary method of getting customers, like making content, et cetera? Man, it gets bigger and bigger every time. It’s just the way it’s— it’s the way the world’s working. So one of the big mistakes that people have organic audiences make is that you grow an audience and then you sell a product. And then people buy the product and you make money. And that’s a very reinforcing event. And so then, but they already bought the product. So then you think, well, shit, I should make another product. And so you make another product. And then within two or three years, all of a sudden, you have four many businesses that serve the same pool of customers when the real constraint of the businesses you needed to grow your audience. And so the invisible— sorry, sorry, extensions. Whatever it is that you sell, right? The hair extensions that you sell— you’re doing 2.6. And what’s the e-commerce side doing in revenue? Yeah, it’s like 900. 900? That’s what it’s doing. Sorry, so the sell-on is 900. The online is 2.6. So there is no— you said e-commerce at some point. Yeah, so e-commerce, I’m selling— It is the whole sale. It is the whole sale. OK, got it. It’s b2b on that side. But I also sort of retail, wholesale and retail. So anyone can buy, but I do have stockess. The vast majority is other— It’s $50,000.Stylusbuying.Yeah.Right?Sotheylookcanbuyfromme.Butalso,hairextensionsell-onearnerscanregisterforatradeaccount.Andhowmanyofthesalesaretradeaccounts?I{t}^{\prime }sabout50Itisinteresting.OK,soanyways,backtothispoint,whichisthatthatbusinessisnotnotsellable.Ijustwanttobe--yousaid,readytostartit.Yo{u}^{\prime }relike,i{t}^{\prime }snotsellable.I{t}^{\prime }soperationable.I{t}^{\prime }slike,tha{t}^{\prime }snotnecessarilytruekindofatall.Youjustneedtogetmorecustomers.Andextensionsareareoccurringproduct.Like,peoplebuythemevery8,16,whatevertheweeksare.Youknow,whateverthe--youknowitbetterthanIdo.ButIknow{I}^{\prime }veseenthebill.Soi{t}^{\prime }snotonetime.I^{\prime }msureaboutthat.Soallthattosay,allwehavetodoisjustlike,youhavenowencounteredthebig,hairyproblemthatItalkedaboutatthebeginningoftoday,whichisthatyouencounteredsomethingthatyoudid{n}^{\prime }tknowhowtosolveandthenarethinking,OK,well,ther{e}^{\prime }sgreenerpastureoverhere.Ther{e}^{\prime }sagirlinaredderdress.AndifIgohere,surely,thisgrasswillnotbefertilizedwithshit.Butitisindeedfullofshit.Andsignificantlymoreshitthanwhatyourcurrentbusinessis.Thecurrentbusinessisactuallywaymorechillthanthebusinessthatyo{u}^{\prime }retryingtogetinto.Andthebusinessyoucurrentlyhaveiswaymorecashierpositivethantheoneyouwanttogetinto.Thebusinessthatyouwanttogetinto,youwillnotmakemoneyfromformanyyearsifyouevermakemoneyfromit.Soifyouwanttowinitsoffer,youhavetocommittomakingnomoneyforbasicallysevenyears.Zero.Andthepeoplewhoarecompetingagainstdo{n}^{\prime }thavetwootherbusinesses.Iguessmylimitingbeliefaround,like,I^{\prime }vegotaveryleanbusiness.SoIbuiltapropertyacoupleofyearsago.IendedupmovingoutandIrunthewholesaleandthesalonfromthathouse.Andmyexpenseforthissalonandthewholesaleis500bucksaweek.Soi{t}^{\prime }sverylean.SoIthinkforme--Soyo{u}^{\prime }regoodatrunningthatbusiness.Yeah.Butlike,Idohaveaneedtoscale.I^{\prime }mlike,Ineedtoincreasemypricing.AndIneedtoobviouslymoveinto--Ontheextensionside,youmean?Yeah.Mymarginsaretoosmallformetobeabletoscaleatthemarginsat--Sowhydo{n}^{\prime }twejustdothat?I{t}^{\prime }ssomethinglikeifIcan--Becauseyouthoughtstartingasoftwarecompanyiseasy?Well,Ithoughtthathavinglikearisk--sorry,areoccurringbusiness.Youdohaveareoccurringbusiness.I{t}^{\prime }sbasedproductthatIwoulduseaswell.Soreoccurringandrecurringhavethesamevalue.Whatweneedtodemonstrateisrevenueretention.IwouldjustliketomakemoneyonlinewhileIsleepandIdo{n}^{\prime }twanttoworkanymore.Tha{t}^{\prime }sfine.Softwarecompaniesiscertainlynotthewaytodoit.Probablytheworstwaytotrytodothat.Wejustneedtoconfrontthebusinessthatyouhaverightnow.Youneedtoimprovethemargins.Andyouneedtogogetmoreacquisition.Sotha{t}^{\prime }sprobablymeansmakingmorecontentrunningastoattractstylists,havingsomesortofoffsetfrontendtogetthemintegrated.Howcanyourunsomesortofplaywithintheirsalons?I{t}^{\prime }stryingtouseyourvernaculartobasicallymakethemmoremoneyusingyourextensions.Andthenbydoingthat,thentheygetconvertedbecausetheymakemoremoneysellingextensionsthancuttingcolor.Andsoi{t}^{\prime }sverylikelytokeepsellingit.Andthenyouhaveahunterandafarmer,thehunteristheonethatbasicallyclosesthedealandgetsthemtokindofactivatetheirbaseofladies.IguessIdo{n}^{\prime }t--maybether{e}^{\prime }saguy--I{t}^{\prime }sjustliketheconstraintofthewholesaleistheproductiontimeandthecapital.Andagain,mylogicwas,well,ifIwastoinvestthesame$500,000 into the wholesale, that’s of $150,000margin,whereasIthought,well,ifIinvesteditintosubscription--Youwouldjustloseallofit.Maybetha{t}^{\prime }syourlimitingbelief.[LAUGHTER]I^{\prime }vebuiltmoresoftwarecompaniestoabillion.Youhave--[LAUGHTER]OK.OK.Allright.Doyoucanplaythatgame?OK.Doyouwantmyhelp?Yes.Takemyadvice.OK.Ishoulddoit.I^{\prime }mgoingtotakeit.Takeitback.MynameisSasha.Isolddesignerbagsandsunglasses.Cool.Andwedoabout$6 million a month. No, so sorry. A year, $6millionayear.Socool.AndIwouldliketodo$38 million. Precis. Yeah, $38million.OK.Andwha{t}^{\prime }sstoppingmeis--Why$38? Just because I figured, you know, $100,000aday,somethinglikethat,roundup,down,somethinglikethat.OK.Itwasaroundabout.AndImean,obviouslymore.Yeah,OK.ButIwasthinking$38 would be fair. Yeah, that works. [LAUGHTER] And it is just recruiting. Recruiting is the bottleneck, is you’re saying? Yeah. OK, got it. My house cleaner was my first employee. And because I consumed yours and laid those content so much that I was like, I’m going to be these two people in one. That’s me, be these two people. And as a result, I have a great team, a really great team. And it’s just a matter of being militant in the recruiting process, we do sell on what not quite a bit. So who do you have with stopping you? So you make money, $6millionayear,sellinghandbags.Andsunglasses.Andsunglasses.Foryoutosellmorehandbags,sunglasses,doyouneedmorepeopletodothat?Yes,becauseweonlygoliveforabout5hoursadaybecausewegettired.I{t}^{\prime }sjustmeandIhavethreesalespeople.Butifwewerelivemoreoften,wecouldcreatemore.Yo{u}^{\prime }regoingliveonyourInstagrampage,orwhat?Onwhatnot?OK,gotit.Anddoyouhaveabigfollowingthere?110,000.Andsoyo{u}^{\prime }rejustsellingtothatsamebase.Andifyoujustsoldforlonger,youwouldmakemore.Alotmore.Icoulddo100grandintheshow.OK.Soyoujustneedtwomoresalespeoplewhoaregoingoncamera.Butyeah.Andthentherecruitingaswell.Recruitingforwhat?Packing.Becausewedoalotof--Youdoyourown3PLornotthirdparty,butyoudoyourlogistics.Why?Whydowedoitourselves?Idid{n}^{\prime }tknowyoucouldhaveotherpeopledoit.Boy,oh,boy.[LAUGHTER]Stepinside.Yes.Sofunctionally,becauseofthenatureofthebusinessthatyo{u}^{\prime }rein,wehavetoconsolidateresources.I^{\prime }mnotnormallysomebodywh{o}^{\prime }slike,le{t}^{\prime }scutpartsofthebusinessout.Butunlessyourshippingissomekeydifferentiatorthatyouhave,Amazonshippingbecameacompetitiveadvantage.Butunlesstha{t}^{\prime }slikesomedifferentiator,thenshippingforthemostpartisprettycommoditized.Andtherearepeoplewhoalldaylongtheythinkaboutsaving$0.15 on cardboard boxes and tape and packing peanuts and all that shit. And I think that you having to think about that and run a functionally aware house at the same time as running marketing and sales and talent business slash media, that’s not where the value is. The value is in the distribution and the sales. And so I would say like, can we outsource this? So that can we outsource this, the logistics part, so that you can just go all in. Because all we had to do is you get two more sales people and you get $200,000aday,weshoulddothat.Sowehavetophysicallyshowtheproduct.Well,nothingyoudo{n}^{\prime }thavelikesomeproductonhand.Youjustdo{n}^{\prime }tneedawarehouse.No,wedoneeditbecausei{t}^{\prime }slike,go,go,gospeed,werunprobablyabout.Soyo{u}^{\prime }relike,wesoldthisitemtothispersonishowyoudoit.Yes.OK,soitiskindoflikeawarehouse,yeah.OK,tha{t}^{\prime }sfine.Allright,soyoujustneedtohiremorepeople.Sowha{t}^{\prime }sstoppingyoufromhiringmorepeople?Thetalent.Thetalenttohiremorepeople?Well,I^{\prime }mlearningnowtha{t}^{\prime }swhy{I}^{\prime }mhere.No,yo{u}^{\prime }regood,yo{u}^{\prime }regood.So{I}^{\prime }msayinglike,youhavetwosetsofroles.Yo{u}^{\prime }vegotwarehousefolksandyo{u}^{\prime }vegotpeoplewhocangetoncamera,right?Sowhatareyoucurrentlydoingtogeteachofthosepeople?Well,wehadadsonIndeed.OK.ButIdo{n}^{\prime }trealizehowmilitantithadtobeuntilIcamehere.Itmakesalotofsense,right?Idid{n}^{\prime }tknowthattherewasthatmanyinterviewsthatwererequired.Andtha{t}^{\prime }smoreforthewarehouseside,correct?Both,becausesalesis--Ithinkthatyo{u}^{\prime }dbeabletofindsalespeople.IwouldprobablylookatAmazonaffiliates.Howmuchwouldyoupaythem?Percentage.Well,tha{t}^{\prime }sthething.SoOK,soittakesskilltodowhatwedo.Yeah.Ittakesskill.Agreed.Like,forexample,mygirlisbetterthanme.Great.I{t}^{\prime }sbetterthanme.Andi{t}^{\prime }slike,notonlyisitmotorskills,i{t}^{\prime }spresentationandentertainment.Igetit.[LAUGHTER]Iunderstand.Ididalifeforthreedays.Igotit.Yeah.Sofindingandtrainingthat,tha{t}^{\prime }sdefinitelyaprocessandtakestime.Yeah.Thequestionis,whetheryouwanttobuyorbuild?Doyouwanttobuythetownorbuildthetown?Buildingthetownischeaper,takeslonger,harder.Buyingthetownisfaster,moreexpensive.Whichonefeelsrightforyou?Sow{e}^{\prime }renotalways--soweareprofitablepershow.Yes.OK.Profitablepershow.Uh-huh.Butsometimes,whenthingsarehappening,le{t}^{\prime }sjustsayi{t}^{\prime }saWednesday,right?Areyouoncash-basedaccountingoracruel?Probablycash.Yeah.Soyoumight--ifyouwereinaphysicalproductsbusiness,whatyoudohere,yo{u}^{\prime }relike,OK,wemademoney.Nowle{t}^{\prime }stakeallofthatprofit,grossprofitthatwehad,andgobuymoreshitsowecansellmoreshit,right?Sothisiswhere,like,youprobablyhavewha{t}^{\prime }syourfinancial--thefinancialsideofthebusiness,thefinancialopslooklike.Myaccounthandlesit.Yo{u}^{\prime }rewho?Myaccount.Oh,youraccountdoesit.OK.Yeah.Youwillneedtohavesoonarelativelystrongfinancepersonwhocangiveyoubetterforecastingsothatyoucan--i{t}^{\prime }snotjustlikehowmuchcashwehaveinthemainaccount,le{t}^{\prime }sgobuymoreshit.I{t}^{\prime }slikewecanonlyaffordtobuythismuchgiventhisgrowthratethatwewanttohave.Otherwise,youwillgetintotheseprobablycashcrunchesthatyo{u}^{\prime }refeelingrightnow.I{t}^{\prime }snotthatthebusinessis{n}^{\prime }tprofitable,because{I}^{\prime }mguessingtheheadcoun{t}^{\prime }snotsuper-buy.Soourshowswillmakeanywherefromlikefiveto7,000profit,dependingonthevolumethatwedidthatday.Soweknowtheprofit,like,pershow.However,tha{t}^{\prime }swheretheskillcomesintoplay.Like,ifasho{w}^{\prime }snotgoingwell,weneedtohavethatpersontrainedtobeabletodothething.Andsotha{t}^{\prime }swhynotknowinghowmuchtopaythemistheconcern.Well,Imean,Ithinkdoingapercentagewouldmakesense.Percentageaprofit.Yeah.Likeasalesperson.OK.Andsoyoucanbuyorbuildthat,right?SoyoubuyitasIwouldjustgotomanymicroinfluencerswhoarealreadylikeonAmazon,hockingstuff,andbelike,well,theyalreadydolivestreams,andtheyalreadydosellshit.AndIbetIcouldteachthemtodothisforme.Thatisabuyversion,becauseyoualreadyknowi{t}^{\prime }salreadyproven.Yo{u}^{\prime }rejustsaying,hey,doitundermyumbrella.Thebuildversionisthatyouhavetokissalotmoretoadsandtryandlookforwhohasalreadybuiltinabunchofsoftskills.Andthenyoucanhireforthesmallestskilldeficiencythatyouknowhowtotrain.OK,soAmazonaffiliates.Well,youcandoeither.Butlike,yeah,Imean,obviously,thisismealowerriskthing.Andthenyouhavetohavesomeagreementthatthe{y}^{\prime }regoingtoonlysellforyouforexpereatatime.Likeacontract.Likeacontract.Thankyou.ButIwould--butbigpicture,becauseIwanttomakesurethatyo{u}^{\prime }regood.Theindeedwarehousestufftha{t}^{\prime }sjustlikecommoditized--Imean,youhaveawarehouse.Maybeyouhavetohaveitforyourbusiness.Butlike,Ido{n}^{\prime }tseethataslike,tha{t}^{\prime }snotacoredifferentiator.Youmighthave--yo{u}^{\prime }renotdifferentbecauseyouhaveawarehousepoint.Tha{t}^{\prime }snotspecial.Sotherolesthatyouhavethere,i{t}^{\prime }slike--theyneedtobelike,haveapulse,haveagoodleaderthere,letthemjustdealwithit.Yourstarfactorisgoingtobeyourabilitytotrainpeopletosell.Andsotha{t}^{\prime }slike,whatisthetruepinpointofwherethemostvaluegetscreatedforyouasthefounder,theentrepreneur,isthatyouneedtobeabletotakesomebodyandteachthemtosell.I--yeah,right.Andyouhavetobreakitdownintermsofthemostconcretelanguageyoupossiblyca{n}^{\prime }t.Andsothinkofeverythingpurelyintermsofbehavioranddonotuseanyamorphouswords.Soi{t}^{\prime }slike,Ineedyoutohavehigherenergy.Thatmeansnothing.Ineedyoutoraiseyourvoice.Ineedyoutotalkfaster.Ineedyoutohaveyourshouldersback.Youhavetodescribethingsthatpeoplecansee.Andthenotherpeopledescribethemashavinghighenergy,havingcharisma,havingconfidence.Andsoifyouwanttoteachsomeonetopresent,youhavetotellthemwhattodowiththeirbodyandtheirvoice.Anditwillbefarfasterforyou.Andwhatyo{u}^{\prime }llfindisthetraininglab--thereasonittakessolongforpeopletotrainortheyca{n}^{\prime }ttrainsalespeopleorpresentationpeopleisbecausetheyliterallydonotusewordsthatotherpeopleunderstand,likethisistheproblem.Thisiswhymostcompaniescannotteachpeopletodoshit.Becausetheysay,havemorecharisma,andthenthepersonlistens.Andi{t}^{\prime }slike,I^{\prime }lltranslatethatintowhatIthinkcharismameans,which,whofuckingknowswhattheythinkitmeans,right?Andthenw{e}^{\prime }rejustplayingthistelephonegamewherenooneagreedonwhatarethebehaviorsIwantyoutodo.Thatwillcompresstheamountoftimethatwilltakeyoutogetsomeoneuptospeed.Andtolongterm,ifyoucandevelopthesalestraining,thenyoucanhaveastableofstallionsthatareon24/7foryouworkinginyourbarn.Sothat--Ido{n}^{\prime }tknowwhyi{t}^{\prime }sanimalsnow,butle{t}^{\prime }sgowithit.Sothatbringsupthepoint.SoIhave--somygirl,likeIsaid,sh{e}^{\prime }smyhousecleaner.Sheshowsupatmydooroneday.Sh{e}^{\prime }slike,hey,Iwanttobeyou.Andsh{e}^{\prime }slike,I^{\prime }macopyandpasteofyou.Andshebecameme.Nowther{e}^{\prime }salittlebitofa--becauseobviouslyIhadtolearnthecarapart,likefromLeila.SoIlearnedthecarapart.AndnowIhaveit.Butthen{I}^{\prime }veseensituationskindoflikenotgothewaytheyshould,becausesh{e}^{\prime }sacopyandpasteofmefromyesterday.So{I}^{\prime }mstartingtoseethosekindof--Wha{t}^{\prime }stheproblem?Wouldsheputherinfrontofthecamera?Havehersellandgetheroutofthebuilding.I{t}^{\prime }slikeshecansell.Yeah.Solethersell.Do{n}^{\prime }thavehermanagepeople.Havehersell.Gotit.I^{\prime }mjustgoingtothankyouguys.Thisisagoodtalk.Yeah.Thankyou.Realquick,Ihaveagiftforyou.Thisisthe$100 million scaling roadmap. It’s something that my team and I put 200 plus hours into building and breaking the stages of scaling into 10 steps. All right. And so what we did is we broke down everything that got us— basically got us stuck and what we did to break free at each level of the business. And if you’d like to know what product marketing sales customer service, IT recruiting human resources and finance look like it, the stage that you’re currently at, this is a free gift. So all you have to do is go to Aqua’s.com/Rubmap, you can plug in your business information. And if you want our help, you want my help to help you break through whatever level of scaling you’re at, this is not a promise. I’m just saying I’d love to help. On the thank you page, you can book a call. Every month, we have a workshop out here at my headquarters. You actually talk to my real team that does our marketing, does our emails, does our ads, does our copy, does our— does our sales, does our finance, does our recruiting. The real people we’re doing is at a very high level. And what’s really cool about that is that they can typically find and spot what the constraints are in a business like that. And so it’s one of the most valuable things that I could possibly do. Obviously, space is limited based on our actual headquarters. But if that’s interesting, on the thank you page, you can book a call. No pressure. This is a gift either way. It’s absolutely free.

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