§ 01 · The Hook
The bait, then the rug-pull.
Alex Hartsuff opens with the boast — 217 enterprise clients, $10K/month each — then immediately undercuts it: the process is so simple you might call it boring. That contradiction is the whole hook. Sophisticated buyers do not believe in magic closes, and neither does he. What follows is a 19-minute system you can run on a whiteboard: two calls, two parallel five-P frameworks, three pre-handled objections.
What the video promised.
stated at 00:36“I'm gonna walk through that process from the first time you talk to them all the way up until that contract is signed.”delivered at 19:30
Where the time goes.
00:00 – 01:08
01 · Cold open: 217 clients, boring process
Result claim plus contrarian frame — the process is simple, repeatable, almost boring. Pattern interrupt against typical sales-guru hooks.
01:08 – 02:41
02 · Origin: winging calls, getting ghosted
Confession arc. Surface-level discovery, excited rambling pitch, prospects say 'let me think about it' and ghost. Reframe: the problem was not the close, it was the absence of a repeatable process.
02:41 – 04:23
03 · Building the 5P process
Studied Hormozi, Belfort, Cardone, Miner, Reiter. Built and iterated his own. Argues sophisticated B2B buyers reject mind tricks — they want clear questions, listening, and a decision.
04:23 – 05:39
04 · The two-call structure
Call one: discovery, pitch, ask for close. 92% of high-ticket deals do not close on call one. Call two: audit with real value, ask again.
05:39 – 05:39
05 · Why call two needs a purpose
Most agency owners book a vague 'follow-up' that gets rescheduled into oblivion. The fix: call two delivers demonstrable value (an ad-account audit, a custom demo).
05:39 – 08:48
06 · Discovery is where the sale is won
Most operators over-polish the pitch and under-invest in discovery. If discovery is right, the pitch writes itself.
08:48 – 10:15
07 · P1 - Problem
Why are you on this call? Refuse the surface answer. Drill until you have the specific problem they are trying to overcome.
10:15 – 12:09
08 · P2 - Past
What have they tried? What worked, what did not? Their past answers tell you exactly which language to use in your pitch.
12:09 – 14:15
09 · P3 - Pain
What is this costing them? Quantify the pain in dollars. If they have not put a number on the problem, you cannot justify a number on the solution.
14:15 – 15:36
10 · P4 - Potential
Where do they want to be? The goal. Without this you cannot paint the gap between now and there.
15:36 – 17:01
11 · P5 - Position
Logistics: why now, who else is involved, what is the urgency. This is the answer key for pre-handling objections later.
17:01 – 19:30
12 · The pitch: Position, Pillars, Process, Proof, Package
Parallel five-P pitch. Position = credibility stats (60-90s). Pillars = three problem-solution-outcome blocks tied to USPs. Proof = case studies matched to the prospect. Process = how it actually feels to work together. Package = the offer, with solution and price separated so a 'no' tells you which one is wrong.
14:54 – 17:54
13 · Pre-handling time, money, decision-maker
Three real objections at high-ticket. Pre-handle by what you ask in discovery: position section pre-handles time and decision-maker, pain section pre-handles money.
17:54 – 19:02
14 · The audit call with real value
Call two is a real ad-account audit or custom demo — material you can share with stakeholders you never get to meet. Saves the work until they are qualified and price-aware.
19:02 – 19:32
15 · Recap and CTA
One-line recap, workshop pitch. Click the link in the description.
Visual structure at a glance.
Named ideas worth stealing.
05:39list
The Five P's of Discovery
- Problem
- Past
- Pain
- Potential
- Position
A fixed-order discovery script. Each P builds on the last: define the problem, learn what they have tried, quantify the cost, paint the goal, gather the logistics. Ordered so the answers from each step feed into the language of the pitch.
Steal forAny high-ticket discovery call — coaching, agency, consulting, software. Use the same five buckets even outside agency-world.
17:01list
The Five P's of the Pitch
- Position
- Pillars
- Process
- Proof
- Package
A pitch architecture that mirrors discovery. Position is 60-90s of credibility stats. Pillars are three problem-solution-outcome blocks tied to your USPs (not your services). Process matches their preferred level of involvement (he asks 1-10 in discovery). Proof points to one matched case study. Package separates solution and price so a 'no' is diagnosable.
Steal forMod Boss / LFB sales pages or pitch decks — especially the problem/solution/outcome triplet structure for the value section.
04:23model
Two-call enterprise structure
- Call 1: Discovery + Pitch + Close
- Call 2: Audit with real value + Close
Accepts that 92% of high-ticket B2B deals do not close on call one. Designs call two to deliver demonstrable value (audit, demo, sample work) so it survives the reschedule.
Steal forAny sale over $5K where there is a partner, boss, or finance gatekeeper involved.
15:02list
Three Real Objections at High Ticket
- Time (urgency)
- Money (quantified pain)
- Decision-maker (leadership structure)
All other objections are smokescreens for these three. Pre-handle each by asking the corresponding discovery question instead of waiting to fight the objection at the close.
Steal forAny sales script that currently has an 'objections' section at the bottom — rewrite the discovery section instead.
23:02concept
Separate solution from price
Confirm they agree the solution is right BEFORE you state the price. If they say no after, you know it is the price, not the offer. If you bundle them together, a 'no' is undiagnosable.
Steal forAny closing script. Especially relevant for tiered pricing where you want to know if you should drop a tier or rebuild the offer.
19:02concept
1-10 Involvement Scale
In the Process section of the pitch, ask: 'on a 1-10, how involved do you want to be?' Most answer 3-7. Tailor your process language to match.
Steal forOnboarding flows, agency intake, even SaaS upsell calls — any time you need to position the same product as 'hands-off' or 'hands-on' depending on the buyer.
Lines you could clip.
00:22
“The sales process that we used, honestly, is pretty simple. A lot more simple than most people might think. In fact, they might consider it boring.”
02:41
“The issue was not what I was saying or not saying. The issue was I did not have a repeatable sales process.”
07:05
“If you do discovery right, your pitch will write itself.”
10:15
“If you do not quantify the pain, you cannot quantify the value that you are going to bring them — which means you cannot charge them as much.”
15:02
“There are only three real objections at this price point — time, money, or decision maker. Everything else is a smokescreen.”
23:02
“We separate solution and price. If they agree the solution is right but then say no to the price, I know the issue is not the offer, the issue is the price.”
How they spent the runtime.
Hook length22s
Info densityhigh
Filler8%
Things they pointed at.
02:50channelAlex Hormozi
02:50channelJeremy Miner
02:50channelMatt Reiter
02:50channelGrant Cardone
02:50channelJordan Belfort
How they asked for the click.
18:20product
“If you wanna spend a week with me working through your sales process so you can adapt it close to the biggest deals in the history of your agency like our clients are doing right now, click the link in the description, join our next enterprise client workshop.”
Mid-roll CTA at 18:20 plus end-of-video CTA. Both pitch the same workshop. Soft — framed as 'if you want to' — and tied directly to the framework he just taught.
Word for word.
HOOKopening / re-engagementCTAthe pitchmetaphorstory
00:00HOOKI closed 217 enterprise clients on contracts of $10,000 a month or more for my agency before we sold it. And the sales process that we used, honestly, is pretty simple. A lot more simple than most people might think. In fact, . What So I wanna do in this video today is walk through that process from the first time you talk to them all the way up until that contract is signed. And by the way, this is the exact same process that our clients are using right now today in May 2026 as I record this to close the biggest deals in the history of their agency, as you can see right here. In the early days of my agency, I was taking every single sales call. And back in those days, I was doing the same thing that IC agency owners that we work with do every single day. I was winging the sales call. I would get on the call, ask a couple of surface level questions that I considered to be discovery. I would then excited, go into rambling about all the great things that we've done and what I thought we could do for them, our case studies, whatever, only to get to the end of the cough, the prospect to say, well, this sounds really good, Alex. Like, I'm very interested. Let me think about it and then I'll get back to you. What would happen then? They would ghost me. I would never hear from them. And then I would spend, after every call, sitting there going, well, what did I do wrong? Did I not ask the right questions? Did I not ask enough questions? Did I not objection handle them well enough? Do I need a better closing technique? And it took me way too long to realize. The issue was not what I was saying or not saying. The issue was I did not have a repeatable sales process that I could put a prospect through and get a predictable result on the other side. So I decided I would become a student of sales and I would start to build my own sales process. I started learning from all the the famous sales guys out there. Right? The Hermozies, the Jeremy Miners, the Matt Reiters, the Grant Cardones, the Jordan Belfort. I would go get a book or buy a course or whatever. I would learn a technique from them. I would implement it in one of my calls. I would see how it worked, and then I would iterate and iterate and iterate until we eventually built what I now call the , which is what I'm gonna walk through in this video today. But the reason I would call it simple or I would call it boring is because what I've learned is that you don't need all these fancy closing tricks and assumptive closes and all of these fancy mind games that a lot of sales guys tell you that you need in order to close bigger deals. What I found is is the more sophisticated the buyer and especially these super high ticket b two b people that you're selling to, they don't go for all that stuff. See, we talked to so many agency owners who think they need some magic formula or some crazy objection handling closing technique in order to close these huge deals. And both from my own experience and the clients who we were working with who are closing these huge deals, that's just simply not the case. You don't need some fancy magic sales mind trick. What you need is to ask questions in such a way that it reveals the true roots of the problem that they have, listen and understand where those are coming from, only pitch them if you actually think that you can help them, and then ask them to make a decision. It's simple, it's boring, and it works. So let's get into the five p sales process right now. So the whole process is gonna boil down to two calls. On the first call, you're gonna do discovery and pitch. You're gonna ask questions to genuinely understand the problem that they have in their business. You are going to pitch them a specific solution. You are going to give them the price, and you are going to ask them to make a decision. At the end of that call, one of three things can happen. They can either say yes, they can say no, or they can say what they say 92%
03:01of the time based on all the calls that we track. This is interesting. I need to talk to my boss, talk to my partner. I need to get financial approval, whatever, especially at these big deal sizes. Now what a lot of people might tell you is that if you have to go into a second call, that means that your sales process isn't good enough. You didn't close them hard enough, whatever else. But if you're selling stuff that's $2.03, $5, I would probably agree with you. But if you're trying to sell $20.30, $50,100,000 dollar contracts, you gotta understand most of those are not gonna be done the first time somebody talks to you. So what you need is a plan in place for the people who are not gonna close on the first call, which 92% of them are not. So what you gotta have is a second call with a purpose. And I'm gonna get more into audit calls here in a second, but the issue that most agency owners have is they get to the end of that first call and that person says, well, I'm interested, but I need to talk to my partner, blah blah blah, whatever. And they say, okay. Well, let's just book a follow-up call for Monday at 10AM, and then we'll talk to them then. And I'm sure you've done that, but how many times have you done that? And then the day of or the day before, you get an email from the prospect that says, hey. Uh, something came up. We need to reschedule, and then they reschedule, and then you just never have the call. Why? Because they knew the only purpose of that call was to try to close them. And if they're not ready to move forward, they're not hopping on that call. So what you need is a second call with a purpose to show them real demonstrable value that you can actually be a good partner for them and that this will work them. I'm gonna get all into the specifics of that here in a second, so don't worry about it right now. But just know, first call, discovery pitch, ask for the close. Second call, audit, ask for the close again. So the first part of the call is discovery. And I'm sure you've heard a million people tell you, hey. You gotta do discovery. You gotta ask questions about their business, blah blah, whatever. And I'm sure you're doing some form of that. But the issue is we review agency owners calls every single week inside of our program, and we see the same thing. They ask surface level questions about their business, almost as just an excuse to have the permission to then pitch them. But good discovery is the key to making the sale. See, most people think that the pitch is where the sale is made, but that's not the case. That's why people spend so much time trying to perfect their pitch deck, their offer, whatever else. And sure, those things matter, but discovery is where the sale is won or lost. And that's why most pitches fall flat. That's why most of them sound generic like you were pitching the same thing to everybody else because you don't know enough about the prospect's specific situation in relation to the problem that they have, not about their business, but about the problem that they have in order to make the pitch sound customized. The best pitches in the world are just listening to what your prospect says and then saying the same thing back to them. So if you do discovery right, your pitch will write itself. You'll already know exactly what to say. But let's get into the five p's of how to do discovery effectively. Discovery follows a specific order of five p's, and they follow that order because each one builds on the last. Problem, past, pain, potential, and position. The first one is p problem.
05:39Why are you here? Why are you on this call right now? This is the single important piece of the call. If you do not know the problem, you cannot move forward. And most of you will say, well, what's the problem while you're here? And they may say some surface level thing like, oh, we just need more leads. Well, well, why do you need more leads? What's keeping you from getting more leads? You can't stop at the surface level. And what might also is you go, well, what's the problem? Why are you on this call? And they might say something like, well, I just wanted to learn more about your service. Yeah. I'm sure you wanted to learn more, but you don't just spend all day hopping on calls with people just to learn about their services. There's a reason why you wanted to learn about our service because you probably have some issue you're trying to solve. Right? You have to nail down specifically
06:17what is the problem that they are trying to overcome. If you do not know the problem, you cannot pitch them. You will not close them at the rate that you should. The second p is passed. What have they done to try to fix this before? What's worked? What hasn't worked? And you wanna know this specifically because the way that you pitch is going to correlate to the failures that they've had or the successes that they've had in the past. Let's say, for example, they say, well, you know, we hired an agency before, but it felt like we just never heard from them. Right? When you get to your pitch, what you can say is you can say, hey. What we're gonna do is we're gonna make sure that every week you get this reporting and every you know, and really be keeping you involved through this process. And they're gonna think, wow. This is the exact agency that we wanted. Why? Because you told them what they needed to hear. And then on the other side, maybe they say, hey. Well, you know, we hired this agency, but it just felt like every single day they were hitting us up. Like, they needed us to do so much work for them. And so what you could say is, well, hey. What we wanna make sure as an agency is that, you know, you're hiring us to take this off your plate, not to add a whole bunch of work to you. Right? And so the exact same that's two separate answers to the same question, and depending on how they answer is gonna shape how you pitch them. The third p is pain, and this most agency owners will not ask this because they think it's, like, sales y or whatever else. But a, that's probably only going on in your head, and b, this only comes across sales y if you're doing it in such a way that it's just checklist. Hey, I just have to ask this thing. Right? The p for pain, what is this costing you? What is the consequence of not fixing this thing? You have to quantify
07:37the pain that they're having. If you do not quantify the pain, you can't quantify the value that you are going to bring them, which means you can't charge them as much. If they don't know how much it's costing them, they are not willing to pay as much as they should pay because there is no number on it. You have to make this a real quantified number in order to extract max cash on these deals. P number four is potential. Right? This is the goal. This is where they want to get to. And you gotta know the goal because if you don't know where they wanna go, you can't paint a gap between where they are and where they wanna So you need to know specifically if this gets fixed, what does this mean? If this gets fixed, how does that affect the company? If this gets fixed, how will you know? How will you measure success? And then later when you pitch, you tie everything back to the goal that they have. And then the final p is position. So these are things like, why are you looking to do this now? Why is this a priority? Who else is involved in a decision like this? This is all the things that surround the logistics of the deal. Now all of this is gonna be the majority of the call. We typically book our calls for about forty five minutes. Twenty to thirty minutes should be all discovery. And while you're going through discovery and again, because we see this on so many sales call reviews, you're gonna feel the urge to start to tell them about how, hey. Oh, man. We work with somebody who had the same problem or, you know, hey. We we saw this too, and this is what we need to solve it. It's not your turn to pitch. Discover while you are discovering and pitch while you are pitching. By the way, you can't, like, make this some robot checklist thing where it's just like, I have to ask this question, check whatever else. That's where prospects well, if you ever had a prospect say like, well, hey, man. You don't to sell me on this. Like, you just give me to your page. Like, you know, it's all good. I understand. I do sales too. Whatever. If you hear a prospect say that, that means that we're being robotic in the way that you are asking questions, and it doesn't feel like a natural, genuine conversation. You have to ask a question and then dig deep in that conversation with a genuine curiosity. So if they tell you, hey. I'm having this issue. Okay. What's causing that issue? Well, why do you think that's causing that issue? Well, tell me more about, like, the specifics of how you got there. And so you have to dig into each thing as opposed to just going, well, what's your problem? Okay. Well, how'd you try to solve that? Okay. Is that costing you a lot right now? Well, obviously, it's costing me a lot. The ultimate goal of discovery is to know everything surrounding the problem that they have. It's not about understanding their business. It's not about trying to learn more about them as a person. It's about understanding the problem. And I often have people ask me, they'll say, hey, Alex. How many questions? How long should discovery be? And the truth of the matter is it's different for everybody because every prospect's gonna be a little bit different. Sometimes you got talking Tommies. Right? They got a lot to say. And so it might be forty five minutes of discovery. But then you got some people who are real straightforward. They might just give you one answer or whatever. It might be ten minutes of discovery, then you're into your pitch. Right? Ultimately, what it comes down to is can you answer all five p's? If you can answer all five p's, you've got enough to go into your pitch. By the way, if you wanna spend a week with me working through your sales process so you can adapt it close to the biggest deals in the history of your agency like our clients are doing right now, click the link in the description, join our next enterprise client workshop. But let's keep going because now I gotta get into how to actually pitch these deals. Now once discovery is done, you gotta transition into your pitch. And we typically use a pitch deck for this. I'm not gonna share the specific pitch deck template that we give to our clients on here because it's just for our clients, obviously. But we like to use a pitch deck because of the visuals. It gives structure to the call, and it's something that you can share with the prospect afterwards if there are other internal decision makers because often there are decision makers that you're never gonna talk to, so we wanna have material that we can give to them. This pitch will also follow a five p process just like discovery. Position, pillars, process, proof, package. Position will establish your credibility. It's typically about sixty to ninety seconds long, just three stats. Here's what we've done for other people that's relevant, so you should listen and know that I know what I'm talking about. Right? Hey. We've, you know, worked with x number of clients. We've managed x amount of ad spend. We've done x amount of revenue for our clients just enough to get them to go, okay. Well, this guy probably knows what he's talking about. Now pillars, this is your core pitch. You've probably heard people say do a three pillar pitch before. We do it in a very specific way so it actually lands. And so this is not typically, hey. We're gonna do your ads, and we're gonna do your email, and we're gonna do your website, whatever. It's not typically about the services. It's typically your USPs. What makes you different? And now, this is gonna be different in different markets depending on how sophisticated your customer is, a k a how many times have they bought from other agencies, have they worked with other agencies before. The more commoditized your service and the more sophisticated sophisticated your your market, the deeper you've gotta go into your USPs versus if you're selling something that's kinda brand new that, like, not a lot of people have. AI was this. It's kinda moving a a little bit away from this as I record this now at least. And then you can just kinda talk more about the actual offer itself. But ultimately, you wanna use each pillar to say, hey, most of our clients say they deal with this. What we do instead is this, and what that means for you is this. Right? Problem solution outcome. And you wanna do that problem solution outcome three times over. Right? So for the longest time when we were selling creative, I would say something like, hey, you know, most of our clients say, and I typically ask them something in discovery so they would know, like, they they would set me up for this so well. I'd say, hey, you know, you know how you said that you felt like you were just putting stuff in your ad account, throwing up against the wall and hoping something sticks? Yeah. But we call that . So what we're gonna do instead is we're gonna dive deep into the ad account that you run. We're gonna get all the data, pair that with all the data from all the accounts that you've run before so we can make creative that's as specific as possible to what's gonna work for you. And what that means for you is your creative has the highest chance to convert. So what I said there, hey, every single client that we work with says they have this problem. What we're gonna do instead is this, and what that means for you is this. Right? Problem, solution, outcome. Then we're gonna move into our proof. Right? This is our case studies. What you do not wanna do is just run through a whole bunch of random case studies. In your pitch deck, what you wanna set up is multiple different types of proof, different types of industries, if you work with multiple industries, different types of revenue sizes, right, maybe a $100,000 a month company, a million dollar a month company, whatever, or different types of problems that you've solved. So that way, no matter who you're talking to, you can point to one specific case study and say, hey, you know, we work with a lot of people. We have a lot of different case studies that I can go through, but specifically, I wanna point to this one because of x y z. I feel like they were like you because of x y z. Here's what we did. That's what we would kinda do a similar version of for you. Does that does that feel relevant? Yes. Okay. Cool. Right? And then you go through the rest of your case studies quickly. Then the fourth p here is your process. Right? So this is what it actually looks like to work through. A little trick that I like to use here is to go, hey. You know, based on a scale of one to 10, how involved do you wanna be in a process like this? One being, you know, you never hear from me until the thing's done. I just send it to you. 10 being, you fly out to Dallas and you're in the ads with me. Right? And most people will give you a five. Some will say three. Some will say seven. But it's typically one of those three answers. A lot of people are just gonna say, well, know, I wanna be involved enough in the beginning to make sure you guys understand it, but I don't wanna get in your way. And so because of that, based on how they answer, if they're more, I wanna be more involved or I wanna be more hands off, you can really position how you talk about your process so that it seems more aligned with what it is that they want. Right? Which we also talked about earlier in discovery in the past section. And then finally, the fifth p package is you go through the offering, you say, hey, based on everything we've talked about, this is what I think would make the most sense for you. Do you agree that based on, you know, x y z things, this is the exact thing that would help you overcome insert x y z problem they said they had and get x y z desired outcome that they want. Right? They say yes or they say no. Most of the time, if you've done your discovery right, you're talking to the right kind of person, they're gonna say yes. When they say yes, you say why. You wanna make sure you get them to articulate why this is the right thing, and then they will sell themselves on why this is the right solution. Once they do that, you go, okay. Cool. Now the price is whatever the price is. And it's very important we do this for a particular reason. We separate solution and price. If I say, hey. The offer is x y z amount and it's, you know, $10,000
14:31and they say no to that, I don't know. Is the solution wrong or is the price wrong. But if I've gotten them to agree that the solution is right, but then they say no to the price, then I know the issue is not the offer, the issue is the price. The whole pitch itself should be ten minutes absolute maximum. I'm really shooting for five to seven. The less that you can say, the shorter the pitch, the better. Okay. So I wanna quickly touch on one of the most important things that I've learned about sales over all these years. Most of the sales training out there is gonna tell you about how to handle objections. Right? They say, I can't buy for this reason. You've got some magic fancy word track on how to handle that objection. But I don't wanna handle objections at the end because if I handle them at the end, they're just a confrontation. I would rather build into my conversation a way to prehandle these objections. Typically, there are only three real objections at this price point. It's either time, money, or decision maker. Everything else, it's all .
15:22So what we wanna do is we wanna prehandle each one of those things in discovery or in our pitch. So for time, people will always ask me, you know, hey, Alex. How do I get people to move forward more quickly? How do I shorten my sales cycle? The answer is you cannot make people move more quickly. All you can do is remind them of the urgency of their problem and the cost of that problem. So when we ask things in the position section of our discovery like, hey, why is this a priority right now? Or when we ask things in the pain section about, well, what's this costing you to not have it solved? By reminding them of those things, hey, you already told me that this is costing you x x amount of dollars. You already told me that you've been dealing with this for x amount of months. Why would we continue to put this off? That's the only thing that you can do to get people to move more quickly, and it's how you prehandle the let's do this next quarter. Let's do this next month time objection. And then for money, instead of waiting for someone to say, well, you know, $20,000 sounds expensive, what you've done earlier in discovery in the pain section is you said, okay. Well, it's costing you this much. You've quantified the cost of the problem. Remember? You said it's costing you a $100,000 a month. I'm offering to fix for 20. Right? The math is just the math. And then finally, for decision maker, and this is, again, it's the most common one, especially when you're talking about these really big deals because there are typically multiple decision makers. If I've asked you in the position section, hey. What's the leadership structure look like inside your company? Or how are decisions like this typically made, and you told me, hey, I've got a partner, hey, I've got a boss, the CEO, whatever, I already knew that this was gonna come at the end, I could have set myself up in such a way to know that, like, I don't need to just sit here and this is not a smoke screen, I know it's real type of thing. Right? Because there are real objections and there are smokescreen objections. And if I treat a real logistical objection as a smokescreen objection, well, then you're just gonna piss off the prospect because you're being disrespectful. If they say, hey. I gotta go talk to my boss, and you think they're just saying that to get off the phone so you try to objection handle them through that, then you come across as kind of a jerk. And so what we wanna know that early, and we set ourselves up early by going, okay. So you got, you know, a boss. Do they know that you're out looking for this kind of thing? What do they think about this? Then you can position your pitch not only for the person on the phone, but the person that you may never talk to. That's prehandling. It's handling these objections before they ever come up. So what you wanna do if you're not recording your sales calls, you have to record your sales calls. What you wanna do over time is you're gonna get questions, concerns, objections, things you've never heard before. Like, maybe somebody says, what happens if, you know, there's turnover on our account? There's turnover in your agency. How do you handle that? And maybe you've never heard that, so you didn't know how to answer it, but you hear it in a call, you saw it in a transcript, and now you add it into your pitch. Hey. If your account manager gets fired, here's what happens. And so over time, your sales script, which you should have a script, you should not be winging this so many people apparently want to, your sales script becomes a map of every objection, every concern, everything that every prospect will ever say, and so you become bulletproof.
17:54CTAOkay. So if you get to the end of the call and they say, hey, you know, I'm super interested. I wanna do this, but I gotta talk to, you know, whoever I gotta talk to, finance, my boss, CEO, partner, whatever, that's when you book in this audit call. Right? Your second call has to have a purpose. You don't say, hey, okay, cool. Go talk to them and let's follow-up whatever day we wanna follow-up on. What you gotta say is, hey, no, I totally understand. What a lot of our clients have thought was helpful is if what if I did this? What if I went into your ad account? What if I made you a demo? What if I did something and put together something of value for you so then that way you can bring whoever on a call, we could walk through your specific situation and talk about what it would look like for you specifically. Because ultimately, call one is all about, hey. This is what our agency does generally. Some people will move forward from just that. But then call two is all about, here's what we would do for you
18:37CTAAnd again, like, this is not some fake thing. Like, you're doing real work. But the reason you save it until a second call is because you wanna make sure somebody is both qualified and knows your price and is that is at least reasonable to them before doing all this work for because if you do all this work for them before the first call, and they get to the price, and it was like, well, you just wasted your time. Again, you can't just get on this call and say, well, you know, what what'd you think? Alright. You ready to move forward? Whatever. It's gotta be real demonstrable
19:02CTAvalue, and that's what's gonna separate you from most agencies anyway. So that's gonna be the whole sales Call one, discovery pitch, ask for close. Call two, audit with real value and then close. Rehandle your objections so they're not becoming confrontations at the end of the call and use the same exact process for every single prospect that you talk to. If you wanna work with us for a week, walking through your entire sales process as well as learning about how to reposition your offer, getting the right leads on the phone in the first place, I really encourage you. Click the link in the description. Check out one of our next enterprise client workshops. I'll see you soon. Peace.
§ · For Joe
Steal the parallel framework.
Sales / offer page playbook
When you have two phases of one process — sell them as two parallel acronyms with the same letter count. The structure becomes the brand.
- Rewrite Mod Boss / LFB sales pages around problem-solution-outcome triplets, repeated three times — not feature lists.
- Pre-handle the three real objections (time, money, decision-maker) inside the pitch, not after the price.
- Always separate solution agreement from price agreement on a sales call. A 'no' should be diagnosable.
- Use full-screen numbered cards as pacing devices in long YouTube tutorials — buys you a beat, anchors the viewer, makes a 19-minute video feel like five short ones stitched together.
- Frame your set with one values-flag (Joe's equivalent of the Colossians poster) and one identity-flag (Joe's equivalent of the Charge More neon). Lets the room do the positioning work for free.
- Pick a contrarian hook that filters for sophisticated buyers — 'boring and repeatable' beats 'magic trick' if your audience has already tried the magic.
- Workshop CTA tied directly to the framework just taught — not a generic 'subscribe.' Keeps the CTA continuous with the value, not a hard pivot.
§ · For You
What to actually do on your next sales call.
If you sell anything over $5K
Stop trying to be a better closer. Get better at asking the five questions that make the close inevitable.
- Before your next sales call, write down the five P's on a sticky note: Problem, Past, Pain, Potential, Position. Ask all five before you say anything about your offer.
- On Pain, force a dollar number. 'What is this costing you per month?' If they cannot answer, the price you quote next will feel arbitrary to them.
- On Position, ask 'who else is involved in a decision like this?' early — not at the end. That single question pre-handles the most common high-ticket objection.
- Plan for a second call. 92% of $10K+/month deals will not close on call one. Have a real audit or demo ready to deliver on call two so it survives the reschedule.
- When you state the price, separate it from the solution. Confirm 'is this the right solution?' first. Their answer tells you whether to negotiate the offer or the price.
- Record every sales call. Every new objection becomes a line in your script. Over months, the script becomes the answer to every objection you'll ever hear.
